Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2025-09-30	48367000000	dkk
ifrs-full:Assets	2024-09-30	48073000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2024-10-01	2025-09-30	27874000000	dkk
ifrs-full:Revenue	2023-10-01	2024-09-30	27030000000	dkk

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   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="f0__s7__7__6-1" xml:lang="en">Group StrategyIn September 2025, we announced our new group strategy Impact4 - setting the standard of care at scale- covering a five-year period ending in 2030. We call the strategy Impact4 for three reasons. Firstly, it reflects our focus on four strategic priorities that are essential for our success and value creation inthis strategic period. Secondly, we enter Impact4 after a period of significant investments in organic and inorganic growth initiatives; hence, focus in this strategic period is on improving impact. Finally, Impact4 represents our long-term aspiration beyond this strategic period: to serve four million consumers - twice as many as we do today - through our deep commitment to customer centricity. As such, Impact4 is both a roadmap for today and a vision for tomorrow, anchored in strategic focus and driven by aspiration.Our Impact4 strategy is built around four priorities, which we will unfold on the next page:• Grow through innovative customer offerings• Unlock next-level efficiency gains• Embrace technology to elevate user experience and scale• Cultivate a winning and sustainable company.1)Organic revenueEBIT growth in line with Return on Invested growth of 7-8% or above revenue growth Capital of more than 2)(5-year CAGR)over the period20% in FY 2029/30With the new strategy, we have set a new long-term financial ambition towards 2030 to accelerate shareholder value creation, which includes:• Organic revenue growth of 7-8% (5-year CAGR until FY 2029/30)1)• EBIT growth in line with or above revenue growth over the period2)• ROIC of more than 20 in FY 2029/30To respect the differences in market dynamics, customer needs and patient pathways among our businesses, we have  organised our businesses into two distinct units: Chronic Care and Acute Care. As a consequence, a new Executive Leadership Team (ELT) has been formed to lead the execution of Impact4.As part of the new ELT structure, we are elevating our Chronic Care R&amp;D function to report directly to the CEO - a reflection of the importance innovation plays in our chronic categories. The new structure also reflects a step change in our innovation efforts, including accelerated speed to market and focus on gross margin accretion and capital requirements.Finally, we have established a new Wound &amp; Tissue Repair business unit, merging Advanced Dressings and Biologics. The aim with the new business unit is to create a global innovation leader in wound care.1) In constant currencies, before special items.2) After tax, before special items. Linear improvement expected over the period.Grow through innovative customer offeringsWe want to step up innovation in products and servicesto become the most customer-centric company in our categories, delivering superior customer offerings and growth. Bringing innovative and differentiated products and services backed by evidence into the segments we compete in will allow us to continue setting the standard of care and winning customers. We are empowering our business units to define and deliver the customer offering, shaping where and how to win across markets, channels, and segments. Within each of our two units, this translates into:Chronic Care: • Solidify our market-leading position by providing:• Superior product offerings with SenSura® Mio, Luja™ and Provox Life• Next level of services for users and HCPs withspecific focus on our direct businesses.Acute Care: • Create an innovation leader with the combination of Advanced Wound Dressings and Biologics into ‘Wound &amp; Tissue Repair’• Build on our strength in Men’s Health and trans-form Women’s Health with a successful launch of Intibia™ into the over-active bladder market.Unlock next level efficiency gainsAs part of Impact4, we will unlock next-level efficiency gains through a paradigm shift in ways of working and investments in new capabilities to enhance efficiency and scalability across the company. Firstly, we plan to improve efficiency in Global Operations to help offset external headwinds and deliver gross margin accretion, as well as Capex and inventory reductions. Secondly, we aim to drive scalability across the Group with our Coloplast Business Support Centre in Poland and the establishment of a Business Support Centre in Costa Rica to support growth and scale in the US. Finally, we will simplify our product portfolios and finalise the integrations of Atos Medical and Kerecis to reduce structural complexity and capture synergies.Unlocking next-level efficiency gains through the above-mentioned initiatives will enable us to deliver on our financial ambition of EBIT growth in line with or above revenue growth over the strategic period and a ROIC of more than 20% in FY 2029/30.Embrace technology to elevate user experience and scaleWe are making a significant, company-wide commitment to technology, including AI, during Impact4; one of the most important enablers for delivering a better user experience and driving scale. Over the next five years, we will invest substantially in dedicated technology programs, with a strong focus on AI, to enhance the customer experience and drive efficiency across the company.Towards our customers, we will advance the user experience by accelerating automation and AI to enable a step-up in service and deliver a best-in-class user experience.Internally, we will enhance and scale our one enterprise foundation, which is built on the principle of one IT infrastructure, one CRM and ERP system, and one HR system et cetera. We will likewise enable transformation in Global Operations through increased efficiency and enhanced productivity, utilising technology and AI.As such, embracing technology - both in customer facing and internal activities - will support our organic growth and value creation ambition towards 2030.Cultivate a winning and sustainable companyWith Impact4, we are transforming Coloplast into a faster, more customer-centric organisation to strengthen execution and deliver long-term value. This shift is anchored in a new leadership program designed to embed a high-performing, customer-focused culture at scale, while building leadership for the future through a robust executive succession pipeline. Simultaneously, we are committed to creating an environment where employees thrive through top-quartile engagement, workplace safety, leadership diversity, and a strong compliance culture. By 2030 we target 40% women among our senior leaders at Vice President level or above.Sustainability also remains a core strategic priority, supported by clear and measurable targets. We will reduce our environmental footprint by reducing Scope 1 and 2 emissions by 90% and Scope 3 emissions per product by 10% in 2030, on the path to Net Zero by 2045. Beyond environmental goals, we aim to positively impact society by improving reimbursement in around five markets, ensuring access for users and healthcare professionals, and continuing to invest in initiatives that benefit people and communities.GOV-1 &amp; GOV-2Corporate governanceGovernance structureColoplast has a two-tier management structure comprised of a Board of Directors and an Executive Leadership Team. The President &amp; CEO and the Executive Vice President, CFO constitutes the registered management with the Danish Business Authority. The Board of Directors determines the Group's objectives, strategies and overall action plans.On behalf of the shareholders, the Board of Directors supervises the company's organisation, day-to-day management and results.The Board of Directors also sets guidelines for the Executive Leadership Team’s execution of the day-to-day management of the company.The Board of Directors and the Executive Leadership Team further assess the company’s business processes, the definition and implementation of the company’s purpose, the organisation, stakeholder relations, strategy, risks, business objectives and controls.A set of rules of procedure governs the work of Coloplast's Board of Directors. These rules are reviewed annually by the Board of Directors and updated as necessary. The rules set out the guidelines for the activities of the Board of Directors.The Board of Directors comprises nine members, of which five are non-executive members, one is an executive member, and three are elected by the employees.Four out of six shareholder-elected members are considered independent which is in accordance with the Danish corporate governance recommendations.Eight board meetings were held in the 2024/25 financial year, of which one were an extraordinary meeting, including a meeting focusing on new strategy.OVERVIEW OF BOARD MEMBERSRem. &amp; Audit Nomin. Indepen-Board Election Board memberComm.Comm.dent Nationality Gendertenureperiod Board meetings attendedJette Nygaard-Andersen, Yes Danish Female 10  years 1 yearInterim Chair1) 2)Niels Peter Louis-Hansen, No Danish Male 57 years 1 yearDeputy Chairman1)Marianne Wiinholt1)Yes Norwegian Female 5 years 1 yearAnnette Brüls1) Yes Belgian Female 4 years 1 yearLars Rasmussen1) 3)No Danish Male 7 years 1 yearCarsten Hellmann1)Yes Danish Male 8 years 1 yearThomas Barfod4)No Danish Male 19 years 4 yearsRoland V. Pedersen4)No Danish Male 7 years 4 yearsNikolaj Kyhe Gundersen4)No Danish Male 7 years 4 years1) Shareholder-elected board member.2) Chair and committee member from  5 May 2025.3) Committee member until 5 May 2025. 4) Employee-elected board member.AUDIT COMMITTEECommittee member Meetings attendedMarianne Wiinholt, ChairLars Rasmussen3)Carsten HellmannJette Nygaard-Andersen2)REMUNERATION AND NOMINATION COMMITTEECommittee member Meetings attendedJette Nygaard-Andersen, Chair2)Niels Peter Louis-HansenLars Rasmussen3)Annette Brüls Committee structureThe Board of Directors has established two committees: an Audit Committee and a Remuneration and Nomination Committee.Five Audit Committee meetings were held in the 2024/25 financial year.Five Remuneration and Nomination Committee meetings were held in the 2024/25 financial year.Assessment of the work performed by the Board of DirectorsEvery year, the Board of Directors conducts a self-assessment. Based on the result of this assessment, the organisation and efficiency of the Board of Directors' work are discussed at a Board meeting.In 2025, the annual self-assessment of the Board of Directors was performed without external assistance. The self-assessment consisted of five questions in which board members as well as the Executive Leadership Team responded anonymously.The self-assessment shows that there is an open and transparent dialogue between the Board of Directors and the Executive Leadership Team, and the board committees serve as good vehicles for framing the discussions in the Board of Directors and ensure that key risks are addressed.Furthermore, the self-assessment shows that the board members have  relevant competencies, matching what the Board of Directors considers necessary to best perform its tasks, such as finance, digital transformation, customer experience, commercialisation, sustainability, industry knowledge incl. the US market, general management, innovation, legal affairs and acquisitions. However, the Board of Directors will increase focus on company culture. As part of the search for a permanent President &amp; CEO, the Board of Directors will discuss which additional competencies may be needed in the Board of Directors.During the past year, the Board of Directors has spent considerable time working on Coloplast’s new strategy: Impact4 and new financial ambition. Furthermore, the Board of Directors has devoted significant resources to management changes and leadership structures, including the search for a new permanent President &amp; CEO. The Board of Directors has also continued monitoring integration efforts and impact on Coloplast of geopolitical events.Gender representation on Board of DirectorsColoplast maintains equal gender representation among the six shareholder-elected members of its Board of Directors as three shareholder-elected members are women and three are men. More information on diversity in accordance with the Danish Financial Act, §107d, is disclosed on pages 81-83.Activities and responsibilities of the  Audit Committee The Audit Committee is, among others, responsible for the oversight of:• The financial reporting and associated processes, including the statutory audit of the financial statements.• The company’s internal control systems and risk management systems, including insurance matters.• Review of the Group’s IT security and the auditors’ annual IT audit.• The independence of the auditors, including the provision of non-audit services to the Group.• The procedure of selecting and making recommendation to the Board of Directors in respect of the appointment of auditors.• Activities reported through the Coloplast Ethics Hotline.• Updating the Board of Directors and Executive Leadership Team on work related to sustainability.In 2024/25, the main activities have been:• 2024/25 financial guidance.• Impact4 strategy and new long-term financial guidance.• Implementation of Corporate Sustainability Reporting Directive (CSRD).• Monitoring potential impact of US tariffs.• Divestment of care skin care activities.• Overseeing Atos and Kerecis integration including transfer of IP.Activities and responsibilities of theRemuneration and Nomination CommitteeThe Remuneration and Nomination Committee is, among others, responsible for the oversight of:• The competence profile and composition of the Board of Directors.• Nomination of members to the Board of Directors and the Board committees.• The leadership pipelines.• The remuneration policy for the members of the Board of Directors and the Executive Management and other tasks on an ad hoc basis as specifically determined by the Board of Directors.In 2024/25,  the main activities have been:• Assessing Executive Leadership Team’s structure and performance and provide recommendations to the Board of Directors for leadership changes.• Evaluation of remuneration structure for the Executive Management. • Search for a new permanent President &amp; CEO.• Review succession planning process for the Executive Leadership Team and talent review.Remuneration of the Board of Directors and the Executive ManagementAt the Coloplast Annual General Meeting held on 7 December 2023, the shareholders adopted an updatedRemuneration Policy for Coloplast, which had been prepared by the Board of Directors. The Remuneration Policy is available on the company’s website.Coloplast has also prepared a Remuneration Report detailing, among other things, the remuneration to the Board of Directors and the Executive Management which complies with Section 139(b) of the Danish Companies Act. The Remuneration Report 2023/24 was presented and adopted at the Annual General Meeting held on 5 December 2024.Governance of sustainability mattersSustainability is overseen by the Executive Vice President of Global Operations, with the entire ELT able to utilise the sustainability team's expertise. CSRD reporting is managed by the CFO. The composition of Coloplast's sustainability team is designed to align with the company’s material impacts, risks, and opportunities, considering its business model and footprint.Download the Remuneration Reportwww.coloplast.to/reportsThe administrative, management, and supervisory bodies include individuals with diverse sustainability expertise, such as environmental science and corporate responsibility. Key members are a Senior Vice President of Quality, Regulatory, and Sustainability with over 15 years in corporate governance and EHS/sustainability, and a Senior Director of Sustainability with a decade of experience in social governance. Additionally, several board members have extensive sustainability knowledge in medical and other sectors.These governance bodies meet quarterly to guide the company’s sustainability strategy, setting goals, monitoring progress, and ensuring regulatory compliance. Their expertise focuses on key sustainability impacts, including carbon emissions and product packaging improvements. They also collaborate with external experts from leading environmental consultancies and academic institutions, and members regularly engage in industry sustainability network meetings.Throughout the year, Coloplast’s governance bodies are updated on sustainability matters as follows: The CFO provides quarterly non-financial updates to the audit committee and Board, while the Sustainability lead reports on selected metrics annually. Current policy reviews are distributed throughout the year, with targets evaluated annually during these reviews. All sustainability topics undergo ELT review before being presented to the Board, and the ELT serves as a Steering Committee, receiving quarterly sustainability updates.The Audit Committee receives updates on sustainability target progress as needed, along with an annual sustainability update in May that includes an assessment of strategic focus areas. The Chairman of the Audit Committee reports to the Board of Directors on the committee’s activities, including those related to sustainability.Recommendations on Corporate governanceColoplast is reporting on the recommendations on corporate governance issued by the Committee on Corporate Governance applying to financial years starting 1 January 2021 or thereafter. Reporting on these recommendations is also required by Supplement A – Nasdaq Copenhagen to Nasdaq’s Nordic Main Market Rulebook for Issuers of Shares. The Board of Directors reviews the recommendations in force on a regular basis and at least once a year.The recommendations consist of 40 individual recommendations. Coloplast complies with 39 recommendations and explains for one recommendation.Coloplast’s position on each of the recommendations as well as a description of the internal control and risk management system relating to financial reporting can be found in the Corporate Governance Report which is prepared pursuant to Section 107(b) of the Danish Financial Statements Act.Coloplast has established internal controls and risk management systems in relation to the financial reporting process, which also covers material IROs and a detailed description is included in the Corporate Governance Report.Data &amp; AI ethics policyThe Board of Directors has adopted a Data &amp; AI Ethics Policy in accordance with § 99(d) of the Danish Financial Statements Act, applicable to all Coloplast group companies. More information on data ethics in accordance with §99d is presented in the Sustainability Statement on page 95.Download the                 Corporate Governance Reportwww.coloplast.to/reports</mrv:StatementOfCorporateSocialResponsibility>
   <mrv:LinkToCorporateGovernanceReport contextRef="ctx-1" id="f0__s7__7__9">www.coloplast.to/reports</mrv:LinkToCorporateGovernanceReport>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f0__s7__7__8" xml:lang="en">Data &amp; AI ethics policyThe Board of Directors has adopted a Data &amp; AI Ethics Policy in accordance with § 99(d) of the Danish Financial Statements Act, applicable to all Coloplast group companies. More information on data ethics in accordance with §99d is presented in the Sustainability Statement on page 95.Download the                 Corporate Governance Reportwww.coloplast.to/reports</mrv:StatementOfPolicyForDataEthics>
   <mrv:SustainabilityReport contextRef="ctx-1" id="f0__s7__7__10" xml:lang="en">The Sustainability StatementSustainability introductionWith Annual Report 2024/25, Coloplast releases its first integrated report in accordance with the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS). The CSRD aims to improve the transparency, comparability and reliability of ESG performance, informing stakeholders about the company’s sustainability impacts, risks and opportunities (IROs).For the implementation of the CSRD, a key objective has been to deepen the understanding of what is vital for Coloplast’s short, medium, and long-term success and sustainable growth. We have collaborated across geographies and business functions to enhance our understanding of business processes, resilience and due diligence, as well as to gather essential data for CSRD reporting. We conducted a double materiality assessment (DMA) in line with the ESRS requirements. The DMA underpins our reporting by identifying sustainability matters intrinsic to Coloplast’s business model and value chain. Material topics and related IROs are presented at the beginning of each ESRS chapter.The Sustainability Statement is part of the Management Report and comprises the following material ESRS topics:• General information (ESRS 2)• Environmental information (ESRS E1, E2 and E5)• Social information (ESRS S1, S2 and S4)• Governance information (ESRS G1)In addition to the CSRD, Coloplast complies with the Danish Financial Statements Act, §99d (see page 95) and §107d (see page 81).Incorporation by referenceColoplast utilises the incorporated by reference approach for improved narrative purposes and has placed some disclosure requirements outside the Sustainability Statement. These disclosure requirements and their location are presented in the table to the right.ESG ratingsColoplast is committed to transparent sustainability reporting. Key metrics and performance updates are shared in quarterly and annual reports. We actively monitor ESG rating agencies and assesses their relevance. Voluntary participation in selected ESG ratings helps us benchmark progress, identify improvement areas and provide stakeholders with credible, third-party verified insights into our sustainability performance.Disclosure requirements incorporated by reference Location and pages§40a SBM-1Significant groups of products Management Report 14-27(i)The role of the administrative, Management Report32-40GOV-1management and supervisory bodiesCorporate Governance Report6-16Information provided to and sustainability Management Report34 GOV-2matters addressed by the administrative, Corporate Governance Report14-16management and supervisory bodiesGOV-3, E1-Integration of sustainability-related Remuneration Report 4-6GOV-3performance in incentive schemesRisk management and internal controls GOV-5Management Report 41-43over sustainability reporting2025 ESG ratingCorporate Knights MSCI Sustainalytics CDP EcovadisIncluded in the Rating: AA Score: 13.7 Score: B Rating: 64 - Bronze Global 100 list.medalRanked as no. 2 It places Coloplast It indicates a low The score is above It places Coloplast within Medical within the top 49% risk, ranking the average of the among the top 26% Equipment among Healthcare Coloplast in the top Medical Equipment of all rated Manufacturing and Equipment &amp; 6th percentile within &amp; Supplies sector.companies.as no. 92 overall.Supplies companies.the healthcare industry.Preparation of the Sustainability StatementBP-1Basis for preparationThe Sustainability Statement has been prepared on a consolidated basis and covers data and information for the reporting year from 1 October 2024 to 30 September 2025.The metrics disclosed in the Sustainability Statement include consolidated data from the parent company, Coloplast A/S, and its subsidiaries. The Sustainability Statement is consolidated following the same approach as in the Financial Statements, unless otherwise specified in the accounting policies within each topical ESRS disclosure. Coloplast has defined its operational control in accordance with the ESRS, encompassing the parent company and its subsidiaries. In the event of acquisitions or divestments, the Sustainability Statement follows the same principles as the Financial Statements.The material information disclosed in the Sustainability Statement is based on the DMA, covering Coloplast’s operations as well as the upstream and downstream value chain. Coloplast has used the option to omit classified or sensitive information concerning:• ESRS S4-1 Privacy: §17 • ESRS S4-4 Access to products and services: §28, §30, §31a, §31c-d, §32a-c, §33, §34, §37, AR 38, AR 40, §68BP-2Disclosures in relation to specific circumstancesOur time horizons are consistent with the definitions under ESRS 1, section 6.4. The time horizons for IROs are categorised as short (&lt; one year), medium (one to five years) and long (&gt; five years). However, if a specific risk or opportunity is embedded in the enterprise risk management (ERM) process, the risk or opportunity will be assessed following our ERM time horizons.EstimatesIn the preparation of our Sustainability Statement, estimates have been made, including estimates based on value chain data. This affects the reported figures of the sustainability metrics. Estimates, assumptions and potential uncertainties formetrics, including when upstream and downstream value chain data are included, are described in the individual accounting policies. Overall, metrics related to Coloplast’s own operations are more accurate, as they are based on primary data. In contrast, metrics related to the value chain, such as Scope 3 emissions, are less accurate due to the reliance on indirect sources, such as supplier-provided primary data, activity data and spend-based data for certain categories. See the accounting policy sections for more information. Changes in the preparation of the Sustainability StatementHistorical figures have not been included in this year’s report as it is Coloplast's first annual report aligned and in compliance with the requirements of the CSRD. However, a baseline year has been included for scope 1, scope 2 and scope 3 green house gas (GHG) emissions, according to the requirements of ESRS E1, AR 48.Disclosures from other legislationThe Sustainability Statement contains disclosures of the EU Taxonomy, which is disclosed on page 71.The double materiality assessmentIRO-1 Identifying and assessing material IROsOur material IROs were identified through a DMA, which was finalised during 2024/25. It is our first DMA, forming the baseline with no changes to report. Going forward, we will review the DMA  annually to ensure the material IROs are in line with our business and strategy.In the process of identifying IROs related to Coloplast’s business, internal subject matter experts assessed severity and likelihood on every subtopic. Input parameters included Coloplast data, industry data and data collected from interviews and meetings with internal and external stakeholders across Coloplast operations related to the specific ESRS.To facilitate a systematic impact assessment, a set of scoring keys was employed, including ten distinct scoring keys for negative impacts, covering 5 for Environment, 4 for Social and 1 scoring key for Governance. Additionally, a positive impact scoring key was developed to assess positive impacts, and a financial scoring key was developed for evaluating risks. The keys follow the guidance from ESRS where applicable. Each sustainability topic underwent dual scoring: first, for ESG impact on a 0-5 scale, with 0 for no impact and 5 for absolute impact, and second, for financial risk on a 0-5 scale, indicating the magnitude of risk. Prioritisation of impacts was based on severity and likelihood. The materiality threshold is set by Coloplast by a margin of 3, with topics between 2 and 3 being investigated as part of their next steps and included in reporting if previously accounted for. Review sessions with internal stakeholders and experts established the internal control procedure of the identified IROs. Material impactsFor the DMA, we used  a scoring tool, which aligns with the sustainability matters defined in the ESRS topical standards. The process was informed by the due diligence processes, which are embedded into our way of conducting an ethical business, our quality management system and other operational functions, as described under Statement on Sustainability Due Diligence on page 53. The assessment focused on impacts related to Coloplast activities, which are required for business continuity, involving suppliers, distributors, manufacturing and office operations, the users of our products, and healthcare professionals. The impacts were categorised as being linked to our own operations and/or to the value chain through business relationships. The DMA involved engagement with internal and external stakeholders via interviews and meetings. Material risks and opportunitiesThe sustainability risk and opportunity reporting process is integrated into Coloplast’s ERM process, encompassing all business areas and global functions. The process to identify, assess and prioritise risks and opportunities is embedded in the DMA tool previously described. Connections and dependencies of the impacts with risks and opportunities were considered through the dual scoring of every sustainability topic. The risk and opportunity assessment embedded in the DMA is based on Coloplast Group risk indicators. Thus, the identified sustainability-related risks and opportunities are prioritised relative to other types of risks or opportunities.IRO-2 Disclosure requirements covered by the Sustainability StatementAfter identifying material IROs on a subtopic level, material data points connected to the sub-subtopics were identified using a list based on EFRAG’s data point list and assessed according to the CSRD flowchart for determining disclosures to be included.Based on the assessment, Coloplast reports in the Sustainability Statement on disclosure requirements from ESRS E1 Climate change, ESRS E2 Pollution (microplastics), ESRS E5 Resource Use and Circular Economy, ESRS S1 Own Workforce, ESRS S2 Workers in the Value Chain, ESRS S4 Consumers and End-users, and ESRS G1 Business Conduct.The content index of ESRS disclosure requirements complied with in preparing the Sustainability Statement is presented on pages 104-105, and the list of data points that derive from other EU legislation is presented on pages 106-108.SBM-3The results of the DMAThe material ESRS topics are presented in the overview on page 48. Our identified IROs under each of these ESRS topics are outlined in the DMA process and further described under the ESRS topics in the Sustainability Statement. Overall, our material IROs pertain to the core activities of our business model and the strategic priorities as a manufacturer of medical devices for people with intimate healthcare needs. The DMA process involved the consideration of significant sites, subsidiaries, sectors, locations and countries related to the identified IROs. The IROs are connected to activities from our own operations and in our upstream and downstream value chain, which serve the purpose of ensuring business continuity and delivery of Coloplast products. The identified material environmental impacts relate to the effect our operations and indirect business activities have on the environment regarding GHG emissions, resource use and pollution of microplastics. We are a people’s business with our employees working passionately to deliver quality products and services to people in need. Thus, the identified material social impacts relate to the effect our business and business relationships have on our workforce, the value chain workers, and our consumers and end-users. Resilience and financial effectsThe current financial effects of the identified material risks and opportunities are mostly related to financial performance, such as loss of revenue or increase in operational costs. It includes, for example, risks related to Coloplast’s products complying with the relevant standards and patient safety measures (ESRS S4), as well as risks of increased costs or fines related to climate change (ESRS E1) and resources (ESRS E5).The identified material IROs are core to Coloplast’s business and strategy. Strategic and operational initiatives to address IROs are embedded in established governance structures. The governance structure for sustainability performance updates and corporate decisions ensure potential risks to resilience are identified and communicated to the decision-making stakeholders. The Board of Directors are informed annually, the Executive Leadership Team quarterly and the Audit Committee is briefed biannually in relation to ESG reporting. As a result, the capacity to mitigate and manage impacts and risks and take advantage of material opportunities is deemed strong. Changes to material IROsThis is the first year of reporting on CSRD, including the conduct of a DMA. The results of the DMA thus form the baseline, and there are consequently no changes to material IROs compared to prior years.Before CSRD, we reported on water consumption, however, based on the DMA, this metric was deemed immaterial and is consequently no longer part of the report.Sustainability strategy SBM-1 Sustainability matters in our strategy, business model and value chain Strive25 strategy and sustainability This reporting period represents the last year of Strive25 for which we disclose the required CSRD information. With Strive25, we aimed to reduce emissions and enhance our products and packaging while operating responsibly. In 2024/25, we achieved further reductions in scope 1 and 2 emissions, increased our waste recycling rate, and reduced work-related injuries.Sustainability was one of the enterprise-wide themes of the strategy. Coloplast invested DKK 250 million during the Strive25 period in sustainability initiatives and partnered with key stakeholders to improve the data foundation and accelerate the availability of sustainable materials and technologies.    Key elements related to sustainability matters To operate responsibly and sustainably, we strive to minimise our environmental footprint by reducing emissions and improving products and packaging.It has been a strategic ambition to reduce emissions, increase renewable energy consumption, improve products and packaging, and transition to electric company cars. Our decarbonisation plan is based on a thorough mapping of value chain activities, emissions and climate risks.   