Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2025-12-31 | 3642000000 | eur |
| ifrs-full:Assets | 2024-12-31 | 3888000000 | eur |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2025-01-01 | 2025-12-31 | 3877000000 | eur |
| ifrs-full:Revenue | 2024-01-01 | 2024-12-31 | 3855000000 | eur |
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<mrv:SustainabilityReport contextRef="ctx-1" id="f1__s8__7__5-1" xml:lang="en">Sustainability key figuresCO intensity (Scope 1+2) per tonne stone wool (index*) 75 77 86 83 852Energy efficiency in own buildings (index*) 61 61 61 61 81Water use intensity from stone wool production (index*) 87 83 84 86 85Number of countries where we offer recycling service 25 24 21 19 17Landfill waste from our stone wool production (index*) 46 60 47 49 49Lost time incident frequency rate 2.4 2.7 2.4 2.7 3.6Absolute GHG emissions (Scope 1+2) (index**) 80 82 84 97 100* Index=100 in 2015 (baseline). ** Index=100 in 2019 (baseline).Sustainability highlightsAbsolute Scope 1 and 2greenhouse gas emissions (COe)22034 goal: 38%Baseline year:201920%2.12 Mt CO2e 2025 result: 1.68 Mt COe 2Reduce absolute Scope 1 and 2 GHG emissions by 38% by 2034Trend: Progress due to decarbonisation effortsScope 1 and 2 CO emission intensity22034 goal: 50%Baseline year: 25%20152030 goal: 35%2025 resultReduce CO/t stone wool from our stone wool facilities 2 by 35% by 2030 and 50% by 2034Trend: Progress due to decarbonisation effortsWater use intensity2030 goal: 20%Baseline year: 13%20152025 resultReduce water use intensity (m³/t stone wool) from our stone wool production by 20%Trend: On track to reach intensity targeteven though water use increasedEnergy efficiency in own offices2030 goal: 75%Baseline year: 39%20152025 resultkWh/m2 reduction within owned (non-renovated) offices by 75%Trend: Stable; renovation projects initiatedReclaimed material2030 goal: 30 countries2025 resultBaseline year: 252015Increase the number of countries where weoffer recycling services for our products to 30 countriesTrend: Progress; one country addedLandfill waste2030 goal: 85%Baseline year: 54%20152025 resultReduce landfill waste (tonnes) fromstone wool production by 85%Trend: Progress due to factory closuresand improved waste management methodsOccupational safety and healthGoal: zero fatalitiesand zero serious accidentsTwo fatalitiesand five seriousaccidents2025 result: (LTI frequency rate of 2.4, an improvement of 11%)Target to have zero fatalitiesand serious accidentsTrend: Negative trend, driven by two fatalities in RussiaDiversity and inclusionGoal: 35%2025 resultBaseline year: 31%201835% of female leaders in executiveand middle management positionsTrend: Progress; increase of 3 percentage points Sustainability at a glanceWith climate risks intensifying, increasing pressure on resources, and evolving stakeholder expectations sustainability action is a business imperative. In 2025, our sustainability efforts focused on key strategic priorities: strengthening safety performance, decarbonisation of operations, increasing transparency on product benefits and communicating their long-term value for customers, society and investors.ROCKWOOL aspires to create sustainable, energy efficient, resilient and healthy spaces that improve lives and strengthen communities.Releasing the natural power of stone to enrich modern livingE S GReducing ourEmpoweringIntegrity throughenvironmentalpeopleresponsible businessfootprint& societyconductEnvironmental impactA key focus area for ROCKWOOL is to reduce the environmental impact of our energy-intensive production process while at the same time increasing the positive impact from using our products. In 2025, we invested 389 MEUR in decarbonisation related to new electric production lines, upgrades and conversions as well as signing two new power purchase agreements, in Poland and Spain. Furthermore, we strengthened our climate ambition as the Board of Directors approved an increased Science-Based Targets commitment for the 2026 revalidation, an increased CO2intensity reduction target, a new ratio of renewables target, and a sustainability-linked incentive metric for Group Management effective from 2026.Progressing on our decarbonising efforts:î 20 percent reduction of absolute Scope 1 and 2 greenhouse gas emissionsî Three percent increase in Scope 3 (compared to base year*) driven primarily by increased emissions in the âPurchased goods and servicesâ categoryEnabling customers to reduce emissions and energy use:î On the product handprint side, insulation products sold by ROCKWOOL will, over their lifetime, save more than 100 times the energy used in 2025 to manufacture them Climate adaptation Beyond climate change mitigation, building climate resilience protects people, assets and supply chains from climate impacts. In 2025, we strengthened our climate risk assessment to better protect our factories against severe weather events. We also clearly defined how our products help strengthen resilience against climate change events, including wildfires, heavy precipitation and flooding, as well as drought and water stress.Read more in our climate scenario analysis in E1 Climate Change. Circularity and resource efficiency Building on stone woolâs endless recyclability, circularity is core to ROCKWOOLâs business model. Our Rockcycle programme reclaims used stone wool material for reuse in our production, reducing waste and reliance on virgin materials. We expanded Rockcycle to one additional country in 2025 while prioritising internal capacity building and infrastructure to scale up take-back and recycling in the years to follow. People and societyHuman and intellectual capital lie at the heart of our business. Because some activities within our operations involve high temperatures, heavy equipment and chemicals, ensuring health and safety of our employees is our first priority. Regarding health and safety, we invested 29 MEUR in various initiatives, reinforced the approach, and conducted awareness raising activities to strengthen our approach.Increase in fatalities and serious accidents while improvement in the lost time incident rate: î This year, we had two fatalities (both in Russia) and five serious accidents. î In 2025, the lost time incident frequency rate was 2.4, an improvement of 11 percent compared to 2024.The ROCKWOOL purpose and strategyAt the pinnacle of ROCKWOOLâs strategy is our corporate purpose: to release the natural power of stone to enrich modern living. This reflects our purposeâs unifying nature, conveying that stone is our core raw material and the bedrock on which our business is based. And while the stone we use may be millions of years old, what we do with it is cutting-edge. Every day, ROCKWOOLâs creative and entrepreneurial employees are developing and applying new technologies and innovations to release the potential of stone to enrich modern living.As we look to the future, stone wool and the products we make with it have an important role in helping to provide adequate housing for all people and in addressing some of societyâs biggest challenges, including urbanisation, climate change, and energy independence. The combination of more people living in more densely populated areas, the worsening consequences of climate change, and the need to reduce dependence on imported energy increases the global priority for energy efficient buildings. Why? Because while our existing buildings provide vital infrastructure, they are also currently responsible for nearly one-third of global final energy consumption and energy-related CO emissions.2Proper insulation alone can reduce a buildingâs heating needs by up to 70 percent. When combined with other technologies like heat pumps and renewable energy sources â for example, in deep renovation projects â the savings are even greater. For Europe and many other parts of the world, reducing the energy consumed by buildings is a critical step towards reducing dependence on imported fuels and thereby achieving greater energy independence and security. At the same time, the world needs to feed a growing population using fewer resources, while also managing the effects of more frequent extreme weather events, particularly in urban environments. In both cases, specially engineered stone wool products are providing solutions. The ROCKWOOL business strategy is driven by our people and our commitment to creating solutions that connect global trends with profitable business opportunities. We do this by producing high-performing products and services that help create energy efficient, fire-safe, and circular buildings and communities and promote comfortable, healthy, and attractive spaces. In other words, by enriching modern living. Our aspiration is to grow faster than the construction market overall by offering top-quality products and services, strengthening our brand, building long-term customer relations, and driving an operationally effective business across all segments and geographies where we are active.As our business is inherently capital intensive, we focus on leveraging our natural strengths to balance risks, which includes a differentiated approach across selected geographies. In North America, for example, we are expanding our market coverage to capture significant growth opportunities within all major business areas. In Europe, we will grow faster than the market by launching new products and services, while improving our customer-facing activities and the productivity of our production platform. We will expand capacity where needed to meet steadily growing demand and enhance our geographic coverage and customer service level.In Asia, we will expand and grow our business in selected attractive markets where there is a clear demand for our premium quality offerings.Continuing to recruit, develop, and retain highly skilled, highly motivated colleagues is essential to achieving our growth ambitions and fulfilling our purpose. Doing so will remain a high priority for ROCKWOOL across all our business areas and operations. At ROCKWOOL, everything we do is based on releasing the natural power of stone to enrich modern living. Profitably offering solutions to address the challenges created by enduring global trends will help ensure our successful future growth.Our business modelSBM-1Systems segment Insulation segment generates 17% generates 83% of our revenueof our revenueOur impact on societyWe see enormous opportunity to leverage the natural power of stone to create products that accelerate progress towards What does ROCKWOOL Group do?Stonewoolisfiresafe,duyclablea safer, healthier, low-carbon future.rableandrecWe transform volcanic rock into stone wool, a versatile material with many inherent strengths that make it ideal for use in a range of applications in buildings, industry, transportation, horticulture and water management.Fire-safe insulation that All Rockpanel boards are can reduce heating needs durable, easy to cut, Volcanic rock is mixed with The molten rock is spun A final heat treatment cures up to 70%.and resistant to the ROCKWOOL Prefab Building lime stone before being into wool. A binder and the binder, giving the stone effects of moisture, Systems meets the demand for energy-efficient, heated to more than 1,500°C. either a special oil or wool dimensional stability, In schools with no sound temperature, fire and weather.high-quality prefab homes with wetting agent are added before final processing absorption, children cannot circular, reusable components.hear up to 70% of consonants depending on into a wide range their teachers speak. ROCKWOOL Rainwaterthe end product of products.Systems can absorb up to 95%application. of its volume in water.Manufacturing capitalOur business is defined by:ï¡ 40 factories ï¡ Our purposeï¡ Low-risk transactional salesï¡ Board approval for five additional factories (France, India, Sweden, United States, United Kingdom)ï¡ Local businessï¡ Capital intensive productionHuman and intellectual capitalï¡ More than 13,000 people employed, with 48% in Western Europe, 31% in Eastern Europe and Russia, ROCKWOOL Core Solutions 11% in North America, and 10% in Asia and othersProvides high-performance ï¡ R&D based on inhouse experts and engineersstone wool solutions for offsite construction, sandwich panels, Financial capitalindustrial manufacturers and ROCKWOOL product ï¡ Healthy financial standing generating solid profitabilitymineral fibres for automotive Controlled environment horticulture recycling services to ï¡ 473 MEUR of CAPEX of which 82 percent is EU Taxonomy-aligned and engineered materials.can reduce water use for vegetable recycle stone wool in growing by up to 50%. our factories.Social and relationship capitalï¡ We work with approx. 9,200 registered and active suppliersï¡ 85% of sales do not cross customs bordersOur products are sold in more than 120 countries primarily via B2B channels including ï¡ 400 km is the average transport distance for insulation in Europe installers and distributors. Revenue generated in the geographical segments: Energy and natural capitalï¡ 57% in Western Europeï¡ 2,185 kt of primary raw materials (sand, stone, cement) consumed in 2025 ï¡ 19% in Eastern Europe and Russiaï¡ 5,155 GWh of energy consumed in 2025ï¡ 19% North Americaï¡ 5% Asia and othersCorporate governanceGOV -1 The role of the administrative, management and supervisory bodiesWe act with integrity and in accordance with our values, rules and regulations.ROCKWOOLâs governance principles and structure are designed to ensure alignment with long-term shareholder interests and to enable prudent management of the Group in accordance with relevant national and international regulations as well as applicable corporate governance recommendations.The Board of Directors appoints the Registered Directors, consisting of the CEO and CFO, who undertake the day-to-day management of ROCKWOOL.Shareholders and general meetingThe Annual General Meeting (AGM) is the supreme body of the corporate governance structure and elects the Board of Directors as well as independent auditors. The AGM approves any changes to the articles of association and to the capital structure, including any issuance of new shares.The shareholders have the ultimate authority over the company and can exercise their rights by passing resolutions at general meetings. Resolutions are adopted by simple majority of votes, unless otherwise provided by legislation or by the articles of association.ROCKWOOL is not aware of shareholder agreements containing pre-emption rights or restrictions on voting rights. There is an agreement among members of the founding Kähler family to meet regularly to discuss their interests in the company, including items at the AGM, but there is no requirement for them to vote jointly.Board of DirectorsThe Board of Directors currently consists of nine non-executive members, six of whom are elected by the shareholders at general meetings. Of these, four members are deemed independent according to the Danish Recommendations on Corporate Governance. Three members are elected by the employees for a period of four years, pursuant to the Danish Companies Act. The next ordinary employee election takes place in 2026.The roles and responsibilities of the Board of Directors are defined in the Business Procedure for the Board of Directors. The members of the Board of Directors are elected by the general meeting for a period of one year and may be re-elected. The members of the Board of Directors are non-executive members in accordance with the Danish Companies Act.The Board of Directors is responsible for the overall purpose and strategy and shall ensure proper organisation of ROCKWOOL as well as monitors and oversees progress related to sustainability strategy. The Board of Directors also ensures that the company is developing on track toward agreed short- and long-term business and sustainability goals. The Board of Directors formally approves the Code of Conduct, and the Audit Committee ensures compliance hereof in the Group. The Board of Directors has also approved the double materiality assessment with respect to the Corporate Sustainability Reporting Directive (CSRD) reporting.Once a year, the Board of Directors performs an overall self-evaluation focusing on the composition and competencies of the Board and the results achieved. The evaluation also considers relevant sustainability competencies. The Board of Directors has decided that an external consultancy shall facilitate an in-depth self-evaluation every third year, most recently in 2024.In 2025, the Board of Directors conducted the annual evaluation based on a detailed questionnaire. Based on this evaluation, the Board concluded that its present composition is appropriate and sufficient for it to perform its tasks and support long-term value creation for the shareholders.The Board of Directors held six board meetings and a strategy session in 2025. The meeting agenda is set according to the annual cycle of the Board, thus ensuring that the strategic and operational policy framework of the Group is reviewed and up to date. Information about Board member meeting attendance can be found on pp. 35-36. The Board of Directors has established a Chairmanship, an Audit Committee, and a Remuneration and Nomination Committee. The Committees report to the Board of Directors. Diversity of Board of DirectorsThe Board of Directors has diverse professional experience and competencies and consists of four nationalities. As of 31 December 2025, four (44 percent) out of all nine members of Board of Directors, are independent, three are employee-elected members (33 percent), and four members (44 percent) are female. Out of the shareholder elected members, 67 percent are independent board members and 33 percent are female.Registered DirectorsThe Registered Directors are the CEO and CFO, who are registered as directors with the Danish Business Authority. The Registered Directors are responsible for the day-to-day management of the company and compliance with the guidelines and recommendations set forth by the Board of Directors. The Registered Directorsâ responsibility covers organisation of the company as well as allocation of resources, producing and implementing strategies and policies, including those referring to material sustainability topics, and ensuring timely reporting to the Board of Directors.Group ManagementGroup Management is formed by the Registered Directors together with seven senior vice presidents responsible for division management and Group functions.Diversity of Group ManagementGroup Management has diverse professional experience and competencies and consists of five different nationalities. 