Our sustainability goals apply across the entire Coloplast business, without differentiation by business areas, markets or customer groups. We operate in three regions: European markets (headcount: 5,619), Other developed markets (headcount: 2,359) and Emerging markets (headcount: 9,178). Significant groups of products are described under the individual business areas in the Management Report. The market perspective and revenue for each business area are presented in the performance sections on page 19 to 27 in the Management Report. For the segment operating profit, see page 121 in the Financial Statement. Reducing emissions - especially scope 3 - has been a key challenge due to immature, costly technologies, long implementation times, limited data accuracy and suppliers lacking emission targets. Transitioning our company car fleet to electric vehicles has also been slowed by immature charging infrastructure and behavioural shifts. From Strive25, we have learned that sustainability is evolving rapidly and technology cannot be taken for granted.We have now launched our 2030 strategy, Impact4, keeping sustainability central. After thorough analysis, we have set a realistic ambition: Net Zero by 2045, with short-term goals focused on product and people impact.By 2030, we aim to:• Reduce scope 1 and 2 emissions by 90%• Cut scope 3 emissions per product by 10%• Lower materials in products and packaging by 15–20%.We will continue Strive25 initiatives with the same level of investment onwards to 2030, and invest as well as expand efforts in material changes while working closely with suppliers.Sustainability matters in our business model and value chain Our business model is built with the user in focus and has five elements: 1) Bringing clinically differentiated products through innovation, 2) Building clinical preferences through partnering with healthcare professionals, 3) Building consumer preferences, 4) Building payer preferences, and 5) Documenting the value we create through data. Coloplast value chain is presented on page 50, depicting our upstream, own operations and downstream activities. We have considered  key activities, resources, distribution channels and customers for disclosing information on our business model and value chain. Our main focus is delivering quality products to our users. As a medical device company, Coloplast’s IROs are tied to our ability to provide reliable, high-quality products. Our IROs extend to the environmental footprint generated by our production and waste, the resources we utilise, including raw materials, and the limited lifespan of our single-use products. Due to Coloplast’s  reliance on the supply chain, we are vulnerable to potential disruptions that could affect the production, quality and product supply.   From a sustainability perspective, key inputs are raw materials, energy, human capital from suppliers, our workforce, and insights from healthcare professionals and users. We gather inputs through business relationships in the supply chain and our operations. Development and securing of inputs are primarily managed through our supplier management program and audits, our quality management system, regulatory compliance, and other formal procedures. Key outcome is to bring differentiated technologies to the market through innovation, helping people with intimate healthcare needs. We also offer education and support to healthcare professionals and individualised support and services to users. The value we create to our employees is salaries and professional growth opportunities. For investors, we create value through financial returns generated by superior market growth, industry-leading profitability and stable dividend payouts.  Coloplast value chain1) Top 18 categories: IM, Logistics, Building operations, Machinery, Film, IT application, Packaging, MRO, Chemicals, Human capital, Company Formation, Marketing, Naturals, Properties, Primary packaging, Cars, Accessories (FG), and Travel2) CFO Area includes IT, Legal, Finance and Investor Relations3) Global operations include Corporate Procurement, Global Distribution, Global Engineering, Global Quality Assurance, Regulatory Affairs  &amp; Sustainability, and Global Supply Chain4) Innovation Area includes R&amp;D, P&amp;E, Pipeline Portfolio, and Marketing5) DC: distribution centre Interests and views of stakeholdersSBM-2Our general approachColoplast’s vision is to set the global standard for listening and responding. Therefore, listening to our stakeholders' perspectives is embedded in our mindset. In our work, we share a passion to make a difference for the people who use our products. To do so, we aim for close collaboration, which requires a willingness to listen, an ability to emphasise and a commitment to act on what we learn. Coloplast’s engagement with its key stakeholders is detailed in thetable on page 52. During the DMA, interviews with our key stakeholders ensured that their views were taken into account. In theengagement, we collected insights into the views and interests of the users of our products and healthcare professionals (S4), our employees (S1), suppliers (S2), and investors and financial institutions.The Executive Leadership Team is informed about  activities and progress on strategic priorities through quarterly performance updates. If relevant, information on the views and interests of stakeholders affected by sustainability-related impacts is shared.  We have not made any amendments to the strategy or business model to address the interests and views of our stakeholders. S1 SBM-2Interests, views and rights of our employeesAt Coloplast, we recognise that our workforce's interests, views and rights are fundamental to shaping our strategy and business model. We are committed to upholding human rights and fostering an environment where every employee feels valued and respected. This commitment informs our decision-making processes and ensures that our corporate strategies align with our employees’ needs and expectations. We actively seek feedback from our workforce through regular surveys, interviews, open communication and engagement channels, allowing us to integrate their perspectives into our strategic initiatives.We prioritise the input from employees’ representatives, where applicable, to ensure our strategies reflect the collective insights and concerns of our employees. This collaborative approach enables us to adapt our business practices and policies in ways, which resonate with our workforce, ultimately enhancing their engagement and satisfaction.We aim to maintain a safe and healthy work environment - both physically and mentally - that embraces diversity, equity and inclusion. All of these focus areas are an ongoing commitment for us. They are formalised in our quality and sustainability policy, and they are prioritised in our corporate strategy with targets, e.g. lost time injury, representation of female senior leaders and diverse teams.As the material topics are already integrated into our responsible operations priorities, the material impacts do not lead to in any changes in our business model or strategy. S2 SBM-2Interests, views and rights of value chain workersOur value chain workforce features various types of employees from whom we have gained insight through our continuous collaboration and audits. By setting requirements through Coloplast BEST Code of Conduct (Coloplast BEST), we contribute to ensuring the interests, views and rights of the value chain workers are upheld and respected. S4 SBM-2Interests, views and rights of our consumers and end-usersColoplast's mission to make life easier for people living with intimate healthcare needs is at the core of our business model and strategic outlook. Our success as a company is dependent on our ability to understand and incorporate the interests, views and needs of our consumers and end-users.We recognise that creating shared value for all our key stakeholders is a prerequisite when building our future company aiming to improve the standards of care for our users, while supporting healthcare systems globally.Key Stakeholders - engagement and interestsKey stakeholders Engagement and organisation Purpose Outcome from engagement• Coloplast Care is a personalised support experience for people with • To educate, guide and inspire our users.• Guide users towards appropriate support and tools to stoma or bladder and/or bowel issues. Examples of engagement • We want to help build confidence, create a routine and compliance in start a conversation with their healthcare with our users are phone support, emails, health assessment, apps using our products, and support their daily life with a chronic care need. professional. Users of our productsand printed materials.• Improve compliance and well-being among our users. • In our research and insights activities, we engage with our users via • Empower users to self-care and self-education.qualitative and quantitative surveys.• Coloplast Professional encompasses both online and offline • To provide a platform for education and knowledge-sharing and gain • Define unmet needs. engagement, including clinical evidence education, assessment insights into the daily use of our products.• Improve patient outcomes. Healthcare professionalstools, online events, physical events, expert panels and congresses.• Ensure best clinical practice use of Coloplast products. • Product innovation for the benefit of our users.• Partner to Grow Conversations ensure continuous conversations • To align on expectations, address performance and development, and • Career development progression. with a focus on employee performance and development. discuss aspirations. • A focused development plan with specific goals. • The individual Development Plan. • To promote open communication, build trust, foster collaboration and • Clear understanding of own performance. • Year-end conversation is a structured approach to reviewing the encourage growth. • Detailed and constructive feedback to guide leaders past year’s performance. • To identify development areas and agree on strategies to address them. as well as the teams they are part of. Employees• The annual Engagement Survey. • To gather employee feedback and measure our progress in creating an • Fewer incidents of injuries or fatalities.• Ongoing training, awareness activities and team discussions about engaging workplace. • Compliance with Coloplast BEST.safety.• To ensure focus on safety risks and avoid injuries.• Code of Conduct training.• To ensure ethical business practice.• We engage with our suppliers and distributors in the initial • To mitigate any breaches of our Supplier and Distributor Code of • Ongoing due diligence process. assessment of them before any contractual agreement. Conduct. • Sustainable supplier and distributor relationships. • We engage with our suppliers through our supplier engagement • To engage our suppliers in our decarbonisation activities.Decrease scope 3 emissions.Suppliers and distributorsactivities, including Supplier Sustainability Programme, audits and questionnaires. • We engage with investors, shareholders and financial institutions • To provide timely, accurate and transparent information on our • Timely and reliable information flow. through ongoing communication via roadshows, meetings, financial performance, strategic direction and market positions. • Compliance with the rules on financial conferences, calls, and the Annual General Meeting. • To establish and maintain a strong relationship with existing and communication laid down by Nasdaq.Investors, financial • Furthermore, we have recurring engagement with investors potential investors and ensure a high level of credibility in the market.• Gather insights about market perception and investor institutions and shareholdersregarding queries on ESG ratings and other ESG-related topics.• Understand stakeholder perspectives and expectations.expectations. • Enhance our reputation and credibility in the market. • Improved ESG profile. Sustainability due diligenceGOV-4Statement on sustainability due diligenceOur due diligence is fundamentally embedded into our way of conducting an ethical business. The Codes of Conduct for our employees, suppliers and distributors, respectively, form the basis of the ethical and responsible manner we expect from our business practices and business relationships. Our Codes of Conduct are further described under S2-1 on page 88 and G1-1 on page 100.As a medical device company, Coloplast operates in a highly monitored and regulated sector. Our continuous compliance with medical device regulations is an inherent part of our due diligence process. We put our users and their safety first, and thus key due diligence processes are connected to our quality management, including, but not limited to, biosafety and chemical compliance, design control and product risk management, product reviews, and post-market surveillance. These processes enable us to assess and mitigate potential or actual adverse impacts on the users of our product. Additionally, due diligence processes are embedded in our value chain management and other operational functions. The following table provides a mapping that explains how and where application of the main aspects and steps of the due diligence process are reflected in the Sustainability Statement.While operational due diligence processes are embedded into several business functions, we are currently preparing for the implementation of the Corporate Sustainability Due Diligence Directive (CSDDD).Core elements of due diligence Pages in the Sustainability Statement General disclosures: (SBM-3, p. 47) (GOV-2,p.34) (GOV-3, pp. 4-6 Embedding due diligence in remuneration report) (GOV-5, p.41) a)governance, strategy and business Social: (S1-SBM-3, p.75) (S2-SBM-3, p.87) (S4-SBM-3, p.90) modelGovernance: (G1-1, p.100) (G1-3, p.101)General disclosures: (SBM-2, p.51) (GOV-2, p.34) (IRO-1, p.47) Engaging with affected stakeholders b)Social: (S1-2, p.76) (S2-2, p.88) (S4-2, pp.91, 92, 93, 95, 97) in all key steps of the due diligenceGovernance: (G1-1, p.100)General disclosures: (IRO-1, p.46) (SBM-3, p.47)Identifying and assessing adverse Environment: (E1-SBM-3, p.55) (E5-SBM-3, p.66) c)impactsSocial: (S1-SBM-3, p.75) (S2-SBM-3, p.87) (S4-SBM-3, p.90) Governance: (G1-3, p.101)Environment: (E1-3, p.57), (E2-2, p.64) (E5-2, p.66) Taking actions to address those d)Social: (S1-4, p.78, 80, 81, 83) (S2-4, p.89) (S4-4, pp.91, 93, 94, 96, 98) adverse impactsGovernance: (G1-1, p.100) (G1-3, p.101)Tracking the effectiveness of these Environment: (E1-4, p.58) (E5-3, p.67) e)efforts and communicatingSocial: (S1-5, pp.79, 82) E1 Climate changeIRO-1, SBM-3Impacts, risks and opportunitiesClimate-related Impacts and risks were identified during the DMA. Internal subject matter experts attended workshops to develop the methodology and scoring keys, which formed the basis for the materiality assessment of the subtopics and identified impacts and risks. Time horizons for climate-related impacts are categorised as short (&lt;1 year), medium (1-5 years) and long (&gt;5 years) term. However, if a specific climate-related risk is embedded in the ERM process, the risk will be assessed following our ERM time horizons. Our DMA identified climate-related hazard risks as medium-term, aligning with Coloplast's five-year strategy. The medium time horizon is linked to the actions or plans prioritised within the existing strategy period. Long-term considerations extend beyond this period and strategic planning.Climate-related impacts and risksEmissions from our business activities have long-lasting impacts on the climate due to the GHG emissions we generate. Scope 1 and 2 emissions are generated by the use of natural gas, electricity, district heating, HFC, VOC, oil and our car fleet. In addition to this, our scope 3 emissions, which account for 96% of our total GHG emissions, are generated by our upstream and downstream value chain activities, business travel and transportation.GHG  emissions cause climate change, posing physical risks like rising temperatures and sea levels, potentially imposing climate-related hazards, identified specifically relevant to our China site, or generally disrupting our supply and/or distribution chain. A shift to a low-carbon economy introduces transition risks, including higher carbon costs, stricter emissions standards, alterations in raw material sourcing and the need to enhance building resilience.It is a strategic ambition to reduce GHG scope 1, scope 2 and 3 emissions. Therefore, we measure our GHG emissions and report on this externally in our Annual Report. Internally, status updates on emissions and progress towards the targets are communicated to the Executive Leadership Team. For continuous management of our emissions, we have screened activities to identify emission sources and assessed the causes of climate impact.Value chain Time horizon for location impactsClimate change adaption Increased costs or asset devaluation due to climate-Riskx x xrelated hazards on Coloplast facilitiesClimate change mitigation Regulatory fines or market access restrictions due to Riskx x xhigh scope 3 GHG emissionsAct. neg. Scope 1 &amp;2 GHG emissions impacting the climatex x x ximpactAct. neg. Scope 3 GHG emissions impacting the climatex x x x ximpactEnergyEnergy consumption and energy intensity from own Act. neg. operations and value chain activities that impact the x x x x ximpactclimatePhysical and transition risksThe DMA identified two material risks: a climate-related physical risk from increased costs or asset devaluation due to climate hazards at Coloplast facilities, and a climate-related transition risk from regulatory fines or market restrictions linked to high Scope 3 GHG emissions amid a low-carbon economy transition.Climate scenario analysisColoplast has, to date, not conducted a climate scenario analysis to identify climate-related physical and transitional risks. Recognising that climate-related risks are deemed material, they have not yet been the primary focus in our strategic planning. Therefore, such analysis has not informed the identification and assessment of climate-related physical and transitional risks.Recognising the importance of climate risks and global sustainability, Coloplast plans to conduct a climate scenario analysis, improving our foundation for mitigating and managing potential future risks associated with climate change. This will be initiated in 2025/26. Through this proactive measure, we aim to enhance our risk management processes, ensure sustainable robustness across operations, and augment business resilience.Climate resilience analysisWe have not conducted a climate change resilience analysis; however, strategic and operational initiatives to address climate-related impacts and risks are embedded in established governance structures. Resilience is central to Coloplast’s Global Operations, reducing risk and ensuring a robust supply chain. Sustainability-related risk reporting, integrated into our ERM, follows a quarterly process where risk owners assess impact, likelihood, financial effect and mitigations, including deadlines for mitigating actions and who is responsible. This reporting aids resilience against impacts and risks. Additionally, our governance structure with regular updates to the Executive Leadership Team, Audit Committee and the Board of Directors ensure that resilience risks are identified and communicated to decision-making stakeholders. As a result, the capacity to mitigate and manage impacts and risks and take advantage of material opportunities is deemed strong.E1-1Transition plan for climate change mitigationColoplast aims to balance the well-being of people withenvironmental considerations. By reducing emissions, we minimise our environmental footprint, focusing on decarbonising the operations as part of the EU Paris-aligned benchmarks. Coloplast continues to track progress via a transition plan centred on short-term and long-term decarbonisation levers, supported by detailed mapping of value chain activities, including emissions and climate risks.Science-based targetsTo effectively reduce emissions, Coloplast's targets for emission reductions and renewable energy have been validated by the Science Based Targets initiative (SBTi),methodologically aligning the targets with climate science and aligning  the scope 1 and 2 targets with the Paris Agreement to limit global warming to 1.5°C. With the launch of the Impact4 strategy, we have updated our emission reduction targets and will submit the new targets to SBTi for revalidation. This includes becoming Net Zero by 2045, with short-term targets of:• Source 100% renewable electricity annually• 90% reduction of scope 1 and 2 GHG emissions by 2030 from a 2018/19 base year• 10% reduction of scope 3 GHG emissions per product by 2030 from a 2018/19 base year.Decarbonisation leversTo achieve these targets, Coloplast has identified several decarbonisation levers and planned key actions, which are presented in the following.The decarbonisation of Coloplast’s operations continues to be a priority. Key actions identified under scope 1 and 2 include:• Entering into power purchase agreements (PPAs)• Implementing energy efficiency activities across all sites• Installing heat pumps, geothermal wells and district heating• Electrification of company cars• Purchasing renewable energy certificates (RECs).Minimising our scope 3 emissions is crucial to our decarbonisation efforts. We focus on:• Product and packaging: reduce materials in products and packaging and implement Eco Design Principles.• Transport: investigating the use of sustainable fuels, e.g., Sustainable Aviation Fuel (SAF) and Hydrotreated Vegetable Oil (HVO), optimising freight routes and loads, and promoting more sustainable business travel alternatives• Suppliers: sustainable sourcing of raw materials.By implementing these decarbonisation levers and key actions, Coloplast aims to achieve its GHG emission reduction targets and contribute to global climate change mitigation efforts.Investments in the transition planFor the Strive25 period, we invested DKK 245 million in sustainability initiatives from 2022 to 2025. DKK 100 million was dedicated to Capex for phasing out natural gas and transitioning to renewable energy, while DKK 150 million covered Opex for staffing. Beyond investing in sustainable solutions, we are collaborating with suppliers and partners to enhance our data foundation and hasten the availability of sustainable materials and technologies. Coloplast has not invested significant Capex amounts in coal, oil and gas-related economic activities. For this reporting year, the Capex-related initiatives amounted to a total of DKK 79 million, consisting of:• DKK 21 million: Geothermal wells in Minneapolis, US• DKK 6 million: Heat pump in Sarlat, France • DKK 10 million: Heat pump in Tatabánya I &amp; II, Hungary• DKK 42 million: Geothermal wells in Nyírbátor, Hungary.For 2024/25, Coloplast has no taxonomy-aligned Capex, Opex or turnover. While no material EU Taxonomy-eligible Opex activities were found, our assessment identified EU Taxonomy-eligible Capex activities through economic activity screening.• Climate change mitigation: Primarily, the installation of electric heat pumps at our production sites at Tatabánya, Hungary.• Climate change mitigation: Leasing of electric company cars across the Coloplast Group.• Climate change mitigation: Renewable energy initiatives across sites, mainly installation of heat pumps and geothermal wells.Locked-in GHG emissionsColoplast understands the importance of managing potential locked-in GHG emissions within its assets and product portfolio. These emissions - embedded in current infrastructure, technologies and product lifecycles - could hinder the achievement of long-term climate targets if left unaddressed.Our primary sources of potential locked-in emissions include:• Manufacturing Facilities: Coloplast has advanced in energy efficiency and renewable energy.  Some sites still rely partially on fossil-based district heating and HFC gases. These are locked-in emissions unless further decarbonisation is pursued. Additionally, as Coloplast expands, new factories and equipment may present long-term locked-in emissions.• Product Materials: A significant part of Coloplast's product portfolio uses fossil-based polymers and other energy-intensive raw materials, contributing to upstream Scope 3 emissions and transition risk. While 71% of packaging materials are renewable, the use of renewable or recycled materials in products is limited due to safety and quality concerns. Most production waste is recycled. However, products and most primary packaging cannot be recycled after use. Aligning with a circular business model is challenging due to the product nature, technology and infrastructural readiness, impacting the achievement of climate targets.• Supply Chain Dependencies: Certain suppliers operate in regions with limited access to renewable energy or low-carbon logistics, which may prolong the carbon intensity of our value chain.The impact is mainly confined to Coloplast production sites with minimal input from HQ and distribution centres. Due to regulatory constraints and product nature, reducing reliance on virgin, non-renewable materials is challenging. Altering the business model or product materials would likely be long-term and costly.To mitigate risks and reduce emissions, Coloplast is implementing a strategy to manage locked-in emissions, investing in renewable energy, transitioning to 100% renewable electricity and phasing out fossil fuel heating. We seek alternatives like bio-based and recycled materials and redesign of products for circularity. We collaborate with key suppliers to set science-based targets and enhance transparency across our Scope 3 emissions. For high-emission assets, we engage suppliers to use renewable energy and integrate climate risk into capital investment decisions.Alignment with business strategyColoplast remains committed to aligning its business model with a low-carbon future and ensuring our assets and products support, not hinder, our climate ambitions. Our transition plan is embedded in Coloplast's business strategy and financial planning, aligning emissions reduction with organic growth, supported by climate impact analysis and scenario modelling. The transition plan, including targets and investments, underwent rigorous review and approval by Executive Management and the Board, ensuring alignment with Coloplast's mission and vision. Progress is reported quarterly to the Executive Leadership Team for strategic alignment.Coloplast will review its transition plan every five years, ensuring alignment with corporate strategy and climate science. This allows integration of new technologies, regulations and market dynamics during business strategy reviews. Updates will occur sooner if major events, like acquisitions or divestments, materially impact emissions or transition effectiveness.As a healthcare company, Coloplast focuses on minimising emissions from manufacturing, logistics and materials, aligning its strategy with the EU's climate neutrality goals and the 1.5°C limit of the Paris Agreement. With no exposure to fossil fuel-related activities and continued investment in decarbonisation, circularity and innovation, Coloplast is committed to playing a leading role in building a sustainable healthcare sector.Progress in implementing the transition planWe are steadily progressing in executing our climate transition plan with a strong focus on reducing emissions across both our operations and broader value chain. Though significant work to achieve our long-term goals remains, we are at a mature implementation stage with clear ownership and governance structures ensuring accountability and momentum across all initiatives.We are on track for 2030 scope 1 and 2 emission targets, supported by energy efficiency, renewable electricity and decarbonisation investments. While car fleet electrification poses challenges, we have a roadmap for phased vehicle replacement and infrastructure development to manage the transition.Scope 3 emissions progress is gradual due to their complexity and indirect control. Our updated transition plan emphasises accelerating scope 3 reductions through improved supplier collaboration, better data, and integration of low-carbon materials and logistics solutions.Though achieving our full climate ambition demands effort, we are confident our transition plan offers a strong foundation for long-term progress. Coloplast's implementation shows a strong commitment to reducing GHG emissions and aiding global climate change mitigation.E1-2 PoliciesColoplast is committed to managing the material impacts and risks associated with climate change mitigation and adaptation, and have adopted two policies, described in the following. The policies establish a company-wide approach to reducing emissions, improving energy efficiency and supporting the transition to renewable energy. The CEO has the overall responsibility for both policies, while Corporate Sustainability manages the operational responsibility.Global Climate Position StatementThe Global Climate Position Statement highlights Coloplast's focus on reducing emissions from operations and the entire value chain. Coloplast's position statement addresses issues such as climate change mitigation, adaptation, energy efficiency and renewable energy deployment. The objective of the position statement is to outline our responsibilities to align business practices with environmental commitments, minimise climate impacts, improve energy efficiency and use renewable energy. This position statement applies to all entities within the Coloplast Group, as well as third parties acting on behalf of Coloplast, whether directly or indirectly. No activities or entities, either within our operations or down the value chain, are excluded from its scope. In addition to the position statement, we also address material climate change-related topics by committing to or adhering to the following standards and voluntary initiatives listed below: • ISO 14001 • ISO 45001 • UN Global Compact • UN Caring for Climate • Science-Based Targets Initiative (SBTi).Quality and Sustainability PolicyOur Quality and Sustainability Policy addresses climatechange by 1) engaging with stakeholders to enhance performance and form partnerships, 2) striving for a 1.5°C business ambition per the Paris Agreement and implement the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), and 3) investing in green energy to achieve 100% renewable energy in our production. The policy applies to all directors, officers, managers, employees, and contract workers employed within the Coloplast Group as well as third parties acting on behalf of Coloplast, whether directly or indirectly.E1-3 ActionsTo achieve our sustainability-related ambitions, we focus on decarbonising operations, building capacity, and partnering to enhance sustainable materials and technology. Our actions are structured around key decarbonisation levers, listed under E1-1 Transition Plan on page 55. The subsequent sections provide a detailed description of these climate change-related actions. Transition to renewable energyTransition to renewable energy is one of our decarbonisation levers, focusing on eliminating natural gas use. Our approach involves phasing out natural gas, primarily through electrification, and where viable using renewable energy sources, such as geothermal or district heating. Of the Strive25 investment to sustainability, DKK 100 million was specifically allocated to Capex to transition our sites to renewable energy. In 2024/25, we focus on phasing out natural gas at production sites in Minneapolis (US), Sarlat (FR), and Tatabánya and Nyírbátor (HUN).Today, 69% of our energy consumption is from renewable sources. When electricity isn't sourced from renewables, Coloplast uses renewable energy certificates (RECs). Since we purchase RECs for our electricity consumption, we cannot disclose the expected effect of this action on our total GHG emissions. We are planning to enter into new Power Purchase Agreements (PPAs) to develop new renewable power generation capacity, ensuring additionally our operating regions.Electric company carsIn 2024/25, Coloplast operated a car fleet of 2554 cars. Currently, electric vehicles (EVs) comprises 16%% of the total fleet with an increase from 11% last year. Despite these efforts emissions from company cars has increased by 13% from base year. This is due to a greater average distance driven per vehicle during the reporting period. To achieve 100% EVs by 2030, strategic decarbonisation levers have been implemented to phase out fossil fuel cars. These initiatives have been initiated in a phased process, covering all sites and a significant impact is expected in the coming years. While progress faces challenges from slower technology and behavioural change, initiatives like improved data collection and guidance to sales subsidiaries are addressing these issues. Improving local energy efficiencyColoplast aims to reduce energy consumption per product as a decarbonisation lever combined with renewable energy to mitigate climate impacts from production processes. Reducing energy consumption at operational sites is part of our Corporate EHS Guidelines, with local sites implementing necessary measures to achieve our ambition. Calculating the impact of the energy efficiency projects on total GHG emissions is complex and insignificant to Coloplast operations, and we can therefore not disclose this. Decarbonising our value chain: transportationIn 2024/25, upstream and downstream transportation accounted for 11% of Coloplast's scope 3 emissions. In 2024/25, 3% of goods were transported by air. Our general 5% limit of goods to be transported by air is expected to contribute to a reduction in GHG emissions. As Coloplast grows, transportation needs will rise, increasing emissions. To mitigate this and as a decarbonisation lever, we plan to limit air freight by shifting to sea and ground freight. Our users depend on a stable and adequate supply of products. In case of extraordinary events, causing supply chain disruption, Coloplast will prioritise user needs, ensuring timely delivery, even if it requires air freight. Efforts focus on optimising air freight, improving lane efficiency and packing goods efficiently.Decarbonising our value chain: reducing business travelAs part of our decarbonisation levers, Coloplast aimed to cut company air travel emissions by 10% from 2018/19 levels by 2025 and sustaining these reductions. In 2024/25, we sought innovative ways to balance emission cuts with work travel needs. In 2024/25, air travel emissions were reduced by 61% compared to the 2018/19 base year. The reduction was mainly driven by change in Travel Policy resulting in behavioural change. Our approach includes limiting business trips and promoting low-emission travel options. We also offer digital meeting tools, support remote work and provide emission data for travel choices. This applies to all Coloplast entities.Supplier Sustainability ProgrammeTo reduce scope 3 emissions, we map our value chain and manage decarbonisation efforts through the Supplier Sustainability Programme, aiming for strong upstream supplier partnerships focused on sustainability. Initiated in 2020, the programme remains a key decarbonisation lever. In 2024/25, we strengthened our climate-related initiatives by enhancing data quality, engaging key suppliers to set emission reduction targets and integrating climate action clauses into supplier contracts. We actively collaborated with 30 suppliers, each of whom received a sustainability climate action clause to their contracts, outlining requirements for climate data reporting, emissions target setting and due diligence cooperation. To date, we have mapped 781 suppliers. Of these, 30% have established climate targets, and 15% are either committed to or planning to commit to Net Zero. We continuously collaborate with top-emitting suppliers to identify low-carbon materials and address the carbon footprints of new products and technologies. Supplier-specific data is integrated into our climate accounting. The programme is yet to impact the scope 3 emissions.Improving products and packaging  To reduce scope 