22 percent of the members are female.Remuneration of the Board of Directors and Registered DirectorsRemuneration of the Board of Directors and Registered Directors is carried out in accordance with the Remuneration Policy as adopted by the Annual General Meeting. The remuneration policy is available at https://www.rockwool.com/group/about-us/corporate-governance/remuneration/. The remuneration of the Board of Directors amounts to 1 MEUR. The specific Board remuneration and the remuneration components granted to each Registered Director can be found in the 2025 ROCKWOOL Remuneration Report at www.rockwool.com/group/about-us/investors/.Board Chairmanship and CommitteesThe Board of Directors has established three substructures.The ChairmanshipThe Board of Directors has established a Chairmanship consisting of the Chairman (who is considered not to be independent) and the Deputy Chairman (who is considered independent). They prepare the Board meetings.Audit CommitteeThe Board of Directors has appointed an Audit Committee consisting of three members. The majority of its members are independent.The Audit Committee monitors and reports on the statutory audit, accounting and audit policies and the financial and sustainability reporting processes including auditor independence. The Committee also decides which policies or processes, as determined by the Board of Directors or the Audit Committee, should be subject to thorough evaluation.The Audit Committee monitors compliance with applicable legislation, standards and regulations as well as the internal controls and risk management systems. Through quarterly updates, the Audit Committee monitors the compliance with the CSRD regulation including approval of the double materiality assessment and the disclosures in the sustainability statement.The Audit Committee also monitors cases from the whistleblower system.Remuneration and Nomination CommitteeThe Board of Directors has appointed a Remuneration and Nomination Committee consisting of two members of the Board of Directors: the Chairman and the Deputy Chairman.The Committee ensures that the company maintains a remuneration policy for the members of the Board of Directors, the Registered Directors and senior executives, including compliance hereof.The Committee makes proposals for the remuneration of the Board of Directors and Registered Directors and reviews and approves remuneration for other members of Group Management.The Committee also ensures the preparation of the annual Remuneration Report. The Remuneration Report is subject to a nonbinding advisory vote from the shareholders. The Remuneration Report can be found on the Group website.The Committee identifies and recommends to the Board of Directors persons who are qualified to become members of the Board of Directors and Registered Directors. The Committee further recommends removal of such persons, if relevant. The Committee reviews and suggests changes to relevant corporate policies, including corporate governance.Recommendations on Corporate GovernanceThe Board of Directors has discussed and reviewed the recommendations for Danish listed companies as provided by the Danish Committee on Corporate Governance. ROCKWOOL complies with all but two of the recommendations.With respect to recommendation 3.3.2, to publish information about the number of shares, options, warrants or similar in the company, and other Group companies, owned by each member of the Board of Directors, the company considers this to be a private matter. It is ROCKWOOLâs judgement that disclosure of such information will not add additional value for shareholders and other stakeholders. Board member remuneration does not include share-based elements.The recommendation 3.4.2, that a majority of the members of board Committees should be independent, is not applied in the Remuneration and Nomination Committee. The Board of Directors finds that the Committees can perform their functions in a prudent manner even if the majority of the members are not independent.A detailed review of ROCKWOOLâs position on each of the recommendations and a description of the internal control and risk management system relating to financial reporting can be found in the statutory report on corporate governance prepared pursuant to section 107b of the Danish Financial Statements Act at www.rockwool.com/group/about-us/corporate-governance/.Data ethicsThe Groupâs data ethics guidelines are in accordance with the Danish Financial Statements Act, Section 99d. The guidelines describe how data ethics are considered and included in the use of data as well as the design and implementation of technologies used for processing of data within ROCKWOOL. The Groupâs Integrity Committee reviews and assesses the adequacy hereof on an annual basis. The guidelines are published and are available for all employees on the Group intranet.Thomas Kähler Chairman Member of the Board since: 2008 Nationality: Danish Other positions related to the company: Member of the Chairmanship, Member of the Audit Committee, Chairman of the Remuneration and Nomination Committee, Member of the Kähler Family Meeting.Positions in other Danish companies: Chairman of the Board of Metier Westergaard A/S; Director and member of the Board of DURAPOR A/S; Member of the Board of Metier Westergaard Event A/S.Other positions: Chairman of the Board of the Foundation for Ukrainian Reconstruction.Competencies: Thomas Kähler has experience in management, marketing, sales and business development from international business and close relationships with major shareholders. In addition, he has a degree in electrical and mechanical engineering from the Technical University of Denmark (DIA) as well as an MBA from Copenhagen Business School. He brings expertise to energy efficiency and environmental topics, and has during 2024 completed a series of ESG e-learning modules to further strengthen his knowledge base within ROCKWOOLâs material sustainability topics.Thomas Kähler participated in all Board and Audit, Remuneration and Nomination Committee meetings during 2025.Jørgen Tang-Jensen Deputy Chairman Member of the Board since: 2017 Nationality: Danish Other positions related to the company: Member of the Chairmanship, Member of the Remuneration and Nomination Committee.Positions in other Danish companies: Member of the Boards of VKR Holding A/S, VILLUM FONDEN, and Maj Invest Holding A/S (and two fully-owned subsidiaries).Other positions: Chairman of the Board of Tænketanken Europa (Think Tank Europe).Competencies: Jørgen Tang-Jensen has experience in the building materials industry as well as expertise in manufacturing of energy efficiency equipment for buildings, which is one of ROCKWOOLâs material sustainability topics. He has a deep understanding of corporate governance due to his active role in several organisations.Jørgen Tang-Jensen participated in all Board and Remuneration and Nomination Committee meetings during 2025.Independent Member of the Board.Rebekka Glasser HerlofsenMember of the Board since: 2020 Nationality: Norwegian Other positions related to the company: Chairperson of the Audit Committee.Positions in other Danish companies: Member of the Boards and Chairperson of the Audit Committees of Egmont Fonden and Egmont International Holding A/S.Other positions: Chairperson of the Boards of Norwegian Hull Club and Handelsbanken Norge, Norway; Chairperson of the Council, DNV, Norway; Chairperson of the Board, Chairperson of the Remuneration Committee and member of the Audit Committee of Aibel AS, Norway, Member of the Board of Torvald Klaveness Group, Norway; Member of the Boards and Chairperson of Audit Committees of BW Offshore ASA* and Wilh. Wilhelmsen Holding ASA*, Norway; Member of the Nomination Committee of Orkla ASA*, Norway.Competencies: Rebekka Glasser Herlofsen has international experience from executive and board positions in several large companies. Over many years, she has developed financial competencies necessary in both general Board work as well as in the Audit Committee (financial expertise). In addition, she has a Masterâs degree in economics from the Norwegian School of Economics and Business Administration and is a Chartered Financial Analyst. She has during 2024 completed a series of ESG e-learning modules, which contribute to her expertise in ethics and compliance â two matters assessed as ROCKWOOL material sustainability topics.Rebekka Glasser Herlofsen participated in all Board and Audit Committee meetings during 2025.Independent Member of the Board.Ilse Irene HenneMember of the Board since: 2022 Nationality: Belgian Member of the Executive Board of thyssenkrupp AG and Chief Executive Officer (CEO) of thyssenkrupp Materials Services.Other positions: Member of the Baden-Badener Unternehmer Gesprache e.V., Klasse 135, Germany; Member of the Board and member of the Audit Committee of Arkema S.A., France; Vice President of the Board of BVL (Bundesvereinigung Logistik); Chairperson of the Supervisory Board of thyssenkrupp Steel Europe AG; Chairperson of the Supervisory Board of thyssenkrupp Decarbon Technologies GmbH; Chairperson of Board of Directors of thyssenkrupp North America, LLC (USA); Chairperson of Board of Directors of thyssenkrupp NA Holding Corp. (USA).Competencies: Ilse Irene Henne has leadership experience within the global building materials industry, particularly in the areas of strategical renewal, performance improvement, supply chain and sales excellence. She has completed the programme âDriving Sustainability from the Boardroomâ at the International Institute for Management Development (IMD) in Switzerland.Ilse Irene Henne participated in all Board meetings during 2025.Independent Member of the Board.Carsten KählerMember of the Board since: 2021 Nationality: Danish Other positions related to the company: Member of the Kähler Family Meeting.Other positions: Member of the Board of the Fahu Foundation.Competencies: Carsten Kähler is an attorney (Advokat) licensed by the Danish Bar and Law Society (currently the license is deposited with the Danish Ministry of Justice). He has extensive knowledge in tax and brings his expertise to corporate governance topics. He has competencies and experience within global and Danish legal and accounting companies. He also has a close relationship with major shareholders.Carsten Kähler participated in all Board meetings during 2025.Claes Westerlind Member of the Board since: 2025 Nationality: Swedish President and CEO of NKT A/S. Other positions related to the company: Member of the Audit Committee.Competencies: Claes Westerlind has leadership experience from international industrial companies and expertise in commercial management, strategy, business development, marketing and sales. In addition, he has a MSc degree in Mechanical Engineering from Chalmers University of Technology in Sweden.Following his election, Claes Westerlind participated in all Board meetings during 2025 except one meeting, and in all Audit Committee meetings during 2025 except two meetings.Independent Member of the Board.Connie Enghus Theisen Member of the Board since: 2006 Nationality: Danish Employee representative, Senior Group Advisor, ROCKWOOL A/S.Competencies: Connie Enghus Theisen has extensive and long-term understanding of the company and of its relationships with external stakeholders.Connie Enghus Theisen participated in all Board meetings during 2025. Christian Westerberg Member of the Board since: 2018 Nationality: Danish Employee representative, Senior Project Manager, ROCKWOOL A/S. Other positions related to the company: Member of the Board of the ROCKWOOL Foundation.Competencies: Christian Westerberg has a BSc. degree in machine engineering and brings expertise as project manager.Christian Westerberg participated in all Board meetings during 2025.Janni Munkholm NielsenMember of the Board since: 2024 Nationality: Danish Employee representative, Project assistant, ROCKWOOL Danmark A/S. Competencies: As part of the ROCKWOOL project management team, Janni Munkholm Nielsen has an understanding of the companyâs business processes and challenges.Janni Munkholm Nielsen participated in all Board meetings during 2025.Group ManagementJes Munk Hansen President and Chief Executive Officer (CEO) starting 1 September 2024 Member of the Registered Directors (in Danish: Direktionen)Member of Group Management since: 2024Nationality: Danish and U.S citizen Responsibility: Responsible for the strategic direction and leadership of the company. Has oversight on performance, innovation and operations, resources, organisational culture, and represents the company towards stakeholders, including shareholders, investors, employees, and the public. Oversight of impact, risk and opportunities related to own workforce.Competencies: Jes Munk Hansen has several decades of experience in corporate strategy, global business and sales development as well as international acquisitions from global technology companies and within the built environment. Before taking over this role, he was CEO of Denmarkâs largest player in defence and aerospace.Jes Munk Hansen has held multiple international leadership positions during his career, several of which focused on the U.S. market where he lived for 15 years. He has held senior leadership roles within energy efficiency, building materials and lighting and brings competences to management of ROCKWOOLâs material sustainability topics.Jes Munk Hansen holds a M.Sc. degree in Forestry from Copenhagen University and an MBA from London Business School.Positions in other Danish companies: Member of the Board of WS Audiology A/S.Other positions: Member of the Board (Vice Chairman 2022-2024), The Confederation of Danish Industry (DI).Kim Junge AndersenSenior Vice President, Chief Financial Officer (CFO)Member of the Registered Directors (in Danish: Direktionen)Member of Group Management since: 2016 Nationality: DanishResponsibility: Responsible for planning and managing the Groupâs financial strategy and actions as well as capital structure and risk management. Oversees Group Functions within Finance, Legal and IT including sustainability compliance. Oversight of impact, risk and opportunities related to business conduct.Competencies: Kim Junge Andersen is highly experienced within financial and business strategy, performance and operation as well as capital markets, investments and risk management from leading international finance positions. His academic background and international experience coupled with his expertise as CFO, are necessary competencies in financial and sustainability reporting and disclosures.Kim Junge Andersen holds a degree from Copenhagen Business School with a major in Corporate Accounting and Strategic Development and has during 2024 completed a series of ESG e-learning modules to further strengthen his knowledge base within this important field.Other positions: Vice Chairman of the Board of FORCE Technology, Denmark.Bjørn Rici AndersenSenior Vice President, Group Operations & TechnologyMember of Group Management since: 2018 Nationality: DanishResponsibility: Responsible for strategic, technological and sustainability investments and operations, sourcing and supply chain as well as the Groupâ s health and safety and R&D process and actions. Oversees Group Functions within R&D, Technology, Sourcing and Procurement, Operational Excellence, Supply Chain and Safety, Health andEnvironment. Oversight of impact, risk and opportunities related to climate change, pollution, water & marine resources and consumers & end-users.Competencies: Bjørn Rici Andersen has extensive professional and international experience from a range of leadership positions in production, operations, and technology, both with ROCKWOOL and elsewhere. Prior to taking on HQ roles with a global focus, his international experience also included positions with ROCKWOOL in Malaysia and the United Kingdom as well as other regionally focused responsibilities.Bjørn Rici Andersen holds a BSc. degree in mechanical engineering, an MBA from Henley Business School, and completed the Advanced Management Program at Harvard Business School.Other positions related to the company: Member of the Board of ScanArc Plasma Technologies AB, Sweden.Gülnaz AtilaSenior Vice President, Head of Insulation Central EuropeMember of Group Management since: 2025Nationality: GermanResponsibility: Oversees business and sustainability performance and strategy implementation as well as compliance at regional level.Competencies: Gülnaz Atila has extensive international experience in the European building materials industry. She spent more than 25 years in senior leadership positions across Italy, Austria, and the East Region, with responsibilities in operations and sales, and a strong focus on executing performance driven initiatives and strategic development.Gülnaz Atila holds a M.Sc. degree in Civil Engineering from the Technische Universität Hannover, Germany, and has completed executive programmes in finance and sales at the SDA Bocconi School of Management.Anders Espe KristensenSenior Vice President, Systems DivisionMember of Group Management since: 2021Nationality: DanishResponsibility: Oversees business, sustainability performance and strategy implementation as well as compliance at regional and global level.Competencies: Anders Espe Kristensen has international professional experience in business development, sales and marketing from leading positions in China and across Europe.Anders Espe Kristensen holds a M.Sc. degree in Industrial Engineering from Aalborg University, Denmark, and a diploma in international trade and marketing from Copenhagen Business School, Denmark.Other positions related to the company: Member of the Board of Akuart A/S.John MogensenSenior Vice President, Head of Insulation East Europe and Technical InsulationMember of Group Management since: 2025Nationality: DanishResponsibility: Oversees business, sustainability performance and strategy implementation as well as compliance at regional and global level.Competencies: John Mogensen has professional experience in corporate strategy, business development and market intelligence both with ROCKWOOL and from the consulting business. John Mogensen holds a Master degree in Law & Economics from Copenhagen Business School as well as Lean Technical Expert from Cardiff University.Other positions: Member of the Board of EiiF (European Industrial Insulation Foundation).Rory MossSenior Vice President, Head of Insulation North AmericaMember of Group Management since: 2025Nationality: Canadian and IrishResponsibility: Oversees business, sustainability performance and strategy implementation as well as compliance at regional level.Competencies: Rory Moss has extensive professional and international experience from a range of leadership positions also within marketing and sales both with ROCKWOOL and elsewhere. Rory Moss holds a Bachelor degree from Wilfrid Laurier University in Canada and has completed the executive leadership programme from Queens University in Canada as well as completed performance leadership programmes from the International Institute for Management Development (IMD) in Switzerland.Other positions: 2023-2025 Chair, North American Insulation Manufacturers Association (NAIMA), USA.Rafael RodriguezSenior Vice President, Head of Insulation Southwest EuropeMember of Group Management since: 2022Nationality: SpanishResponsibility: Oversees business, sustainability performance and strategy implementation as well as compliance at regional and global level.Competencies: Rafael Rodriguez has broad professional experience from several leading positions within the Group and from working in the European manufacturing sector.Rafael Rodriguez holds a degree in Law from University of Navarre in Spain and a Master in Business Administration (MBA) from Instituto de Empresa Business School, Madrid, Spain.Other positions related to the company: Member of the Board of the ROCKWOOL Foundation.Mirella VitaleSenior Vice President, Group Marketing, Communications & Public AffairsMember of Group Management since: 2016Nationality: ItalianResponsibility: Oversees the Group Functions within marketing, communication, public and regulatory affairs as well as sustainability and the customer experience.Oversight of impact, risk and opportunities related to resource use & circular economy and affected communities.Competencies: Mirella Vitale has a broad professional and international experience in global B2B marketing, strategy, communication and public affairs. She spent 15 years in the wind industry in various leadership positions in Italy, Spain and Denmark, with a particular focus on developing emerging markets through collaborative partnerships.Mirella Vitale studied Foreign Languages and Literature at the University in Bari, Italy, completed a High Performance Leadership Program at IMD, Lausanne, Switzerland and collaborate in the SDA Bocconi MBA programme.Other positions: Member of the Board of EURIMA.Insulation segmentFinancial resultsInsulation segment revenue for 2025 reached 3,206 MEUR, an increase of 1.5 percent compared to 2024 in local currencies and 0.9 percent in reported figures. The 2024 acquisitions accounted for 1.5 percent growth. Solid revenue growth in North America as well as Eastern and Southern Europe was offset by low single digit declines in our main European markets, France and Germany. Revenue from the Russian business was recognised in Insulation segment. Excluding Russia, Insulation segment revenue was 2,945 MEUR for 2025 with a growth of 3.4 percent in local currencies.Based on ROCKWOOLâs commitment to support reconstruction activities in Ukraine, a donation of 13 MEUR to the Foundation for Ukrainian Reconstruction was recognised in the Insulation segment with 6 MEUR in Q1 and 7 MEUR in Q2 for both 2025 and 2024.Insulation segment EBIT reached 488 MEUR in 2025 with an EBIT margin of 14.0 percent, a decrease of 2.6 percentage points compared to 2024. The decrease was partly related to a production-related incident in Switzerland, which resulted in a lengthy production stop in Q4 and two factory closures in Norway and China, as well as lower sales in Russia.Key figures Insulation segmentMEUR Q4 2025 Q4 2024* 2025 2024*External revenue 767 770 3,206 3,176EBIT 92 137 488 575EBIT margin 10.8% 15.8% 14.0% 16.6%* In 2025, the organisational management structure was changed, and the business area split in the Group´s internal reporting was adjusted. 2024 comparative figures have been restated accordingly.Insulation segment â Business updateIn 2025, the Insulation segment delivered revenue growth of 1.5 percent in local currencies despite a challenging global market environment. Performance varied significantly by region, with growth in some areas balancing softer markets in others. Profitability was slightly lower, reflecting higher costs, restructuring provisions and impairments, and a less advantageous country mix.In Europe, the construction industry remained under pressure in 2025, with modest or negative growth in most countries. Infrastructure investment, sustainability renovations, and demand for modernised offices provided some support, although overall market softness in other areas tempered regional growth. Revenue decreased in Northern and Central Europe but grew strongly in Southern and Eastern Europe. The technical insulation business performed well, with significant revenue growth, particularly in the European marine segment, which benefitted from the exit of one of the main competitors. The sandwich panel and OEM businesses maintained solid revenue growth, supported by increased data centre projects and tougher fire regulations.In North America, the construction industry experienced slow overall growth. High interest rates and rising costs constrained private residential and commercial investment, balanced partly by public and infrastructure spending. Continued uncertainty around tariffs and inflation reduced overall demand in Canada, leading to project postponements in new construction and lower renovation activity. Nonetheless, the insulation business in the United States showed strong performance with double-digit revenue growth in 2025. In Asia, performance was mixed. In Southeast Asia, results were impacted by new certification requirements and rising competition from Chinese imports. In China, various factors contributed to softer revenues and an overall regional slowdown. Additionally, due to dramatic industry over-capacity in a systemically unattractive construction market, we decided in December to close the oldest of our two factories in China as part of optimising our manufacturing footprint. Whatâs more, the factory was coke-fuelled and facing sustainability investments that were not economically viable under current market conditions. The closure resulted in a restructuring provision and impairments of the assets of 15 MEUR in the fourth quarter of 2025.Overall, the Insulation segment delivered a solid performance in 2025 considering the global economic and geopolitical uncertainties. Legislative initiatives to improve building energy efficiency are expected to support construction activity and future demand in the short- and medium-term.As per 13 January 2026, Russian authorities installed external administration in the Russian business, and control over the four Russian factories was lost. For more information see note 1.5 in the consolidated financial statements. Insulation solutionsROCKWOOL offers fire-safe, thermally-efficient, highly durable, and recyclable stone wool insulation.Systems segmentFinancial resultsSystems segment revenue for 2025 amounted to 671 MEUR, which is a decrease of 0.5 percent measured in local currencies and 1.2 percent in reported figures. Rockpanel achieved solid growth while Rockfon Europe Asia maintained stable revenue. Grodan declined, primarily driven by a weaker cannabis market in North America.Systems segment generated an EBIT of 82 MEUR in 2025 with an EBIT margin of 12.2 percent, down 2.7 percentage points compared to 2024. Profitability in Systems segment decreased in 2025, mainly due to lower volumes to the cannabis market, higher depreciation following recent capacity investments, and the highly competitive environment.Key figuresMEUR Q4 2025 Q4 2024* 2025 2024*External revenue 200 200 671 679EBIT 21 26 82 102EBIT margin 10.3% 12.7% 12.2% 14.9%* In 2025, the organisational management structure was changed and the business area split in the Group´s internal reporting was adjusted. 2024 comparative figures have been restated accordingly.Systems segment - Business updateThe Systems segment business units make a range of stone wool-based products, including acoustic ceilings and walls, growing media solutions, cladding boards, rainwater management, and prefab building systems. In 2025, revenue in the Systems segment decreased slightly due to difficult market conditions in Grodan.Rockfon makes acoustic systems for ceilings and walls and is the largest of the business units. The indoor acoustic systems combine stone wool acoustic tiles with suspension and speciality ceiling and wall systems that create beautiful, comfortable spaces. In Europe, continued weak economic conditions and high interest rates contributed to slow construction and renovation activity. Because of management changes in 2025, Rockfon activities in North America have been reorganised and are now recognised as part of the Insulation segment. Grodan is the second largest business unit in the Systems segment. Grodan makes soilless growing media solutions (stone wool substrates, sensors, software and services) designed for growing food and cannabis more efficiently in controlled environments. In 2025, the business faced continued challenges, including high interest rates and broader economic uncertainty. In Europe and North America, limited expansion in the vegetable market and declines in the cannabis market led to a revenue decline.Rockpanel makes boards for façade cladding primarily in ventilated façade constructions and products for roofline detailing. The cladding and other boards are fire safe, robust, flexible and visually appealing, and fit perfectly with modern architectural trends, while also providing cost efficiency and ease of installation. In 2025, Rockpanel upgraded the fire classification of its entire façade product portfolio to Euroclass A2 from Euroclass B in response to increasing demand for fire-safe products. The business achieved good growth in its core markets as well as others where it has a small but growing presence, supported by the new production line that opened in 2024 in the Netherlands. During 2025, Lapinus activities were reorganised to fall under several other ROCKWOOL business units. This was done to simplify customer engagement, group related products more consistently, and strengthen technical assistance. During 2025, the two small business areas ROCKWOOL Rainwater Systems and ROCKWOOL Prefab Building Systems continued their growth journey.Sustainability statementGeneral informationSustainability is central to ROCKWOOLâs strategySBM-1At ROCKWOOL, our materials and products are designed to help customers and communities address critical sustainability priorities. We see global sustainability challenges as opportunities to innovate and create long-term value across our value chain. Our focus is on developing firesafe, durable solutions that address some of the most pressing societal needs of our time. Stone wool, the foundation of our business, is a non-combustible, recyclable, and highly versatile material that underpins both our product offering and our sustainability approach.Sustainability is central to ROCKWOOLâs business strategy. This reflects both our commitment and sense of obligation to reduce the negative impacts of our operations as well as bolstering the 1positive impacts of our products.Our sustainability efforts are guided by the United Nations Sustainable Development Goals (UN SDGs) and the Science Based Targets Initiative (SBTi), which we have committed to. These efforts, together with extensive internal and external stakeholder engagement, form the basis for the annually revised double materiality assessment (DMA). We have prioritised 10 of the 17 SDGs that align with DMA results and underline the topics most relevant to our business activities and where we can contribute the most. Our sustainability goals were established prior to the implementation of the Corporate Sustainability Reporting Directive (CSRD) and are aligned with the SDGs. Our near-term SBTi targets were validated in 2020, and for the other material areas, we are working to align our targets with the European Sustainability Reporting Standards (ESRS) to reflect best practices.1 For a full overview of the business model and core products, see the Management Review sections: Our business model, Insulation and Systems segments, pp. 17-21.Sustainability strategyOur purpose: Releasing the natural power of stone to enrich modern living Reducing our environmental footprint (E) Empowering people and society (S) Integrity through responsible business conduct (G)S1 OWN WORKFORCE: HEALTH AND SAFETYE1 CLIMATE CHANGE⪠Annually: Zero fatalities and serious incidents⪠By 2030, reduce emissions of CO per tonne of stone wool 2produced by 35 percent and by 50 percent by 2034S1 OWN WORKFORCE: HUMAN RIGHTS2⪠By September 2025, 100 percent of stone wool Factory ⪠By 2030, reduce energy consumption (kWh/m) in own renovated office buildings by 75 percentManagers, Technical Directors, Occupational Health and Safety ⪠By 2034, reduce absolute GHG emissions (COe) in Scope 1 Managers and local human resources teams have completed the G1 BUSINESS CONDUCT: ANTI-CORRUPTION AND 2and 2 by 38 percent and in Scope 3 by 20 percenthuman rights risks and due diligence mechanisms training WHISTLEBLOWING ⪠By 2030, increase the ratio of renewable energy in total energy ⪠By March 2025, 100 percent of HR leads per region and country ⪠Biennially: reach 100 percent of active employees within Ourmix to 40 percent and 50 percent by 2034have completed the training covering manuals on counteracting at-risk functions, with training dedicated to the Code of 1forced and/or child labourConduct, anti-corruption, and whistleblowing mechanism sustainability⪠By 2050, achieve net-zero greenhouse gas emissions (Scope 1, 2, and 3)goalsS1 OWN WORKFORCE: GENDER EQUITY S4 SUSTAINABLE SUPPLIERS' COMPLIANCE PROGRAMMEE3 WATER AND MARINE RESOURCES⪠Annually: 33 percent women shareholder-elected Board members⪠Onboarding strategic business partners by strengthening ⪠By 2030, reduce water use per tonne of stone wool produced by 20 percent ⪠Annually: 35 percent women in middle and executive human rights and environmental due diligence in our supply management chainE5 RESOURCE USE AND CIRCULAR ECONOMY⪠By 2030, reach 30 countries with recycling services for our S3 LOCAL COMMUNITIESproducts⪠By 2025, 100 percent of stone wool Factory Managers, Technical ⪠By 2030, reduce landfill waste (tonnes) from our stone wool Directors, Safety and Environmental Managers, and local HR production by 85 percentteams have completed the training on the Community Engagement ManualOur contribution to UN SDGs1 Although our commitment is not yet SBTi validated, it covers our full COe footprint of activities, applying to all sites. Net-zero definition is aligned with SBTi.2Our value chainUPSTREAMOWN OPERATIONSDOWNSTREAMScope 3Scope 1 and 2Scope 3Material environmental topics across: Climate change mitigation; Energy Material environmental topics:Material environmental topics: Climate change adaptation, mitigation, energy; Material environmental topics: Climate change adaptation, mitigation, Climate change mitigation; Resource inï¬ows, Pollution to air, substances of concern; Water withdrawal energy savings and avoided emission, energy; Waste resource outï¬owsMaterial social topics: Own workforce, working conditions; Equal treatment Material social topics: Consumers and end-users' health and safety and opportunities, other work-related rights; Affected communitiesâ economic social and cultural rights Material governance topics: Anti-corruption and protection of whistle blowersAccess to renewable energyEnabling more carbon-efficientbuildings and industryReducing absolute Scope 1 Reducing absolute Scope 3 Enabling more and 2 GHG emissions Enabling durable, circular, GHG emissionsenergy-efficientand fire-safe infrastructurebuildings and industryZero fatalities, zero serious accidentsIncreasing the ratio of women Energy usein middle and executive managementVirgin raw materialsand secondary materialsReducing landfillfrom other industrieswaste from productionReduce water use per tonne Strong culture of integrityof stone wool Recycling used stone wool from the marketRecycling to otherindustries and landfillingProtecting water resourcesLeadership and governanceGOV-2, GOV-3, MDR-P At ROCKWOOL, we work consistently to integrate and anchor sustainability within business activities, management structures, and compliance frameworks. Sustainability efforts, as well as evaluation of the related impacts, risks, and opportunities, are anchored with the Board of Directors, Group Management, and throughout operational levels. The aim is to ensure the relevant resources, knowledge, and high-level input needed to continuously improve performance and to engage with external and internal stakeholders. Sustainability firmly anchored at all levelsRemuneration and NominationBoard of DirectorsAudit CommitteeAdvisory and supervision levelCommitteeGroup ManagementStrategic levelApproves and provides strategic feedback to the portfolio of sustainability programmes, targets and reports to the Board of Directors.Enterprise RiskGroup Operation & TechnologyIntegrity CommitteeHuman Rights CommitteeManagement CommitteeSustainability CommitteeThe Committee comprises Group Management The Committee comprises members of Group The Committee comprises members of Group The Committee comprises members of Group members and representatives of Group staff Management and senior managers. The goal Management, Group General Counsel and Group Management and senior managers. functions. Its role is to review and update the is to review and drive continuous sustainability Integrity Officer. The goal is to safeguard and Its role is to define, promote, and sponsor policies internal risk management framework and to improvements within operations across strengthen integrity and ensure the Group and manuals; evaluate risk assessments and implement related processes.the Group.conducts its business activities with customers action plans; and ensure proper due diligence and society in an ethical manner.processes relating to human rights.Operational levelGroup function support and expertiseGlobal business units and factoriesAdvisory and supervision level Strategic level Operational level Internal control and monitoring processes Group Management and the Board of Directors are regularly updated on sustainability-related initiatives, performance, trends, market requirements, and compliance changes. To enhance the relevant knowledge, sustainability compliance training is offered. A Corporate Sustainability Reporting Directive (CSRD) steering committee was established in 2024, comprising members of Group Management and senior managers. In 2025, the committee held monthly meetings to guide strategic decisions related to CSRD topics and sustainability disclosures. Relevant sustainability information and performance reporting was provided to the Audit Committee and Board of Directors on a quarterly basis. For further information on GOV-1, please refer to corporate governance pp. 30-32. Previously, quantified sustainability performance metrics were not directly linked to Group Management remuneration. In 2025, the Board of Directors approved the introduction of sustainability-related performance metrics tied to our decarbonisation strategy in the short-term incentive scheme for Group Management, effective from 2026.Policies governanceROCKWOOLâs governance hierarchy includes policies, manuals, and guidelines. Policies provide overarching direction; manuals focus on working instructions; and guidelines outline detailed procedures. Policies with relevance to external stakeholders are available on the Group website, while manuals, including Minimum Mandatory Requirements (MMRs), are internal documents accessible to all employees via the intranet. If MMRs are stricter than national legislation, the MMRs take precedence.ROCKWOOL policy hierarchyRelevant ESG policies are externallyGroup available on the Group websitepolicyGroup manualAvailable on intranetGroup standard(minimum mandatory requirements and guidelines, best practice, business processes)Materiality assessment and resilience SBM-2, SBM-3, IRO-1Stakeholder engagement is an integral part of ROCKWOOLâs day-to-day business. We engage with employees, customers, end-users, suppliers, regulators, financial institutions, and local communities to refine business processes and develop new ways of collaborating that strengthen progress on our sustainability agenda.The interests and views of our stakeholders provide essential input to our strategy processes, which in turn influence our business model and value chain.Key stakeholders and how we engage with themStakeholder Topics addressed Engagement method Purpose and outcome of the stakeholder engagementEMPLOYEESî Safety and working conditionsî Intranet î Better two-way communication with Employees are key assets of human and î Strategy, performance, outlook, and wage levels î Day-to-day manager meetings (including safety communication) employees intellectual capital î Corporate culture î Town hall presentations î Automation of monotonous tasks in factories î Training and development î RockPulse employee engagement survey (annual)and operationsî Factory innovation, sustainability, and carbon footprint î Meetings with employee representatives (annual) î Increased employee satisfactionî Whistleblower platform î Safe and inclusive work environmentCUSTOMERS î Commercial terms î Daily customer contactî Enhanced product performance and Construction sector, including real estate investors, î Technical and sustainability performance of ROCKWOOL î Customer surveys (including NPS) reputation through technical, sustainability, architects, and distributors, drives our demand products î Product seminars and trainings and R&D innovation î Product complianceî Whistleblower platformEND-USERSî Technical, sustainability, and performance factors for î Corporate webpage and product declaration î Improved understanding of product Businesses and people living, working, learning, ROCKWOOL products, including fire safety and health î Whistleblower platform performance aspects among end-usersor recovering in buildings where our products and aspectsî Improved performance of productsmaterials are usedREGULATORSî Financial and operational performance reports î Regular contact with headquarters in Denmark and regional offices and factoriesî Full regulatory compliance EU, national, and local regulators and authoritiesî General compliance, including environmental compliance and î Engagement via industry associationsî Long-term relations with relevant regulatory permits of factories authorities FINANCIAL INSTITUTIONSî Strategy and outlooks î Quarterly financial results and annual reports î Confidence in accurate, credible disclosureESG rating entities, insurance companies, investors, î Governance and compliance î Investor relations meetings and presentationsî ESG performance and material sustainability and banks that influence access to financial capitalî Financial and operational performance î Surveys and structured interviews during double materiality assessment topicsî Key sustainability topics SUPPLIERSî Commercial, quantity, technical, and sustainability terms î Internal audits and risk assessments, including environmental, social, and governance î Long-term relations with suppliers Big, medium, and small-local business activities î Audits and performance reviews topics î Robust sustainability performance among î Surveys and interviews during double materiality assessment suppliersî Whistleblower platformLOCAL COMMUNITIES î Cooperation with local suppliers î Corporate website and social media î Positive impact on local community and job Community members, groups, organisations, î Support for local events, causes, and organisationsî Local offices and representativesdevelopment business partners, and educational institutionsî Open house events, sponsorships, and other events î Whistleblower platform Material sustainability topicsTopical ESRS TopicSub-topicImpact Financial materialmaterialEnvironment E1 â Climate Climate change changeadaptationClimate change mitigationEnergyEnergy saved and avoided emissionsE2 â PollutionPollution of airSubstances of concernE3 â WaterWater withdrawalE5 â Resources Resource inflows, outflows and including resource circular economyuseResource outflows related to products and services WasteSocial S1 â Own Working conditionsworkforceEqual treatment and opportunities for allOther work-related rightsS3 â Affected Communitiesâ communitieseconomic, social and cultural rightsS4 â Consumers Personal safety of and end-usersconsumers and/or end-usersGovernance G1 â Business Protection of conductwhistleblowersCorruption and briberyDouble materiality assessmentThe double materiality assessment (DMA) was completed in 2023, updated in 2024 and updated in 2025. It is reviewed annually and adjusted for material strategic, regulatory, or stakeholder changes. The 2025 update consists of: (1) aligning the DMA with the enterprise risk management (ERM) system, which resulted in having substances of concern, water withdrawal, and human rights below the financial materiality threshold; (2) adding a material entity specific sub-topic in E1 Climate change mitigation related to the quantification of energy savings and avoided emission in the lifespan of products sold; and (3) aligning the DMA with the updated climate scenario analysis. Compared to the 2024 DMA, the number and nature of material sustainability topics have not changed.Scope and value chainImpacts, dependencies, risks, and opportunities were analysed, including ROCKWOOLâs own operations and upstream and downstream value chain. In the upstream value chain, the assessment focused on direct (Tier 1) suppliers and business partners, while also considering Tier 2 and Tier 3 (for example, raw material extraction and specific geographies with high human rights risks and/or with high environmental risks). In the downstream value chain, corporate customers, end-users of ROCKWOOL products, and building owners were considered. Starting from ROCKWOOLâs operations, industry, and value chain, the DMA assessed all ESRS topics using data from ROCKWOOLâs due-diligence registers (enterprise risk management, climate-scenario analyses, supply-chain and human rights assessments, and stakeholder engagement). The purpose was to identify, assess, prioritise, and monitor actual and potential impacts, risks, and opportunities across specific activities, business relationships, and high-risk geographies. The DMA update was carried out in Q2 2025, approved by Group Management, and validated by the Board of Directors. It was complemented by the updated climate scenario assessment in November 2025.Impact and financial materialityî From an impact materiality perspective, actual and/or potential negative impacts were assessed over short-, medium-, or long-term time horizons, and based on severity (scale, scope, and irremediability) and likelihood. For impacts with potential human rights implications, severity was considered over