3 emissions and improve Coloplast's environmental footprint, enhancing the environmental performance of products and packaging is crucial. Initiated in 2020, an ongoing global programme aims to affect all Coloplast products by increasing recyclable packaging, using renewable materials and recycling production waste. We apply six Eco Design Principles to our innovation processes to enhance internal knowledge and awareness of potential environmental impacts, thereby enabling better and more impactful decision-making. The principles are listed under E5 on page 67. We regularly assess progress and update processes to drive sustainable innovation, supported by DKK 150 million Opex allocation from the Strive25 budget. The Opex was allocated for changing packaging materials and eliminating any hazardous substances from our products. We continue our efforts towards these contributing to long-term emission reductions. E1-4 TargetsTo manage climate-related impacts and risks across our value chain, Coloplast has  established three global climate-related targets presented in the table to the right. Described under E1-3 Actions, we have implemented decarbonisation levers to achieve these targets. Our scope 1 and 2 emissions represent 4% of the total GHG emissions, whilst our Scope 3 emissions represent 96% of the total GHG emissions. Achieving our 2030 targets and progressing toward long-term decarbonisation requires operational efficiency and emerging low-carbon technologies, such as sustainable fuels, alternative raw materials, digital development tools and renewable energy. While not all are commercially scalable, we are conducting pilot projects to assess feasibility and will integrate mature solutions into operations. Renewable energy targetColoplast's Strive25 strategy and Global Climate Position Statement aimed for 100% renewable energy across global operations by 2025, compared to the 2018/19 baseline. The target supported more sustainable production and accelerated our transition to a low-carbon economy, which involves installing solar panels, procurement of renewable energy certificates, and phasing out natural gas and reducing reliance on fossil fuels. With a renewable energy of 69%, we have not reached our target, primarily due to change of methodology related to the reporting of CSRD, requiring to include energy consumption from company cars, lowering the overall renewable energy share compared to forecasted values. Furthermore, we did not reach the target due to delay in the implementation of electric heat pumps. The improvement compared to baseline is mainly due to the already installed electric heat pumps at sites. For 2024/25, electric heat pumps should have been in place at our production site in Sarlat, France, to replace the existing gas boilers, and at our production site in Tatabánya, Hungary, to eliminate the need for gas boilers. The completion of renewable energy projects at a few operational sites has been delayed and will be completed by 2025/26. Our site in the US may not achieve a complete phase-out of natural gas as it has proven to be very expensive. Site-level progress is  regularly reported to the Renewable Energy Topic Lead within Global Sustainability and quarterly updates are given to management, supporting decisions. Phasing out natural gas and transitioning to renewable energy is expected to contribute around 61% of scope 1 and 2 (market based) reduction and the electrification of company cars around 39% reduction.Baseline Performance 1)Strategic targetvalue2024/25100% renewable energy  66 %  69 %by 202590% reduction of scope 1 N/A  41 %&amp; 2 emissions by 203010% reduction of scope 3 emissions per product by N/A  -10 %20301) The unit in which the targets are measured is percentage. The base year from which progress is measured is 2018/19. The targets are monitored and reviewed each quarter by the Sustainability Team. Scope 3 per product has increased by 10%. The performance of renewable energy share has undergone methodological changes due to CSRD compliance. Targets of Scope 1, 2 and 3 emission have been updated according to the ambitions of Impact4. GHG emissions reduction targetsColoplast has SBTi-validated targets for scope 1 and 2 and an intensity target for scope 3. Anticipated growth due to demographic and healthcare trends necessitates a relative target for scope 3. We continuously monitor low-carbon supplier transition challenges and renewable energy availability in key regions. Reduction in scope 1 and 2 emissionsColoplast aims for a reduction in scope 1 and 2 emissions by 2030, compared to the 2018/19 baseline, focusing on direct operational and indirect purchased energy emissions. Central to our Global Climate Position Paper and sustainability framework, this absolute target emphasises reducing environmental impacts from our operations. It covers Coloplast's global operations, reducing scope 1 emissions from direct sources like fuel in facilities and company cars, and scope 2 emissions from indirect sources like purchased electricity, steam, heating and cooling. It applies to all manufacturing facilities, offices and distribution centres. In 2024/25, scope 1 and 2 emissions comprised 4% of our total reported emissions with a reduction of 41% from the 2018/19 base year, mainly due to energy efficiency, natural gas phase-out and transitioning our company car fleet to electric vehicles. As part of the Impact4 strategy, we have updated our target to 90% reduction in scope 1 and 2 emissions by 2030.Reduction in scope 3 emissions per product Coloplast commits to a reduction in scope 3 emissions per product by 2030, from a 2018/19 baseline, addressing our major upstream and downstream carbon footprint. This intensity target supports our Global Climate Position Paper, aiming to reduce the environmental impact of our products throughout theirlife cycle, involving upstream sourcing, manufacturing and transport, as well as downstream transport and disposal.Coloplast engages suppliers through its Supplier Sustainability Programme to extend climate accountability beyond direct control. Progress is tracked annually. In 2024/25 more Scope 3 categories have been included such as for example capital goods, waste generated in operations and employee commuting. Our absolute scope 3 emissions were 445,823 tCO2e, which corresponds to an increase of 10% per product compared to the 2018/19 baseline. Increase in per product emissions is primarily driven byhigher emissions from raw materials and transportation due to longer routes by sea, caused by global disruption - followed by increased air transportation. Reducing scope 3 emissions per product is a lasting strategic priority. As part of the Impact4 strategy, we have updated our target to 10% reduction in scope 3 emissions per product by 2030. Target methodologyWe use the operational control approach for scope 1 and 2 and a cradle-to-grave approach for scope 3, per GHG Protocol standards. Targets include CO₂, CH₄, and N2O - excluding carbon credits or avoided emissions - apply globally across all wholly owned subsidiaries. Subsidiary emissions are included in the consolidated inventory, reflecting their contribution to group targets. Emissions data is collected, reported and verified annually. All emissions reduction measures and progress are centrally coordinated to ensure consistency across the Group. Coloplast established the 2018/19 financial year as the base year for its GHG emissions reduction targets, following the GHG protocol and SBTi standards. The base year, chosen for stable business activity, serves as a consistent foundation for tracking progress. Baseline emissions cover all manufacturing sites, offices and logistics under the operational control approach, unaffected by anomalies like extreme weather or shutdowns. A 3-year average or statistical normalisation was not needed, as emissions were deemed representative based on internal energy and production data trends.  The emissions targets are part of Coloplast’s Climate Action Roadmap, periodically reviewed in line with the strategy cycle. The alignment of our scope 1 and 2 targets with the 1.5°C pathway reflects a realistic and science-driven approach.Using an SBTi near-term target setting scenario aligned with a 1.5°C trajectory, we qualitatively assessed climate-related risks. The analysis informs our strategic decisions on climate action and decarbonisation levers and helps us evaluate potential business risks and technology trends. However, a comprehensive quantitative climate scenario analysis remains pending. All targets have been approved by internal stakeholders and signed off by the CEO.Scope 1 and 2 targets methodologyScope 1 and 2 emissions, measured in CO2e, represent 4% of total emissions. Coloplast uses the market-based method for scope 2 emissions, reflecting our renewable electricity procurement goal of 100% by 2025. We also disclose location-based scope 2 emissions for transparency and comparability, but track primary target performance against market-based emissions. The target is founded on scientific evidence, aligned with SBTi and IPCC recommendations, incorporating the GHG Protocol and Paris Agreement frameworks. The target trajectory follows SBTi’s Absolute Contraction Approach, requiring a minimum of 4.2% annual reduction in absolute emissions. They follow SBTi guidelines for near-term carbon reduction pathways, using market-based emissions accounting sourced from our operations, including direct energy consumption and emission factors for each geography we operate in.Scope 3 target methodologyScope 3 emissions represent 96% of Coloplast's total emissions, mainly from raw materials, other goods and services, capital goods, and transportation. Our scope 3 target is quantified as percentage reduction in per product emissions from a 2018/19 baseline.  It follows SBTi physical intensity method, using scientific evidence and best practices for setting near-term carbon reduction pathways.We have updated our emission reduction targets as part of the Impact4 strategy. They will be submitted to SBTi for revalidation. We periodically review and update accounting methodologies with new data sources.E1-5 Energy consumption and mix           Accounting policiesEnergy consumptionData on energy consumption is obtained from invoiced consumption from our utility providers and/or from readings of meters at production sites, major distribution centres, larger offices and corporate HQ. For offices with FTE between 100 and 300, energy is estimated based on the consumption of non-production entities multiplied with the average number of FTEs of the offices, while smaller offices with FTE of 100 or below is considered insignificant and therefore not accounted for. Coloplast purchase of PPAs and RECs ensure 100% renewable energy use for electricity. Electricity from renewable sources are disclosed as a percentage of total energy consumption. Energy consumption of mobile combustion is included.Energy intensityEnergy intensity refers to the total energy consumption which is divided by total revenue. The revenue-generating activities are linked directly to the manufacturing of medical devices and the support of it, which is considered to be a high climate impact sector. Therefore, the total energy consumption and total net revenue is the same. The figure for total net revenue can be found in the Financial Statements, income statement, page 110.Energy consumption Unit 2024/25From non-renewable sourcesFuel consumption from coal and coal products MWh   – 1) Fuel consumption from crude oil and petroleum productsMWh   48,838 Fuel consumption from natural gas MWh   20,564 Fuel consumption from other fossil sources MWh   – Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sourcesMWh   631 Total fossil energy consumption MWh   70,034 Share of fossil sources in total energy consumption %   31 Consumption from nuclear sources MWh   – Share of consumption from nuclear sources in total energy consumption %   – From renewable sourcesFuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.)MWh   – Consumption of purchased or acquired electricity, heat, steam and cooling from renewable sourcesMWh   156,722 The consumption of self-generated non-fuel renewable energy MWh   162 Total renewable energy consumption MWh   156,884 1)Share of renewable sources in total energy consumption%   69 Total energy consumption MWh   226,917 1) Change in methodology since last year including mobile combustionEnergy intensity  Unit 2024/25Energy consumption for activities in high climate impact sectors MWh   226,917 Energy consumption per net revenue (high climate impact sectors) MWh/DKKm   8 E1-6 Gross scopes 1, 2, 3 and total GHG emissions           Accounting policiesScope 1Scope 1 GHG emissions cover direct GHG emissions from sources that are directly controlled by Coloplast. This includes energy consumption from direct energy sources of own operation such as production sites, distribution centres, administration, sales offices and leased cars. Consumption of fossil fuel volumes and refrigerant leakages are also included in scope 1 GHG emissions.  All energy consumption is multiplied by relevant emission factors and calculated in accordance with the GHG Protocol.Scope 2Scope 2 GHG emissions include the purchase of electricity and heating for production sites, distribution centres, administration and sales offices of own operation of Coloplast. Emissions are calculated using both the market-based approach including the purchase of RECs and the location-based approach. Location-based emissions from electricity and district heating consumption are based on country-specific GHG emission factors and district heating suppliers respectively. For market-based emissions, Coloplast purchases RECs and enters into PPAs covering GHG emissions for the electricity consumed. For marked-based emissions from district heating, the supplier-specific GHG emission factor is applied.Scope 3Scope 3 GHG emissions include all indirect GHG emissions that occur in Coloplast’s value chain, both upstream and downstream, including subsidiaries. These GHG emissions are accounted for in accordance with the GHG Protocol Corporate Value Chain (Scope 3) Standard. Coloplast does not report on scope 3 categories 8 (Upstream leased assets), 10 (Processing of sold products), 11 (Use of sold products), 13 (Downstream leased assets), 14 (Franchises), and 15 (Investments), as these activities are deemed not applicable or not material to our operations. Category 1 includes raw materials used to manufacture Coloplast products in our own operations; contract manufacturing includes outsourced production of Coloplast products; sterilisation includes all Coloplast products requiring sterilisation; other purchased goods and services, like marketing and consultant services not considered elsewhere.Base 1)2)3)Greenhouse Gas emissions Unityear2024/25Scope 1 GHG emissionsGross scope 1 GHG emissions tCO2e   24,376    18,122 Percentage of scope 1 GHG emissions from regulated emission trading %   –    – schemesScope 2 GHG emissionsGross location-based scope 2 GHG emissions tCO2e   37,427    32,871 Gross market-based scope 2 GHG emissions tCO2e   6,419    94 Scope 3 GHG emissions Total gross indirect (scope 3) GHG emissions tCO2e   322,842    445,823 1 Purchased goods and services tCO2e   177,639    245,295 2 Capital goods tCO2e   65,712    116,609 3 Fuel and energy-related Activities (not included in scope 1 or scope 2) tCO2e   10,526    6,841 4 Upstream transportation and distribution tCO2e   24,542    41,295 5 Waste generated in operations tCO2e   980    836 6 Business travel tCO2e   20,650    10,614 7 Employee commuting tCO2e   10,305    12,600 9 Downstream transportation and distribution tCO2e   9,946    7,753 12 End-of-life treatment of sold products tCO2e   2,543    3,980 4)Total GHG emissionsTotal GHG emissions (location-based) tCO2e   384,645    496,816 Total GHG emissions (market-based) tCO2e   353,637    464,039 1) Figures have been restated with exact figures instead of rounded to nearest hundred. 2) Base year emissions have been recalculated to exclude Mankato divestment. 3) The recalculation of base year emissions have been recalculated due to including non-production sites located in Germany, China, France, UK, Poland and offices with FTE below 300.4) Biogenic emissions are considered immaterial in the context of Coloplast’s products and operations, and are therefore not reported separately.E1-6 Gross scopes 1, 2, 3 and total GHG emissions, continued           Accounting policiesCategory 2 consist of GHG emissions from capital expenditures that includes buildings, machinery and equipments which is calculated based on spend data.Category 3 covers indirect upstream emissions from fuel and energy consumption in Coloplast, such as extraction, processing and distribution losses.Category 4 includes GHG emissions from inbound logistics of raw materials and components for products, as well as internal transfers between warehouses and production facilities (including sterilisation sites). The majority of the data is provided by logistics providers, supported by spend data to ensure completeness.Category 5 covers GHG emissions from treatment of waste generated at Coloplast’s facilities. Calculations are based on the weight of the waste and corresponding emission factors for treatment methods and waste types.Category 6 includes employee travel for work purposes, covering flights, and reimbursed accommodation and meals. Travel agency data is the primary source for tracking flight emissions, with spend-based data to furthermore ensure completeness of it. Category 7 covers the daily transportation of employees between their homes and work locations. Calculations are based on Coloplast’s employee commuting survey, national mobility statistics, and full-time equivalent (FTE) data. Data is extrapolated by transport type and distance travelled per employee per year. Category 9 covers GHG emissions from third-party distribution of Coloplast products in the downstream value chain. This includes deliveries carried out independently by downstream logistics partners, with all relevant data provided directly from them which includes dispatches from warehouses and final deliveries to users or partners.Category 12 accounts for downstream GHG emissions from the disposal and treatment of Coloplast products and packaging waste after consumer use. Calculations consider the waste material amount and composition, geographic waste treatment practices. Emissions are estimated using publicly available treatment data and material-specific emission factors.             Accounting policy  GHG intensity consist of calculation of gross scope 1, 2 and 3 GHG emissions divided by total net revenue, calculated for both market- and location-based emissions. The figure for total net revenue can be found in the financial statements, income statement, page 110.GHG intensity per net revenue Unit 2024/25tCO2e/Total GHG emissions (location-based) per net revenueDKKm 18tCO2e/Total GHG emissions (market-based) per net revenueDKKm 17E2 PollutionMicroplasticsIRO-1, SBM-3Impacts, risks and opportunitiesTo identify material IROs related to pollution, we held workshops with key internal stakeholders, including the Head of Sustainability Product Impact, the Principal EHS Management Specialist, and the Facility and EHS Director in Hungary. Their knowledge of our site locations and business activities enabled effective assessment of actual and potential IROs. The findings were evaluated following our DMA methodology, as outlined in ESRS 2 IRO-1 on page 47.The DMA involved a thorough assessment of our upstream and downstream value chain from general industrial and sectoral perspectives. All of Coloplast’s production sites were included in the evaluation of pollution-related IROs. Given that these production sites are located in industrial areas, consultations with local communities near these sites were not part of the assessment.As a medical device manufacturer using plastics, microplastics are deemed material in both our upstream value chain and production sites.  For instance, microplastic pollution may arise during plastic extrusion and similar processes on Coloplast production sites, where the feed material is microplastic pellets.In our downstream value chain, we suspect that microplastic pollution could occur during our products' life cycle. However, as microplastic is a new focus area for Coloplast, we currently lack data to assess the extent of microplastics' impact downstream. Therefore, we are actively working to gather information regarding the scope of microplastic use and the associated pollution within the Coloplast value chain, which is further described in E2-2.It is currently not possible for us to disclose specific sites within the Coloplast upstream or downstream value chain where microplastics are assumed material.The following lists Coloplast’s own production sites where microplastics are known to be a material issue:• China, Zhuhai (ZHU)• Costa Rica, Cartago (CAR)• Denmark, Mørdrup (MØR)• France, Sarlat (SAR)• Hungary, Nyírbátor (NYI)• Hungary, Tatabánya 1 (TAT1)• Hungary, Tatabánya 2 (TAT2)• Sweden, Atos Hörby• Germany, Tracoe Niederolm• US, Minneapolis (MIN)1)• Iceland, Kerecis•  Value chain Time horizon for locationimpactsMicroplasticsMicroplastics generated or used in Coloplast’s Act. neg. x x x x x xown operations and value chain activities that impactimpact the environment1) Kerecis products are made from fish-skin, containing no plastic in manufacturing. However, Kerecis’ packaging uses Tyvek and plastic, suggesting that microplastics may be part of the upstream value chain in packagingE2-1PoliciesBecause microplastics are a new material topic for Coloplast, we do not yet have a formal policy addressing this area. To establish a baseline that can potentially be used for policy-making and target setting in the future, we are currently working to quantify our microplastics generation and use, as described in the following under E2-2 Actions.E2-2ActionsDuring2024/25, we have initiated activities to enhance our understanding of microplastics pollution and use. These efforts will establish the baseline data for developing policy objectives, targets and define actions on the subject matter. Our Head of Sustainability Product Impact is responsible for the development and implementation of these actions. The key actions are presented in the following.REACH compliance assessment procedureREACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) is a regulation of the European Union, adopted to improve the protection of human health and the environment from the risks that can be posed by chemicals. Following an amendment to the regulation in 2023, microplastics are now regulated by REACH. As an industrial downstream user of microplastics and as a manufacturer of products potentially containing microplastics, the amendment necessitated a formal procedure for assessing microplastics use at Coloplast. In 2024/25, we began the development of a compliance assessment document for the REACH microplastics legislation. We expect to finalise this document with key stakeholders in 2025/26 and utilise the procedure to assess Coloplast’s compliance with microplastics legislation onwards. In addition to this, the assessment also provides insight into the scope of reporting microplastics emissions to the European Chemicals Agency. Lastly, we plan to develop a method and guideline for assessing emissions of microplastics across all business groups in Coloplast, which is expected to be completed at the beginning of 2026.Raw material assessmentIn 2024/25, we initiated an assessment of a raw material containing microplastics, as the supplier flagged the raw material is now meeting the definition of microplastics under REACH legislation after the change. In 2025/26, the aim is to complete the assessment of REACH compliance of the finished goods containing the raw material, with the additional goal of developing a general method to be used for similar cases in the future and gaining further insights into the specific use of microplastics, both at our own production sites, for this case at TAT (Tatabánya) and NYI (Nyírbátór) in Hungary, but also with our upstream suppliers.Quantitative data on the use of microplasticsAs earlier stated, we have data limitations on the use of microplastics at Coloplast production sites, and upstream and downstream in our value chain. Since we expect microplastics to have a material impact, it is a priority for Coloplast to gather more data and information on the matter. In 2024/25, EHS managers and material specialists at relevant site locations were contacted to gain initial insight into whether microplastics are considered a material issue at those sites. Furthermore, drafts on definitions, data and calculations needed for quantitative microplastics assessment under CSRD were also completed. In  2025/26, we plan to assess where microplastics are a material issue in the value chain and the quantification thereof. We plan to use this assessment to identify where in our value chain there are hotspots for microplastics use and emissions. In addition, we aim to develop a methodology to gather and treat data on microplastics for quantitative reporting.E2-3TargetsDue to limited data on microplastics within Coloplast and its value chain, the baseline for microplastic use and emissions is unknown. Therefore, it has not been possible to set targets, and it will remain so until the necessary data has been collected.E2-4PollutionIn the financial year 2024/25, Coloplast was unable to gather sufficient data on microplastics use and generation to quantitatively report on microplastics pollution. Actions for data of sufficient quality on microplastics across Coloplast have been initiated in order to report quantitatively for the financial year 2025/26.E5 Resource use and circular economyIRO-1, SBM-3Impacts, risks and opportunitiesDuring the DMA process of E5 Resource Use and Circular Economy, the Head of Sustainability Product Impact and the Facility and EHS Director (TAT, Hungary) were responsible for assessing the E5 subtopics.This assessment involved consultations with key stakeholders, including interviews with suppliers, investors, financial institutions and our workforce, but it did not include consultations with potentially affected communities. Subject matter experts identified IROs, and the materiality of these IROs  were evaluated following our DMA methodology, as outlined in ESRS 2 IRO-1 on page 47. During the DMA, we mapped our operations across the value chain, screening assets and activities. Materials, packaging and waste are strategically prioritised areas with established targets, providing mature insights into our assets and activities.In the DMA, and in the context of our products and waste, we considered Ostomy Care, Interventional Urology, Continence Care, Voice &amp; Respiratory Care, and Wound &amp; Tissue Repair as the business areas associated with the impacts and risks. The following resources are considered priority due to their extensive use in the Coloplast products and their packaging:• Plastics• Adhesives• Cardboard• AluminiumColoplast’s use of inflows and non-renewable and virgin resources results in an environmental impact. This includes the consumption of materials that cannot be renewed, contributing to resource depletion. Additionally, our resource outflow of single-use products and waste generated from operations also contributes to environmental impacts.Material risks include high dependence on a variety of raw materials, sourced from a variety of suppliers used in a lean, highly optimised, high-volume production setup at Coloplast factories. In addition, there are regulatory risks associated with the use of recycled or reused materials in medical devices, where quality and traceability are highly controlled. In the value chain, negative impacts and risks are present upstream, downstream, and within our own operations. To mitigate these risks, Coloplast is taking action within the supply chain. For example, there is an ongoing effort to continuously examine various stages of the value chain to minimise environmental impacts and address other ESG issues. The Procurement teamis investigating ESG concerns with our suppliers, while the Sustainability team is validating claims and emphasising the importance of integrating sustainability from the inception of a new product.Time horizon for Value chain locationimpactsInflowColoplast’s inflows and resource use, including the Act. use of non-renewable and virgin resources, leading neg. x x x x xto an impact on the environmentimpactIncreased operational costs and supply limitation Riskx x x xdue to reliance on non-renewable or virgin resourcesOutflowAct. Coloplast’s resource outflow of products, which neg. x x x x xleads to an impact on the environmentimpactRegulatory fines for non-compliance with circularity Riskx x x xrequirements and standardsWasteAct. Coloplast’s disposal of waste from offices and neg. x x x xproduction, which impacts the environmentimpactE5-1PoliciesTo manage the material impacts and risks related to resource use and circular economy, we have integrated the policies presented in the following. These policies and positions outline our commitments to circular principles and the minimisation of consumption, emissions and waste. All of the listed policies have a global scope and are publicly available on Coloplast’s website. The Executive Vice President, Global Operations, is responsible for their implementation.Climate, Quality and SustainabilityColoplast is committed to continuously reducing emissions across all activities, from sourcing raw materials to product disposal. We apply a precautionary principle to mitigate social and environmental risks. Our governance for Quality and Sustainability is anchored at the Executive Management level, with common global standards.Global Climate Position StatementThe Global Climate Position Statement commits to reducing emissions per product, improving products and packaging, and engaging our key suppliers in a Supplier Sustainability Programme. A further description of the policy, following MDR-P requirements, is disclosed in E1-2 on page 57.Quality and Sustainability PolicyKey elements of our Quality and Sustainability Policy related to resource use and the circular economy include: 1) continual improvement of our management system and quality and sustainability performance, 2) fulfilling compliance obligations with legal and regulatory requirements, and 3) minimising our environmental footprint through evaluation of our impact on climate, efficient use of resources by embedding sustainability in innovation and applying Eco Design Principles in product development. The policy also acknowledges plastic waste issues, setting clear priorities for enhancing circularity, using renewable materials in packaging and improving waste management efficiency. As part of our 2025 commitments, we aimed for 80% of packaging to consist of renewable materials, including bio-based or recycled materials. A further description of the policy, following MDR-P requirements, is disclosed in E1-2 on page 57.Substances and MaterialsSpecific substances and materials addressed through dedicated policies are phthalates and PVC/PVdC. These are materials with superior properties, serving as standards in many applications on the market. Phthalates are commonly used as softeners in PVC. Recognising the environmental concerns associated with these materials, we prioritise alternative polymersand additives to limit their use in our products whenever possible. Recognising issues with plastic waste, we prioritise enhancing circularity, using renewable materials in packaging, and improving waste management. Currently, our plastic usage mainly consists of fossil-based virgin materials for safety and quality reasons. To transition, we need to identify new materials and support the development of sustainable technologies. We focus on bio-based plastics that match conventional qualities and will integrate recycled plastics as technology evolves.Coloplast's Position on Hazardous Substances Through our Position on Hazardous Substances, Coloplast aims to enhance environmental performance, reduce our footprint and eliminate hazardous substances. This commitment requires adherence to the strictest global chemical regulatory standards for substances used in our products.This position was developed with considerations for our consumers and end-users supporting our commitment to produce products that are biocompatible and safe for the intended purpose. It is aligned with the principles in the ISO 10993-1:2018.PVC and PVdC PolicyWith our PVC and PVdC Policy, Coloplast is committed to using chlorine-free polymers in new products and using PVC or PVdC only when essential for product performance. We aim to modify existing products to replace these materials when possible. Additionally, we will proactively share our knowledge on reducing phthalates in medical devices and inform customers about phthalate content in our products. Finally, we commit to report regularly on our progress in limiting phthalate use.Phthalates PolicyWith this policy, Coloplast aims to limit phthalate use by avoiding them in new products and prioritising their substitution when modifying existing products. We are committed to reducing the number of items in our portfolio that contain phthalates, setting targets for minimal phthalate usage and striving to offer phthalate-free alternatives across all product families.WasteCurrently, we do not have a specific policy for waste; however, our Quality and Sustainability Policy states our commitment to more efficient waste management. In addition, guidelines and manuals support the improvement of waste generation and recycling. E5-2ActionsColoplast integrates its approach to resource use and circular economy-related actions within its strategy. These actions outline Coloplast's commitments to circular principles and the minimisation of resource consumption and waste. Resource use and circular economyWe have initiated ongoing projects, emphasising resource use and the circular economy. These actions support policy objectives and  aim to enhance resource efficiency and minimise environmental impact. Below are the key actions related to resource use and the circular economy.Eco Design Principles deployed in innovation With the Eco Design Principles, we aim to establish a framework for product evaluation across all innovation projects. This applies to all Innovation Value Stream (IVS) projects within Coloplast's AIM (Accelerated Ideas to Market) model, including contract-manufactured final products. New product development in Chronic Care and  Wound &amp; Tissue Repair also falls within this scope. In 2024/25, all innovation projects in scope have been assessed using these principles and measured against defined KPIs. Other business areas are encouraged to adopt the framework in line with their local product development processes.The below Eco Design Principles provide key sustainability assessment criteria integrated into the product development process:• Avoiding hazardous substances • Choosing more sustainable materials• Reducing size and weight • Considering recyclability • Reducing the overall carbon footprint of the product and its packaging • Reducing waste from manufacturing and improving waste recyclability.Evaluating all IVS projects against these principles enhances product sustainability and mitigates environmental impact. This ongoing process includes annual feedback and maintenance for improvement of the process and associated toolbox.New product: SpeediCath® Short The SpeediCath® product portfolio contains both standard and compact catheter ranges. Running from February 2024 to June 2025, the SpeediCath Short project sought to launch a shorter version of the SpeediCath® Standard female catheter. The project aimed to launch a product using less material compared to the SpeediCath Standard product range. By addressing the lack of offerings for women, SpeediCath Short also meets an unmet need. The scope of the project is limited to our operations in Zhuhai, China, and Cartago, Costa Rica, and the final products distributed and sold across markets downstream. Through the innovative design and deployment of the Eco Design Principles during product development, the product achieved a 36% reduction in material in the catheter and primary packaging and a 23% reduction in product carbon footprint compared to SpeediCath Standard Female (Based on externally validated carbon footprint according to ISO14067). Material reduction and promoting circularity with TMLuja femaleLuja female is the first and only female intermittent catheter with Micro-hole Zone Technology, enabling complete bladder emptying in one free flow and reducing the risk of urinary tract infections. The product was designed with the user and sustainability in mind, using 28% less plastic and having a 22% lower carbon footprint compared to its reference product, SpeediCath® Compact Eve (based on externally validated carbon footprint according to ISO14067).Even more, Luja female's container is made from recyclable material. The product was launched in May  2024, and is already available in several European countries, Australia and the United States. Market rollout continues according to the project timeline.Recycled packaging:  OC traysPlastic trays for Ostomy Care base plates are packaged in retail boxes and contain several products. This project aims to increase the recycled content in the plastic (PET) packaging for ostomy base plates to at least 50%. The trays are made by an external supplier and used for packaging in our production facility in Hungary. Running from March 2023 to November 2024, the project has successfully achieved 50% recycled content in the trays, reducing reliance on virgin raw materials and enhancing resource efficiency and circularity.WasteThe following lists key actions taken to achieve the strategy target.Waste mapping In 2023/24, a comprehensive waste mapping pilot was conducted at our site in Tatabánya, Hungary, identifying opportunities to separate clean material fractions from production waste for improved reuse and recycling. This year, mapping has also been carried out in Nyírbátor, Hungary, and will expand to our largest production sites. In 2024/25, learnings from the mapping have been implemented in Nyírbátor, and a similar exercise will take place at our site in Costa Rica. The waste mapping aims to enhance waste management to mitigate environmental impact over the coming years.Quarterly management reviewsAll production sites conduct a Quarterly Management Review four times a year to assess local waste targets. Consolidated results from all sites are presented at the Quarterly Global Operations Management Review, tracking progress on Environmental, Health and Safety (EHS) activities. Smaller sites and offices do not hold EHS-focused Quarterly Management Reviews.  Discussions during these meetings concentrate on mitigating actions to improve waste management and minimise environmental impacts.E5-3TargetsColoplast’s targets for resource use and circular economy were defined by the Strive25 strategy. They applied from 2019/20 to 2024/25, which makes this year the final year, completing our targets concerning packaging and waste. While the targets are voluntary, upcoming EU legislation and stakeholder expectations from payers and shareholders emphasise the need for robust sustainability governance. We are committed to enhancing our organisational framework to meet these requirements.Baseline Performance 1)Strategic targetvalue2024/2590% of packaging is  75 %  76 %recyclable80% of packaging consists of renewable  68 %  71 %materials75% of production  41 %  83 %waste is recycled1) The unit in which the targets are measured is percentage. The base year from which progress is measured is 2018/19. The targets are monitored and reviewed each quarter by the Senior Director, Sustainability.Packaging-related targetsOur Global Climate Position Statement outlines an overarching ambition for decarbonisation and addresses resource use, linking it to our circular economy targets. The targets presented in the table reflect Coloplast's commitments to create a more sustainable value chain, from material sourcing (inflows) to product packaging (outflows), promoting circular economy principles.The renewable materials target includes the upstream value chain and considers raw materials purchased from suppliers. When assessing impacts, we focus on high-volume activities and adjust for relevant deviations. Upstream, our primary focus is on suppliers, with attention to potential hotspots further along the supply chain. Downstream, our value chain extends to the product's end of life.The packaging-related targets consider the broader context of sustainable development and link to UN Sustainable Development Goal 12 (SDG 12): Responsible Consumption and Production. Additionally, these targets support a more sustainable packaging vision for the EU as outlined by the Packaging Waste Directive.There are two significant assumptions with the targets:• Recyclable packaging: Recyclability refers to the potential for selected raw materials to be mechanically recycled, based solely on the mass and material type used in packaging. This definition aligns with recycling guidelines • Renewable materials: Biobased and recycled materials are considered renewable, as they reduce dependence on virgin, non-renewable raw materials. Cardboard boxes used for retail sales and shipping are considered to be made from renewable materials.The targets support the circular economy, reducing reliance on primary resources and facilitating decarbonisation. Science is essential for achieving SDG 12, and our targets are directly linked to scientific advancements. By leveraging science, we can implement sustainable practices that minimise environmental impact, conserve resources and promote a circular economy, aligning with SDG 12 objectives. When setting the targets, Coloplast engaged with several stakeholders to understand their priorities and expectations of us, including internal evaluations with external input, including surveys from our users. We considered the production phase, use phase, and end-of-life for products and materials.  Our targets are set according to the production and use phase. Most products are contaminated after use and require proper disposal due to infection risks, and the targets related to the use phase have the primary focus of products being safe to use. Additionally, single-use intimate care products cannot be reused, making reusability targets irrelevant.To increase the circular product design, we apply six Eco Design Principles based on life cycle thinking and consider several perspectives on more sustainable design. These are listed under E5-2 Actions.Reflections on targets resultsWe have not reached our packaging related targets. The primary packaging is closely tied to their clinical performance, offering essential functionalities like usability and sterility. This connection makes packaging innovation complex in the medical device industry. Altering packaging materials or formats involves developing new technologies and significant changes to long-term production equipment optimized for specific formats. These systems represent considerable investments and are not easily or quickly replaced.The primary packaging of our products is often closely linked to the products’ clinical performance, providing key functionalities such as usability or keeping the product sterile. The year before last, we initiated several projects aiming at making the primary packaging for some of our products more recyclable. These projects aim to develop packaging technology to enhance our future product pipeline and continuously improve the packaging of existing products. In parallel, we have launched several projects to incorporate more renewable raw materials into our packaging. Sustainable sourcing includes actively exploring renewable alternatives and engaging with suppliers to identify viable options. Coloplast encourages suppliers to propose renewable resources such as cardboard or recycled plastics, fostering collaboration across the value chain to drive meaningful change.Waste-related targetWe have reached above our Strive25 targets, with 83% of production waste being recycled. The result is mainly driven by high recycling rates in Hungary and Costa Rica, due to a growing number of vendors, who are consistently involved in recycling our production waste. Since our our waste management is not formalised in a policy, our waste reduction targets was linked to the Strive25 strategy. The target applied to production sites, major distribution centres, larger offices and HQ.  Key stakeholders were involved to define the target, aiming to integrate strategic sustainability objectives with local management and EHS management input. This included the review of locally available partnerships in site-specific waste solutions. In our management system, sites give performance updates to indicate if they are on target or not. Reporting is done quarterly and presented to top management. Our goal is to continuously decrease the production waste generated. Eco Design Principles applied to all new product developments specifically address production waste and support waste reduction. Coloplast is committed to not only recycling more production waste but also to exploring higher-value activities like reducing, reusing and repurposing. Our long-term ambition is to develop ways for more production waste to re-enter our operations through various material streams. A global Waste Competence Centre supports recycling activities across all production sites, including knowledge sharing, best practice collection, and prioritising waste fractions to increase reuse and recycling rates.The waste hierarchyWaste is categorised into two groups for reporting purposes: hazardous and non-hazardous. Each category specifies the amount recycled. The figures are presented in tonnes, from which a recycling percentage can be calculated. Targets include all waste from the following Coloplast entities:• Manufacturing sites include, in general: plastic, cardboard, paper, food, scrap metal and non-recyclable waste• Distribution centres and sales offices include, in general: cardboard, paper, plastic and non-recyclable waste• HQ include, in general: cardboard, paper, plastic, food and non-recyclable waste.Tatabánya manufacturing site (Tat I, II and PDC) is an example of having the following big fractions.• Production of plastic waste – multilayer• Packaging paper waste• Production of plastic waste – adhesive waste• Wood packaging waste• Production of plastic waste – homogeneous• Production of plastic waste – silicon-coated paper• Metal packaging waste.E5-4 and E5-5Resource inflows and outflowsResource inflows related to material IROsTo reduce Coloplast's environmental footprint, enhancing the environmental performance of products and packaging is essential. We prioritise the recyclability of primary, secondary, and tertiary packaging while increasing the use of renewable materials. This approach aligns with market trends and regulatory emphasis on sustainable packaging.Our inflow-related risk concerns our dependence on non-renewable or virgin resources. While manufacturing medical devices requires strict patient safety and functionality standards, most non-virgin/recycled materials lack sufficient traceability documentation for use. Renewable materials incur higher costs and face supply chain challenges, leading Coloplast to depend on virgin and non-renewable resources. This reliance may result in increased costs, reduced availability and compliance risks in the future, potentially leading to operational costs and supply disruptions if not addressed.Description of Coloplast’s resource inflowsTechnical material: Materials that are generally not processed within natural biological cycles, such as plastics, metals, and alloys.Biological material: Derived from living organisms like plants, animals, bacteria, and fungi. Examples include wood, biomass, biogas, and biofuels. Some can re-enter natural cycles via composting or anaerobic digestion. Only materials used for non-energy purposes are considered in this category. Sustainable source of biological material: At Coloplast, sustainable sources of biological materials have been identified as FSC-certified raw materials. Examples include cardboard with an FSC certificate.Key inflowsSecondary materials: At Coloplast, secondary materials are defined as raw materials recovered from waste, recycling, or reprocessing that can replace virgin materials in manufacturing or construction. These materials help reduce resource extraction and promote sustainability. Currently, Coloplast's secondary materials consist of recycled secondary components and secondary intermediary materials.Secondary intermediary products: Generated from recycling or reuse used as inputs for manufacturing, not final consumer goods. They will be further processed into final products in the production chain. This category includes by-products - materials sourced from, e.g. offcuts of material that have not previously been in a product.Secondary reused components: Previously used parts or components recovered for direct reuse in new or existing products without significant reprocessing. These functional components can be used in their current form. Currently, Coloplast does not report on any secondary reused components, and materials/components for transporting is not included.Secondary recycled components: Components that were originally part of a product, but after being discarded, are processed and converted into new materials or components through recycling processes. Unlike reused components, recycled components often undergo physical or chemical treatment to regain their utility.Resource outflows related to material IROsOur resource outflows, including waste from packaging materials, have an environmental impact. We are working to improve packaging recyclability and increase the use of renewable materials to reduce waste. Additionally, manufacturing processes generate waste that must comply with local and regional regulations. Stricter regulations on sustainable waste management pose potential risks of fines for non-compliance and may create business challenges.Key outflowsRecyclable content in products and packaging:  Products after use are considered non-recyclable because of the use phase and contamination with bodily fluids. The average proportion of material in packaging that can be recycled and easily separated from the rest of the packaging, and recycled with available technologies and infrastructure.Durability and reparability: Most products within Coloplast’s business areas are single-use products, where the concept of durability and reparability is different from traditional long-lasting products. Single-use products are designed for one-time or short-term use and are typically discarded after fulfilling their purpose. Durability, for Coloplast products, refers to the product's ability to function reliably and effectively for its intended limited period of use, rather than its longevity over time and the possibility of repair.Waste streams and materials in wasteColoplast products are used for intimate healthcare and are disposed of as domestic waste. Packaging can be disposed of in paper, cardboard and plastic fractions according to their origin. For waste generated in production, the composition may have variations from one production facility to another, depending on the types of products. In Coloplast production waste, the key materials are: Plastics, Adhesives and Cardboard. In our offices, waste fractions are primarily paper and cardboard in addition to general waste. E5-4Resource Inflow and outflow           Accounting policiesResource InflowTotal weight is based on raw material consumption from the Bill of Materials. For Atos, estimates are derived from its proportion of revenue. For Kerecis, calculations use typical product composition and key raw material purchases such as fish-skin used in advanced wound care products.Proportion of biological materials that are sustainably sourced are identified by Coloplast as FSC and PEFC certified raw materials. The data point is calculated as % of the total weight of raw materials. Weight of secondary recycled components refers to materials that were part of a product, discarded after use and then transformed into new materials through recycling.  This includes use of plastic trays and cardboard shipping boxes made of recycled materials. Weight of secondary intermediary products refers to by-products from manufacturing such as cut-offs, which in Coloplast are recycled in production of adhesive.Proportion of secondary recycled components and secondary intermediary products used in products and packaging. The data point is calculated as % of the total weight of raw materials.  Resource outflowRecyclable content in packaging is defined as the average proportion of packaging material that can be separated from the rest of the packaging and recycled by available technologies. Packaging recyclability is assessed in accordance with recycling guidelines, that prioritise material type and overall weight. The data point is calculated as % of the total weight of packaging raw materials.Resource inflows Unit 2024/25Weight of products, technical and biological materialsTonnes   53,601 1)Percentage of biological materials that is sustainably sourced%   4 1) Weight of secondary recycled components and secondary intermediary productsTonnes   6,805 1)Percentage of secondary recycled components and secondary intermediary products%   13 Resource outflows Unit 2024/251)Recyclable content in packaging%   76 1) Atos and Kerecis is not included due to the data availability.E5-5Waste            Accounting policiesWaste is based on invoiced and/or weighted amounts from production sites, major distribution centres, larger offices and corporate HQ. For offices with FTE between 100 and 300, waste is estimated based on the consumption of non-production entities multiplied with the average number of FTEs of the offices, while smaller offices with FTE of 100 or below is considered insignificant and therefore not accounted for. The majority of the waste consist from the disposal of medical devices, which includes non-hazardous materials, while only a small part of the total waste consumption is related to hazardous waste.Waste generated Unit 2024/25Non-Waste diverted from disposal Hazardoushazardous TotalPreparation for reuse Tonnes   –    –    – Recycling Tonnes   172    17,967    18,139 Other recovery operations Tonnes   –    –    – Total waste diverted from disposal Tonnes   172    17,967    18,139 Waste directed to disposalIncineration Tonnes   –    2,720    2,720 Landfill Tonnes   413    499    912 Other disposal operations Tonnes   –    –    – Total waste directed to disposal Tonnes   413    3,218    3,631 Non-recycled waste %   71    15    17 Total waste Tonnes   585    21,185    21,770 EU TaxonomyThe EU Taxonomy Regulation is a classification system within EU identifying environmentally sustainable economic activities. Coloplast is required to report on eligibility and alignment within the EU Taxonomy. We have screened our activities against the six environmental objectives: Climate change mitigation, Climate change adaption, Water, Pollution, Circular economy and Biodiversity.Accounting policiesAssessing EU Taxonomy eligibilityDuring 2024/25, an assessment of Coloplast’s economic activities have been performed for turnover, Opex, and Capex to identify EU Taxonomy-eligibility and EU Taxonomy-alignment. The current EU Taxonomy regulation does not include Coloplast's core economic activities.As part of the assessment, we have completed an initial screening of all activities as outlined by the EU Taxonomy Compass and Annexes I and II of the Climate Delegated Act, and furthermore the Environmental Delegated Act. The screening of the activities consists of a detailed analysis of the eligibility of Coloplast’s activities and the eligible activities have been furthermore evaluated by the Technical Screening Criteria of both the Substantial Contribution and Do no Significant Harm (DNSH). For this reporting year there have not been any significant changes to the accounting policies or the activities that are deemed eligible.TurnoverColoplast has no EU Taxonomy-relevant economic activities within turnover.OpexWe have identified no EU Taxonomy-eligible Opex activities.CapexOur assessment has identified the following EU Taxonomy-eligible Capex activities based on a screening of economic activities:• Activity 4.16 (Climate change mitigation): Primarily installation of electric heat pumps at our production sites at Tatabánya I and II, Hungary, and Sarlat, France• Activity 6.5 (Climate change mitigation): Leasing of company cars across the Coloplast Group• Activity 7.6 (Climate change mitigation): Renewable energy initiatives across sites, mainly related to geothermal energy projects at Nyírbátor, Hungary and Minneapolis, USA.Double counting For calculation of the denominator of the turnover, Opex and Capex KPIs, figures have been extracted directly from Coloplast’s enterprise resource planning (ERP) system. It is thereby ensured that registrations are only counted once. For the allocation of the numerator, we have first identified the relevant figures and then allocated it to the primary related economic activity in the Climate Delegated Act and the Environmental Delegated Act. In this way, it is ensured that no registration is considered more than once.Nuclear and fossil gas related activitiesApplicable to Nuclear related activitiesColoplast?1. The undertaking carries out, funds or has exposure to research, development, demonstration and NOdeployment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle.2. The undertaking carries out, funds or has exposure to construction and safe operation of new NOnuclear installations to produce electricity or process heat, including for the purpose of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using best available technologies.3. The undertaking carries out, funds or has exposure to safe operation of existing nuclear NOinstallations that produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production from nuclear energy, as well as their safety upgrades.Fossil gas related activities4. The undertaking carries out, funds or has exposures to construction or operation of electricity NOgeneration facilities that produce electricity using fossil gaseous fuels.5. The undertaking carries out, funds or has exposures to construction or refurbishment, and NOoperation of combined heat/cool and power generation facilities using fossil gaseous fuels.6. The undertaking carries out, funds or has exposures to construction, refurbishment, and operation NOof heat generation facilities that produce heat/cool using fossil gaseous fuels.Turnover2024/25 Substantial contribution criteria Do no significant harm (DNSH criteria)Proportion ofTaxonomyProportion aligned (A.1.) orCategoryof Climate Climate Climate eligible (A.2.)CategorytransitionTurnoverturnover change change Circular change Circular Minimum turnover,enablingalEconomic activities Code(DKKm)(%)mitigationadaptation Water Pollutioneconomy Biodiversityadaptation Water Pollutioneconomy Biodiversitysafeguards2024/25 (%)activityactivityA. TAXONOMY-ELIGIBLE ACTIVITIESA.1 Environmentally sustainable activities (Taxonomy-aligned)NoneTurnover of environmentally sustainable activities (Taxonomy-aligned) (A.1)   –   – %Of which, enabling   –   – %Of which, transitional   –   – %A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)NoneTurnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)   –   – %A. Turnover of Taxonomy-eligible activities (A.1+A.2)   –   – %B. TAXONOMY-NON-ELIGIBLE ACTIVITIESTurnover of Taxonomy-non-eligible activities   27,874   100 %TOTAL   27,874   100 %Definitions and KPIs, turnover: Total turnover is in accordance with the turnover reported in the Annual Report 2024/25, page 110. The turnover KPI is defined as Taxonomy-eligible turnover (numerator) divided by total turnover (denominator). Non-eligible turnover is defined as total turnover minus Taxonomy-eligible and Taxonomy-aligned turnover. Our identified economic activities do not require disaggregation of KPIs.Capex2024/25 Substantial contribution criteria Do no significant harm (DNSH criteria)Proportion ofTaxonomyaligned (A.1.) orCategoryProportion Climate Climate Climate eligible (A.2.)CategorytransitionCapexof Capex change change Circular change Circular Minimum Capex,enablingalEconomic activities Code(DKKm)(%)mitigationadaptation Water Pollutioneconomy Biodiversityadaptation Water Pollutioneconomy Biodiversitysafeguards2024/25 (%)activityactivityA. TAXONOMY-ELIGIBLE ACTIVITIESA.1 Environmentally sustainable activities (Taxonomy-aligned)NoneCapex of environmentally sustainable activities (Taxonomy-aligned) (A.1)   –   – %Of which, enabling   –   – %Of which, transitional   –   – %A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Installation and operation of electric heat pumps  CCM 4.16   15   6 %EL N N/EL N/EL N/EL N/ELTransport by motorbikes, passenger cars and light commercial vehicles CCM 6.5   165   68 %EL N N/EL N/EL N/EL N/ELInstallation, maintenance and repair of renewable energy technologies CCM 7.6   64   26 %EL N N/EL N/EL N/EL N/ELCapex of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)   245   14  %A. Capex of Taxonomy-eligible activities (A.1+A.2)   245   14 %B. TAXONOMY-NON-ELIGIBLE ACTIVITIESCapex of Taxonomy-non-eligible activities   1,497   86  %TOTAL   1,742   100 %Definitions and KPIs, Capex: Total Capex consists of additions to fixed assets (including right-of-use assets) and intangible assets in accordance with the additions in the Annual Report 2024/25, in note 11 on page 127, note 12 on page 132 and note 13 on page 134. Additions resulting from business combinations are also included. Goodwill is not included in Capex because it is not defined as an intangible asset in accordance with IAS 38. The Capex KPI is defined as Taxonomy-eligible Capex (numerator) divided by total Capex (denominator). Non-eligible Capex is defined as total Capex minus Taxonomy-eligible and Taxonomy-aligned Capex. Our identified economic activities do not require disaggregation of KPIs.Opex2024/25 Substantial contribution criteria Do no significant harm (DNSH criteria)Proportion ofTaxonomyaligned (A.1.) orCategoryProportion Climate Climate Climate eligible (A.2.)CategorytransitionOpexof Opex change change Circular change Circular Minimum Opex,enablingalEconomic activities Code(DKKm)(%)mitigationadaptation Water Pollutioneconomy Biodiversityadaptation Water Pollutioneconomy Biodiversitysafeguards2024/25 (%)activityactivityA. TAXONOMY-ELIGIBLE ACTIVITIESA.1 Environmentally sustainable activities (Taxonomy-aligned)NoneOpex of environmentally sustainable activities (Taxonomy-aligned) (A.1)   –   –  %Of which, enabling   –   – %Of which, transitional   –   – %A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)NoneOpex of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)   –   – %A. Opex of Taxonomy-eligible activities (A.1+A.2)   –   – %B. TAXONOMY-NON-ELIGIBLE ACTIVITIESOpex of Taxonomy-non-eligible activities   1,705   100  %TOTAL   1,705   100 %Definitions and KPIs, Opex: Total Opex consists of direct non-capitalised costs that relate to research and development, building renovation, short-term lease, maintenance and repair and any other direct expenditures relating to the day-to-day servicing of property, plant and equipment. The Opex KPI is defined as Taxonomy-eligible Opex (numerator) divided by total Opex (denominator). Non-eligible Opex is defined as total Opex minus Taxonomy-eligible and Taxonomy-aligned Opex. Our identified economic activities do not require disaggregation of KPIs.S1 Own workforceS1 SBM-3Impacts, risks and opportunitiesTo deliver value to our users, we depend on our workforce, whose talent, expertise and dedication are integral to executing our mission effectively. In the scope of disclosure under ESRS 2 and for our materiality assessment, all internal employees directly employed in our global workforce can be materially impacted. These impacts are closely monitored and addressed, and feedback is gathered on an ongoing basis. By identifying the impacts, we can develop proactive measures to mitigate them. There is no link between our transition plan for climate change mitigation, described in E1-1, and the identified material negative impacts on our workforce. Therefore, we have not implemented training and upskilling or other types of engagements with our workforce or workers' representatives concerning the impacts that could arise from reducing carbon emissions and transitioning to greener and climate-neutral operations. The material negative impacts can be related to both individual incidents and widespread incidents in the context where Coloplast operates. Work-life balance is currently considered a potential impact, given no significant evidence of widespread negative effects. Work-related safety incidents occur in our workforce, and our lost time injury (LTI) frequency indicates an actual negative impact. Pay analysis results highlight key areas for attention, helping to guide actions towards minimising pay disparities. Progress is visible in gender representation across various levels, including leadership roles. Diversity figures indicate areas for improvement in gender representation and diverse teams. Our employees, who are involved in the daily operations at our manufacturing sites, and our salesforce, who drive regularly, are at greater risk of health and safety-related negative impacts. The understanding is based on regular risk assessments, employee feedback and through our ongoing efforts to identify, analyse and mitigate work-related injuries. All sites and subsidiaries shall comply with Environment, Health and Safety (EHS) incident reporting requirements, following the Health and Safety Management System and procedures. EHS incident reporting is necessary for identifying and managing risks and enables Coloplast to address and mitigate impacts appropriately.Resources allocated to manage material impactsFor impacts related to work-life balance, gender equality and equal pay for work of equal value and diversity, we have developed a comprehensive roadmap that outlines our strategic approach, with specific owners assigned to each initiativeValue chain Time horizon for locationimpactsHealth and SafetyInadequate working environment and conditions, which Act. neg. could result in fatalities, non-fatal accidents, work-x x ximpactrelated ill health and workday loss among Coloplast’s Work-life balanceAct. neg. Ineffective work-life measures leading to an impact on x x x ximpactColoplast’s employeesDiversityAct. neg. Lack of measures to ensure the general diversity of the x x ximpactworkplaceGender equality &amp; equal payLack of measures to ensure equal gender Act. neg. representation or equal payment for work of equal x x ximpactvalue, which impacts Coloplast’s employeesLack of measures to ensure equal gender Act. neg. representation or equal payment for work of equal x x ximpactvalue, which impacts Coloplast’s employeesto ensure accountability. Additionally, we have allocated sufficient time and resources for the effective execution of these roadmaps. People &amp; Culture operates at both the Group level and across clusters of countries, taking overall responsibility for our people agenda. This team comprises dedicated experts who set the direction and provide support for implementing our initiatives. By aligning our resources and expertise, we ensure that our material impacts are effectively managed and stakeholders are informed. To manage material impacts related to health and safety, resources are allocated across Coloplast manufacturing sites, distribution sites, global operations, and R&amp;D.S1-1Our approach to human rightsColoplast respects internationally recognised human and labour rights. We base our approach and policies on the International Bill of Human Rights and support the principles outlined in this foundational document, ensuring that our operations respect the rights of individuals. We follow the UN Guiding Principles on Business and Human Rights, which provide a framework for businesses to respect human rights and address any adverse impacts. We also support the core principles established by the International Labour Organisation's (ILO) Declaration on Fundamental Principles and Rights at Work, which emphasise the importance of fair and equitable treatment in the workplace. Lastly, our commitment aligns with the principles of the UN Global Compact, which promotes responsible corporate citizenship and adherence to human rights. This approach to human rights ensures that our policies are compliant with international standards and contribute positively to society, reducing healthcare disparities and prioritising health, safety, diversity, inclusion, fairness, and trust across our operations and supply chain. We want to foster an inclusive workplace where diversity is valued. Therefore, we have a zero-tolerance policy for harassment, discrimination, bullying and other forms of workplace violence. Our policies explicitly prohibit child labour, forced labour and human trafficking in our operations. Furthermore, we are committed to promoting healthy lifestyle choices and creating safe and healthy working conditions that prevent injuries and diseases. Our commitment to these principles is reflected in various policies and practices, described in the material subtopics on the following pages. We continuously monitor human rights-related regulations and update our policies and procedures accordingly. We encourage employees to voice any issues they experience without fear of retaliation, ensuring their concerns are addressed promptly and effectively. To support our commitment, we have established clear channels for employees to raise concerns related to human rights and labour rights, including our Ethics Hotline and open communication with management. Furthermore, our annual Global Engagement and People Survey acts as a guideline which gives us feedback on specific points that help us uphold this commitment. Lastly, we engage with key stakeholders to continuously improve our management system and workplace safety behaviours. We take proactive measures to provide and enable remedies for any human rights impacts that may arise from our operations. This includes:• Safe and Healthy Work Environment: We are committed to a safe and healthy work environment for our employees and additionally promote well-being• Right to Organise: We support our employees' right to organise freely without fear of harassment or discrimination• Prevention of Forced Labour: We strictly prohibit any form of forced labour and refrain from practices that could lead to involuntary labour.