likelihood. Actual and/or potential positive impacts were assessed based on scale, scope, and likelihood. Actual impacts were given a 100 percent likelihood. The impact materiality threshold was set at above two, which means that topics with an impact materiality score lower than or equal to two were not considered material. î From a financial materiality perspective, risks and opportunities were assessed over short-, medium-, or long-term time horizons, using two parameters: likelihood of occurrence and potential magnitude of financial effects. The financial materiality threshold was set at equal to or above three (significant).Stakeholder engagementThe interests and views of internal and external stakeholders were considered through analysis of environmental and human rights risk assessments, past events at the stone wool factories, and in business activities, as well as internal and external surveys carried out within the past three years. In 2025, three additional interviews were conducted: one with customer representatives and two with financial institutions' representatives. There was no direct consultation with affected stakeholders; however, internal stakeholders who have ongoing dialogue with external stakeholders were represented. The entities acquired in 2024 in Vietnam and the UK were considered during the 2025 DMA review process but did not lead to any changes to the list of material sustainability topics.ScoringWhen scoring risks, the assessment considered both gross risk and mitigating actions. Each risk was first assessed as a gross risk (hazard, exposure, vulnerability) and then reassessed taking mitigation into account to determine the potential impact on ROCKWOOLâs assets and supply chain.For a description of the managerial risk evaluation process, please refer to sustainability governance on pp. 48-49, 55.The list of material sustainability topics, along with the three 2025 refinements, was reviewed and validated by Group Management and the Board of Directors.Following the DMA, the disclosure requirements and data points included in the Sustainability Statement were identified through a gap assessment, in accordance with the ESRS section on materiality of information (Appendix E).Materiality scorecardCriterion Description Score of one Score of fiveLarge scale impact with high The scale of ROCKWOOL's Minimum impact on people, Scaledamage, including complete impact on sustainability topicsenvironment, economydestruction or fatalityImmediate surroundings The scope of ROCKWOOL's (e.g., ROCKWOOL factory ScopeCountry and/or global reachimpact on sustainability topicsand/or less than 10 affected stakeholders)ImpactsIrremediable character of Very easy to remedy with very IrremediabilityROCKWOOL's impact on Non-remediablelow to low effortsustainability topicsAlmost certain, event may/is Rare, remote likelihood that Likelihood of ROCKWOOL's expected to occur; for actual Likelihoodthe event will occur (i.e., less impact on sustainability topicsimpact the likelihood is set to than once every 10 years)fiveProbability that the event will Probability that the event will Probability occur is less than five percent; The probability of the potential occur is more than 95 percent; (likelihood) of remote likelihood that event financial effectevent may occur within one financial effectwill occur (less than once every yearRisks and 10 years)opportunitiesMinor financial impact Major financial impact Size of financial The size of financial effectbased on sales, EBIT, and based on revenue, EBIT, effectnet asset value and net asset valueMaterial impacts, risks, and opportunitiesTopic Impact Time horizon Value Risk or opportunity Time horizon Value Interaction on business model, value chain, strategy and responsechainchainE1: Climate changeClimate change N/A N/A N/APhysical risk due to acute and chronic climate ST; MT; LT OO Regular monitoring, evaluation, and adaptation/mitigation activities of adaptationchangesfacilities in cooperation with insurers and expertsN/A N/A N/APhysical opportunities from climate and weather ST; MT; LT D Active response to growing market demandchanges Climate change Scope 1, 2, and 3 GHG emissions ST; MT; LT U; OO; Carbon pricing of emission-intensive operationsST; MT; LT OO Transition plan for climate change based on validated science-based mitigation; EnergyDtargets and objective to reach Net Zero by 2050Energy intensive productionST; MT OOCost of decarbonisation and limitations in low-ST; MT; LT U; OO Transition plan for climate change (see above)carbon electricity grid expansionN/A N/A N/A Mandates on and regulation of existing products ST; MT; LT OO Active engagement with industry stakeholders and servicesEnergy saved and Energy efficient products reduce energy ST; MT DIncreased demand for energy efficient insulation ST; MT; LT D Product offerings address major sustainability challenges like energy avoided emissions*consumption*materialconsumption, fire resilience, noise pollution, water scarcity, and floodingE2: PollutionPollution to air Air emissions other than GHGST OOOperational interruption due to exceeding air ST OO Implementation of abatement equipment; R&D focused on new binder emissions permit limitstechnologies and emission reduction initiativesSubstance of concernUse of chemicals in bindersMT OO N/A N/A N/AE3: Water Water withdrawalWater usage in operations*ST OO N/A N/A N/A Installation of technologies related to water management in factories, including installation of closed cooling systemsE5: Resource use and circular economy Resource inflows, Sourcing of primary raw material ST; MT UIncreasing the share of non-virgin material via MT U Facilitating take-back programme for products and materials from the including resource take-back from market*market (Rockcycle); use of secondary raw materials from in our productionuse Sourcing of plastic packagingST; MT U N/A N/A N/A Reducing the amount of virgin material in plastic packaging and PE foilsResource outflows Minimise resource depletion through durable, ST; MT U N/A N/A N/A Installation of innovative equipment in factories, which increases the related to products recyclable, and reusable products*recycled material; advocating for more proactive policies on circularityand services WasteWaste generated during operationsST; MT D N/A N/A N/A Minimise waste from production and measure progress against an established target*Covered by entity-specific topic and/or metrics; ST= Short-term; MT=Medium-term; LT= Long-term; U=Upstream: OO=Own operations; D= Downstream; is a positive impact and is a negative impact; is an opportunity and is a risk.Material impacts, risks, and opportunities (continued)Topic Impact Time horizon Value Risk or opportunity Time horizon Value Interaction on business model, value chain, strategy and responsechainchainS1: Own workforceWorking conditions Health and safety incidentsST OOHealth and safety incidents, including loss of life ST OO Continued reinforcement of the health and safety controls and measuresand injuries leading to penalties Adequate wages for contracted workforceST; MT OO N/A N/A N/A Continued reinforcement of the human rights due diligence mechanismWorking time for workers in factoriesST; MT OO N/A N/A N/A Regular training on human rights policy and manual for relevant internal stakeholdersEqual treatment and Gender pay inequalities in manufacturingST; MT OO N/A N/A N/A Implementation of actions supporting the increase of female leadership in opportunities for allsenior and middle management positionsOther work-related Potential human rights risk of child and/or forced ST; MT OO N/A N/A N/A Continued reinforcement of the human rights due diligence mechanism. rightslabour among contracted workforceRegular training on human rights policy and manual for relevant internal stakeholdersS3: Affected communitiesCommunities' Disturbances from operations impacting local ST; MT OOLocal community reputational risk ST; MT OO Stakeholder and community due diligence for new and major retrofit economic, social and communitiesprojects. Training of Factory Managers and senior management on cultural rights community engagement manual and policyBusiness opportunities for local and small and ST; MT OO N/A N/A N/Amedium-sized enterprisesS4: Consumers and end-usersPersonal safety of Increase safety, health, and well-being of ST; MT DIncreased demand for safe, circular, and high-ST; MT D Product offerings address major sustainability challenges, including energy consumers and end-consumers and end-usersperforming insulationconsumption, fire resilience, noise pollution, water scarcity, and floodingusersG1: Business conductCorruption and N/A N/A N/AAnti-corruption and protection of whistleblowers ST; MT OO Prevention through ongoing awareness raising and training bribery; Protection of risk*whistleblowers*Covered by entity-specific topic and/or metrics; ST= Short-term; MT=Medium-term; LT= Long-term; U=Upstream: OO=Own operations; D= Downstream; is a positive impact and is a negative impact; is an opportunity and is a risk.Due diligence and risk managementGOV-4, GOV-5 ROCKWOOL's management approach to material sustainability topics, including due diligence, is based on the following international principles and guidelines: the UN Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises, and the ILO Conventions on Occupational Health and Safety. More information about ROCKWOOL's due diligence mechanisms is disclosed on p. 56 and in the EU Taxonomy (Minimum Safeguards) on p. 85. ROCKWOOL has implemented mitigating processes and internal controls to manage risks associated with sustainability reporting, such as material misstatements arising from human error or incomplete data. Comprehensive internal reporting and accounting guidelines, aligned with ESRS, have been adopted. The risk and control framework is structured around detailed data points and their underlying processes. Definitions and calculation methodologies are aligned with ESRS, and a âcomply or explainâ approach has been applied to each data point.CFO responsibilities include managing the risk and control framework associated with sustainability reporting and regular updates to the Audit Committee and the Board of Directors.Once a year, a sustainability reporting risk assessment is conducted. As part of the assessment, sustainability reporting risks are categorised and prioritised by assessing the risk of the individual data points using six different risk factors. The risk factors used are the relative importance of the data, the volume of the source data, the complexity of the source data, the risk of unreliable recording of the source data, the risk of manipulation of the reported data, and the complexity of the calculation or consolidation of reported data. The identified reporting risks are linked to energy consumption, greenhouse gas emissions (Scope 1, 2, and 3), energy saved and avoided emissions, air pollutants, and substances of concern.The identified sustainability reporting risks, the related mitigating controls, and residual risks are evaluated on an annual basis. Key findings and improvement plans are reported to the Audit Committee. Mitigating controls are reflected in relevant processes and systems.Due diligence principles overviewCore elements of due diligence Pagea. Embedding due diligence in governance, 45-49, 51-52, 55-56strategy and business modelb. Engaging with affected stakeholders in all key 50, 88, 98, 104-106,110steps of the due diligencec. Identifying and assessing adverse impacts 51-52, 94d. Tracking actions to address those adverse 65-67, 73-74, 76, 79-81, 89, impacts94, 99, 102, 105e. Tracking the effectiveness of these efforts and 65-69, 73-76, 78-82, 87-96, communicating about them99, 102, 106-107ROCKWOOL due diligence mechanisms cover actual and potential negative impacts on environment, people and business conduct topicsROCKWOOL due diligence mechanisms cover actual and potential negative impacts on environment, people, and businessRemediation: Repair damage or cooperation in 6repairing proceduresProcedures to be followed in the event of a negative impact e.g. a meaningful dialogue with potentially affected groups and other relevant stakeholders to provide remedy for any direct impacts we cause or contribute to.Communication about how Identification and assessment of 5ROCKWOOL manages its impact 2ROCKWOOL negative impacts and riskson human rights, environment, Carried out through double materiality and business conduct topics assessment, business assurance, covering Annual sustainability statement, the areas of human rights (forced and/or stakeholders' engagement, and child labour) and environment, continuous dialogue with local communities.supply chain cloud-based sustainability risk management tool. Prevention1Fundamentals of due diligence: ROCKWOOL Group policies, manuals, and standardsGroup-wide documents (Code of Conduct, Suppliersâ Code of Conduct, Sustainable Sourcing Manual, Transition plan for climate mitigation, Human Rights Policy with internal manuals, Safety, Health & Accountability: Monitoring the Environment Policy along with internal manuals, and Elimination and mitigation 4effectiveness of ROCKWOOL actionsMandatory Minimum Requirements (MMR), Tax strategy).3of negative impactsWe analyse cases reported through the Awareness and training Application of ROCKWOOL policies, whistleblowing mechanism and assume (Onboarding, e-learning, training, and awareness sessions on procedures, e.g. in Human Rights Manual, accountability for negative impacts and e.g. human rights risks and due diligence mechanisms for we are committing to establish a corrective involve affected stakeholders in the managers and HR teams).action plan in cases where human rights evaluation of the effectiveness of actions violations are identified; categorisation and taken to prevent these negative impacts.criteria for high-risk suppliers, contractors, subcontractors; and adaptation plans.Basis for preparationBP-1, BP-2Frameworks and data selectionThe sustainability statement forms an integrated part of Management's review. The sustainability statement has been prepared in accordance with the EU's Corporate Sustainability Reporting Directive (CSRD), the associated European Sustainability Reporting Standards (ESRS), as well as the EU Taxonomy Commission Regulation (EU) 2021/2139, and covers the reporting obligations under sections 99d and 107d of the Danish Financial Statements Act.Our contribution to the UN Sustainable Development Goals (SDGs) has been described in the strategy section of the sustainability statement (pp. 45-47). For information aligned with Taskforce on Climate-related Financial Disclosures (TCFD) recommendations, see p. 114.Measurement basisThe accounting policies described in the individual sections have been consistently applied during the year and to the comparative figures, unless stated otherwise. Key figures and ratios are defined on pp. 159-160.Unless otherwise stated in the relevant topical disclosures, the measurements presented in this report have not been externally validated by a third party, other than the statutory auditor providing limited assurance.Reporting scopeThe metrics disclosed in the sustainability statement include consolidated data from the parent company, ROCKWOOL A/S, and its subsidiaries. The sustainability statement has been consolidated following the Groupâs accounting policies disclosed in the consolidated financial statements, unless otherwise specified in the accounting policies within the relevant topical disclosures. ROCKWOOL defines 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. Data from associates where ROCKWOOL does not exercise operational control are not included. Events after the reporting dateOn 13 January 2026, ROCKWOOL lost control over the four Russian entities, and the four Russian entities were placed under administration of the Russian government for an undefined timeframe. The 2025 sustainability data include the Russian factories in full. Where the Russian performance impact is significant for the Group metrics, this is disclosed in the related text. The four Russian factories account for around 10 percent of the total Group produced volume in 2025.Time horizons and value chain estimatesThe short-term time horizon for data in the sustainability statement follows the financial statement (current year). Mid-term (between current and five years) and long-term (more than five years) horizons are aligned with the definitions under the DMA and reflect ROCKWOOLâs decision-making and planning horizons.The DMA process includes impacts, risks, and opportunities related to our upstream and downstream value chain. ROCKWOOLâs policies, actions, and targets for the upstream and downstream value chain have been described in the individual sections. Information on value chain estimates and sources of uncertainty has been disclosed in the methodology section (see pp. 51-52). Key accounting estimates and judgementsIn preparing the sustainability statement, Management has made estimates and judgements that affect the application of the accounting policies and the reported figures for the sustainability metrics. The actual results may differ from these estimates. Estimates and the underlying assumptions are reviewed on an ongoing basis. Any changes have been recognised in the period of revision. If material changes in estimates are identified after reporting period, they are applied retrospectively by restating prior period data. Management believes that the following estimates, assumptions, and judgements are significant for the sustainability statement:î GHG emissions Scope 1, Scope 2, and Scope 3 (E1), p.71î Energy saved and avoided emissions (E1), p.71î Substances of concern (E2), p.74î Circularity, excluding waste (E5), p.83î EU Taxonomy (E), p.86These accounting policies and related estimates are described in the relevant sections of the sustainability statement.Incorporation by referenceESRS disclosure requirements incorporated by reference to other sections of the Annual Report include:î SBM-1: Business model and Insulation and Systems segment on p. 17-21.î GOV-1: Registered Directors on p. 31.î GOV-1: Board of Directors on pp. 30-31.Omissions and phase-in provisionsROCKWOOL has used the option to omit information on intellectual property, know-how, effects of research and development, and on results of innovation. If specific data have been omitted on these grounds, these have been disclosed in therelevant section. ROCKWOOL uses the phase-in provisions for the following indicators that refer to 2025 material sustainability topics: E1-9, E2-6, E5-6 and S1-7. RestatementsIn general, ROCKWOOL applies restatement guidance in cases of methodology changes as well as material errors. In 2025, selected 2024 figures were restated due to updates in methodology, data improvements, and adjustments to reporting boundaries for the following topics:î Energy consumption and mix (E1), p. 68.î GHG emissions â Scope 1, Scope 2 and Scope 3, biogenic emissions (E1), p. 69.î Circularity, excluding waste (E5), p. 81.î Gender pay gap and remuneration (S1), p. 96.For the same reasons, 2019 baseline figures for Scope 1, Scope 2, and Scope 3 GHG emissions (E1) were also restated, p. 69.Certification to international standardsROCKWOOL factories are certified to key international standards.Certification ensures that the management systems we use to manage material impacts on the environment, product quality, and health and safety meet recognised standards. Disclosing the share of factories certified to ISO standards gives insight into how ROCKWOOL manages its material impacts. The table below shows the number and percentage of factories holding these certifications, including those that are externally verified.ISO certifications overviewShare of factories Factories externally verified ISO certificationcertified to ISO certified to ISOISO 14001 â Environmental 28 74%management systemsISO 9001 â 29 76%Quality managementISO 50001 â 11 29%Energy managementISO 45001 â Occupational 17 45%health and safetyClimate changeStone wool is the foundation of all ROCKWOOL businesses. It is a recyclable, non-combustible, durable, and versatile material that plays a crucial role in addressing todayâs climate challenges, while having a production process that is energy-intensive, contributing to GHG emissions. This year, we advanced our transition plan with investments in electrification, technology innovation, and the continued shift to renewable electricity. For our customers, our products will deliver estimated energy savings of 4,373 TWh and help avoid 746 Mt of GHG emission â tangible proof that our solutions contribute to building resilience.ESRS E1Key policiesî Group Sustainability Policy Key targets and performanceî Reduce absolute GHG emissions (COe) in Scope 1 and 2 by 38 2percent from 2019 to 2030î Performance: ProgressKey actionsî 473 MEUR invested in 2025 in climate change transition plan List of material topicsPositive impactsEnergy efficient products reduce energy consumptionROCKWOOL insulation products contribute to energy savings for downstream users. The insulation sold in 2025 will, in its lifetime, save more than 100 times the energy consumed for its manufacturing.Negative impactsScope 1, 2, and 3 GHG emissionsStone wool factories have high energy usage, today mainly from fossil fuels. The use of fossil energy and non-renewable electricity contributes to climate change. Additionally, activities across ROCKWOOL's value chain â especially upstream âalso contribute to climate change.Energy intensive productionROCKWOOL's production is energy-intensive, primarily derived from fossil fuels and electricity.RisksPhysical risks due to acute and chronic climate changes ROCKWOOLâs factories, key assets with capital-intensive technologies, could be harmed by acute climate changes driven events. These physical risks are presented in more detail in the scenario analysis.Carbon pricing of emission-intensive operationsReliance on fossil fuels exposes ROCKWOOL to changes in current and future emission trading schemes (EU ETS, CBAM, Embodied Carbon regulations). Despite efforts to reduce fossil fuel use, not transitioning quickly enough can potentially result in increased cost from these schemes.Cost of decarbonisation and limitations in low-carbon electricity grid expansionClassified as a "high impact sector", ROCKWOOL relies heavily on energy, currently sourced mainly from fossil fuels.