• Mitigation of Adverse Impacts: We actively work to prevent or mitigate any adverse human rights impacts that are directly or indirectly linked to our operations.S1-2Processes for engagementWe engage with our workforce both directly and indirectly through multiple processes to inform our decisions. We value our employees' perspectives and maintain ongoing dialogue to ensure their input supports a safe, developmental and inclusive environment. We use engagement channels such as the Ethics Hotline, surveys, events and resource groups to listen and respond to impacts on our employees. Our health and safety procedures define structured engagement processes for informing, consulting and involving workers and EHS representatives in decision-making. The Chief Compliance Officer is responsible for the Ethics Hotline. The Executive Vice President of Global People &amp; Culture is operationally responsible for the employee engagement process (engagement and people survey), local work councils and employee representatives (ownership locally) and for the Partner to Grow concept. Coloplast’s Senior Vice President, Global QA, RA &amp; Sustainability, is responsible for health and safety engagement and compliance with applicable legislation and Coloplast procedures. The following describes in more detail how we engage with our employees.Health and safety reportingAfter a health and safety incident, people leaders and EHS representatives engage in dialogue with affected employees to develop action plans tailored to the injury's severity, relevant Coloplast procedures, and health and safety legislation. EHS incident management occurs at the site level, with management and EHS representatives. The frequency of engagement is determined on a case-by-case basis. We centralise information from these incidents through corporate EHS reporting to enhance our EHS management system. We assess potential vulnerabilities among employees regarding material impacts. Resources for Health and Safety engagement are allocated globally within Sustainability, People &amp; Culture, and across manufacturing and distribution sites, local offices and sales subsidiaries.Engagement and People SurveyOur Engagement and People Survey is designed to collect feedback from employees globally, including those who may be vulnerable to material impacts, although it treats all employees uniformly. This survey incorporates standard questions aimed at understanding workplace well-being, performance and growth, facilitating comparisons to external benchmarks such as loyalty, engagement and management support, in addition to questions tailored to Coloplast's unique context. Based on the survey findings, team leaders are responsible for organising sessions that focus on discussing important topics and developing targeted action plans. The survey is conducted annually, with its effectiveness assessed through participation rates, yet its true value lies in encouraging dialogue at various organisational levels - from team discussions to individual interactions between leaders and employees. Our dedicated People &amp; Culture team is allocated to managing the survey process, overseeing related communication and training, and ensuring valuable insights lead to constructive and meaningful conversations.Employee engagement           Accounting policiesEmployee engagement is measured using an engagement score, which is derived from a 0-10 scale, with 10 indicating the highest level of engagement. This data is sourced from Peakon, our chosen survey provider. Employee engagement Unit 2024/25Engagement score Index   8.2 Response rate %   92 We continue to see strong engagement among our employees and maintained our above-industry engagement score at 8.2 out of 10. From 2026, we will track employee engagement on a quarterly basis. We believe that engagement is a continuous practice, not just a once-a-year exercise. Ethics HotlineThe global Ethics Hotline is a platform for employees and other stakeholders to report suspected breaches of Coloplast BEST or express concerns regarding moral dilemmas, potential wrongdoing or legal infractions. Engagement occurs on an individual level, with feedback influencing decision-making and relevant processes for action. The frequency of engagement with stakeholders occurs when relevant and needed. Reported cases are addressed following our Global Investigations and Ethics Hotline Management Policy, which includes day-to-day oversight by Coloplast’s Ethics Hotline Group and quarterly reports to Coloplast’s Audit Committee. More information related to the Ethics Hotline is reported in S1-3 on page 77 and in G1-1 on page 100. Partner to Grow conversationsPartner to Grow is our foundational people performance concept designed to integrate personal growth with organisational success through strategic employee engagement. It recognises that, as a people-centric business, fostering individual achievements directly contributes to the company’s overall success. Through this approach, we focus on empowering employees by supporting their career development and engaging them in meaningful, continuous conversations with their leaders about past performances and future growth opportunities. The conversations focus on employee performance and development and take place at the individual level. These conversations occur at least twice a year, focusing on vital goal setting and comprehensive year-end reviews. Through the conversations, we align expectations, address performance and development, and discuss aspirations. In 2024/25, we continued to focus on supporting leaders and employees in having regular conversations. A People &amp; Culture team is allocated to implementing accessible materials and offering targeted training sessions designed to inspire and elevate both leaders and employees in leveraging Partner to Grow. These efforts ensure the concept serves as a robust framework for cultivating a skilled, motivated workforce.Local work councils and employee representativesColoplast engages with local work councils and employee representatives at the site level, where applicable. In Denmark, employees convene in the Hovedsamarbejdsudvalg (HSU), a committee that represents their collective interests. This engagement involves open dialogue and feedback, which are crucial for informing decision-making processes when relevant and applicable. The committee consists of both people leaders and employee representatives, meeting with a frequency of at least six times a year. This structured engagement process ensures the workforce is supported and their voices are heard effectively.Connect platform Connect is Coloplast’s intranet, serving as the primary internal communication channel. It is designed for readability and relevance, ensuring accessible information to all employees. Connect offers a centralised platform for employees to access the latest news, information and updates, while fostering engagement and nurturing a sense of community and belonging among employees. Daily engagements are supported by dedicated content owners and subject matter experts who create information and materials when relevant.S1-3Processes for remediation and channels to raise concernsChannels to raise concernsRecognising the need to provide multiple avenues for employees to raise concerns, Coloplast offers various options. Employees can contact their people leader, reach out to their People &amp; Culture business partner, utilise the Engagement Survey, or submit a case through the Ethics Hotline. Additionally, they can approach people leaders or members of the Group Business Ethics &amp; Compliance team. This wide range of reporting options ensures employees have effective means to voice concerns related to material impacts on our workforce. Connected to these channels are processes for remediation, with approaches tailored to the specifics of each case.Concerns can be reported directly to a people leader, with the option for employees to remain anonymous via our reporting tools. Coloplast's whistleblower system, the Ethics Hotline, is accessible through the website. Annually, Coloplast's Group Business Ethics &amp; Compliance hosts events during Global Compliance Weeks, including a global webinar titled “A good choice – speak up!” to promote awareness of the Ethics Hotline and the Speak Up and Anti-Retaliation Policy. Suspected violations of human rights, fraud, corruption, conflict of interest, inducement to healthcare professionals, insider trading and other business ethics issues must be reported to the Ethics Hotline, where they are investigated by trained professionals with oversight from the Ethics Hotline Group. Concerns about breaches of internal policies or procedures, employee morale and behaviour issues, such as discrimination and harassment, can also be reported via the Ethics Hotline, and are handled by department management and People &amp; Culture.Coloplast ensures effective channels for employees and third parties to report concerns related to material impacts on our workforce. The global Ethics Hotline is the primary channel, enabling good-faith reporting of breaches of Coloplast BEST or other issues, with a guarantee of no retaliation.Processes for remedyRemediating negative impacts on work-life balance begins with dialogue between employees and their direct leader, and, if needed, a People &amp; Culture Partner. Health and safety impacts are addressed through EHS incident reporting and investigations to ensure accountability and corrective actions. Remedies follow our business ethics, grounded in the International Bill of Human Rights and the ILO Declaration on the Fundamental Principles and Rights at Work, including benefits and compensation mandated by workplace injuries. Continuous risk assessments evaluate effectiveness, with feedback promptly provided to affected parties. Remediation concerning discrimination, harassment, and workplace violence related to gender and diversity is managed by People &amp; Culture partners.Tracking and monitoring issues raisedThe Ethics Hotline Group oversees the Ethics Hotline and the Ethics Case Management system, reporting regularly to Coloplast’s Executive Leadership Team and quarterly to the Audit Committee. Coloplast tracks and monitors EHS issues as part of its risk management approach. As part of the approach, the effectiveness of the EHS grievance mechanism and incident reporting is continually assessed, involving employees and their representatives as key stakeholders in the process.Raise concerns without retaliationThe Global Engagement and People Survey assess employees' perceptions of voicing ethical concerns without fear. A strong score in the Business Ethics category indicates high confidence among our employees. The Global Speak Up and Anti-Retaliation Policy ensures protection of individuals and prohibits retaliation against those who report or participate in investigations, fostering trust and safeguarding individuals using these channels to raise concerns.Health and SafetyS1-1PoliciesColoplast is committed to ensuring a safe and healthy working environment for all employees. To manage identified health and safety impacts, we have implemented the Quality and Sustainability Policy. Furthermore, EHS Management System is founded on globally recognised procedures and standards, designed to effectively manage and mitigate health and safety concerns for our workforce.Global Quality and Sustainability PolicyThis policy reflects the Coloplast Group’s commitment to applying precautionary principles in our ways of working to mitigate, avoid or reduce negative impacts on our workforce. Further information on our Global Quality and Sustainability Policy in alignment with MDR-P is disclosed under E1-2 on page 57. S1-4ActionsIdentified in our DMA, Coloplast’s business practice causes negative impacts on our workforce. We actively work to mitigate these through policies and actions. To identify necessary actions in response to negative impacts, we take a structured approach that involves risk assessments, documenting incidents in our health and safety management system for timely investigations and root cause analysis. We track the effectiveness of health and safety actions through audits, employee feedback and incident reporting. Safety data and performance metrics are analysed against benchmarks, with training and awareness programs conducted to ensure compliance and engagement. Due to the nature of our business, where employees operate machinery at manufacturing sites and our sales force spends considerable time travelling, health and safety is a crucial concern for Coloplast. We prioritise preventing work-related health and safety impacts and actively work to mitigate these through actions. In the following paragraphs, key actions taken in 2024/25 to manage material impacts are described. None of these actions have required any significant Capex or Opex expenses.Global Safety Week 2025Safety culture is vital to our mission of improving health outcomes for people with intimate healthcare needs, extending to employee safety as a prerequisite for us to deliver on our mission. We involve people leaders and employees by promoting four key safety behaviours:• You see it, you own it• Think twice• Dare to care• Stay focusedthGlobal Safety Week, held from 5-9 May 2025, focused on raising awareness and addressing behavioural challenges to enhance workplace safety and reduce incidents. It is a recurring annual initiative essential to Coloplast's health and safety engagement efforts.Defensive driving training Our sales force plays a crucial role in sustaining our business model, representing Coloplast products globally, building relationships with healthcare professionals and establishing our leadership in the medical device industry. Given that sales employees spend significant time on the road, they face inherent risks of vehicle accidents. To mitigate this, we launched a comprehensive defensive driving training initiative in 2024/25, aimed at enhancing safety in local offices and sales subsidiaries. This ongoing action is focused on employees who regularly drive as part of their job responsibilities. Machine safety meetingsAs a manufacturing company, we face risks of injuries from machine operations, making machine safety crucial to mitigating health and safety impacts on our blue-collar workers crucial. Prioritising machine safety protects employees and fosters a caring culture, essential for minimising workplace injuries. Therefore, EHS managers hold monthly safety assessment meetings, reviewing internal approval procedures and monitoring industry regulations and best practices. This ongoing effort involves managers from ISO 45001-certified sites, contributing to our commitment to eliminating health and safety hazards. S1-5TargetsTo manage our material negative impacts on our workforce and continue our efforts to reduce work-related injuries, we have set a global target to reduce all work-related injuries.Lost-time injuryFor the previous strategy period, we aimed for a lost-time injury (LTI) frequency ambition of 2.0 ppm by 2025. In 2024/25, we have achieved the LTI frequency target with 1.7 ppm compared to the target baseline of LTI frequency 2.5 ppm ( FY 2019/20). The result was mainly driven by improved by employee engagement  to eliminate safety hazards. As part of the new Impact4 strategy, we have set a new target of an LTI frequency of 1.5 ppm by 2030. It covers Coloplast Group and all subsidiaries, and progress will be reported in our Annual Report.Baseline Performance 1)  Strategic targetvalue2024/251.5 Lost time injury frequency 2.5   1.7 1) The unit in which the target is measured is parts per million (ppm). The base year from which progress is measured is 2019/20. The target is monitored and reviewed each quarter by the Executive Leadership Team.Our workforce is engaged in tracking the performance of our corporate targets through annual strategy updates, followed by discussions on how their teams can contribute to Coloplast’s performance. Executive management, global and local EHS management have been involved in the target-setting process. S1-14Health and safety metrics   Health and safety           Accounting policiesAll employees, including non-employees of externals such as agency contractors are covered by our health and safety management system. Coloplast has eight production sites, two major distribution centres and corporate headquarter in Denmark that is certified according to ISO 45001. Total recordable injuries consist of work-related injuries which includes all injuries resulting in lost time and also where the person is able to work at the next scheduled shift/workday. For sales entities only work-related injuries with lost time are accounted for. Total recordable injury frequency is calculated based on the number of injuries per 1 million hours worked. Number of fatalities consist of work-related incidents where the person lost their life.LTI consist of the number of lost time injuries and the rate calculated based on lost time injuries per one million working hours. A work-related lost time injury is defined as an injury resulting in the person not being able to work at the next scheduled shift/workday, and where the injury has led to a minimum of one full workday of absence.Health and safety metrics Unit 2024/25Workforce covered by health and safety management system %   100 Total recordable incidents (TRI) Number   392 Rate of recordable work-related injuries ppm   12.5 Fatalities as result of work-related injuries Number   – Lost time injuries (LTI) Number   53 Work-life balanceS1-1PoliciesColoplast is dedicated to promoting a healthy work-life balance for all employees worldwide. Our Work-Life Balance Policy and Global Workation Policy, alongside our broader commitment to employee well-being, are key in managing work-life balance impacts. These policies apply globally to our entire workforce, while local policies may address stricter national laws without targeting specific groups or conflicting with Group/Global policies. Key stakeholders, including Investor Relations, People &amp; Culture, and Legal &amp; Compliance, collaborated in drafting the policies. The Executive Vice President for People &amp; Culture owns the policies and is responsible for their implementation across Coloplast. The policies are available to stakeholders through our intranet.Global Work-Life Balance PolicyOur Global Work-Life Balance Policy reflects our commitment to promoting a healthy balance for employees, recognising that supportive environments boost personal well-being and productivity. By fostering an inclusive culture valuing mental and physical health, we mitigate impacts like burnout, stress, and disengagement, which can negatively impact individuals as well as the organisation as a whole. Global Workation PolicyThis policy reflects our commitment to promoting a healthy work-life balance for all employees, recognising that flexibility can also be provided in connection with holidays, where possible. Within certain limitations, Coloplast provides flexibility to employees who wish to spend remote workdays abroad in connection with private trips/holidays. S1-4ActionsColoplast promotes employee well-being through activities enhancing mental and physical health, as outlined in our Global Work-Life Balance Policy. We focus on creating healthy workplaces with initiatives for maintaining work-life balance, wellness and fitness as part of daily work. Based on regular engagement surveys, we gather employee feedback, informing the needed actions, and track the effectiveness of current or completed actions. To address the identified negative impacts on our workforce’s work-life balance, we have taken the actions described below. None of these actions have required any significant Capex or Opex expenses.Physical well-being: Fitness optionsColoplast prioritises physical well-being by offering various fitness options. These include fitness centres at our locations in Denmark and Hungary, discounted memberships in the UK, Ireland and Germany, step competitions and on-site facilities in the US, and yoga and Pilates classes in Denmark. These initiatives have been gradually implemented and we are committed to maintaining these fitness options for employees' benefit.Mental well-being: World Mental Health Awareness DayOur employees’ mental well-being is crucial for engagement, performance and retention. To actualise the Global Work-Life Balance Policy, we will launch an awareness campaign for World Mental Health Day in October 2025, focusing on work-life balance. The campaign will feature an article on our intranet, offering tips and resources to maintain a balanced work-life. This action has a global scope, available for all employees in the Coloplast Group.S1-5TargetsWe have not defined any measurable or outcome-oriented targets for work-life balance, but it is our ambition to ensure a healthy and satisfactory work-life balance across Coloplast, monitored in our Global engagement survey. S1-15Work-life balance metricsFamily-related leave            Accounting policiesAll employees in Coloplast are entitled to family related leave. Family-related leave is calculated by dividing the distinct count of employees of each gender who have taken family-related leave by the entitled employees for each gender. An employee who has, e.g., taken family-related leave for multiple months is only counted once for the whole year. The same applies to employees who have taken several instances of family-related leave during the year. For the majority of our countries, the leave data is tracked in our HR system, covering the majority of Coloplast population. For the remaining it is an estimated average based on the practice in the rest of the countries.2024/25Not Family-related leave Unit Male Female OtherReported TotalEmployees entitled to take family-related leave %   100    100    100    100    100 Employees that took family-related leave %   2    8    –    –    5 DiversityS1-1, Danish Financial Statements Act, §107dPoliciesEach Coloplast employee contributes unique skills and perspectives, and we strive to foster inclusive and equitable work environments where diversity thrives. This commitment is reflected in the following policies. These policies apply globally to our entire workforce. Local offices may develop policies aligned with local laws, ensuring no conflict with Group/Global policies.Key internal stakeholders were consulted in drafting the policies. They align with international standards from the UN and ILO. The Executive Vice President (EVP) for People &amp; Culture owns the policies and is accountable for their implementation across Coloplast. They are accessible to stakeholders via our intranet and website.Global Diversity, Equity and Inclusion PolicyIn August 2025, Coloplast’s Board approved the updated Global Diversity, Equity and Inclusion (DEI) Policy, which introduces "equity" to enhance our focus on structures and practices affecting employee experiences. The Global DEI Policy underscores our commitment to an inclusive environment where all employees contribute to a diverse, equitable culture. We acknowledge that vulnerability is context-specific and uphold zero tolerance for discrimination against particular vulnerable individuals, aiming to empower employees and foster an environment where everyone feels valued and included. Global Anti-Discrimination &amp; Anti-Harassment Policy In addition to the Global DEI Policy, Coloplast updated its Global Anti-Discrimination and Anti-Harassment Policy in February 2025. This policy underscores our commitment to creating a physically and psychologically safe and inclusive workplace. In the policy, our zero tolerance for workplace bullying, harassment, discrimination, and/or violence of either physical or psychological nature is outlined, and clear grievance mechanisms are listed. The policy outlines employee obligations to adhere to its guidelines, emphasising the special responsibilities of people leaders in creating physically and psychologically safe environments. The Global Anti-Discrimination &amp; Anti-Harassment Policy provides clear definitions of key terms related to workplace conduct, aligning with international standards, including those established by the International Labour Organisation (ILO). The policy implements specific procedures to prevent discrimination and advance diversity and inclusion. It specifies that violations, such as non-compliance with set standards or failing to report inconsistent behaviours, may lead to disciplinary actions, including termination of employment, following local labour laws, regulations and company policies. Furthermore, serious violations may be reported to the appropriate authorities.  The policy establishes the following procedures: • Grievance Mechanisms: The policy establishes grievance mechanisms under the section titled "Raising Concerns." Any employee or third party who becomes aware of or suspects a violation of this policy is encouraged to report it immediately. Reports can be made to a people leader, the Group Business Ethics &amp; Compliance team or through our Ethics Hotline • Zero Tolerance for Retaliation: We maintain a strict zero-tolerance stance against retaliation of any kind. Individuals who report suspected violations or participate in investigations in good faith are protected from any form of retaliation  • Confidentiality Measures: Coloplast BEST outlines detailed procedures and confidentiality measures to ensure reports are handled discreetly and appropriately. Through these specific procedures, we actively work to prevent and mitigate discrimination while advancing diversity and inclusion within our organisation.Global Disability &amp; Accessibility PolicyDuring 2024/25, Coloplast has adopted a Global Disability &amp; Accessibility Policy. Our business requires us to listen and understand intimate healthcare needs and challenges, as well as the people and lives behind them. Due to the nature of our work and this understanding, we take a broad and holistic approach in our policy and cover: 1) disability, 2) chronic illness, 3) mental health and 4) neurodiversity. We note that physical and mental health challenges and conditions are part of the human experience. While not all conditions mentioned are disabilities, we acknowledge that colleagues may benefit from or need adjustments to thrive at work. While no one is required to disclose any details, employees are encouraged to have an open dialogue with their people leader. To the extent possible, we aim to continually remove barriers and make work easier. Local offices are required to follow local legislation and are empowered to take meaningful actions for inclusion.Human Rights PolicyColoplast has adopted a Human Rights Policy to manage our material impacts on our workforce, supporting our mission to assist people with intimate healthcare needs while adhering to high ethical standards globally. We commit to preventing occupational injuries, child labour and trafficking from occurring within our value chain. Our efforts include identifying and mitigating human rights impacts, maintaining grievance mechanisms and communicating our efforts in our Annual Report. The policy reflects our dedication to human rights within our operations and fosters a positive and ethical workplace culture.The CFO owns the policy and ensures its implementation across Coloplast.S1-4ActionsColoplast actively promotes Diversity, Equity and Inclusion, offering globally accessible resources on the intranet and integrating DEI into people processes, policies and practices where possible. While our DMA has identified business practices that negatively impact our workforce, we strive to mitigate these through policies and actions. Our annual engagement survey collects employee feedback to understand concerns, needs and assess the effectiveness of our initiatives. To address the identified negative impacts on our workforce related to diversity, we have taken the actions described below. None of these actions have required any significant Capex or Opex expenses.Global Inclusion CalendarColoplast organises global events and communication campaigns to advance DEI initiatives. In 2024/25, we launched a Global Inclusion Calendar detailing holidays and celebration days of significance to most employees. Designed to be both informative and inspirational, the calendar includes external links and encourages local People &amp; Culture teams and employees to host community-relevant events. The calendar is available to all Coloplast employees globally via internal channels.Integrating DEI into People ProcessesColoplast continuously incorporates diversity, equity and inclusion (DEI) into our people processes. In 2024/25, we integrated DEI into Talent Management processes, establishing global structures and definitions to provide employees with a consistent experience worldwide and simplify leaders' roles. This integration includes a unified approach to talent measurement, a framework for talent reviews and succession planning. We provided training and resources to Global HR, enabling a structured review process and a standardised definition of potential talent. The DEI integration in Talent Management has a global scope and applies to all employees within the Coloplast Group.ERGs &amp; ClubsColoplast promotes several clubs available for our employees to create a sense of belonging, inclusion and internal networks, including Employee Resource Groups (ERGs). The ERGs have been established over the years, and we intend to keep the groups to support a variety of underrepresented populations and enable inclusion for all employees at both local and global levels. The ERGs are established in numerous locations, with encouragement for each site to develop ERGs tailored to local relevance, and more locations are expected to introduce ERGs.Forthcoming: Disability Day in December 2025 To bring the Global Disability and Accessibility Policy to life, we will create global resources in relation to World Disability Day in December 2025. Resources will be informative and contain tips and tricks for including people with disabilities. Resources will be based on external best practices and created together with experts and/or people with relevant lived experiences.  This action has a global scope, available for all employees in the Coloplast Group. The action will be implemented in December 2025.S1-5TargetsWe have set two strategic targets related to diversity to manage our material negative impacts on our workforce: 1) targets to ensure gender balance and female representation amongst senior leaders, and 2) diverse teams in general. The targets are monitored and reviewed each quarter by the Executive LeadershipTeam.Representation of female senior leadersWe have set a global target to balance our gender representation among senior leaders (Vice President level and above), aiming for a 30/70 split by 2025 and 40/60 by 2030. We report progress internally as part of the strategy updates and externally in the Annual Report. For this reporting period, the gender split was 26/74%, but we are still committed to reach 40/60 by 2030. The target for this reporting period on gender diversity does not include the US due to the current legal landscape. The target aligns with Coloplast's commitment to fostering a diverse, inclusive and equitable workplace where both genders are represented in leadership positions. We have signed the Danish Industries Gender Diversity Pledge to show our public commitment to balancing the gender at Coloplast. Internal experts, senior leadership and the Board of Directors contributed to the target-setting process as part of our sustainability strategy, focusing on responsible operations aligned with strategic objectives. Our workforce is engaged in tracking the corporate target performance through strategy updates, held at least once a year, followed by team discussions on improvements. The target applies to theBoard of Directors, Executive Leadership Team, senior leadership and all people leaders. The target also applies to upper management at Coloplast A/S, in compliance with the Danish Companies Act. We aim to maintain a 50/50 gender split on our Board.The target baseline is FY 2020/21, where we had a  24% female/76% male gender split. The progress towards the target is based on monitoring current gender representation, with data sourced from the internal HR system, SuccessFactors. Based on the progress, we update our roadmap and actions. Diverse teamsWe aim for a healthy balance at the individual team to the company level by measuring gender, age, and nationality diversity. We believe diversity enhances workforce dynamism and innovation, boosting business performance. Our global target is to achieve 75%  diverse teams by 2025, and is reported internally and in the Annual Report. The target baseline is FY 2020/21 with a diversity share of 51%. For 2024/25, our diversity share is 57%. Our workforce is engaged in tracking the performance of our corporate targets through strategy updates held at least once a year. Following the updates, our workforce might be engaged in team conversations to discuss improvements to the performance. The target-setting involved internal experts, senior leadership, and the Board of Directors. The target applies to our senior leadership teams within Coloplast, focusing on diversity across gender, age and nationality. The progress towards the target is based on real-time workforce data, using internal HR data and demographic analysis. Based on the progress, we update our roadmap and actions. No changes have been made to the diverse teams target. S1-9 Diversity metricsGender distribution at top management level           Accounting policiesThe gender distribution in management includes the total number of members in Top Management at year-end, accounting for individuals in Senior leadership globally (Vice Presidents, Senior Vice Presidents and Executive Leadership Team).2024/25Management UnitMale Female Other Not ReportedGender distribution in numbers at top management  Headcount  63    23    –    – Gender distribution in percentage at top  %  73    27    –    – Distribution of employees by age group           Accounting policiesThe data includes all recorded individuals employed by Coloplast at year-end as accounted for in the headcount definition, attributed to an age range based on their recorded date of birth.2024/25Headcount Headcount Age group Unit(number)(%)Under 30 years Headcount   2,803    16 30-50 years Headcount   10,123    59 Over 50 years Headcount   4,230    25 Gender equality and equal pay for work of equal valueS1-1PoliciesFair pay is essential to a diverse and inclusive organisation. We are committed to offering employees market-aligned salaries that uphold the principle of equal pay for equal work, considering their skills, experience and performance. To manage the identified impacts related to gender equality and pay equity, we have implemented the Global Pay Setting and Pay Progression Policy.Global Pay Setting and Pay Progression PolicyThe Global Pay Setting and Pay Progression Policy aims to ensure a consistent approach to pay across Coloplast, as well as equal pay for work of equal value. Key internal stakeholders have been consulted when drafting the policy. The Executive Vice President for People &amp; Culture owns the policy and is responsible for its implementation across Coloplast. This policy has a global scope, covering the entire workforce. Local policies might be present to cover more restrictive requirements driven by national law. However, these are not aimed towards specific groups and do not conflict with the global policies. It is available to employees through our intranet.S1-4ActionsWe are committed to balanced gender representation at all levels, including the senior leadership level (Vice President and above). The DMA identified negative impacts on our workforce, caused or contributed by our business; however, through our policies and actions, we actively seek to mitigate these impacts.We conduct regular engagement surveys with employee feedback, which help us understand their concerns and needs, identify actions needed, and track the effectiveness of current or completed actions. To achieve our Global DEI Policy objectives and address the identified negative impacts on our workforce, we have taken the actions described below. None of these actions have required any significant Capex or Opex expenses. Gender equalityWe promote gender balance through a variety of internal and external events, campaigns and initiatives. In 2024/25, we have made a toolkit and a panel discussion in connection with International Women’s Day (IWD). Through these initiatives and events, Coloplast is actively engaging our employees and communities in the conversation, driving meaningful change both within our organisation and beyond. The effectiveness of these actions is tracked and assessed every year in connection with the strategy update and the annual report.International Women’s Day initiatives In celebration of IWD, we developed and implemented a toolkit designed to support our global celebrations this year. The toolkit has a global scope, available for all employees in the Coloplast Group and with local implementation. It provides local offices with resources, inspiration and a framework to create celebrations that resonate with their communities. We encourage our teams worldwide to tailor their IWD events to reflect local cultures while aligning with our overarching goal of promoting gender balance. Additionally, we hosted a global event in March 2025, available for all employees, featuring an IWD Panel Discussion, where internal experts came together to share their perspectives on gender balance, discuss the challenges we face, and explore potential solutions. The IWD Panel Discussion had a global scope, available for all employees in the Coloplast Group. Every employee received an invitation in their calendar to watch the live stream and an article on our intranet was published afterwards. Equal PayWhile we have been focusing on equal pay for many years, we made significant progress in the area in 2024/25, launching our global Pay Equity and Transparency project to address potential unjustified pay differences. The project relates to the preparation for the EU Pay Transparency Directive and focuses on analysing pay gaps, educating our leaders on how to set salaries appropriately and having constructive conversations during annual salary reviews. We monitor and benchmark employee pay internally and against market rates in our operating countries to ensure competitive, fair salaries. We continue to promote equal pay, ensuring all employees are fairly compensated for their contributions. The effectiveness of these actions related to Equal Pay is tracked and assessed every year in the Pay Equity analysis.Global training for leaders on Coloplast Rewards Philosophy, Principles and Annual Salary Review In  2024/25, we launched global training for leaders on Coloplast Rewards Philosophy and Principles during a global Learning Week, emphasising fair pay fundamentals and practical salary-setting exercises to help leaders understand how to set salaries appropriately. Also, we provided global training to over 1,000 leaders during the annual salary review process, focusing on structured, constructive conversations and identifying biases with mitigation tips. Since biases can inadvertently influence salary discussions, our training focus on identifying typical biases that may arise and offers practical mitigation tips to address them. Our commitment to Equal Pay will continue, supported by the Pay Equity and Transparency project, aligning with the EU Pay Transparency Directive in 2026.S1-5TargetsWe have not defined any targets for Equal Pay, but it is our ambition to minimise pay gaps and ensure equal pay for equal work across Coloplast. We track the effectiveness of our policies through the Equal Pay audits that we perform annually.S1-16 Remuneration metricsGender pay gap           Accounting policiesUnadjusted gender pay gapThe gender pay gap is calculated by comparing the average gross hourly earnings of men and women across the workforce, expressed as a percentage of male employees’ average pay. Employees not registered with a binary gender, as well as interns, Global Mobility assignees, employees on unpaid leave, and those on garden leave, are excluded. Average gross hourly earnings includes annual base salary and variable pay potential.Adjusted gender pay gapThe gender pay gap is determined by pay grade, job family and country. Any pay gaps are aggregated to a country level and weighted based on the number of Coloplast employees in each respective country. Certain pay grades, in countries where a pay gap cannot be computed due to only one of the two genders being represented on the specific pay grade and job family, are excluded from the consolidated population. Country-specific pay gaps are aggregated to a global average and divided by the total number of Coloplast employees to determine the overall average gender pay gap.Gender pay gap Unit 2024/25Gender pay gap, unadjusted %   21 Gender pay gap, adjusted %   1.6 Several factors impact the unadjusted gender pay gap, e.g. organizational structure and gender split in different countries. When considering country, job levels and job families, most of the unadjusted gender pay gap can be explained, leaving a residual (adjusted) gender pay gap of 1.6%. Although this is a relatively small adjusted gender pay gap, we are continuously working to minimise the gaps as described in the Actions section.S1-16 Remuneration metrics (continued)Annual total remuneration ratio           Accounting policiesThe total remuneration ratio is calculated by dividing the highest-earning employee's salary by the median employee's annual salary for employees in Coloplast Group. Annual salary includes all taxable income and both employer- and employee paid pension contributions. The median employee is determined based on a list of employees annual base and variable compensation. The annual compensation for the median employee is then calculated in full based on the payroll information which can vary depending on the employee type. Remuneration ratio Unit 2024/25Remuneration ratio % 72S1-6 Characteristics of the undertaking's employeesEmployee headcount by gender           Accounting policiesThe number of employees includes all recorded internal employees at Coloplast, at year-end and is accounted for according to the headcount definition. The gender distribution is based on the total number of employees at the end of reporting period. Gender classification is based on the information provided by the employee.Employee headcount by gender Unit 2024/25Male Headcount   6,992 Female Headcount   10,133 Other Headcount   5 Not reported Headcount   26 Total employees Headcount   17,156 Countries with significant employment            Accounting policiesThe country data includes countries with employees representing at least 10% of our total number of employees. This corresponds to two countries, Hungary and United States. Denmark is furthermore included as representation of the Headquarter, and finally “Other countries” to report the total number of head counts.Countries with significant employment Unit 2024/25Hungary Headcount   4,675 United States Headcount   1,921 Denmark Headcount   1,449 Other countries Headcount  9,111 Total employees Headcount   17,156 During the year we worked on integrating Kerecis into several HR processes. At the end of 2024/25, the Coloplast Group had a headcount of 17,156 employees working towards the shared purpose of making life easier for people with intimate healthcare needs. Our diverse employee population operates in 43 countries and represents 112 nationalities.Employee headcount by contract type and gender           Accounting policiesThe number of employees by contract type includes all recorded individuals employed by Coloplast at year-end and is accounted for in Headcount. Permanent employees are regularly scheduled to work either part-time or full-time schedules without a specified end date, while temporary employees are regularly scheduled to work either part-time or full-time schedules with a specified end date at year-end.2024/25Employee headcount by Not contract type and gender Unit Male Female Otherdisclosed TotalPermanent employees Headcount   6,839    9,874    5    26    16,744 Temporary employees Headcount   153    259    –    –    412 Non-guaranteed hours employees Headcount   –    –    –    –    – Total employees Headcount   6,992    10,133    5    26    17,156 Employee turnover            Accounting policiesEmployee turnover is calculated as the number of employees who left Coloplast during the year divided by the average number of employees for the same period.Employee Turnover Unit 2024/25Number of employees that left Coloplast during the reporting year Headcount   2,782 Rate of employee turnover %   16 While total turnover rate for the FY 2024/25 was 16%, the voluntary turnover was 9.5%.S2 Workers in the value chainSBM-3Impacts, risks and opportunities Coloplast collaborates with upstream suppliers and downstream distributors on a global scale. These collaborations are critical to our business strategy, and consequently, the workers in the value chain could indirectly be materially impacted by Coloplast. Our business model and strategy consider the impact on value chain workers through diligent country risk assessments and audits in high-risk countries. By setting requirements through Coloplast BEST, we contribute to ensuring the interests, views and rights of the value chain workers are upheld and respected. Our value chain workforce features various types of employees, of whom we have gained insight through our continuous collaboration and audits. The workforce includes but is not limited to: blue-collar workers in manufacturing companies of raw materials or semi-finished goods in our upstream value chain; people maintaining Coloplast facilities, such as electricians, painters, gardeners and other trades, and warehouse workers and truck drivers in our downstream value chain. This disclosure takes all material impacted value chain workers into account, but we consider workers in high-risk countries to be particularly vulnerable to material impacts identified in the DMA. Value chain workers' performance is an essential part of our value chain partners’ ability to deliver the products and services we need for our business continuity. Workers' performance can be negatively impacted by EHS and labour conditions, which could lead to situations of supply or distribution interruptions due to strikes or turnover contagion. Material negative impacts on our value chain workers could occur more frequently in high-risk countries, but could also occur as individual incidents in specific business relationships. This fiscal year, Coloplast has not identified any risks of child, forced or compulsory labour practices in the value chain. With a risk-based approach, we monitor these through the audit programme for Bill of Material suppliers (BOM). Value chain Time horizon for locationimpactsHealth &amp; SafetyAct. neg. Insufficient health and safety measures leading to x x x ximpactincidents affecting the value chain workers' healthSupply chain interruptions if suppliers or distributors fail to meet proper health and safety Riskx x x xstandardsWorking timeGeneral labour rights are not fully respected, Act. neg. causing excessively long working hours for the x x x ximpactvalue chain workersSupply chain delays and quality issues if workers in Riskx x x xthe value chain are overworked, dissatisfied, which can affect their performance and outputGender equality &amp; equal paySuppliers or distributors not providing equal Pot. neg. gender representation or equal payment for work x x x ximpactof equal value to their workersDiversitySuppliers’ or distributors’ lack of measures to Pot. neg. x x x xensure general diversity in the workplaceimpactS2-1PoliciesTo manage the material impacts and risks associated with the workers in our value chain, we require our suppliers and distributors to adhere to our Global Human Rights Policy and Codes of Conduct. These policies address Coloplast’s human rights commitments concerning value chain workers.Global Human Rights PolicyOur Human Rights Policy sets out the responsibilities to ensure our business practices are compliant with human rights regulations. The policy is based on internationally recognised instruments, including the United Nations (UN) Universal Declaration of Human Rights, the United Nations Guiding Principles on Business and Human Rights, and the International Labour Organisation’s Declaration on Fundamental Principles and Rights at Work. In the Human Rights Policy, we are committed to establishing processes to identify, prevent and mitigate negative human rights impacts that we may be contributing to via our business activities. We are also committed to remedying any negative human rights impacts that Coloplast causes or to which we contribute. Coloplast maintains appropriate grievance mechanisms for our stakeholders to raise concerns, including our Ethics Hotline. Further information on our Global Human Rights Policy in alignment with MDR-P is disclosed under S1-1 on page 81. Supplier Code of ConductOur Supplier Code of Conduct outlines the ethical standards and responsibilities that suppliers must adhere to when conducting business with Coloplast. The Code is established to ensure that all suppliers are informed about Coloplast's commitment to ethical standards and responsible business practices. It outlines the expectations for compliance concerning material topics, including ensuring equal treatment and promoting diversity, requiring fair compensation and reasonable working hours, and ensuring safe working environments. In addition to this, the Code explicitly states that suppliers shall not use forced, bonded, trafficked or child labour. Our Supplier Code of Conduct applies to all Coloplast entities and suppliers. It is under the responsibility of the Group Chief Compliance Officer. Distributor Code of ConductOur Distributor Code of Conduct sets out minimum requirements for our distributors to operate in accordance with the Code and in full compliance with all applicable laws and regulations. It outlines the expectations of compliance with general business ethics and labour and human rights, including health and safety, employment conditions, and non-discrimination and equal opportunities. Our Distributor Code of Conduct does not explicitly address trafficking of human beings, forced labour or compulsory labour or child labour, but requires our distributors to respect all applicable law, regulations and international standards related to labour practices and protection of human rights. The Code applies to all Coloplast entities and all distributors who have signed a contract with Coloplast. The Distributor Code of Conduct is under the responsibility of the Group Chief Compliance Officer. Through the Codes, our suppliers and distributors are required to respect all applicable laws, regulations and international standards related to labour practices andprotection of human rights. This includes the United Nations Global Compact, the Sustainable DevelopmentGoals and the United Nations Guiding Principles (UNGP) on Business and Human Rights, the United Nations Universal Declaration of Human Rights, the core labour conventions of the International Labour Organisation (ILO), the United Nations Convention against corruption, OECD Guidelines for Multinational Enterprises and the OECD Convention on Combating Bribery of Foreign Public Officials in International Business Transactions. The engagement with value chain workers is done through the high-risk supplier audit programme for BOM suppliers conducted by third-party auditors. We take a risk-based approach, and therefore, we currently do not engage regularly with suppliers outside high-risk countries. As we prepare for the implementation of CSDDD, we will look into a potential process for engagement. This financial year, no cases have so far been reported as for non-respect to UNGP, ILO Declaration or any other Human rights-related legislation. The Human Rights Policy and Code of Conduct are available on our website. Additionally, all suppliers and distributors receive our Code of Conduct upon signing a contract with Coloplast.S2-2Processes for engagementThe general process for engagement with our value chain workers is primarily done through the supplier third-party audit programme in high-risk countries. The programme addresses actual and potential impacts. Additionally, Coloplast’s representatives occasionally visit the value chain partners for inspections. Through these audits, some of the workers’ perspectives are taken into account. Coloplast also issues a supplier self-assessment questionnaire to gain further insights into suppliers’ policies and compliance. At present, we do not take any additional engagement to gain insights into our value chain workers who are particularly vulnerable to impacts. In the preparations towards the implementation of CSDDD we will look into this matter. Coloplast has been a signatory to the UN Global Compact (UNGC) since 2002. We respect the internationally recognised human rights, including labour rights, as defined in the Universal Declaration of Human Rights and operate in compliance with the ten guiding principles of the UN Global Compact. UN Global Compact does not directly facilitate insights into the workers' perspectives, but prompts Coloplast to act. When entering a business relationship with a BOM supplier in a high-risk country, an audit is performed at the supplier’s premises. Every third year, it is reassessed whether a new audit shall be conducted. It is Direct Procurement and  Corporate Sustainability who have the operational responsibility for ensuring audits occur. In case of any findings by the auditor, a corrective action plan is created. Our downstream value chain workers are currently not covered by the audit procedures. S2-3Processes for remediation and channels to raise concernsIn connection with our audit programme, we have a decision board procedure, whereby impact cases can be escalated to the right level depending on severity. The decision board will decide the proper course of action; however, we do not have a specific process for providing remedies to our value chain workers. Our value chain workers can raise concerns through our Ethics Hotline, which is available on our website. Issues raised through the Ethics Hotline channel are monitored and managed by the Group Business Ethics &amp; Compliance Team. The process is described in more detail under G1-1 on page 100. In addition to this, Coloplast requires suppliers to implement safe internal reporting channels. Currently, we have no processes in place to track if value chain workers are aware of and trust our processes to raise concerns, however, our Anti-Retaliation Policy protects individuals who report actual or suspected violations or other concerns. This policy is further described under G1-1.S2-4Actions Corporate Procurement, who manages suppliers in the upstream value chain, and Business Ethics &amp; Compliance, who manages distributors in the downstream value chain, share the management of our global value chain. To address material impacts and risks, we conduct audits via our audit programme.Supplier audit programmeA key action in 2024/25 is our audit programme on our upstream BOM suppliers in high-risk countries. Resources in the Corporate Sustainability Department and Corporate Procurement are allocated to manage material impacts in the audit programme. The audits are conducted in accordance with the supplier's social monitoring procedure. The audit programme facilitates the identification of risks connected to impacts or dependencies on our value chain workers. The risk assessment also considers external developments that may affect risk scoring. Audits on high-risk (BOM) suppliers are performed according to the supplier social monitoring procedure. The social monitoring procedure consists of assessing the list of BOM suppliers in high-risk countries on a yearly basis and evaluating the need for a third-party audit addressing labour and human rights. Suppliers selected will be audited during the financial year, and impact or risk findings in the audits will be subject to corrective action plans. Should there be findings, corrective action plans are put in place and followed up either through the auditor or through the supplier owners to track effectiveness. In general, suppliers have 90 days to correct identified issues, which mitigate potential material risks. If the issues are not corrected, the Decision Board Procedure will define whether the contract shall continue or not. The Decision Board Procedure describes the process through which we identify appropriate actions depending on the findings in the audit reports. The approach to taking action depends on the case and is informed by the decision board’s evaluation and the corrective action plans. The decision board procedure exists to help solve very high-risk or critical cases. Depending on the findings and the response from the supplier, the case can be escalated according to the procedure. The audits have not reported any significant human rights issues, and Coloplast has not engaged in the provision of remedies. We will continue with the audit programme in high-risk countries to prevent or mitigate impacts on value chain workers.  In the financial year 2024/25 we conducted audits in China, and have previously conducted similar audits in India, Mexico and North Macedonia. Besides the audit programme, we do not have any additional actions in place with the primary purpose of delivering positive impacts on our value chain workers. Downstream value chain workers are not addressed by our audit programme, but are required to adhere to all applicable laws, regulations and international standards related to labour practices and protection of human rights outlined in the Distributor Code of Conduct. S2-5TargetsCurrently, we do not have any strategic targets to track the effectiveness of our policies and actions regarding our workers in the value chain. As we prepare for the implementation of the CSDDD and develop a new corporate strategy, we will investigate any potential targets for this material topic.S4 Consumers and end-usersS4 SBM-3Impacts, Risks and OpportunitiesThe needs of our consumers and end-users are directly linked to our strategy and business model, assessing IROs through continual engagement and feedback. This informs product development and improvements on existing products for better health outcomes. User-driven innovation leads us to develop products for unmet needs, enhancing care quality. We use market trends and feedback to refine our approach, ensuring responsiveness to changing healthcare landscapes.As a medical device manufacturer, our material risks and opportunities are tied to our consumers and end-users. Listening and responding to our users enables us to identify and address healthcare challenges and opportunities. This includes information from users who mandate special attention due to the nature of their diagnosis or risks associated with particular products. Integrating their perspectives into our business model keeps Coloplast resilient and responsive to healthcare dynamics.  Our consumers and end-usersAll consumers and end-users, who use Coloplast products or the services related to Coloplast Care or Coloplast Professional etc., are likely to be materially impacted. Every material risk and opportunity arises from impacts and dependencies on consumers and end-users, but is, however, not related to specific groups or types.We define consumers of our products as the individuals who use our products for personal use. This includes, but is not limited to, people living with an ostomy, people who have bladder control issues, people who have lost the ability to control bowel movements, people living with a laryngectomy or tracheostomy, patients in need of wound treatment, and people with various urological conditions. We define end-users of our products as healthcare professionals who typically use the products to treat patients. Examples of end-users include surgeons, nurses, urologists etc.People living with intimate healthcare conditions are particularly vulnerable to health impacts, and depend on the quality of information supplied by Coloplast. To improve our products and services, we process the personal data of our consumers and end-users, posing a potential impact on their right to privacy. Material negative impacts can be systemic or incident-related,  while positive impacts arise from our products and services meeting needs and enhancing health and well-being.Value chain Time locationhorizonHealth and SafetyProducts not living up to quality standards, leading to a safety Act. neg. x x xriskimpactProducts meeting the users' needs, improving health and well-Act. pos. x x x xbeingimpactLegal liabilities and loss of customer trust if products are unsafeRiskx x xStrengthening brand loyalty by providing high-quality productsOpportunityx x x xAccess to products and servicesAct. neg. x x xInequitable distribution and unavailable products  impactMarket share loss and reputational damage if products are not Riskx x x xequitably accessibleExpansion of the customer base by removing barriers to access Opportunityx x x xAccess to quality informationLack of necessary product information due to inaccurate or Act. neg. x xinaccessible IFUsimpactImproved product use due to the information given through Act. pos. x x x xColoplast servicesimpactCustomer attrition or legal liabilities due to inaccurate or Riskx xinaccessible IFUsEnhance brand image and customer loyalty by providing  quality Opportunityx x x xinformation via Coloplast servicesPrivacyAct. neg. Data privacy breach due to BCR not being followedx ximpactLegal penalties and loss of customer trust if the data privacy is x xviolatedRiskFreedom of expressionEnhance brand image by providing platforms that facilitate free x x x xexpressionOpportunityHealth and SafetyS4-1PoliciesEnsuring product safety and reliability is paramount. The management of material IROs associated with health and safety is not primarily guided by corporate policies but rather by our quality management system (QMS), which implements processes for overseeing quality and risks throughout product development, manufacturing and distribution along with comprehensive post-market monitoring. In addition to our QMS, our commitment to health and safety is formalised in our Quality and Sustainability Policy as well as Coloplast BEST. Quality and Sustainability PolicyColoplast's global Quality and Sustainability Policy highlights sustainability in our strategy and emphasises quality management as a mission driver. The policy aims to enhance health outcomes for consumers and end-users and commits to the UN Sustainable Development Goals (3 and 12), focusing on their well-being. Further details on this policy, as required by ESRS 2-MDRP, are provided under E1-2 on page 57.A description of Coloplast BEST can be found under G1-1 on page 100.S4-2Processes for engagementIn managing material impacts on product quality and safety, direct engagement with consumers and end-users is not the primary focus of our quality processes. However, their perspectives shape health and safety management in post-market surveillance and clinical evaluation studies. Engagement occurs before, during, and after product use, with frequency depending on consumer and end-user needs and regulatory requirements.Usability studiesFor all market-released products, we conduct usability studies and clinical evaluations on safety and usage with test populations reflecting our consumers and end-users. These inform design corrections as needed. We also perform rigorous post-market surveillance per regulatory standards. The Head of Usability Engineering oversees this engagement and compliance with legislation and procedures. Post-market surveillanceColoplast's post-market surveillance (PMS) ensures medical device safety and quality throughout its lifecycle. It involves collecting and analysing data on performance, quality, and safety from complaints, clinical data, and market feedback. Initiated at product launch, PMS includes plans, complaint trending, risk management, and vigilance reporting, with regular updates for new devices or changes in the product group. Periodic reports summarise PMS findings to ensure regulatory compliance. The process focuses on proactive monitoring and continuous improvement to maintain product safety and efficacy. The Vice President, Global Quality, oversees this engagement and compliance with legislation and procedures. Adverse eventsStandardised processes in our QMS help mitigate health and safety impacts, acknowledging certain user groups' increased vulnerability due to healthcare conditions. This is integrated into risk management procedures. In adverse events related to product health and safety, we engage directly with authorities and affected consumers or end-users, following legislation and formal processes. Information regarding the remediation process is described under Health and Safety, S4-3 on page  91.S4-3Processes for remediation and channels to raise concernsEnsuring safe and reliable product use is essential at Coloplast. Our QMS controls quality and risks in development, production, and distribution, including post-market surveillance. Products and processes comply with standards and undergo frequent external auditing by independent auditors and notified bodies. Consumers and end-users can raise health and safety concerns through customer complaints and our Ethics Hotline.Coloplast BEST, requires business partners to implement safe reporting channels. Healthcare professionals must report serious incidents with our products to national authorities. Often, users, patients, authorised representatives, distributors, and importers can also report incidents to the same authorities. The QMS handles adverse events with processes for remedy, including recalls and vigilance reporting, and assessment of remedy effectiveness. As part of our QMS, we continuously monitor post-market surveillance through KPIs, product reviews, and market feedback. We do not directly monitor consumer trust in our channels for health and safety concerns, but our processes comply with legislation and involve cooperation with authorities. Additionally, our Non-Retaliation Policy fosters a level of trust in our processes for raising concerns. The Anti-Retaliation Policy is described in G1-1 on page 101.S4-4Actions Ensuring product safety is paramount to positively impact our consumers and end-users, build brand loyalty and boost customer retention.  We follow the procedures and protocols of the QMS to assess how to take action or remediate in the event of actual or potential adverse impact related to the safety of our products and how to mitigating risk in product development, manufacturing, distribution and post-market monitoring.Coloplast continuously evaluates dependencies like supply chain reliability and regulatory compliance for potential health and safety risks. We monitor external developments such as regulatory changes and technological advances to assess their impact on our product safety. Through risk assessments and by engaging stakeholders, we identify vulnerabilities and proactively mitigate risks. Resources across Coloplast manufacturing sites, distribution sites, Global Operations, and R&amp;D are allocated to manage material impacts and risks related to health and safety.MDR certification of product portfolio within Voice &amp; Respiratory Care in newly acquired businesses The European Medical Device Regulation (EU MDR) ensures medical devices sold in Europe are safe and effective, requiring Coloplast to meet specific requirements before marketing. This necessitates increased documentation and reporting to demonstrate compliance. A key action this year was completing MDR-certification for our Voice &amp; Respiratory Care product portfolio. The scope of the project was limited to the remaining product portfolio from Atos Medical. The project is still ongoing but largely finalised, with more than 95% of revenue covered by MDR-certification.Integration of Atos Medical in our QMSIn 2024/25, we completed the integration of Atos Medical into our QMS. The scope of the project was limited to Coloplast’s governance of procedures, enhancing compliance, documentation efficiency, and quality across Atos Medical's portfolio. It also improved internal collaboration and induced cost savings associated with compliance and quality control measures. The project was completed in June 2025. We did not track the effectiveness of this action in delivering outcomes for consumers and end-users.  Product recallsThrough quality control, we take proactive measures to prevent negative safety impacts on consumers and end-users, ensuring products meet global safety and performance standards. The quality controls cover our downstream activities globally. We mitigate and remediate health and safety risks through product recalls and vigilance reporting. In adverse events, our QMS establishes product recall processes for effective mitigation and remedy. Assessment of the effectiveness of the remedy is embedded in these processes. Product recalls are an ongoing activity, and in 2024/25 Coloplast had 6 voluntary product recalls. Coloplast initiated two major voluntary product recalls: one in December 2024 in the Bladder Health and Surgery segment due to a potential sterility issue related to the packaging of the products and one in June 2025 in China for Biatain® Adhesive foam dressings due to a local technical requirement not met during sampling inspection by local authorities.           