îDecarbonisation of operations, including electrification, requires large-scale investment in new technology and factory upgrades.îAccess to electricity grids capable of supplying large amounts of renewable and low-carbon electricity can involve long waiting time and added costs.Mandates on and regulation of existing products and servicesEnhanced climate-related reporting obligations for building materials can increase certification and compliance costs for ROCKWOOL.OpportunitiesPhysical opportunities from climate and weather changes ROCKWOOL offers products that can strengthen resilience against climate change and severe weather. These opportunities are presented in more detail in the scenario analysis.Increased demand for energy efficient insulation material With increasing electricity and energy demand due to population growth and the green transition, there is a significant business opportunity from both regulatory and market factors for ROCKWOOL to provide products that enhance energy efficiency.Resilience strategy SBM-3ROCKWOOL innovates, manufactures, and supplies solutions for climate challenges, including energy efficiency, fire resilience, and water management. Although production requires significant capital and energy, our latest proprietary technologies use low carbon and renewable energy to reduce climate impact and transitional risks. See the results of our resilience analysis conducted in conjunction with our climate scenario analysis, disclosed under IRO-1. Climate scenario analysisIRO-1At ROCKWOOL, we use recurring climate scenario assessments to future-proof our business. The assessments enable us to identify and prioritise current and anticipated risks and opportunities, directing adaptation spending, and embed resilience into strategic planning. This is done in three time horizons: short-term before 2026, medium-term before 2030, and long-term before 2050. The transitional and physical scenario assessments were both updated in 2025.Transitional risks and opportunities methodology A transition scenario assessment evaluates how changes in policy, technology, market, and regulations under different climate pathways could affect our business. This helps us identify transition risks and opportunities and shape strategic response. Our transitional risk assessment is based on two climate scenarios: A) Delayed Transition and B) Net Zero 2050. Physical risks and opportunities methodology A physical scenario assessment evaluates how future climate hazards (acute and chronic) under different pathways could affect our operations, assets, and supply chain. This allows us to identify risks and opportunities to prioritise adaptation, resilience, and strategic response. ROCKWOOL's assessment uses two scenarios: C) Middle of the road and D) Fossil-fuelled development. Scenario A: Delayed Transition Scenario B: Net Zero Emissions by Scenario C: Middle of the road Scenario D: Fossil-fuelled (NGFS Delayed Transition scenario) 2050 (IEAâs NZE scenario)(SSP2-/ RCP4.5)development (SSP5-/ RCP8.5)This scenario assumes annual emissions This scenario limits global warming to This scenario assumes a future where This scenario assumes a fossil-fuelled do not decrease until 2030, after which 1.4°C through stringent climate policies current trends and income divergence development with rapid economic strong policy shifts are required to and innovation, reaching net zero COpersist, global cooperation improves and technological progress built 2limit warming below 2°C. Technology by 2050. The policy shift is expected to modestly, population growth is on intensified fossil fuel use and deployment is slow at first then be immediate, with a similar adaptation moderate and environmental systems energy-intensive lifestyles, driving GHG accelerates, policy responses are delayed across regions, and technology change degrade. GHG emissions stay near emissions to triple by 2075.and regionally uneven, and about 80 is expected to be fast. current levels until about 2050 then The scenario estimates a temperature percent of net zero commitments are decline but do not reach net zero by The scenario estimates an increase of increase of 4.3°C by 2100.honoured. 2100.1.4°C above pre-industrial levels by This scenario estimates a temperature 2100.The scenario estimates a temperature increase of 1.7°C above pre-industrial increase of 2.4-2.7°C by 2100. levels by 2100. Climate-related transitional risks and opportunities:A: Delayed Transition (~1.7°C) B: Net Zero by 2050 (~1.4°C)Time horizon Time horizonClimate-related risks and opportunitiesManagement methodST MT LT ST MT LT Carbon pricing of emission-intensive operations î EU carbon-leakage status grants factories free emissions allowances.î Transition plan, including increased use of low-carbon and renewable Reliance on fossil fuels exposes ROCKWOOL to changes in current and future emission trading energy, mitigates the Groupâs future financial risk.schemes (EU ETS, CBAM, Embodied Carbon regulations). Despite efforts to reduce fossil fuel use, not transitioning quickly enough can potentially result in increased cost from these schemes. Mandates on and regulation of existing products and servicesî Ensuring certification of the Group's Environmental Product Declarations and ongoing product stewardship efforts.Enhanced climate-related reporting obligations for building materials can increase certification and compliance cost for ROCKWOOL. Cost of decarbonisation and limitations in low-carbon electricity grid expansion î Alternative energy processes and sources have been identified for key European factories. The energy strategy includes power purchase Along with decarbonisation, electrification and renewable electricity supply are central to ROCKWOOLâs agreements to secure supply and reduce price volatility.decarbonisation. Limitations in low-carbon electricity grid expansion pose a risk of increased costs. Increased demand of energy efficient insulation material î Active response to a growing market demand.With increasing electricity and energy demand due to population growth and the green transition, there is a significant business opportunity from both regulatory and market factors for ROCKWOOL to provide products that enhance energy efficiency. Increase the share of non-virgin material via take-back from the market î Active response to a growing market demand. See more in chapter E5 â Circular Economy. Transitioning to low-carbon raw materials, recycling, and reducing virgin material use are core to ROCKWOOLâs decarbonisation strategy and presents new revenue opportunities. Risks: Low Moderate High Very High Opportunities: Low Moderate High Very high; ST= Short-term; MT=Medium-term; LT= Long-term; is an opportunity and is a risk.Climate related physical opportunities:Physical effect Description of opportunity C: Middle of the road (~2.4°C) D: Fossil-fuelled development (~4.3°C) Management methodTime horizon Time horizonTemperature-related Wildfire Increased demand for non-combustible insulation materials Long-term Long-term (acute)that help buildings withstand wildfiresWater-related Drought; Water stress Increased demand for Grodan for horticulture to maximise Long-term Medium- to long-termActive response to a growing (acute and chronic) crop yield with less water, less land and less fertilizer in drought-market demand.prone and heat-waves regionsHeavy precipitation Increased demand for Rainwater Systems helps cities and Long-term Long-termFlood; Precipitation variability industries mitigate risks and store excess water during storms.Climate related physical risksNumber of factories with a risk rating of 4 (high) or 5 (very high)C: Middle of the road (~2.4°C) D: Fossil-fuelled development (~4.3°C)Type of climate Climate hazard Current 2030 2050 2030 2050hazardSubsidence 12 12 12 12 13Solid mass related acuteAvalanche 2Solid mass related Soil erosion 6 7 8chronicCold frost 30 29 28 30 26Temperature-related Heat wave 2 4 5 4 9acuteWildfire 1Heat stress 8 9 9 9 9Temperature-related Changing temperature 1 25chronicTemperature variability 1 1 1 1 1Glacial lake outburst 1Flood 10 10 10 10 10Water related acuteHeavy precipitation 7 9 10 10 10Drought 1 2 1 7Precipitation variability 7 7 7 7 7Water stress 7 10 12Water-related chronicChanging precipitation 1patternsStorm 5Wind-related acuteTornado 2Management and governance of our scenario analysisThe climate scenario assessment is revised at least every third year and is integrated into our double materiality assessment as well as our Enterprise Risk Management framework. Governance is outlined in the table below. Governance over climate-related risks and opportunities:Board of Directors Group Managementî Ensuring the Groupâs risk exposure, î CEO is responsible for climate issues, including climate-related topics, including annual mitigation and consistency with the targeted risk adaptation budgets;profile and that awareness and î CFO oversees risk management management processes are in place;and reports regularly to the Audit î Approved SBTi targets in 2020; Committee and Board; î Periodically reviews the outcome; î Enterprise Risk Management î Reviews the annual budget (including Committee maintains the risk the transition plan), oversees major framework and implements processes; CAPEX and transactions, and reviews climate risks and opportunities are climate related innovation priorities.embedded in business unit strategies and updated annually.Management method of physical climate risks ROCKWOOL manages physical risks through regular scenario-based assessments to identify and prioritise hazards across time horizons, followed by targeted deep dives on high-priority exposures. Findings are validated by factory visits and translated into site-specific adaptations, such as flood protection and stormwater management. A cross-functional working group oversees the process and periodic reviews to maintain factory resilience as hazards and projections evolve. Transition plan for climate change mitigation E1-1ROCKWOOL is committed to limiting global warming and achieving Net-Zero emissions by 2050. The transition plan disclosed in 2025, on p. 64, is based on targets aligned with a well below 2°C pathway and validated by SBTi, and is not yet 1.5°C aligned. In 2026, ROCKWOOL will revalidate targets with SBTi to align them with the 1.5°C pathway. ROCKWOOL is not excluded from the EU Paris-aligned Benchmark.This commitment, approved by Group Management and the Board of Directors, is fully embedded in ROCKWOOLâs business strategy and financial planning, ensuring alignment and accountability across the Group. ROCKWOOLâs science-based GHG reduction targets were externally validated by SBTi in December 2020.Decarbonisation levers A majority of ROCKWOOLâs GHG emissions are within Scope 1 and Scope 2. To achieve both company and global climate goals, ROCKWOOL is committed to decarbonising operations to the greatest extent possible.1: Electrification and technology innovation (reduction of Scope 1, 2 and 3)î Converting factories to electric melters, electrifying production lines, and introducing on-site renewables.î Transitioning melters from coal and coke to biogas or natural gas, piloting new and optimised technologies for emission abatement, and developing alternative low-emissions binders through continued innovation.2: Energy efficiency and renewables sourcing (reduction of Scope 1 and 2) î Implementation of software to support energy efficiency monitoring, electricity generation from recovered heat, as well as upgrading acquired factories to ROCKWOOL standards, including optimised production processes that also bring improved energy efficiency.î Investing in electricity grid infrastructure to enable renewable energy utilisation and supply security, including power purchase agreements (PPAs), and increasing the sourcing of certified renewable electricity such as EACs, including Renewable Energy Certificates (RECs).3: Circularity (reduction of Scope 3) î Optimising ROCKWOOLâs Rockcycle take-back programme and increasing the secondary raw material content in products to reduce reliance on primary raw materials and the associated environmental impact from extraction and processing. Minimising waste generation in operations further reduces the footprint from waste management.î Collaborating with logistics partners to lower indirect transport emissions and requiring all suppliers to sign the ROCKWOOL Supplier Code of Conduct, which sets clear expectations for emissions-reduction actions.In 2025, ROCKWOOL invested 389 MEUR in electrification, factory upgrades, abatement technologies, conversions, and production-line optimisation. A further 73 MEUR was expensed in R&D. Both amounts are reported as taxonomy-aligned CAPEX and OPEX. Cost related to third-party electricity grid assets amounted to 11 MEUR. In total, 473 MEUR was allocated to the transition plan for climate-change mitigation.Navigating the road to Net-Zero Delivering the transition plan requires overcoming several external and operational challenges that directly influence the pace of decarbonisation. Access to low carbon electricity remains a critical factor, with grid infrastructure in some regions unable to support large scale electrification in the short term. In certain areas, connection delays can extend up to a decade, affecting the roll-out of electric melters and other technologies.Operating factories in 23 countries means managing differing regulations, infrastructure readiness, and energy market conditions, which influence the pace of factory upgrades and process optimisation. Circularity efforts rely on access to secondary raw materials, and reducing impacts across our value chain also depends on our suppliersâ own commitments to decarbonisation. ROCKWOOL addresses these factors through active engagement with energy providers and authorities, ongoing supplier collaboration, and targeted local strategies to stay on course toward our Net-Zero ambition.Internal carbon pricing (ICP)ICP is integrated into annual operational and strategic processes dedicated to budgets, planning, and risk management so that ROCKWOOLâs climate targets are backed by disciplined financial scheduling. More detail on ICP disclosures on p. 69 under ESRS E1-8.Base year Current year Near-term 2050, long-term SBTi targetsresult SBTi targetsSBTi targetROCKWOOL transition plan is structured around three main levers:(1) Electrification and technology innovation: Electrification of production lines, machinery and hardware upgrades, and conversions of factories from coal and coke to biogas or natural gas(2) Energy efficiency and renewable energy sourcing: Ensuring power purchase agreements (PPAs) and continued purchase of EACs for electricity consumption and focus on energy efficiency in operations (3) Circularity: Expanding the take-back scheme Rockcycle to new countries to reduce the amount of virgin materials sourced and investigating collaboration with suppliers to reduce emissionsMt COe24.03.593.213.203.01.47 Mt COe22.491.48 Mt COe21.51 Mt COe220% reduction 2.0in Scope 3 Scope 3:absolute value¹1.17 Mt COe21.02.12 Mt COe238% reduction1.73 Mt COe21.69 Mt CO2eScope 1 in Scope 1 & 2 Scope 3: 0.15 Mt COe2& Scope 2:1absolute valueScope 1 & Scope 2: 0.21 Mt COe1.32 Mt COe220.02019 2024 2025 2034 2050Total COe Scope 3 Scope 1 & Scope 21) Target approved by SBTi in 2020, will be revalidated in 2026. Baseline 2019.2Net-Zero: -90%2) Net Zero commitment has not been validated by SBTi.2in GHG emissionPoliciesE1-2Group policy Description | Scope | AccountabilityROCKWOOL Group Description: ROCKWOOLâs Group Sustainability Policy sets our ambition to address climate and energy topics across our operations and Sustainability Policyvalue chain. The Sustainability Policy is also supported by the Group Safety, Health, and Environment Policy (see disclosure in E2-1).The Group Sustainability Policy supports climate change mitigation through science-based targets and a climate transition plan focused on energy efficiency, renewable and low-carbon energy sourcing, and products that reduce customer energy use and carbon footprint. It also guides our approach to climate change adaptation through regular risk assessments and facility adjustments to manage climate-related risks.The policy commits ROCKWOOL to alignment with the Paris Agreement on Climate Change, the Greenhouse Gas Protocol, the UN Guiding Principles on Business and Human Rights, and the Ten Principles of the UN Global Compact, among others. The policy is publicly available on our corporate website. Scope: ROCKWOOL Group and all own operations and activities globally. Accountability: Group Management is accountable. Regional Managing Directors and Technical Directors are responsible for implementation.ROCKWOOL Group Description: Our Group New build, rental, and renovation of ROCKWOOL offices Policy sets out our commitment to reduce energy New build, rental, and consumption in own office buildings.renovation of ROCKWOOL It supports our target on reducing energy consumption by specifying actions to increase the share of renewable energy generation on or offices Policyadjacent to ROCKWOOL's properties. In addition, it states that all new builds and major renovations must comply with the most relevant sustainable building rating scheme in the country. The policy also states that all new constructions and rentals must use passive measures to achieve the highest possible level of energy performance. The policy is available to internal stakeholders. Scope: Newly built, renovated, or rented offices used within ROCKWOOL. Accountability: Group Management is accountable. Regional Managing Directors and Technical Directors are responsible for implementation.Target name Target year and Result Baseline year and Scope Affected valuevalue stakeholders consideredReduce absolute GHG emissions (COe) 38 percent by 2034 20 percent by 2025 2019=2,121 kt All ROCKWOOL Customers2in Scope 1 and 2 entitiesReduce absolute GHG emissions (COe) 20 percent by 2034 0 percent by 2025 2019=1,466 kt Upstream, Suppliers, customers2in Scope 3DownstreamReduce CO emissions in Scope 1 and 2 35 percent by 203025 percent by 2025 2015 Own operations and Customers2per tonne of stone wool produced50 percent by 20342Reduce energy consumption (kWh/m) 75 percent by 2030 39 percent by 2025 2015 Owned office Customersin own renovated office buildingsbuildingsIncrease the ratio of renewables in 40 percent by 2030 19 percent by 2025 2024=19 percent All ROCKWOOL Customersthe Groupâs energy consumption mix50 percent by 2034entitiesTargets, performance, actions, and resourcesTargetsE1-4ROCKWOOL has set the following targets related to climate change:Reduce absolute GHG emissions (COe) in Scope 1 and 2 2In 2020, ROCKWOOL joined the Science Based Targets initiative (SBTi) and committed to a verified and approved plan aligned with keeping global warming well below 2°C. This plan aims to reduce total GHG emissions in Scope 1 and 2 from stone wool factories by 38 percent from 2019 to 2034. The target is absolute and validated by SBTi and is thus based on conclusive scientific evidence. Our SBT for Scope 1, 2, and 3 have been set according to the Greenhouse Gas Protocol and validated by SBTi in line with the goals of the Paris Agreement. Required actions to deliver on targets are tracked on a quarterly basis via the Sustainability Group Operation and Technology Committee.In 2025, ROCKWOOL formalised its commitment to resubmit its SBT for revalidation in 2026. To prepare for the revalidation, ROCKWOOL has revised and will continue to revise the base year presented in E1-6 and the transition plan.The 2019 baseline has been restated from 2,082 kt to 2,121 kt COe due to increase of scope for: internal transport, 2acquisitions, and non-stone wool business.Reduce absolute GHG emissions (COe) in Scope 32ROCKWOOLâs Scope 3 target was set together with the Scope 1 and 2 SBT.ROCKWOOLâs Scope 3 target states the commitment to reduce total GHG emissions in Scope 3 by 20 percent from 2019 to 2034. The target is absolute. Ahead of SBTi revalidation, ROCKWOOL has restated the baseline, improving Scope 3 data. Revalidation will take place in 2026. The baseline for Scope 3 has been restated, please see p. 71.See disclosure on Scope 1 and 2 for methodology, policy alignment, and governance. Reduce CO emissions in Scope 1 and 2 per tonne of stone wool 2produced ROCKWOOL's first decarbonisation target was set in 2016 as a relative, intensity target, focusing on reducing CO emissions 2per tonne of stone wool produced. In 2025, we increased the ambition of our CO intensity target as the target was already 2met. The new ambition level reflects stronger commitment to decarbonisation.The target connects to the ambition of reducing the environmental footprint set forward in ROCKWOOLâs Sustainability Policy. The target is based on the methodology of the Greenhouse Gas Protocol. The target is not based on conclusive scientific evidence. Instead, technical feasibility studies conducted internally are used as basis. 2Reduce energy consumption (kWh/m) in own office buildingsROCKWOOL has set a relative intensity target to reduce energy consumption in own office buildings to showcase opportunities linked to energy savings solutions. The target is connected to the policy objectives of improving energy efficiency set forward in our Policy for energy efficiency in own new build, renovated, and rental offices. The energy efficiency in own offices target was set using the United Nations Sustainable Development Goals for 2030 (UN SDGs) as the overarching framework. The target is not based on conclusive scientific evidence.Renewables targetTo continue increasing ambitions on decarbonisation, ROCKWOOL has set a target to increase the ratio of renewables in the Group's energy consumption mix. The target connects to the objective put forward in ROCKWOOLâs Group Sustainability Policy. The target will be tracked on a quarterly basis. The target aims to increase the ratio of renewables in the Group's energy consumption mix to 40 percent by 2030 and 50 percent by 2034. The target is absolute and measured from the base year of 2024. The target is not based on conclusive scientific evidence.PerformanceCompared to 2015 in 2025, ROCKWOOL achieved a 25 percent reduction in CO intensity per tonne of stone wool produced and 220 percent absolute reduction in Scope 1 and 2 compared to 2019. The result was driven by decarbonisation activities and one factory in Russia shifting to nuclear energy sources.In 2025, ROCKWOOL increased its absolute COe emissions 2in Scope 3 compared to the baseline of 2019 by three percent. The 2025 result is driven by increased emissions in the category purchased goods and services, which is the most significant category in our Scope 3. In 2025, ROCKWOOL adopted a new target on the share of renewables in the Group's energy mix. Performance will be reported from 2026.Although some office renovations were initiated in 2025, energy efficiency in our own offices has remained stable at 39 percent since 2022.Actions E1-3Electrification and technology innovation: reducing Scope 1 and 2In the Netherlands and France, it is expected that CO emissions 2(in absolute value) from the electrification of existing production lines in the two stone wool factories will be reduced by more than 50 percent in comparison to current emissions. In Romania, ROCKWOOL is building a new electric production line. It is expected that the CO emission intensity of this factory will be 2reduced by 40-50 percent in comparison to current intensity levels per tonne of stone wool produced. These initiatives will also lower relevant GHG emission in Scope 3.Energy efficiency and renewable energy sourcing In 2025, two power purchase agreements were signed, securing renewable energy for factories in Spain and Poland.Targets, performance, actions, and resources (continued)CircularityROCKWOOL has expanded its take-back programme, Rockcycle, to 25 countries with the addition of Thailand. For more information, see E5 p. 80.Close collaboration with logistics partnersROCKWOOL started to collaborate with transport partners to assess future carbon costs, surveying 74 percent (based on spend coverage) of our logistics providers and launching initiatives to reduce GHG emissions in Scope 3.Climate change adaptation investments In 2025, 2 MEUR was invested in climate adaptation measures in Germany and North America, with a focus on enhanced flood protection and stormwater management.Metrics Tracking energy savings and avoided GHG emissions from products soldTo support UN SDG 13 â Climate Action, ROCKWOOL estimates lifetime energy savings and avoided GHG emissions associated with insulation sold every year. Using modelling assumptions, products sold in 2025 are estimated to deliver lifetime benefits for downstream users.Estimated lifetime energy savings and avoided emissions from ROCKWOOL building insulation are primarily driven by countries exposed to longer cold periods with the lowest temperatures. Eighty-five percent of the total comes from the European business. Of this, around one-third can be attributed to Western Europe and two-thirds to Eastern Europe including Russia.Estimated avoided emissions from cooling play a minor role compared to heating in the total avoided emissions. The lifetime avoided emissions are primarily driven by countries exposed to longer warm periods with the highest temperatures, meaning three-quarters of the overall benefits are generated in Asia. Estimated energy savings and avoided emissions over the future lifetime of our building insulation products will be significantly affected by recent changes in the Russian operation, as around 40 percent of these estimates relate to Russia. For technical insulation products, the impact of these changes is assessed to be less than 10 percent. Energy consumption and mixE1-5 2025 20241 Fuel consumption from coal and coal products (MWh) 1,857,185 1,875,274 12 Fuel consumption from crude oil and petroleum products (MWh) 774 4,97513 Fuel consumption from natural gas (MWh) 1,512,422 1,404,21814 Fuel consumption from other fossil sources (MWh) 424,427 474,07415 Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources (MWh) 263,254 378,57316 Total fossil energy consumption (MWh) 4,058,062 4,137,114Share of fossil sources in total energy consumption (%) 79 8027 Consumption from nuclear sources (MWh) 123,684 43,239Share of consumption from nuclear sources in total energy consumption (%) 2 18 Fuel consumption from renewable sources, including biomass (including industrial and municipal waste of biologic origin, biogas, 162,277 171,814renewable hydrogen) (MWh)9 Consumption of purchased or acquired electricity, heat, steam and cooling from renewable sources (MWh) 807,671 794,12410 Consumption of self-generated non-fuel renewable energy (MWh) 3,861 2,94511 Total renewable energy consumption (MWh) 973,809 968,883Share of renewable sources in total energy consumption (%) 19 193Total energy consumption (MWh) (sum of lines 6, 7 and 11) 5,155,555 5,149,2361 Fuel consumption from: crude oil from 5,107; natural gas from 1,404,618; other fossil sources from 412,287; consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources from 375,877; total fossil energy consumption from 4,073,163. See accounting policy.2 Restated from 42,940. See accounting policy.3 Restated from 5,084,986. See accounting policy.Estimated energy savings and avoided emissions in forward looking lifetime of insulation productsEntity specific disclosure 2025Building insultation Energy saved (TWh) 495Avoided GHG emissions (Mt) 72Technical insulation Energy saved (TWh) 3,878Avoided GHG emissions (Mt) 674Energy intensityE1-5 (continued) 2025 20241Total energy consumption from activities in high climate 1,330 1,336impact sectors per net revenue from activities in high climate impact sectors (MWh/1 MEUR)1 Restated from 1,319 due to change of base figure. See accounting policy. Greenhouse gas (GHG) emissionsE1-6 Retrospective Milestones and target years2019 2024 2025 2034 2050 Annual % target restated/ Base yearScope 1 GHG emissions11 1,619,042Gross Scope 1 GHG emissions (t COe) 1,787,025 1,616,67321Percentage of Scope 1 from regulated emission trading schemes (%) 58 60Scope 2 GHG emissions2Gross location-based Scope 2 GHG emissions (t COe) 323,713 281,375222 110,663Gross market-based Scope 2 GHG emissions (t COe) 334,329 71,4502Total Scope 1 and 2 market-based 2,121,354 1,729,705 1,688,123 1,315,239 212,135 80Significant Scope 3 GHG emissions34 Gross Scope 3 (t COe) 1,465,8751,484,5291,513,584 1,172,700 146,588 1032Cat. 1 Purchased goods and services (t COe)756,6113 773,4734 798,5712Cat. 2 Capital goods (t COe)91,8033 86,4834 83,4502Cat. 3 Fuel and energy related activities that are not included in 454,7213 455,1364 452,328Scope 1 and 2 (t COe)2Other (t COe)162,7404 169,4374 179,2352Total GHG emissions5Total GHG emissions location-based (t COe) - 3,427,284 3,411,63223 3,214,234Total GHG emissions market-based (t CO5e) 3,587,2293,201,7072Biogenic emissions3Scope 1 - 34,194 32,2963Scope 3 - 35,506 35,6691 Gross Scope 1 2019 restated from 1,752,062; 2024 from 1,601,801; Percentage of Scope 1 from regulated emission trading schemes 2024 from 60 percent. See accounting policy. 2 Scope 2 marked based GHG emission 2019 restated from 330,031; 2024 from 109,209. Location based Scope 2 GHG emissions 2024 from 321,955. See accounting policy.3 This data point was not reported in annual report 2024 and is now disclosed following a scope update.4 Scope 3 GHG emissions 2024 restated for: Total from 875,648, Cat.1 from 449,537, Cat.2 from 74,478, Cat.3 from 240,072, Cat.4 reported as Other. See accounting policy. 5 Total GHG emissions location-based 2024 restated from 2,799,404; market-based 2024 from 2,586,658. See accounting policy.Restatement of Scope 3The Scope 3 data has been restated from a Life Cycle Assessment (LCA) based approach to a Greenhouse Gas (GHG) Protocol aligned methodology. The new methodology is a mix of spend-based and activity-based data. The improvement led to an increase in the reported Scope 3 data due to three main actions: incorporation of newly acquired factories, improving calculations for existing categories with increased proportion of activity-based data, and inclusion of all applicable categories following best practices.Carbon pricingE1-8 Internal carbon price Price applied 125 EUR/t COe for CAPEX above 1 MEUR2Share of GHG emissions 53 covered by carbon pricing (%)GHG intensityE1-6 2025 20241Total GHG emissions (location-based) per net revenue 880 889(t COe/1 MEUR)22Total GHG emissions (market-based) per net revenue 826 834(t COe/1 MEUR)21 Restated from 726. See accounting policy. 2 Restated from 671. See accounting policy.Accounting policiesEnergyFossil fuel from coal covers coal and coal products (including coke). Fossil fuel from oil and petroleum products covers energy consumption from diesel and oil. ROCKWOOL does not consume crude oil.Fossil fuel consumption include estimation for energy used by internal transport, which is around one percent of this category.Fossil fuel from natural gas covers natural gas not certified by Energy Attribute Certificates. Fossil fuel from other fossil sources covers LNG, propane, residues from other industries and other minor sources. Fossil fuel consumption electricity/heat/steam, and cooling from fossil sources is assumed to be electricity purchased that is not covered by Energy Attribute Certificates minus the estimated energy coming from nuclear sources.Total fossil energy consumption is calculated as the total amount of energy consumed from all fossil fuels.Energy consumption of nuclear energy comes from the electricity grid. When the source is nuclear according to supplier information or agreement with the supplier, actual is used. For the remaining it is calculated by assuming that 10 percent of the electricity purchase by factories not purchasing Energy Attribute Certificates, is generated by nuclear energy. This share is based on International Energy Agency (IEA) estimate for all markets.Energy consumption from renewable fuels (excluding biomass or biogas) refers to gas consumption certified by Energy Attribute Certificates. Energy consumption from biomass covers consumption of biogas, certified by Energy Attribute Certificates.Energy consumption from renewable electricity is the total consumption of electricity that is certified by purchasing of Energy Attribute Certificates plus self-generated electricity from solar panels. ROCKWOOL does not have energy production from non-renewable sources, only self-generated renewable energy (solar panels). ROCKWOOL reports renewable energy production at our facilities as consumption of self-generated renewable energy. Total energy consumption is calculated as sum of fossil, nuclear and renewable energy. All reported energy consumptions per source are based on measured weight, volumes, or by invoices. When net calorific values conversions are needed, the source depends on country-specific regulatory requirements and can be based on laboratory analysis, information from the suppliers, or national databases. If these are not available, a Group average is used. Data for December is estimated based on the actual values from previous 12 months.Restatement for fossil fuel from other fossil sources Data for 2024 was restated for the previously unreported scope and internal transport.Energy intensityHigh climate impact sectors are sectors with significant contributions to GHG emissions and environmental impact and that play a key role in the transition to a low-carbon economy. All activities of ROCKWOOL fall under the high impact sector.Energy intensity per net revenue is calculated by dividing total energy consumption by net revenue in MEUR according to the Consolidated Financial Statement.Full net revenue is from activities in high climate impact sectors. Net revenue is derived from ROCKWOOL Groupâs financial statement. Energy consumption in offices is a sum of electricity from renovated offices validated by external energy audit companies.Restatement for energy intensity Data for 2024 were restated due to the change in fossil fuel mix from other fossil sources.GHGTotal volume of GHG emissions is a consolidated sum of all Scopes.Significant changes for GHG are those above one percent. GHG emissions in Scope 1 are direct GHG emissions from sources owned or controlled by ROCKWOOL. GHG emissions in Scope 1 are calculated based on consumption determined by meter readings, invoices, net calorific values and carbon content, or emission factors determined by laboratory analysis results. This information is stated by supplier or national databases depending on country-specific regulatory requirements. It covers both emissions from fuels and raw materials. Percentage of Scope 1 from regulated emissions trading schemes is a share of Scope 1 emissions, under a market-based approach, which control pollution by providing economic incentives for reducing the volumes of COe released. 2Emissions trading schemes, include ROCKWOOL entities under EU ETS, UK ETS, and OBPSR for Canada.GHG emissions in Scope 2 are indirect emissions related to the generation of purchased electricity or acquired electricity, steam, heat, or cooling consumed by ROCKWOOL. Scope 2 emissions are calculated as the sum of electricity consumption (kWh) multiplied by the electricity emission factor (kg/kWh) for each facility.Location-based emissions factors are published by the IEA.Market-based emission factors can be supplier specific, either provided by the supplier or from purchase of emission attribute certificates. If ROCKWOOL does not have supplier specific information, a residual mix is used. If none of the above is available, location-based emission factors are used.Scope 3 GHG emissions are calculated by applying both spend-based and average-data methodologies. The spend-based methodology is mainly applied on internal financial data. Emission factors sourced from EXIOBASE are adjusted for inflation by International Monetary Fund region average rates. Emission factors for the activity data are sourced from ECOINVENT.Average-data calculations were used for categories 3, 5, 7, 9 12, and partially for category 1. No emissions are calculated using primary data obtained from suppliers or other value chain partners. A five percent threshold of total Scope 3 GHG emissions is applied to determine whether a Scope 3 category is material. As a result, categories 4, 5, 6, 7, 8, 9, and 12 are not material. Categories 10, 11, 13, 14, and 15 were excluded as non-applicable. ROCKWOOL products are not further processed and do not use energy once installed. ROCKWOOL does not have any downstream leased assets, franchises, nor does it provide financial services to external partners. Fuel and energy for leased assets are already included in Scope 2. The remaining categories are included in Scope 3.Scope 1 GHG emissions include calculated CO and NO emissions. NO emissions 222are based on an internally developed mathematical model, based on actual measurements in different operational conditions. Remaining GHGs contribute approximately 1.5 percent of total calculated Scope 1 and 2. Accounting policies (continued)ROCKWOOL reports biogenic emissions as 'Outside the Scope emissions' following the GHG Protocol. Scope 1 biogenic emissions are derived from combustion of biogas sourced with renewable energy certificates, using the relevant emission factor from DEFRA.Scope 3 biogenic emissions are calculated using biogenic emission factors from Ecoinvent. Electricity is estimated based on share of biomass in the grid. For spend-based and other average-based categories, biogenic emissions are estimated by extrapolating from the 70 percent of Scope 3 emissions calculated using Ecoinvent data.Estimated energy savings and avoided emissions from building and technical 1insulation calculations align with the five-step approach in the latest WBCSDreport. Those metrics are forward-looking quantifications of savings aligned with product lifespans based on sales in a 12-month period ending November 2025. In the case of calculations referring to building insulation, reference scenarios are different depending on the type of building. In the case of technical insulation, since there are no mandatory regulations requiring pipe insulations, the energy savings and avoided emissions were compared to an uninsulated pipe. For both building and technical insulation, future decarbonisation effects were incorporated into calculations. Regarding building insulation, energy savings from cooling were incorporated into calculations.Restatement for Scope 1 and 2 2024 data have been restated to include internal transport and one acquired factory, ensuring alignment with the baseline scope.2019 data have been estimated and restated based on the latest available information, assuming stable emissions, and adjusted for internal transport, offices, and nonâstone wool activities.Totals for 2019 and 2024 have been recalculated due to the scope change.Restatement for Scope 3 Data for 2024 are restated due to a change in methodology - switching to average-data based calculations for part of category 1, majority of category 5 and 12, and completely for category 3. Oxygen is moved from category 1 to 3.Data for 2019 are calculated using the new methodology.Restatement for biogenic emissions 2024 data have been included following a scope update.GHG intensityGHG intensity is calculated by dividing Scope 1, Scope 2, and Scope 3 GHG emissions (measured in metric tonnes of COe) by net revenue, which is derived 2from ROCKWOOL Groupâs financial statement.Intensity per tonne of stone wool is calculated by dividing CO emissions 2from stone wool factories by line wool. Line wool is not directly measured. It is calculated based on the factory production equipment settings and materials consumption.CO Scope 1 and 2 per tonne of stone wool is the sum of those categories 2divided by line wool. Restatement for GHG intensity Data for 2024 have been recalculated due to changes in the total reported emissions.Carbon pricingCarbon pricing is applied to the assumptions and economic impacts for all investments above 1 MEUR. The application to investments below 1 MEUR is optional. The price is set in accordance with the maximum expected future level based on the current forward price of carbon emission rights in the European Trading System and forecast scenarios from Refinitiv Carbon Research, ICIS Market Watch and BloombergNEF. The ICP is reviewed and approved annually at the same time as transitional risks linked to the EU ETS and the UK, Swiss, and Canadian systems are reassessed. The forecast used in this reassessment is based on the ten-year strategy scenario and is presented to the Board of Directors.GHG emissions covered by carbon pricing schemes is the share of emissions from Scope 1 and Scope 2 in comparison to total GHG emissions.Critical estimates and judgementsGHGScope 1 emissions include some emission factors, which are inherently estimates. Energy consumption used in Scope 2 was estimated for December.Spend-based emission factors for Scope 3 from EXIOBASE are non-supplier-specific, meaning that they are estimates on value chain activities. Furthermore, EXIOBASE emission factors can cover a broader range of activities than ROCKWOOLâs accounts. This is also relevant for emission factors from ECOINVENT.Scope 3 data use production consumption of raw materials as proxy for procurement data.For estimated future energy savings and avoided emissions from building insulation, lifespans were estimated at 65 years for walls, ceilings, and pitched roofs. Durability was assumed to be 50 years for flat roofs. For new buildings, the reference scenario is aligned with the energy regulations and/or nearly zero-energy building standards. For refurbishments, the reference scenario is based on average U-values of buildings