Accounting policiesProduct recalls are instances where Coloplast removes products from the market due to quality defects identified through customer feedback or internal controls that have indicated or revealed potential safety risks.Product Recalls Unit 2024/25Number of product recalls Number 6S4-5TargetsOur corporate strategy, Strive25, did not define targetsregarding S4 Health and Safety. Daily adherence to policies is ensured through our QMS and established processes within responsible functions.Access to products and servicesS4-1PoliciesColoplast's mission and commercial model aim for better health outcomes. We seek to enhance access to care across our business areas and geographies. By promoting reimbursement schemes, we positively impact consumers and end-users, aiming to eliminate barriers for those with intimate healthcare needs. Our market access efforts are guided by the following policies. The policies apply to all Coloplast employees and third parties acting on our behalf and are availablevia our intranet. The Group Chief Compliance Officer oversees their implementation.Interactions with Health Care Professionals and Government Officials PolicyThe policy guides interactions with healthcare professionals and government officials to ensure compliance with applicable laws, regulations, and industry codes. It considers key stakeholders and Coloplast's adherence to anti-corruption laws. Conflict of interest policyThe policy outlines employee responsibilities in avoiding conflicts of interest between their duties to Coloplast and personal relationships or interests. It identifies potential conflicts and guides management when avoidance is not possible, including monitoring disclosures to ensure compliance with ethical standards. The policy considers key stakeholder interests, reflecting Coloplast's commitment to ethical practices and transparency. Anti-bribery, anti-corruption and money laundering policyThe policy outlines employee responsibilities for ensuring Coloplast's compliance with anti-bribery, anti-corruption, and anti-money laundering laws. It offers guidance on identifying and mitigating bribery and corruption risks, ensuring ethical and transparent interactions. Further details on this policy, as required by ESRS 2-MDRP, are provided under G1-1 on page 101.The above-described policies refer to Coloplast BEST in which we commit to internationally recognised third-party standards: We support the principles defined within the International Labour Organisation (ILO) Core Conventions and the UN Guiding Principles on Business and Human Rights.S4-2Processes for engagementEfforts to increase access to our products and services for those with intimate healthcare needs are not driven by direct engagement with our consumers and end-users. Their perspectives drive Coloplast's management of access to our products and services. The global market access team conducts extensive research to identify trends, challenges and opportunities, informing strategic decisions and anticipating impacts. We advocate for improved reimbursement to ensure access for those with intimate healthcare needs and identify unmet needs in underserved patient segments to enhance health outcomes.Coloplast generally does not consider any consumers and end-users as particularly vulnerable to impacts related to access to products and services, given the presence of alternative suppliers in our markets. However, we acknowledge that some may become vulnerable to market access issues if reimbursement for specific or preferred products is discontinued.S4-3Processes for remediation and channels to raise concernsThe management of material negative impacts concerning access to products and services does not necessitate channels available to consumers and end-users. Therefore, this section only concerns remediation.  Our approach to remedying material negative impacts on consumers and end-users is tied to our market access efforts. By creating and improving reimbursement schemes for our products, we directly influence health outcomes for those with intimate healthcare needs. We continuously monitor challenges, developments, and opportunities in healthcare systems across geographies.S4-4Actions Coloplast serves over 2 million people with intimate healthcare needs, with the majority of its revenues relying on reimbursement decisions by public and commercial payers. We closely monitor external developments, such as regulatory changes and shifts in healthcare policy, to assess their impact on securing reimbursement. By engaging stakeholders and conducting market analyses, we identify challenges and develop strategies to enhance access, allowing us to navigate risks effectively while expanding our reach and delivering innovative solutions.The concrete actions and action plans implemented to manage and  mitigate our IROs are linked to the above-described engagements and efforts in market access, which are critical and sensitive to our business. As a result, we will not disclose our action plans and resources for managing material IROs as outlined in ESRS 1, §105-107.S4-5TargetsWe did not set targets in our corporate strategy, Strive25, regarding consumers’ and end-users’ access to products and services.Access to quality informationS4-1PoliciesConsumers’ and end-users’ access to quality information is essential to Coloplast's business approach and the medical device industry. Providing accurate product and service information helps improve the lives of those with intimate healthcare conditions, mitigates impacts or risks associated with our products, and creates shared value for our consumers and end-users. This commitment is formalised in our Global Quality and Sustainability policy and Coloplast BEST.The management of material IROs related to access to quality information is guided by the processes and procedures of our quality management system rather than corporate policies.Quality and Sustainability PolicyThe policy underscores our commitment to consult and encourage participation of our key stakeholders to improve performance related to quality and sustainability and engage in partnerships to create shared value. Further details on this policy, as required by ESRS 2-MDRP, are provided under E1-2 on page 57.A description of Coloplast BEST can be found under G1-1 on page 100.S4-2Processes for engagementTo improve life for all our users, we must understand their medical challenges and the factors influencing their well-being. By actively listening to consumers and end-users, we aim to create value through the exchange of experiences and knowledge. Users who have recently undergone surgery or received diagnoses are particularly vulnerable to the risks associated with the accuracy of product information. Our engagement with them and healthcare professionals seek to mitigate these risks.We engage directly with consumers and end-users by providing accurate information about our products. Our Coloplast Care and Coloplast Professional initiatives foster this direct engagement and shared value creation. The Coloplast Professional initiative also facilitates connections with credible proxies. Engagement typically occurs after initial discharge with Coloplast products or during ongoing professional education on their use. Additionally, user engagement takes place throughout their continued product use, with frequency and level tailored to individual needs.Consumer and end-user perspectives drive our management of impacts related to access to quality information. Coloplast complies with all applicable legislation, and our Coloplast Care and Coloplast Professional initiatives ensure the needs of consumers and end-users influence our decisions. Assessing engagement effectiveness through these initiatives is part of our approach to listening and responding. We continuously analyse and review our engagement to enhance outcomes.Coloplast CareColoplast engages with consumers and end-users through a structured approach to effectively understand and address their needs. The Coloplast Care initiative is crucial in this process, providing personalised support for individuals with stoma or bladder and bowel issues. Key elements of our engagement strategy include automated emails offering tailored advice on compliance and lifestyle, ensuring consumers receive relevant information. We also provide phone support for newly discharged patients and experienced users, focusing on practical guidance and personalised support to enhance confidence and reassurance for those with intimate healthcare needs.Our Care website provides 24/7 access to information, tips, and tools that empower users to manage their conditions effectively. This multifaceted approach facilitates direct communication with consumers and incorporates their feedback into our processes, enabling continuous service improvement and addressing potential impacts on their well-being. Through these initiatives, Coloplast reaffirms its commitment to understanding and responding to the needs of consumers and end-users. Coloplast ProfessionalColoplast Professional engages with HCPs to provide in-depth knowledge and resources for optimal patient care. This initiative fosters collaboration and communication through various channels, including advisory boards and tailored educational programs.Advisory Boards for Stoma and Continence Care hold biannual meetings where HCPs share insights and feedback on clinical practices and product innovations. This two-way communication informs Coloplast about the impacts of our products on end-users and enhances the development of guidelines and assessment tools for best practices in patient care.Coloplast Professional provides a variety of online and offline educational services to empower HCPs with the latest clinical evidence and tools. By prioritising HCPs input, Coloplast ensures their needs are considered in product development, ultimately aiming to improve patient outcomes and experiences. The Senior Vice President for Marketing &amp; Services oversees both Coloplast Care and  Coloplast Professional engagement and compliance with legislation and procedures.Labelling and IFUsColoplast is committed to providing accurate information in the instructions for use (IFUs) of our medical devices. We collaborate with notified bodies and ensure compliance with legal requirements through comprehensive quality management. Our products and accompanying information are designed to be safe, effective, and aligned with user needs. While we do not engage directly with consumers or end-users regarding labelling and instructions, we provide appropriate contact information for them to raise concerns or address needs.Engagement with relevant authorities occurs before product launch when local legislation requires a conformity assessment. The Vice President, Global Quality, oversees this engagement and ensures compliance with applicable legislation and Coloplast procedures.S4-3Processes for remediation and channels to raise concernsAt Coloplast, providing accurate and accessible product-related information is essential. Our global quality management system (QMS) manages quality and risks in product development and labelling, ensuring compliance with medical device regulations. This system is frequently audited by independent auditors and notified bodies. If there is a negative impact due to inaccurate information, our QMS outlines processes for remedy, with effectiveness assessment built into these procedures.We provide several channels for consumers and end-users to raise concerns or address urgent needs, including a customer complaints channel for product-related issues and our Ethics Hotline. Our business partners and contract manufacturers must comply with all relevant regulations outlined in our Supplier Code of Conduct, which requires providing accurate and complete product-related information in labelling and instructions for use. We expect all partners and suppliers to maintain similar quality standards.We do not monitor consumer awareness or trust in our established engagement channels for addressing concerns. Compliance with legal requirements ensures the quality of information.S4-4Actions As a medical device manufacturer, Coloplast provides accurate and accessible product information to ensure safe and correct use by users and healthcare professionals. To address the identified material IROs, we have initiated the following key actions. Except for our Consumer Life Cycle initiative, we do not track the effectiveness of listed key actions in delivering outcomes for our consumers and end-users.  Transition to Electronic IFU’s within Interventional Urology and Voice &amp; Respiratory Care   IFUs supplied with our products convey the relevant information for safe use. Failing to meet regulatory requirements for IFUs could impact our users and evolve into a risk of legal liabilities for Coloplast. With the recent expansion of regulations allowing the use of electronic IFU (e-IFU) for medical devices under certain conditions, we have initiated a program to gradually transition to e-IFU, where permitted. The project is global and impacts our downstream value chain. Resources from Global Quality Assurance, Regulatory Affairs and Sustainability are allocated to this action. The project is currently limited to our Interventional Urology (IU) and Voice &amp; Respiratory Care businesses. Our first wave of products transitioning to e-IFU will be in our IU portfolio, moving all products to eIFU, based on the revised EU regulations. The plan is to launch Intibia™ and Titan® Prime with e-IFU and transition all products in 2027. Enhance better access to information (EUDAMED)With the gradual implementation of EUDAMED, Coloplast is enhancing access to information for healthcare professionals and end-users by reconciling product information with its database. This project covers all product-related information distributed in European markets subject to vigilance reporting requirements. Resources from the Global Quality Assurance, Regulatory Affairs and Sustainability division are dedicated to this initiative, which is ongoing and expected to be finalised in the current reporting year.  Coloplast Care: Consumer Life Cycle  Coloplast Care was created to provide personalised support to anyone living with a stoma or bladder and bowel issues, regardless of product use. In 2024/25, Coloplast launched our Consumer Life Cycle (CLC) email program as part of Coloplast Care to enhance consumer engagement, improve retention, and boost overall interaction quality. This global initiative is ongoing and aims to cover all markets where Coloplast Care is available. We monitor the effectiveness of the CLC program through completion checks, satisfaction surveys, and continuous improvement based on data. Resources from Marketing &amp; Services are dedicated to implementing and developing the CLC program.S4-5TargetsWe did not defined targets in our corporate strategy, Strive25, related to consumers’ and end-users’ access to quality information. Our QMS and additional established processes are embedded within the functions that have day-to-day responsibility for ensuring adherence to our policies.Data privacyS4-1, Danish Financial Statements Act, §99dPoliciesColoplast responsibly handles personal data in compliance with applicable data privacy laws, applying a uniform approach across all group companies. Our approach to data collection and protection is formalised in the following policies, which form the foundation of our Global Data Privacy Framework. Data privacy concerns are also integrated into Coloplast BEST. Our Group Data Privacy efforts ensure the safeguarding of data entrusted to us by employees, customers and consumers.The following policy commitments aim to prevent or mitigate adverse human rights impacts related to data privacy for all key stakeholders, aligning with GDPR and Article 12 of the Universal Declaration of Human Rights. They apply to all Coloplast Group companies, employees, temporary staff, business partners, consultants, and service providers with access to company information assets and third parties acting on behalf of Coloplast. These policies support compliance with GDPR regarding personal data protection and ISO 27001, a standard that guides the implementation and continual improvement of information security management systems. These policies are formalised with respect for stakeholders’ privacy rights and compliance with data privacy laws. We have assessed whether any severe human rights issues occurred this fiscal year and found none. We define data privacy breaches as classified and sensitive information, and under ESRS 1 §105-107, we will not disclose any breaches. Severe data privacy incidents will be reported to national data protection authorities as required by law and may be reported on their website.The Global Personal Data Policy and Digital, Data &amp; IT Policy are accessible to internal employees via our intranet. The Binding Corporate Rules and Data &amp; AI Ethics Policy are publicly available on our website. Digital, Data &amp; IT PolicyColoplast’s Digital, Data &amp; IT Policy reflects the Group’s commitment to information security and supports our Information Security Management System. It establishes appropriate behaviour to minimise risks to information assets and digital services. It is owned by the Group Chief Financial Officer and reviewed by the Executive Leadership Team. Binding Corporate Rules (BCR)The BCR are internal rules adopted by Coloplast to ensure adequate safeguards for the privacy and fundamental rights of individuals under applicable data protection laws, particularly within the European Economic Area (EEA). Coloplast’s Group Data Protection Officer oversees compliance with the BCR.  Global Personal Data PolicyThe objective of this policy is to ensure Coloplast’s compliance with data privacy laws and internal policies. Coloplast’s Group Data Protection Officer is responsible for the global data privacy program and oversees compliance with this policy. Data &amp; AI Ethics PolicyThe objective of this policy is to lay out the principles and boundaries for how Coloplast can work safely with data, as well as how Coloplast can explore and make use of AI technologies safely and ethically. Coloplast group CEO is responsible for the approval of the policy, and the Group Data Protection Officer oversees the implementation of this policy. As part of Coloplast’s information security management system, the Data &amp; AI Ethics Policy supports compliance with GDPR and ISO27001. The policy is formalised with consideration for our key stakeholders’ right to privacy and Coloplast’s compliance with applicable data privacy law. Coloplast Code of Conduct - BESTColoplast BEST lay out the guiding principle of how we do business. We base our position and our work with human rights on the International Bill of Human Rights and the ILO Declaration on the Fundamental Principles and Rights at Work. We support the principles defined within the International Labour Organisation (ILO) Core Conventions, the UN Global Compact and the UN Guiding Principles on Business and Human Rights. A description of Coloplast BEST can be found under G1-1 on page 100.S4-2Processes for engagementWe engage with consumers and end-users to understand their priorities and expectations, reflecting our commitment to data privacy. Coloplast manages and protects personal data following national laws and a consistent approach across all group companies, as outlined in our Global Data Privacy Framework. We have established a Global Data Privacy Program and Binding Corporate Rules (BCR) approved by competent authorities. Internal and third-party audits ensure secure data handling. In the event of a data privacy breach, Coloplast follows protocols in our Global Data Privacy Framework and engages relevant stakeholders accordingly.We are entrusted with personal data from employees, customers, users and third parties, and we are committed to protecting it through security measures and responsible data management policies. Coloplast handles all personal data according to national laws and a consistent approach across all Group companies, as outlined in our Global Data Privacy Framework. The formalised procedures are thus not informed by the perspectives of the consumers or end-users. In the event of a data privacy breach, engagement with affected consumers, end-users, their representatives or credible proxies occurs on a case-by-case basis. Coloplast’s Group Chief Compliance Officer oversees this engagement and ensures compliance with relevant legislation and procedures. Currently, Coloplast does not assess the effectiveness of this engagement related to data breach incidents.S4-3Processes for remediation and channels to raise concernsColoplast complies with data privacy laws and engages with national data protection authorities and other stakeholders as outlined in our Global Data Privacy Framework. Our Global Ethics Hotline and Global Privacy Notice are available for consumers and end-users to raise concerns regarding data privacy breaches. We remediate leaks of GDPR-sensitive data by immediately discontinuing the activity and restricting access to the exposed content. We then analyse the issue to identify the root cause and delete the exposed data. Coloplast's processes for handling data breaches are regularly reviewed and updated based on effectiveness and legal changes. Coloplast fosters an open culture where all stakeholders are encouraged to raise questions and concerns, supported by our Ethics Hotline throughout our value chain. Our Supplier Code of Conduct and contractual agreements require suppliers to establish safe internal reporting channels for investigating concerns like legal or ethical issues. While we do not monitor consumer trust in our channels for raising data privacy concerns, our Non-Retaliation Policy helps build trust in these processes. The Non-Retaliation Policy is described in G1-1 on page 100.S4-4ActionsOur consumers and end-users rely on us to prevent or mitigate data privacy breaches linked to our operations or products. Our processes for managing data privacy risks are integrated into Coloplast’s Data Privacy Framework, BCR and Information Security Management System. To address material impacts and risks related to data privacy, we have initiated key actions outlined in the following paragraphs. Resources from Group Legal IP Business Ethics, Group Business Ethics and Compliance, Group Data Privacy, and Group IT are dedicated to managing these impacts and risks.CITA Training CITA is our global information security training program that introduces all employees to the basics of information security and the Digital, Data &amp; IT Policy, Coloplast's key policy for securing information assets and the digital workspace. The program covers eight essential rules to help employees develop secure working habits. The Global Information Security team oversees CITA, which is mandatory for all Coloplast employees with IT accounts or access to IT systems, including production workers and external consultants. This training is essential for Coloplast’s Information Security Compliance Program and ISO 27001 certification  and is an ongoing activity.Compliance WeekCompliance Week is a global initiative that provides interactive learning materials on various compliance topics, including personal data protection. The event features webinars, training videos, and awareness communication about making compliance-focused choices. Conducted annually in November, it is an ongoing activity available to all Coloplast employees with IT accounts.Cybersecurity Awareness MonthAt Coloplast, cybersecurity is everyone's responsibility. Safeguarding our digital assets is essential to maintaining the trust of our users, the strength of our brand and the continued growth of our company. October 2024 marked the third consecutive year that Coloplast participated in the International Cybersecurity Awareness Month, which is a four-week initiative for all Coloplast employees supporting our data privacy commitment with a new topic for each week:  • Week 1: Phishing• Week 2: Protecting data• Week 3: Artificial Intelligence (AI)• Week 4: CITA TrainingGlobal Data Privacy E-learningTo ensure our employees know how to manage personal data safely, on January 28  2025, we launched the Global Data Privacy e-learning, which is mandatory for all employees with Coloplast IT accounts. The e-learning ran until March 7 2025. We review actual data breach incidents and their underlying causes, identifying whether the intended outcome of our mandatory training and engagement activities is reflected in data breach statistics. S4-5TargetsPrivacyWe did not define targets in our corporate strategy, Strive25, that relate to data privacy. Freedom of expressionS4-1PoliciesOur approach to ensuring stakeholders' right to freedom of expression includes our Ethics hotline and thorough post-market surveillance in collaboration with key stakeholders.Coloplast conducts thorough post-market surveillance to comply with legislation and quality control while incorporating patient input into our business decisions. We have also established an Ethics Hotline Channel for direct engagement. Our approach to quality management and post-market surveillance is formalised in our Global Quality and Sustainability Policy. Additionally, our Global Investigations and Ethics Hotline Management Policy, along with our Global Speak Up and Anti-Retaliation Policy, guides the management of the Ethics Hotline.The following policy commitments prevent or mitigate adverse human rights impacts related to freedom of expression for all key stakeholders, in line with Article 19 of the Universal Declaration of Human Rights.  In preparing the disclosure of policies and actions, we have considered whether severe human rights issues or incidents were reported during this fiscal year, which is not the case.Coloplast's policy commitments provide opportunities for our consumers and end-users regarding freedom of expression. Coloplast BEST serves as our guiding business principle, and we base our human rights work on the International Bill of Human Rights and the ILO Declaration on the Fundamental Principles and Rights at Work. We support the ILO Core Conventions, the UN Global Compact, and the UN Guiding Principles on Business and Human Rights. We facilitate dialogue with key stakeholders in line with Article 19 of the Universal Declaration of Human Rights. By providing these channels, Coloplast ensures we are not implicated in violations of the right to freedom of expression.Global Investigations and Ethics Hotline Management PolicyThis policy aims to establish clear governance for investigating alleged misconduct and define the authority and mandate of the Ethics Hotline Group and investigators. It protects the rights of employees and stakeholders, ensures a fair and transparent process, and ensures that decisions are based on investigation results, thereby supporting stakeholders' freedom of expression. Further details on this policy, as required by ESRS 2-MDRP, are provided under G1-1 on page 100.Global Speak Up and Anti-Retaliation PolicyThis policy aims to raise awareness and protect Coloplast's Speak Up culture while encouraging stakeholders to report ethical concerns. It also safeguards individuals who, in good faith, report actual or suspected violations and those involved in investigations. Further details on this policy, as required by ESRS 2-MDRP, are provided under G1-1.Furthermore, our Quality and Sustainability Policy underpins our quality management and post-market surveillance. The policy is described in more detail under S4 Health and Safety on page 91. S4-2Processes for engagementColoplast is committed to providing proper channels and grievance mechanisms for consumers and end-users to raise concerns, including mandatory post-market surveillance. Consumer and end-user perspectives inform how we manage our ethics hotline and customer complaint activities, with direct engagement typically occurring after product use. The level and frequency of this engagement are handled on a case-by-case basis.Coloplast Ethics HotlineThe process begins with the investigator preparing a mandate that includes a summary of allegations, an investigation strategy, a risk assessment, and involved stakeholders. After approval from Coloplast’s Ethics Hotline Group, objectives are discussed, and evidence is thoroughly evaluated. The investigator then determines whether the allegations are substantiated. The final report, which includes key findings and corrective action recommendations, is submitted to the Ethics Hotline Group for review.After implementing recommendations, the investigator monitors progress and informs involved parties. Regular meetings are held to review ongoing investigations, with a quarterly summary report provided to the Audit Committee, maintaining confidentiality by excluding personal data. Coloplast’s Group General Counsel oversees this engagement and ensures compliance with relevant legislation and procedures. Currently, we do not assess the effectiveness of our management of cases reported to the Ethics Hotline.Customer Complaints - complaint handling processesColoplast's complaint handling process systematically captures and documents customer feedback on product safety and performance. This procedure applies to all Coloplast Group products and ensures that complaints, defined as any communication alleging deficiencies in product identity, quality, or performance, are addressed promptly and effectively. Customer complaints may include various stakeholders such as our users, distributors, and healthcare professionals. The process begins with Complaint Originators from all subsidiaries logging complaints into the corporate complaint system. Investigations are conducted by a Complaint Investigator, representing the manufacturing process, and may include consultations with departments like Quality and Medical Affairs. For products distributed but not manufactured by Coloplast, complaints are forwarded to the legal manufacturer. The aim is to ensure thorough investigations while maintaining regulatory compliance, emphasising structured documentation and timely communication throughout the process.Customer Complaints - investigation processes Coloplast's complaint investigation process is a structured approach for addressing product complaints. Each complaint requires an investigation unless cancelled per existing guidelines. The investigation's depth is based on potential risks to user safety and available data.Key steps in the process include documenting the investigation, classifying the complaint, verifying product defects and assessing previous actions. The Complaint Reviewer oversees this, ensuring thorough documentation and objectivity. Investigators create detailed records, which may include test results and photographs. The process aims to meet regulatory requirements while focusing on value-added areas, ultimately ensuring product safety and quality for users.Coloplast’s Vice President, Global Quality, oversees customer complaint engagement processes and ensures compliance with relevant legislation and procedures. As part of our quality management system, we continuously monitor and assess the effectiveness of these processes by setting targets and reviewing market feedback.S4-3Processes for remediation and channels to raise concernsOur Global Ethics Hotline and engagement in our post-market surveillance,  enable consumers and end-users to raise concerns and have them addressed. However, no actual or potential negative impact or risk was deemed material according to the DMA, and processes for remediation and channels to raise concerns are consequently not relevant for this sub topic. S4-4ActionsColoplast takes ongoing action to address material impacts and pursue opportunities related to freedom of expression by making available proper grievance mechanisms and channels to raise concerns for our consumers and end-users. This includes our Global Ethics Hotline. Resources within Global Business Ethics and Compliance are allocated to the management of the action. No significant Opex or Capex expenses have been required for the Ethics Hotline project.  Ethics Hotline project: Strengthen governance and documentationColoplast initiated an action plan to enhance governance and documentation of the Ethics Hotline. This ongoing project focuses on establishing clear processes and creating detailed flowcharts to visualise workflows. The scope  was limited to our governance of procedures with the aim to ensure consistent reporting to leadership, audit committees, and various management levels with efforts continuing until end of year. The improvement of the processes has a positive impact downstream in our value chain. We do not track the effectiveness of this action in delivering outcome to our consumers and end-users. We will look into how to monitor and review the trust and satisfaction of our consumers and end-users with our Ethics Hotline. S4-5TargetsFreedom of expressionWe did not define targets in our corporate strategy, Strive25, that relates freedom of expression.S4 Entity-specific metrics Audit daysAt Coloplast, product safety and reliability are fundamental. Our Quality Management System (QMS) ensures effective control of quality and risk across development, production, distribution, and post-market surveillance. Complaints and adverse events are individually investigated to identify root causes and inform improvements.Our products and QMS meet strict regulatory standards, with compliance verified through on-site audits by independent auditors and notified bodies. In 2024/25, Coloplast underwent 109 full-day audits on quality and system conformity.Audit days           Accounting policiesNumber of days during which independent auditors and authorities are on-site to verify the product and quality management system, and furthermore to check compliance with regulatory standards.Audit Days Unit 2024/25Full audit days Days   109 G1 Business conductG1 GOV-1The role of the administrative, supervisory and management bodiesFor the management of our business conduct, our Board of Directors has appointed an Ethics Hotline Group, which is authorised to initiate and carry out investigations of alleged or suspected misconduct such as potential violations of applicable laws and regulations, Coloplast BEST, or other internal policies. The Ethics Hotline Group consists of the Group General Counsel, the Group Chief Compliance Officer and a representative from the Group Finance Leadership Team. The group meets periodically to review new investigations and the status of ongoing investigations. It reports to our Executive Leadership Team regularly and directly to the Audit Committee each quarter.IRO-1, SBM-3Impacts, risks and opportunitiesThe DMA for G1 Business Conduct identified and assessed business conduct-related impacts and risks present in our own operations and in our global upstream and downstream activities. Some of our business partners operate in high-risk countries, which pose a higher risk of non-compliance with our business conduct. Information retrieved from our supplier audit programme has been used in the DMA to identify material IROs. Furthermore, when considering the impact and risk in the DMA we also took our solid training procedures in business conduct into account. Value chain Time horizon locationfor impactsCorporate cultureAct. Lack of communication and transparency of policies, values neg. x x x x xand business ethics indirectly affect the environment or peopleimpactReputational damage or legal penalties due to unethical Riskx x x x xpractices or a lack of transparencyProtection of whistleblowersPot. If Coloplast fails to ensure the protection of individuals or neg. x x x x xprevent retaliation, it could impact the whistleblowerimpactAnimal welfareAct. neg. x x x xMarket requirements for animal testing on Coloplast products impactManagement of relationships with suppliersPot. Mismanagement of the relationships with suppliers, including neg. x x x xlack of communication and/or implementation of our Code of impactConduct, procedures and training Corruption and bribery - prevention and detectionLegal repercussions from corruption or bribery incidents Riskx x x x xG1-1Corporate Culture and Business Conduct PoliciesCorporate cultureAt Coloplast, we are dedicated to cultivating a robust corporate culture which prioritises integrity, ethics and compliance. Our commitment to this culture is driven by strong leadership that exemplifies our purpose and values. To reinforce our commitment, we conduct periodic global awareness campaigns that highlight business ethics and compliance as visible priorities within our organisation. These initiatives not only educate our employees but also empower them to uphold our values in every aspect of their work. We evaluate our corporate culture annually through our Engagement Survey, addressing specific questions related to business ethics, culture and leadership.Coloplast’s Code of Conduct - BESTOur commitment to conducting business responsibly and acting with integrity is outlined in Coloplast BEST. It supports our understanding of our responsibility in navigating the complexities of the ever-changing rules and regulations we face daily as we deliver on our mission. Coloplast BEST defines how we conduct our business and how we engage with our colleagues, users, healthcare professionals, business partners, authorities and communities. It outlines various areas, including our commitment to sustainable and ethical business practices, our culture rooted in honesty and transparency, our stance against corruption, our dedication to data privacy, compliance with competition law, and ethical interactions with third parties.At Coloplast, the sales and marketing, as well as regulatory functions, may face certain challenges related to corruption and bribery, given the nature of our industry; however, we ensure all employees are trained in Coloplast BEST and as part of the Strive25 strategy, we aimed for 100% of white collars trained in the code. This is done through Coloplast BEST e-learning, which also includes a section on speaking up. The e-learning is a mandatory annual course in May. Office employees with a corporate email address must complete the e-learning in 30 days. Furthermore, a Global Data Privacy e-learning is rolled out every second year, which is a mandatory course for all office employees with a corporate email address. Lastly, several off-cycle trainings in business ethics and compliance are delivered to different groups of stakeholders in various regions and business areas throughout the year.  The CEO and Board of Directors have the overall responsibility for this policy, and the operational responsibility for its implementation lies in Business Ethics &amp; Compliance with the Chief Compliance Officer. Available in 16 languages, Coloplast BEST applies to everyone in the Coloplast Group, including all subsidiaries, executives, directors, managers, employees and the Board of Directors. An English version of Coloplast BEST is publicly available on our website.  In addition to Coloplast BEST, we have implemented various other global policies to emphasise the significance of business ethics at Coloplast.  Some of these are related to identified IROs and are therefore described in the following sections.Ethics Hotline and protection of whistleblowersWe encourage openness and transparency with each of us sharing the expectation to speak up and report concerns where we witness, discover or suspect wrongdoing. There are various channels to report concerns while employees can speak with their managers or a trusted support function, such as Legal, Compliance or People &amp; Culture teams, anyone can also raise their concerns via Coloplast’s whistleblowingchannel, Ethics Hotline. The Ethics Hotline, managed by an independent third party, enables anonymous reporting of concerns and is accessible to both internal and external stakeholders in all languages spoken in the countries where Coloplast operates.During the last reporting year, we conducted more than 40 global Business Ethics onboarding sessions, more than 150 formal business ethics &amp; compliance training sessions, and our Business Ethics team attended 11 National Sales Meetings. In 2024, we hosted a global live webinar for all employees to introduce the Ethics Hotline and the investigations process at Coloplast. The session was recorded and made available for those who were unable to attend. In 2025, we continued our efforts to raise awareness of the Ethics Hotline process through different forums. To protect whistleblowers, we have two global policies dedicated to investigations, speaking up and anti-retaliation. These policies apply globally to all employees and contract workers. The Chief Compliance Officer is responsible for implementing these policies, which are reviewed annually and approved by the Executive Leadership Team of Coloplast. Both policies are available in 10 languages and accessible to all Coloplast employees via our intranet.  Global Investigation and Ethics Hotline Policy This global policy establishes a clear governance for investigating alleged or suspected misconduct and defines the authority and mandate of the Ethics Hotline Group and the investigators. Further, the policy is put in place to:1. Protect the rights of our employees and stakeholders2. Ensure a fair and transparent process, and 3. Make sure that decisions are made based on the results of the investigations.All to safeguard Coloplast’s reputation and values. The mechanisms in place to investigate alleged or suspected misconduct apply to both internal and external stakeholders. To increase employees' awareness of the speak-up channels at Coloplast, we provide an internal e-learning course titled “Raising Concerns”. This course aims to explain how Coloplast employees can address any concerns they may encounter. We also believe that all managers, supervisors and support functions have a responsibility to ensure employees are provided support and guidance when facing an ethical concern. We offer an internal e-learning course titled “Receiving Concerns”, which is designed to guide colleagues on how to receive and respond to employee concerns effectively. These two courses are available in 12 different languages and are accessible to all employees with a corporate email address.Speak Up and Anti-Retaliation Policy This global policy aims to create awareness of, nurture and protect Coloplast’s Speak Up culture.  Employees are encouraged to raise their concerns about irregularities, improper behaviour, and wrongdoings, including violations of Coloplast BEST, other policies and procedures, as well as breaches of law.  This objective is also to protect individuals who, in good faith, report actual or suspected violations or other concerns, as well as individuals conducting or partaking in investigations. Other policies supporting Coloplast’s business conductGlobal Anti-Bribery, Anti-Corruption and Anti-Money Laundering PolicyThe global policy ensures Coloplast’s business practices are compliant with anti-bribery, anti-corruption and anti-money laundering laws, as well as Coloplast policies and guidance on how to identify and combat anti-bribery, anti-corruption, and anti-money laundering risks. It applies to all directors, officers, managers, employees and contract workers employed within the Coloplast Group as well as third parties acting on behalf of Coloplast, whether directly or indirectly. The Chief Compliance Officer has the operational responsibility for implementing the policy, which is reviewed annually and approved by the Executive Leadership Team of ColoplastGlobal Animal Testing PolicyAnimal testing is sometimes required to document safety of our products and due to legal requirements. We take appropriate measures to limit the use of animal testing and discomfort. Therefore, we have a Global Animal Testing Policy dedicated to ensuring commitment to conduct business ethically and with the highest integrity in all its operations. This is done by ensuring we adhere to the three R’s (Replacement, Refinement and Reduction) and constantly challenge the need for animal testing. The policy guides how to implement the three R’s in our product development. This policy applies to all directors, officers, managers, employees and contract workers employed within the Coloplast Group as well as third parties acting on behalf of Coloplast whether directly or indirectly. The overall responsibility for this policy lies with Executive Vice President of Global Operations a member of Executive Management. The operational responsibility lies in Global Quality with the Quality Competence Centre.Animal testing           Accounting policiesNumber of animals used to test refers to the animals used to assess the safety of Coloplast medical devices. Majority of the testing is conducted by Coloplast in Good Laboratory Practice (GLP) certified laboratories. The percentage of rodents (mice, rats and guinea pigs) refers to the proportion of animals used in testing. Animal testing Unit 2024/25Total animals used for testsNumber   1,068 Hereof rodents %   87 G1-2Supplier relationship managementWe want our corporate values to be reflected in the management of our suppliers. Our production and business continuity rely on stable and sustainable supplier relationships, and we are committed to responsible practices in our supplier management and procurement processes. Our Supplier Code of Conduct outlines our expectations to all Coloplast’s suppliers and sets out requirements and expectations for their business ethics and compliance with labour and human rights. For high-risk approved and conditionally approved Bill of Materials (BOM) suppliers, Contract Manufactures and Upstream Distributors we conduct audits and inspections to verify compliance with the Supplier Code of Conduct. Coloplast’s Supplier Sustainability Programme has been implemented as part of our decarbonisation levers, focusing on improving data quality, encouraging target setting among our top-emitting suppliers and integrating climate action requirements into supplier contracts. You can read more about our Supplier Sustainability Programme in E1 on page 58. When we select suppliers, social and environmental criteria are taken into account. These criteria are integrated into supplier control procedures, which involve selection, approval and audit of suppliers. G1-3Prevention and detection of corruption and briberyThe management of allegations and incidents of corruption and briberyOur systems to prevent, detect, investigate and respond to allegations or incidents are described in prior sections about Coloplast BEST, Ethics Hotline and Global Investigation and Ethics Hotline Policy under G1-1. These also apply to allegations or incidents of corruption and bribery.In addition to Coloplast BEST and Ethics Hotline, our Global Anti-Bribery and Corruption Policy sets our principles on prohibited and restricted payments, permissible payments, travel, education and related expenses involving government officials, healthcare professionals, charitable donations and grants, as well as practices about books and records. The requirements of this and related procedures are communicated to management and sales teams through different forums throughout the year. Besides the Ethics Hotline channel, which is open to internal and external stakeholders globally, actual or potential breaches of our Anti-Bribery and Corruption Policy may also be identified through our compliance and monitoring activities. The policy applies to all directors, officers, managers, employees, and contract workers employed within Coloplast Group as well as third parties acting on behalf of Coloplast whether directly or indirectly. It is accessible to all employees on our intranet and is available in 10 different languages. Reported violations of the Anti-Bribery and Corruption Policy are investigated by an independent Audit &amp; Investigation Team, which is part of the Group Business Ethics &amp; Compliance under the close oversight of the Ethics Hotline Group through standard internal investigation procedures. The Ethics Hotline Group meets periodically to review new investigations and status of ongoing investigations. Also, Coloplast’s Audit Committee receives a summary report on all investigations, including bribery and corruption cases, every quarter. The Independent Audit &amp; Investigation Teams and the Ethics Hotline Group are described in more detail under G1 GOV-1 on page 99.Anti-corruption and anti-bribery training is given to Coloplast Board and the Executive Leadership Team via Coloplast BEST e-learning every year in May.            Accounting policiesTraining in Coloplast BESTThe percentage of white-collar employees trained in the Code of Conduct reflects those who have completed mandatory e-learning in the launch period from May to June based on Coloplast’s learning system. The data excludes staff with less than 45 days of employment before the launch period of the training, long-term leave, and external personnel. Training covers six job categories to address relevant risks across all roles. Ethics HotlineCases submitted to the Ethics Hotline include all cases reported either directly via the Ethics Hotline system, through line management or identified during audit and monitoring. The scope of relevant cases for the Ethics Hotline includes violations of all topics covered by Coloplast BEST. Cases related to business ethics and compliance are investigated in accordance with Coloplast’s standard global compliance investigations process. These cases may involve allegations of bribery and corruption, including inducements to healthcare professionals. These matters adhere to the same governance and investigation protocols as all Ethics Hotline cases. Substantiated cases are defined as cases closed within the year where an investigation has validated the raised concern(s), followed by corrective measures. Not all cases are substantiated.Incidents of corruption and bribery Incidents are accounted for once a legal conclusion has been made and Coloplast is convicted. Amount of fines reflects what Coloplast has been convicted to pay. Ethics Hotline Unit 2024/25Reported cases to Ethics Hotline Number   156 Reported cases within Ethics Hotline scope Number   65 Substantiated cases Number   43 Training in Coloplast BEST Unit 2024/25White-collar employees trained in Code of Conduct %   99 Function-at-risk %   100 Incidents of corruption and bribery Unit 2024/251)Convictions for violation of anti-corruption and anti- briberyNumber   1 Amount of fines for violation of anti-corruption and anti- bribery DKKm   0 1) Coloplast China Medical Devices Co., Ltd. was investigated by Chaoyang Market Regulation Administration (“MRA”), for speaker fees paid to healthcare professionals for educational meetings held in certain hospitals. Following cooperation and corrective actions, Coloplast China Medical Devices Co., Ltd. has received an administrative fine. Policies are updated as corrective measure, and a new pre-approval process is implemented.Appendices forSustainability StatementContent index of ESRS disclosure requirementsIRO-2List of material disclosure requirementsPageESRS 2 General disclosures 46BP-1 General basis for preparation of the sustainability statement 46BP-2 Disclosures in relation to specific circumstances 46GOV-1 The role of the administrative, management and supervisory bodies 32Information provided to and sustainability matters addressed by the undertaking’s GOV-234administrative, management and supervisory bodiesIntegration of sustainability-related performance in incentive schemes (Remuneration GOV-34-6Report)GOV-4 Statement on due diligence 53GOV-5 Risk management and internal controls over sustainability reporting 41SBM-1 Strategy, business model and value chain 49SBM-2 Interest and views of stakeholders 51SBM-3 Material IROs and their interaction with strategy and business model 47IRO-1 Description of the processes to identify and assess material IROs 47IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement 47E1 Climate change 54Integration of sustainability-related performance in incentive schemes (Remuneration GOV-3-E14-6report)SBM-3-E1 Material IROs and their interaction with strategy and business model 54IRO-1-E1 Description of the processes to identify and assess material climate-related IROs 54E1-1 Transition plan for climate change mitigation  55E1-2 Policies related to climate change mitigation and adaption  57E1-3 Actions and resources related to climate change  57E1-4 Targets related to climate change mitigation and adaption  58E1-5 Energy consumption and mix 60E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions 61-62List of material disclosure requirementsPageE2 Pollution (microplastics) 63SBM-3-E2 Material IROs and their interaction with strategy and business model 63IRO-1-E2 Description of the processes to identify and assess material pollution-related IROs 63E2-1 Policies related to pollution 64E2-2 Actions and resources related to pollution  64E2-3 Targets related to pollution  64E5 Resource use and circular economy 65SBM-3-E5 Material IROs and their interaction with strategy and business model 65Description of the processes to identify and assess material resource use and circular IRO-1-E565economy-related IROsE5-1 Policies related to resource use and circular economy 66E5-2 Actions and resources related to resource use and circular economy 66E5-3 Targets related to resource use and circular economy 67E5-4 Resource inflows 69E5-5 Resource outflows  69List of material disclosure requirements PageS1 Own workforce 75SBM-2-S1 Interest and views of stakeholders 51SBM-3-S1 Material IROs and their interaction with strategy and business model 7576, 78, 80, S1-1 Policies related to own workforce81, 83S1-2 Processes for engaging with own workers and workers’ representatives about impacts 76S1-3 Processes to remediate negative impacts and channels to raise concerns 77Actions on material impacts, and approaches to mitigating risks and pursuing material 78, 80, 81, S1-4opportunities83Targets related to managing material negative impacts, advancing positive impacts and 79, 80, 82, S1-5managing material risks and opportunities84S1-6 Characteristics of the undertaking’s employees metrics 85-86S1-9 Diversity metrics 83S1-14 Health and safety metrics 79S1-15 Work-life balance metrics 80S1-16 Remuneration metrics 84-85S2 Workers in the value chain 87SBM-2-S2 Interest and views of stakeholders 51SBM-3-S2 Material IROs and their interaction with strategy and business model 87S2-1 Policies related to value chain workers 88S2-2 Processes for engaging with value chain workers about impacts 88S2-3 Processes to remediate negative impacts and channels to raise concerns 89Actions on material impacts, and approaches to mitigating risks and pursuing material S2-489opportunities Targets related to managing material negative impacts, advancing positive impacts and S2-589managing material risks and opportunitiesList of material disclosure requirements PageS4 Consumers and end-users 90SBM-2-S4 Interest and views of stakeholders 51SBM-3-S4 Material IROs and their interaction with strategy and business model 9091,  92, 93, S4-1 Policies related to consumers and end-users95, 9791, 92, 93, S4-2 Processes for engaging with consumers and end-users about impacts95, 9791, 93, 94, S4-3 Processes to remediate negative impacts and channels to raise concerns96, 98Actions on material impacts, and approaches to mitigating risks and pursuing material 91, 93, 94, S4-4opportunities 96, 98Targets related to managing material negative impacts, advancing positive impacts and 92, 93, 95, S4-5managing material risks and opportunities97, 98G1 Business Conduct 99SBM-3-G1 Material IROs and their interaction with strategy and business model 99GOV-1-G1 The role of the administrative, management and supervisory bodies 99IRO-1-G1 Description of the processes to identify and assess material IROs 99G1-1 Business Conduct and corporate culture 100G1-2 Management of relationships with suppliers 101G1-3 Prevention and detection of corruption and bribery 101Data points from other EU legislationIRO-2 The table below outlines the data points derived from other EU legislation as listed in ESRS 2 Appendix B. It indicates where these data points can be found in our report and identifies which data points are assessed as ‘Not material’.Disclosure Benchmark EU Climate Law Material / Not requirement  Data point SFDR reference Pillar 3 referenceRegulation referencematerialESRS 2 GOV-1 21(d) Board's gender diversity x x Page 33ESRS 2 GOV-1 21(e) Percentage of board members who are independent x Page 32ESRS 2 GOV-4 30 Statement on sustainability due diligence x Page 53ESRS 2 SBM-1 40(d) i Involvement in activities related to fossil fuel activities x x x Not materialESRS 2 SBM-1 40(d) ii Involvement in activities related to chemical production x x Not materialESRS 2 SBM-1 40(d) iii Involvement in activities related to controversial weapons x x Not materialESRS 2 SBM-1 40(d) iv Involvement in activities related to cultivation and production of tobacco x Not materialESRS E1-1 14 Transition plan to reach climate neutrality by 2050 x Page 55ESRS E1-1 16(g) Undertakings excluded from Paris-aligned Benchmarks x x Not materialESRS E1-4 34 GHG emission reduction targets x x x Page 58ESRS E1-5 38 Energy consumption from fossil sources disaggregated by sources x Page 60ESRS E1-5 37 Energy consumption and mix x Page 60ESRS E1-5 40-43 Energy intensity associated with activities in high climate impact sectors x Page 60ESRS E1-6 44 Gross Scope 1, 2, 3 and Total GHG emissions x x x Page 61ESRS E1-6 53-55 Gross GHG emissions intensity x x x Page 62ESRS E1-7 56 GHG removals and carbon credits x Not materialESRS E1-9 66 Exposure of the benchmark portfolio to climate-related physical risks x Not materialESRS E1-9 66(a) Disaggregation of monetary amounts by acute and chronic physical risk x Not materialESRS E1-9 66(c) Location of significant assets at material physical risk x Not materialESRS E1-9 67(c) Breakdown of the carrying value of its real estate assets by energy-efficiency classes x Not materialESRS E1-9 69 Degree of exposure of the portfolio to climate-related opportunities x Not materialESRS E2-4 28 Amount of each pollutant listed in Annex II of the E-PRTR Regulation emitted to air, water and soil x Not materialBenchmark Disclosure Regulation EU Climate Law Material / Not requirement Data point SFDR reference Pillar 3 referencereferencereferencematerialESRS E3-1 9 Water and marine resources x Not materialESRS E3-1 13 Dedicated policy x Not materialESRS E3-1 14 Sustainable oceans and seas x Not materialESRS E3-4 28(c) Total water recycled and reused x Not materialESRS E3-4 29 Total water consumption in m3 per net revenue on own operations x Not materialESRS 2 IRO-1 - E4 16(a) i Biodiversity sensitive areas x Not materialESRS 2 IRO-1 - E4 16(b) Land impacts x Not materialESRS 2 IRO-1 - E4 16(c) Threatened species x Not materialESRS E4-2 24(b) Sustainable land/agriculture practices or policies Not materialESRS E4-2 24(c) Sustainable oceans/seas practices or policies x Not materialESRS E4-2 24(d) Policies to address deforestation x Not materialESRS E5-5 37(d) Non-recycled waste x Page 70ESRS E5-5 39 Hazardous waste and radioactive waste x Page 70ESRS 2 SBM-3 - S1 14(f) Risk of incidents of forced labour x Not materialESRS 2 SBM-3 - S1 14(g) Risk of incidents of child labour x Not materialESRS S1-1 20 Human rights policy commitments x Page 76Sustainability due diligence policies on issues addressed by the fundamental International Labor Organisation ESRS S1-1 21x Page 76Conventions 1 to 8ESRS S1-1 22 Processes and measures for preventing trafficking in human beings x Not materialESRS S1-1 23 Workplace accident prevention policy or management system x Page 77ESRS S1-3 32(c) Grievance/complaints handling mechanisms x Page 77ESRS S1-14 88(b), (c) Number of fatalities and number and rate of work-related accidents x x Page 79ESRS S1-14 88(e) Number of days lost to injuries, accidents, fatalities or illness x Page 79ESRS S1-16 97(a) Unadjusted gender pay gap x x Page 84ESRS S1-16 97(b) Executive CEO pay ratio x Page 85Benchmark Disclosure Regulation EU Climate Law requirement Data point SFDR reference Pillar 3 referencereferencereference Material / Not materialESRS S1-17 103(a) Incidents of discrimination x Not materialESRS S1-17 104(a) Non-respect of UNGPs on Business and Human Rights and OECD Guidelines x x Not materialESRS 2 SBM-3 - S2 11(b) Significant risk of child labour or forced labour in the value chain x Page 87ESRS S2-1 17 Human rights policy commitments x Page 88ESRS S2-1 18 Policies related to value chain workers x Page 88ESRS S2-1 19 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines x x Page 88Sustainability due diligence policies on issues addressed by the fundamental International Labor Organisation ESRS S2-1 19x Page 88Conventions 1 to 8ESRS S2-4 36 Human rights issues and incidents connected to its upstream and downstream value chain x Page 88ESRS S3-1 16 Human rights policy commitments x Not materialESRS S3-1 17 Non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines  x x Not materialESRS S3-4 36 Human rights issues and incidents x Not materialESRS S4-1 16 Policies related to consumers and end-users x Page 91, 92, 93, 95, 97ESRS S4-1 17 Non-respect of UNGPs on Business and Human Rights and OECD guidelines x x Page 95, 97ESRS S4-4 35 Human rights issues and incidents x Page 95, 97ESRS G1-1 10(b) United Nations Convention against Corruption x Not materialESRS G1-1 10(d) Protection of whistleblowers x Not materialESRS G1-4 24(a) Fines for violation of anti-corruption and anti-bribery laws x x Not materialESRS G1-4 24(b) Standards of anti-corruption and anti-bribery x Not material</mrv:SustainabilityReport>
   <mrv:DisclosureOfMaterialImpactsRisksAndOpportunitiesAndHowTheyInteractWithStrategyAndBusinessModelExplanatory contextRef="ctx-1" id="f0__s7__7__11" xml:lang="en">The double materiality assessmentIRO-1 Identifying and assessing material IROsOur material IROs were identified through a DMA, which was finalised during 2024/25. It is our first DMA, forming the baseline with no changes to report. Going forward, we will review the DMA  annually to ensure the material IROs are in line with our business and strategy.In the process of identifying IROs related to Coloplast’s business, internal subject matter experts assessed severity and likelihood on every subtopic. Input parameters included Coloplast data, industry data and data collected from interviews and meetings with internal and external stakeholders across Coloplast operations related to the specific ESRS.To facilitate a systematic impact assessment, a set of scoring keys was employed, including ten distinct scoring keys for negative impacts, covering 5 for Environment, 4 for Social and 1 scoring key for Governance. Additionally, a positive impact scoring key was developed to assess positive impacts, and a financial scoring key was developed for evaluating risks. The keys follow the guidance from ESRS where applicable. Each sustainability topic underwent dual scoring: first, for ESG impact on a 0-5 scale, with 0 for no impact and 5 for absolute impact, and second, for financial risk on a 0-5 scale, indicating the magnitude of risk. Prioritisation of impacts was based on severity and likelihood. The materiality threshold is set by Coloplast by a margin of 3, with topics between 2 and 3 being investigated as part of their next steps and included in reporting if previously accounted for. Review sessions with internal stakeholders and experts established the internal control procedure of the identified IROs. Material impactsFor the DMA, we used  a scoring tool, which aligns with the sustainability matters defined in the ESRS topical standards. The process was informed by the due diligence processes, which are embedded into our way of conducting an ethical business, our quality management system and other operational functions, as described under Statement on Sustainability Due Diligence on page 53. The assessment focused on impacts related to Coloplast activities, which are required for business continuity, involving suppliers, distributors, manufacturing and office operations, the users of our products, and healthcare professionals. The impacts were categorised as being linked to our own operations and/or to the value chain through business relationships. The DMA involved engagement with internal and external stakeholders via interviews and meetings. Material risks and opportunitiesThe sustainability risk and opportunity reporting process is integrated into Coloplast’s ERM process, encompassing all business areas and global functions. The process to identify, assess and prioritise risks and opportunities is embedded in the DMA tool previously described. Connections and dependencies of the impacts with risks and opportunities were considered through the dual scoring of every sustainability topic. The risk and opportunity assessment embedded in the DMA is based on Coloplast Group risk indicators. Thus, the identified sustainability-related risks and opportunities are prioritised relative to other types of risks or opportunities.IRO-2 Disclosure requirements covered by the Sustainability StatementAfter identifying material IROs on a subtopic level, material data points connected to the sub-subtopics were identified using a list based on EFRAG’s data point list and assessed according to the CSRD flowchart for determining disclosures to be included.Based on the assessment, Coloplast reports in the Sustainability Statement on disclosure requirements from ESRS E1 Climate change, ESRS E2 Pollution (microplastics), ESRS E5 Resource Use and Circular Economy, ESRS S1 Own Workforce, ESRS S2 Workers in the Value Chain, ESRS S4 Consumers and End-users, and ESRS G1 Business Conduct.The content index of ESRS disclosure requirements complied with in preparing the Sustainability Statement is presented on pages 104-105, and the list of data points that derive from other EU legislation is presented on pages 106-108.SBM-3The results of the DMAThe material ESRS topics are presented in the overview on page 48. Our identified IROs under each of these ESRS topics are outlined in the DMA process and further described under the ESRS topics in the Sustainability Statement. Overall, our material IROs pertain to the core activities of our business model and the strategic priorities as a manufacturer of medical devices for people with intimate healthcare needs. The DMA process involved the consideration of significant sites, subsidiaries, sectors, locations and countries related to the identified IROs. The IROs are connected to activities from our own operations and in our upstream and downstream value chain, which serve the purpose of ensuring business continuity and delivery of Coloplast products. The identified material environmental impacts relate to the effect our operations and indirect business activities have on the environment regarding GHG emissions, resource use and pollution of microplastics. We are a people’s business with our employees working passionately to deliver quality products and services to people in need. Thus, the identified material social impacts relate to the effect our business and business relationships have on our workforce, the value chain workers, and our consumers and end-users. Resilience and financial effectsThe current financial effects of the identified material risks and opportunities are mostly related to financial performance, such as loss of revenue or increase in operational costs. It includes, for example, risks related to Coloplast’s products complying with the relevant standards and patient safety measures (ESRS S4), as well as risks of increased costs or fines related to climate change (ESRS E1) and resources (ESRS E5).The identified material IROs are core to Coloplast’s business and strategy. Strategic and operational initiatives to address IROs are embedded in established governance structures. The governance structure for sustainability performance updates and corporate decisions ensure potential risks to resilience are identified and communicated to the decision-making stakeholders. The Board of Directors are informed annually, the Executive Leadership Team quarterly and the Audit Committee is briefed biannually in relation to ESG reporting. As a result, the capacity to mitigate and manage impacts and risks and take advantage of material opportunities is deemed strong. Changes to material IROsThis is the first year of reporting on CSRD, including the conduct of a DMA. The results of the DMA thus form the baseline, and there are consequently no changes to material IROs compared to prior years.Before CSRD, we reported on water consumption, however, based on the DMA, this metric was deemed immaterial and is consequently no longer part of the report.</mrv:DisclosureOfMaterialImpactsRisksAndOpportunitiesAndHowTheyInteractWithStrategyAndBusinessModelExplanatory>
   <mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f0__s7__7__12" xml:lang="en">EU TaxonomyThe EU Taxonomy Regulation is a classification system within EU identifying environmentally sustainable economic activities. Coloplast is required to report on eligibility and alignment within the EU Taxonomy. We have screened our activities against the six environmental objectives: Climate change mitigation, Climate change adaption, Water, Pollution, Circular economy and Biodiversity.Accounting policiesAssessing EU Taxonomy eligibilityDuring 2024/25, an assessment of Coloplast’s economic activities have been performed for turnover, Opex, and Capex to identify EU Taxonomy-eligibility and EU Taxonomy-alignment. The current EU Taxonomy regulation does not include Coloplast's core economic activities.As part of the assessment, we have completed an initial screening of all activities as outlined by the EU Taxonomy Compass and Annexes I and II of the Climate Delegated Act, and furthermore the Environmental Delegated Act. The screening of the activities consists of a detailed analysis of the eligibility of Coloplast’s activities and the eligible activities have been furthermore evaluated by the Technical Screening Criteria of both the Substantial Contribution and Do no Significant Harm (DNSH). For this reporting year there have not been any significant changes to the accoun