constructed between 1980 and 1990. Detailed insulation performance values (U-values) were collected per product category, separately for both new and refurbished buildings. Future decarbonisation is based on IPCC data âSSP1-2.6â scenario, while electricity emission factors and district heating emission factors per country were sourced from Enerdata and IEA data. Cooling-related energy savings and avoided emissions were incorporated by using cooling degree days and air conditioning prevalence rates, sourced from the IEA. All buildings are assumed to adopt high-efficiency systems for the purpose of this variable. Over 80 percent of sales data in volumes was assessed at country level. For remaining, regional estimates were applied. For estimated future energy savings and avoided emissions from technical insulation, forward-looking conservative 10-, 15-, 20- and 25-year lifespans are used for the high, medium, and low temperature range and HVAC respectively. Future decarbonisation effects were incorporated: due to limited publicly available data on future fuel mix developments, historical data from the latest IEA reports was used to project decarbonisation trends. Region-specific regulations were also considered, applying a conservative approach to estimate emission factors across different industries and regions. Future decarbonisation was also reflected in electricity generation and electricity capacity (influences the power plant utilisation rates), which is based on the IEA Announced Pledge Scenario, assuming that all climate-related pledges announced by governments and industries, including net-zero targets, and related goals, are fully achieved. Input parameters were assessed at world region and industry level, with conservative estimates applied.1 https://www.wbcsd.org/resources/guidance-on-avoided-emissions-helping-business-drive-innovations-and-scale-solutions-toward-net-zero/.PollutionROCKWOOL's production involves the use of chemicals and contributes to emissions to air other than GHGs. Managing our emissions and limiting our use of substances of concern in chemicals is therefore core to our strategy on safeguarding product safety, employees, regulatory compliance, and the community.This year, ROCKWOOL made targeted investments in new binder technologies to further reduce substances of concern in our products and upgraded abatement systems to curb emissions other than GHGs at our factories. These measures are reshaping our footprint and strengthening trust with customers and communities as we move towards an even cleaner production.ESRS E2Key policiesî Policy for Safety, Health & Environment (SHE)Key actionsî 23 percent of total R&D costs were allocated for exploring and testing factory emissions reduction initiatives List of material topicsNegative impactsAir emissions other than GHGROCKWOOL stone wool production requires melting, moulding and use of binder that generates pollutants, other than GHGs, to the air. This includes CO, NO, SO, particulate matter (PM), NH, VOCs, HCHO and CHOH. Untreated, x210365emissions to air cause local air pollution. Use of chemicals in bindersROCKWOOL stone wool production requires binders that contain some substances classified as substances of concern. Inadequate management can adversely impact the local environment and workers.RisksOperational interruption due to exceeding air emissions permit limitsROCKWOOL's air emissions are regulated by permits. Changes in regulations to lower limits, stricter enforcement of law for ambient air quality, increased production, changes in the type of binders used, and increased binder use can lead to permits being exceeded. This can potentially necessitate operational stops, posing financial risks due to reduced production and revenue.Chemical safety of ROCKWOOL products During the production of stone wool, binder, along with either a hydrophobic oil or a wetting agent, is added depending on the application of the final product. A final heat treatment cures the binder, giving the stone wool dimensional stability. Due to the heat treatment, part of the binder, and thereby part of the procured substances of concern, turns into air emissions. Residual amounts of binder are present in products that are put on the market.Policies E2-1Group policy Description | Scope | AccountabilityPolicy for Safety, Health & Description: The SHE policy and manual set out responsibility, provide definitions and standards, and guide on how to manage Environment (SHE)and mitigate environmental impacts from pollution. The manual and policy follow international 14001:2015 management standards of ISO.The Policy is publicly available on our corporate website. Scope: All entities.Accountability: Group Management is accountable for the policy. Regional Managing Directors and Technical Directors are responsible for implementation.Group SHE Mandatory Minimum Description: The MMR describes what kind of abatement equipment is considered a minimum requirement for all ROCKWOOL Requirement (MMR) for Environmental factories. The MMR standards help ROCKWOOL mitigate impact of air emission other than GHGs.Abatement EquipmentScope: All stone wool factories.Accountability: Group Management is accountable for the policy. Regional Managing Directors and Technical Directors are responsible for implementation.Group SHE Mandatory Minimum Description: The objective of the MMR is to standardise monitoring of emissions to air. By having a transparent reporting standard, Requirement (MMR) for Periodic air ROCKWOOL mitigates the risk of exceeding operational permits for air emissions.emission monitoringScope: All stone wool factories.Accountability: Group Management is accountable for the policy. Regional Managing Directors and Technical Directors are responsible for implementation.Group SHE Mandatory Minimum Description: This MMR outlines principles for selecting and assessing the risks of chemicals and minimising negative impacts by Requirement (MMR) for Chemical Risk requiring that chemicals are continuously assessed for substitution with lower-risk or alternative substances. It also ensures that Managementchemicals are handled, stored, and disposed of safely. This MMR reduces the possible impact of substances of concern on the environment and ROCKWOOL employees.Scope: Applies to all ROCKWOOL Group functions, all entities, and to all chemicals.Accountability: Group Management is accountable for the policy. Regional Managing Directors and Technical Directors are responsible for implementation of this MMR. Targets, performance, actions, and resourcesTargetsE2-3Air emissions ROCKWOOL does not have a quantitative target for emissions to air. In 2026, ROCKWOOL aims to develop a quantitative target and an associated action plan for non-GHG air emissions. This initiative supports our objective to reduce the environmental footprint of production as outlined in the Safety, Health & Environment Policy. All factories have permits to operate issued by the relevant local, regional, or national authorities.A dedicated working group was established to determine how the quantitative target should be defined. The working group will focus on identifying relevant performance indicators, deciding on the type of target, the use of potential thresholds, and assessing necessary investments required to achieve the target.Substances of concernROCKWOOL does not have a target on substances of concern. Underlying metrics need to be improved before a target can be defined. Wherever possible and without lowering our products' technical performance, our ambition is to maintain and/or expand the level of insulation products that meet the EU Taxonomy pollution-related Do-No-Significant-Harm criteria. We are also working to develop new binders and expand the use of demanding third-party certifications such as Cradle to Cradle, particularly for indoor products. We do track the effectiveness of policies related to chemicals by monitoring and annually disclosing mass units of procured substances of concern.ActionsE2-2Exploring and testing 23 percent of R&D costs were allocated to factory emission reduction initiatives, including efforts to reduce the use of substances of concern.MetricsEmitted pollutants in tonnesE2-4 2025 2024Nitrogen oxides (NO) 946 713xSulphur dioxide (SO) 4,076 4,1292Carbon monoxide (CO) - -Ammonia (NH) 1,998 2,2393Particulate matter (PM) 572 71910Volatile organic compounds (VOC) 109 -In 2025, reported nitrogen oxide emissions increased because three additional factories exceeded the reporting threshold. In contrast, ammonia and particulate matter emissions decreased, reflecting an increased focus on emission control. Particulate matter will in the future be reduced by around 50 percent due to the recent changes in Russian operations.Substances of concern in tonnesE2-5 2025 2024Purchase 121,610 127,668Put on market 54,432 53,722The amount of substances of concern in 2025 developed in line with production.Accounting policiesTotal amount of pollutants emitted to air is calculated as all non-GHG air emissions in tonnes per component. Emissions data are derived from analytical measurements aligned with permit requirements and operational conditions at each factory. Scope of reported emissions complies with E-PRTR regulation requirements, with a consistent threshold applied to remaining parts of the world. From 2025, VOC is included in the table to align with the scope. ROCKWOOL measures 95 percent of air emissions, with the remaining five percent based on estimates. Of the 95 percent measured data, 20 percent is based on continuous emissions measurement systems. The remaining 80 percent of measurements are conducted by laboratories and are deemed representative for the year as per permit conditions.Total amount of substances of concern purchase is calculated as the total of substances of concern for all binder purchases. The calculation is based on concentrations.Total amount of substances of concern put on the market is calculated as the weight of cured binder multiplied by the estimated amount of substances of concern and total production volume.Critical estimates and judgementsIt is estimated that purchased substances of concern account for around 60 percent of total procured binder ingredients. This level is assumed to be representative for the concentration of substances of concern for all binder purchases.The weight of substances of concern put on the market is based on information from limited sampling and internal expert assessment. It is assessed that, on average, two to six percent of the cured binder is left in the stone wool products after the production process. Heavy density products include more binder than lighter density products. For the content of substances of concern in cured binder, ROCKWOOL assumes that it is equal to the amount in purchased substances of concern, that is, 60 percent. WaterOur manufacturing processes require water for cooling and processing â the withdrawals and consumption of which can strain local supply and compete with community needs, especially in water-stressed areas. To mitigate the local impact, it is essential that we contribute to effective water management. ROCKWOOL has focused on implementing innovative water technologies to reduce water use in our melting process, as well as targeted initiatives to reduce water use intensity.ESRS E3Key policiesî Policy for Safety, Health & Environment (SHE)Key targets and performanceî Reduce water use per tonne of stone wool produced by 20 percent from 2015 to 2030î Performance: On track Key actionsî Investment of 3 MEUR in technology to reduce raw water consumption List of material topicsNegative impactsWater usage in operationsStone wool factories use water for cooling furnaces. Use of water within water stressed areas may put further stress on local water systems. Water stress assessmentOn a regular basis, ROCKWOOL assesses the sites located in areas associated with water stress. From the assessment conducted in 2017 and in 2022, seven factories were determined to be in areas of high or extreme high-water stress, with one factory each in Spain, India, Germany, Romania, Netherlands; and two in Russia. The assessment was based on the World Resources Institute Aqueduct (WRI) tool. During the 2025 climate scenario analysis, the assessment of factories in water-stressed areas was updated. The outcome of this assessment will be integrated in 2026.PoliciesE3-1Group policy Description | Scope | AccountabilityPolicy for Safety, Health & Description: The SHE policy and manual set out Environment (SHE)responsibility, provide definitions and standards, and guide on how to manage and mitigate environmental impacts, including those related to water withdrawal. The SHE policy and the internal manual are aligned with the ISO 14001:2015 standards.The Policy is publicly available on our corporate website.Scope: All stone wool factories, including those located in water stressed areas.Accountability: Group Management is accountable for the policy.Group SHE Mandatory Description: The purpose of this MMR is to Minimum Requirements prevent pollution of water by mitigating the (MMR) for Soil, Surface risk of contamination of soil, surface water, and Water and Groundwater groundwater.ProtectionScope: All stone wool factories, including those located in water stressed areas as well as civil works and contractors.Accountability: Group Management is accountable for the policy.Managing Directors, Technical Directors, and Group Technology Management are responsible for implementation.Targets, performance, actions, and resourcesTarget name Target year and Result Baseline year and Scope Affected valuevalue stakeholders consideredReduction of water use intensity (per 20 percent by 2030 13 percent by 2025 2015 Stone wool factories Customers, affected tonne of stone wool produced)communitiesTargetE3-3Reduction of water use intensity (per tonne of stone wool produced) ROCKWOOL has a voluntary target connected to the ambition put forward in the Safety, Health & Environmental Policy. This aims to reduce our environmental impact and drive continuous improvement. The target is calculated by summarising the total withdrawal of surface water, groundwater, public water, and 3external sourced water in m/t line wool produced. The target excludes rainwater. The data is based on meters, invoices, and internal reporting systems (modelling of production key factors). The target is not based on conclusive scientific evidence. PerformanceROCKWOOLâs water consumption increased in 2025 compared to 2024 due to increased maintenance activities and lower rainfall. However, compared with the 2015 base year, we recorded a 13 percent reduction in water use per tonne of stone wool produced.ActionsE3-2Further roll-out of Organic Rankine Cycle technology ROCKWOOL continued to implement innovative technology to reduce water use in the melting process by utilising an organic liquid for electricity generation and recycling cooled water. This solution lowers raw water consumption in the melting process by up to 70 percent. In 2025, this initiative was deployed in Czechia and achieved the full effect from the installation in 2024 in Germany. Smaller initiatives contributing to reducing water use intensity were taken in Europe and North America Those improvements include looking for efficiencies in water management and re-use of process water. In 2025, 3 MEUR was invested in those initiatives. MetricsWater consumptionE3-4 2025 2024Total water consumption in areas at water risk, including areas of high water stress (m³) 695,926 661,908Total water stored and changed in storage (m³) 18,914 17,225Total water recycled and reused (m³) 575,540 630,450Water intensity 3(Total water consumption in m/MEUR revenue) 754 722 Total water consumption (m³) 2,924,171 2,783,259 Accounting policiesWater consumption is calculated as the total water withdrawn from sources such as groundwater, surface water, public supply, rainwater, or other external sources, minus the water discharged. Withdrawals are primarily measured or based on invoices or meter readings, while rainwater is mostly estimated using rainfall data, collection area, or flow measurements. Data for 2025 have been calculated with an updated methodology. For total water consumption, water stored in no longer subtracted.Water discharged is measured based by flowmeters or invoices or estimated if no data is available. Approximately 50 percent of discharged water is metered, while the rest is estimated. Water consumption in water stressed areas is calculated as the sum of the total water consumption of stone wool factories located in these areas. A total of seven factories in areas of high or extremely high water stress have been identified. Water recycled and reused is calculated based on binder dilution rates and operation time of the melters or based on actual measurements. Water stored is measured or estimated as the sum of the full capacity of the water storage tanks at stone wool factories.Storage tanks under normal operations are kept full with no significant changes. Offices and non-stone wool factories do not have water storage.Water intensity is calculated by dividing total water consumption from all operations by net revenue in MEUR. Net revenue is derived from ROCKWOOL Groupâs financial statement.Water use per tonne of stone wool produced is water withdrawal excluding rainwater divided by line wool. Line wool is not directly measured. It is calculated based on the factory production equipment settings and materials consumption.Production volume is based on the settings of our production equipment combined with material usage.CircularityROCKWOOL promotes circularity in construction through durable, recyclable stone wool, while still relying on virgin raw material for production. Responsible sourcing and circular practices reduce resource depletion, manage supply risks, and meet rising customer expectations, as increasing recycled content closes material loops, lowers environmental impact, and strengthens business resilience.This year, ROCKWOOL expanded the take-back programme Rockcycle into Thailand, stepped up policy advocacy on recycling, and updated the Circularity Dashboard to track reductions in virgin material use.ESRS E5Key policiesî Group Circular Economy & Waste PolicyKey targets and performanceî Reduce landfill waste from production by 85 percent from 2015 to 2030î Performance: Progress î Expand Rockcycle to 30 countries by 2030î Performance: ProgressKey actionsî Rolled out Rockcycle in ThailandList of material topicsPositive impactsMinimise resource depletion through durable, recyclable, and reusable products ROCKWOOL's insulation is designed around circular principles: long durability that minimises waste, high recyclable content across product groups, and potential for reuse to keep products in circulation. These actions support the transition to a circular economy and reduce need for virgin materials.Negative impactsSourcing of primary raw materialThe majority of resource inflows used in production comes from virgin materials, where stone is the biggest category.Sourcing of plastic packagingROCKWOOL sources plastic packaging based on fossil fuels and virgin material, where recycled content is relatively low.Waste generated during operations Stone wool production generates waste, including hazardous waste, scrap materials, and packaging waste. Disposal of waste can impact the environment.OpportunitiesIncreasing the share of non-virgin material via take-back from marketThe Rockcycle take-back programme allows ROCKWOOL to collect and recycle stone wool into new products. With the increased demand for circular products and circular end-of-life programmes, driven by sustainability-related legislation and EPR (Extended Producer Responsibility) schemes, Rockcycle can enhance business opportunities.PoliciesE5-1Group policy Description | Scope | AccountabilityROCKWOOL Group Description: ROCKWOOLâs Group Circular Economy Circular Economy & Waste & Waste Policy defines the approach to circularity Policyacross our operations and value chain. It is guided by three principles: designing out waste and pollution, keeping materials at their highest value, and restoring natural systems. The policy covers our targets for circularity and waste. Resource inflowsThe policy states our ambition to use a wide range of waste streams, including internal waste, reclaimed materials from the market, and waste from other industries as alternatives to landfill. The overall aim is to increase the share of non-virgin materials. All procurement and sourcing activities shall be guided by the Group Procurement Policy to ensure suppliers meet our sustainability standards.Resource outflows and waste The policy follows the waste hierarchy. Due to the durable nature of our material, our focus is on recycling (e.g. closed loop recycling). The Circular Economy and Waste Policy align with EU Construction Products Regulation (CPR), EU Ecodesign for Sustainable Product Regulation (ESPR), the EU Packaging and Packaging Waste Regulation (PPWR) and the EU Waste Framework Directive (WFD).The policy is publicly available on our corporate website.Scope: ROCKWOOL Group and all own operations and activities globally.Accountability: Group Management is accountable for the policy. Regional Managing Directors and Technical Directors are responsible for implementation.Policy for Safety, Health & The SHE policy and manual set out responsibility, Environment (SHE)provide definitions and standards and guide all entities on how to manage and mitigate environmental impacts including waste management. For more details, please see the disclosure in E2-1.Targets, performance, actions, and resourcesTarget name Target year and Result Baseline year and Scope Affected valuevalue stakeholders consideredNumber of countries with Rockcycle 30 by 2030 25 by 2025 2015=6 Stone wool factories CustomersReduce landfill waste from production 85 percent reduction 54 percent reduction 2015=0 percent Stone wool factories Customersby 2030by 2025reductionTargetsE5-3Number of countries with Rockcycle ROCKWOOL has a voluntary, absolute target to offer the Rockcycle take-back programme in at least 30 countries. This target supports policy objectives to reduce virgin material use and promote circularity, as outlined in the Circular Economy & Waste Policy.Set in 2016, the Rockcycle target uses the UN Sustainable Development Goal 12.5 for 2030 as an overarching framework. The target was approved by Group Management and the Board of Directors. The target is not based on conclusive scientific evidence. Reduce landfill waste from productionROCKWOOL has an absolute, voluntary target to reduce landfill waste from stone wool production by 85 percent from 2015 to 2030.This target supports policy objectives to reduce the environmental footprint of production. Group Management and the Board of Directors approved the target in 2016, which was developed using the UN Sustainable Development Goal 12.5 for 2030 as the overarching framework. The target setting methodology is not based on scientific evidence.PerformanceIn 2025, we made progress towards our target of 30 countries by 2030 by expanding the Rockcycle take-back programme to one additional country.ROCKWOOL improved its performance on reducing waste to landfill from operations by 22 percent compared to 2024, achieving a total reduction of 54 percent versus the baseline. This decrease was driven both by one factory closing and by successfully reallocating waste from landfill to other waste management methods at some factories. ActionsE5-2Rolled out Rockcycle in Thailand The programme is now present in 25 countries, further strengthening the commercial setup of the take-back programme. In 2025, ROCKWOOL continuously advocated for more proactive policies to increase recycling and recyclability of construction products and materials, especially towards EU and EU member states. This included promoting deconstruction over demolition, sorting waste streams, introducing landfill bans for recyclables, increasing recycled content, defining used stone wool as a resource, and streamlining waste transport regulations to ease recycling at our factories. ROCKWOOL works with European Insulation Manufacturers Association (EURIMA), World Business Council for Sustainable Development (WBCSD), and Corporate Leaders Group Europe (CLG) on these topics. Enhanced transparency around circularity of operations and value chain with a refined Circularity Dashboard. To support ROCKWOOLâs overarching ambition to reduce the use of virgin materials and track the effectiveness of circularity initiatives, calculation improvements have been incorporated to the Circularity Dashboard that illustrate the materials entering ROCKWOOLâs production processes (inflows) and those leaving (outflows), including their potential for reuse and/or recycling. It features six metrics, helping ROCKWOOL apply circular principles in product design, minimising the use of virgin material.OUR CIRCULARITY DASHBOARDTotal weight of virgin Total weight of non-virgin Recyclable content materials used: materials used: 515 kt (15%)in products and 2,812 kt (85%)packaging: 73%Reusable content in product after use phase: 40%Recyclable content in products after use phase: 65% Recovered waste from own operations (68%)This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International LicenseMetricsROCKWOOL uses both virgin and non-virgin materials in the production. The most significant materials in each category are volcanic stones and slags, the latter being a by-product of the steel and metallurgical industries. ROCKWOOL's product design, manufacturing, and technical features follow the four circular economy principles:Materials usedEntity specific disclosure 2025 2024E5-4 % of % of Tonnestotal TonnestotalTotal weight of products 1and materials used 3,327,194 100 3,334,644 100 285The weight of virgin materials 2,812,385 85 2,824,866The weight of reused or 115recycled components 514,809 15 509,7781 Reused or recycled components restated from 627,336. Total restated from 3,064,594. See accounting policy.2 This data point was not reported in ROCKWOOL's 2024 annual report and is now disclosed following a scope update.3 Share of reused or recycled components restated from 21 percent. See accounting policy.Circularity metricsEntity specific disclosureE5-4 2025 20241Recyclable content in products and packaging (%) 73 73Recyclable content in products after use phase (%) 65 -Reusable content in products after use phase (%) 40 -Recovered waste from own operations (%) 68 -1 Reported as two separate figures in 2024: Recyclable content in products (66 percent) and recyclable content in PE foils (93 percent). See accounting policy. î ROCKWOOL products are designed for disassembly, enabling recycling or reuse.î Through the Rockcycle programme, we can operate in closed loop, which means that we recycle the material back to its former, pre-recycled purpose.î Our stone wool contains no flame retardants and is safe for health and the environment.î We incorporate production by-products and waste back into our processes. We also support reuse whenever feasible.DurabilityROCKWOOL insulation products are engineered for long life and retain their thermal conductivity, density, and thickness performance over extended periods under normal use and installation conditions. Some product designs or the inclusion of other materials can reduce service life for specific applications. Durability is not the primary performance requirement for all product lines: for example, Grodan horticultural substrates are designed to integrate with plant root systems and are typically used for a single growing season; mineral fibres from the core solutions part of our business are specified for their thermal and friction resistance in brake pads, where components are routinely replaced as part of vehicle maintenance. Officially recognised standards for durability of stone wool vary by region, typically ranging between 50 and 75 years. The underlying material science shows that stone wool fibres themselves do not break down, meaning performance can be maintained for very long periods when the insulation is installed and used as intended. For design and calculation purposes, we refer to 65-year durability. This is not a limitation of our product, but a deliberate decision to apply a conservative value that we have evidenced ourselves at ROCKWOOL. Our figure is based on both established theory and own testing of samples ranging from 50 to 65 years old, which continue to perform within expected parameters. To ensure transparency, we have also had these aged samples independently verified by the Danish Technological Institute (DTI), further supporting our claims.DurabilityE5-5 Expected durability of Stone wool durability SourcesROCKWOOL products applied by different in yearsstandards Building insulation (walls, incl. îEPDs and LCAs in European countries (50 years)sandwich panels, ceilings, pitched îEPDs and LCAs in North America (75 years)65 50-100roofs, external thermal insulation îThe US Certified Commercial Property Inspectors Association (100+ composite system)years)Flat roofsîThe US Certified Commercial Property Inspectors Association (100+ 50 75years)1îMDPI publicationsTechnical insulation 10-25 10-25 îQuantifying the energy and climate benefits of ROCKWOOL 2products for technical insulation1 https://www.mdpi.com/2071-1050/16/4/1657#B22-sustainability-16-01657.2 https://www.rockwool.com/syssiteassets/about-us/sustainable-business/decarbonisation/rockwool-avoided-emissions-methodology_technical-insulation_issued-10-10-24.pdf?f=20250317124252.WasteFor ROCKWOOL, the most significant waste streams are stone wool waste generated in the production process (e.g. cuts offs, rejected material), De-SOx waste generated by treatment plants that reduces air emissions, and tap iron and other metals as waste from the melting process.Resource outflowsE5-5 continued 2025 2024A. Waste for recoveryA.1. Hazardous waste (t) 11,804 4,997A.1.1. Preparation for reuse (t) 44 20A.1.2. Recycling (t) 11,295 4,717A.1.3. Other recovery operations (t) 465 260A.2. Non-hazardous waste (t) 113,518 93,418A.2.1. Preparation for reuse (t) 5,636 5,202A.2.2. Recycling (t) 105,677 86,400A.2.3. Other recovery operations (t) 2,205 1,816Total waste for recovery (A.1. + A.2.) (t) 125,322 98,415B. Waste for disposalB.1. Hazardous waste (t) 13,334 12,893B.1.1. Incineration (t) 13 29B.1.2. Waste to landfill (t) 3,481 3,7691B.1.3. Other disposal operations (t) 9,840 9,095B.2. Non-hazardous waste (t) 45,171 78,972B.2.1. Incineration (t) 498 387B.2.2. Waste to landfill (t) 42,321 69,759B.2.3. Other disposal operations (t) 2,352 8,826Total waste for disposal (B.1. + B.2.) (t) 58,505 91,865The total amount and percentage of non-recycled waste (%) 33 48Total amount of waste generated 183,827 190,280 (A.1. + A.2. + B.1. + B.2) (t)1 In 2024, ROCKWOOL had 150 kg of radioactive waste from disposal of quality measuring equipment. See accounting policy.Accounting policiesCircularityTotal weight of products and materials used (including packaging) is the sum of the weight of virgin materials and reused or recycled components (non-virgin materials) consumed by ROCKWOOL in the reporting period.Virgin materials are materials consumed by ROCKWOOL that have not previously been used in the economy. Non-virgin materials are materials consumed by ROCKWOOL that have previously been used in the economy. For both types, Q4 is estimated based on line wool extrapolation.The weight of virgin materials and the weight of reused or recycled components are calculated for production facilities primarily using production data from ROCKWOOL's ERP system. If production data are unavailable, procurement data are used instead. Both are reported as both absolute weights in tonnes and as a percentages of the total weight of all materials consumed, i.e. the sum of virgin and reused or recycled components (non-virgin materials). Recovered materials from the market refers to stone wool reclaimed from external sources for recycling. Upon arrival at the factory, all containers, truckloads, and/or big bags are weighed. Each business entity reports recovered material data to the Group on a quarterly basis, and the Group reviews the submitted data to ensure completeness.The rate of recyclable content in products and packaging is calculated as total recyclable content from products put on the market divided by the total weight of products and materials used. For each product group, recyclable content from products put on the market is derived by adjusting the total product weight for binder content. The rate of recyclable content in products after use phase is calculated as total recyclable content from products produced in the reporting period divided by the total line wool produced. For each product group, recyclable content is derived by adjusting the total product weight for application loss and binder content, to reflect the amount that can be recycled. The recycle application loss rate, i.e. the proportion of a product that cannot be recycled after designated use, varies by product group due to factors such as weather conditions, installation methods, and usage. This policy applies to all ROCKWOOL products.The rate of reusable content in products after use phase is calculated as total reusable content from products produced in the reporting period divided by the total line wool produced. For each product group, reusable content is derived by adjusting the total product weight for reuse application loss, to reflect the amount that can be reused. The reuse application loss rate, i.e. the proportion of a product that cannot be reused after designated use, varies by product group and includes both recycling application loss and additional loss specific to reuse purposes. Factors may include weather conditions, installation methods, and usage. This policy applies to all ROCKWOOL products.Recovered waste from own operations covers waste recycled, reused or otherwise recovered from own operations in both tonnes and percentage of all waste in the reporting year. This covers all categories included in âwaste for recoveryâ (A.1+A.2) in section E5-5. The metric covers waste from all ROCKWOOL sites globally.Durability is defined as the expected service life, in years, during which a stone wool insulation product retains its core performance characteristics (thermal conductivity, thickness and density) without significant degradation under normal use and installation conditions. ROCKWOOL's best current estimate uses laboratory testing of historical stone wool samples, peer reviewed literature, and applicable national and international building and materials standards. Durability for flat roof and technical applications products, for which different environmental exposure and installation factors apply, were estimated separately.A country qualifies as a Rockcycle country when the take-back scheme is locally available, offered to minimum of five percent of the sales volume, and is communicated to the market.Restatement for the weight of reused or recycled components and total weight of products and materials usedData for 2024 has been restated it covers correct scope both for materials and factories. For part of data actuals are used instead of estimation. Shares for 2024 have been recalculated due to change in methodology.Restatement for rates of recyclable content in products and packaging Data for 2024 has been restated. Source for the weight of packaging was changed. Methodology was improved to use correct weight as denominator, including packaging in the rates, using correct amounts of products put on the market and for recyclable content using correct weight for used phase.WasteTotal amount of waste generated represents the sum of all substances and objects discarded, excluding internally recycled materials and by-products.Reused waste is the waste sent for reuse, referring to materials used for their original purpose.Recycled waste is the waste sent for recycling, referring to reprocessing into new, useful materials. It includes waste used to replace other materials that would otherwise have been used to fulfil a particular function.Recovered waste is the sum of waste sent to other recovery operations that are neither reuse nor recycling, in alignment with the EU Waste Framework Directive.Incinerated waste is the amount of waste sent to incineration referring to the combustion/burning of waste (mass burn).Landfilled waste is the waste sent to landfill.Disposed waste is the sum of waste sent to other disposal operations including deep well injection.Radioactive waste is reported separately. The classification as radioactive adheresto Article 3(7) of Council Directive 2011/70/ Euratom. The amounts of radioactive waste disposed is estimated by the weight of the equipment containing the radioactive material and not the radioactive material itself. ROCKWOOL operationsdo not generate radioactive waste. Radioactive waste is only generated through disposal of quality control equipment.Non-recycled waste is the sum of total amount of waste minus the reused waste and the recycled waste. The percentage of non-recycled waste is calculated as the amount of non-recycled waste divided by total waste. From 2025 recovering of energy is treated as non-recycled. Previous year data is not restated as impact is not material.Hazardous waste is the sum of waste classified as hazardous according to national definitions. Waste data is primarily based on gate weighing and invoices. If unavailable, estimates are based on volume and best available knowledge.Critical estimates and judgementsCircularityFor weight of virgin materials where factories lack direct data, estimates are generated by extrapolating from line wool output and consumption figures for those sites. The amounts of recyclable content in products and packaging, recyclable content in products after use phase, and reusable content in products after use phase depend on estimated rates for each product group. These rates include inherent risk connected to human judgement, as they are not directly observable but are derived from interviews with internal specialists.Recyclability application loss percentages and binder content percentages are based on internal expert assumptions obtained through interviews with internal specialists for each product group. Completeness is verified by reconciling calculations with consolidated line wool figures. The reuse application loss rate is based on internal expert assumptions gathered through interviews with internal specialists for each product group. It incorporates both the recycling application loss and any additional loss specific to reuse. Completeness is ensured by reconciling results with consolidated line wool figures.ROCKWOOL assumes that tested samples for durability are representative for all building insulation products put on the market.Own workforce â health and safetyHealth and safety is a non-negotiable priority at ROCKWOOL. As a manufacturing company employing more than 13,000 people, many roles involve manual tasks and high-temperature processes that can pose risks to employees and contracted workers. Our goal of zero fatalities and serious accidents underpins our license to operate and protects long-term value for customers, employees, and communities. During the year, our focus was to strengthen workplace safety through our safety strategy in the ROCKWOOL House of Safety, increasing capital investment in health and safety, and prioritising prevention through education, awareness, and the exchange of best practice.ESRS S1Key policiesî Policy for Safety, Health & Environment (SHE) Key targets and performanceî Zero fatalities and zero serious incidentsî Performance: Unsatisfactory (led by increase in few factories)Key actionsî Expanding on ROCKWOOL House of Safety strategic framework î Increased CAPEX, prevention, and awareness raising List of material topicsNegative impactsHealth and safety incidents ROCKWOOL's production involves working with heavy equipment and processes, chemicals, and at high temperatures, which may lead to negative health and safety impacts in own workforce and contracted workforce, including potential fatalities. RisksHealth and safety incidents, including loss of life and injuries leading to penaltiesHealth and safety incidents may occur within ROCKWOOLâs operations and can involve both own employees and contracted workers. In addition to the risk of serious injury or loss of life, particularly severe incidents may lead to significant penalties and damage to ROCKWOOLâs reputation and employer brand.Interaction with strategy and business modelSBM-3With a business model where human and intellectual capital is one of our key assets, we emphasise long-term employment contracts, where workplace health and safety are always first priority, working conditions are attractive, and two-way dialogue with the workforce is a regular feature. We are a people-focused employer that values skills and commitment.Policies and processesPoliciesS1-1Group policy Description | Scope | AccountabilityPolicy for Safety, Health & Description: The SHE policy and manual set out Environment (SHE)responsibility, provide definitions and standards, and guide on how to manage and mitigate safety and health impacts. The SHE policy and the internal manual are aligned with the ISO 45001:2018 standards, which improves the safety and wellbeing of the workforce at ROCKWOOL and reduces risks from working with machinery, chemicals, and raw materials.The policy is supported by internal manuals that specify responsibilities, processes, and procedures. In addition to the policies and manuals the MMRs, specifies the procedures. The policy is communicated to all employees and people working directly with ROCKWOOL and is publicly available at our corporate website.Scope: The SHE policy covers sites globally.Accountability: Group Management is accountable for the policy. Regional Managing Directors and Technical Directors are responsible for implementation.Regular reporting on SHE performance is provided to the CEO and Board of Directors. ProcessesS1-2, S1-3We listen to employees through the annual engagement survey, RockPulse. In 2025, 85 percent of ROCKWOOL employees responded and shared their views on employee satisfaction, loyalty, views of their immediate manager and senior management,cooperation among colleagues, and working conditions. Employeeloyalty, satisfaction, and motivation remained stable in 2025 compared to 2024. The top three drivers for satisfaction and motivation remained the same as 2024: reputation, job content, and working conditions.Another score is the Groupâs total employee Net Promoter Score (eNPS), which reflects the employees' satisfaction and loyalty to their workplace and the extent to which they recommend ROCKWOOL as a good place to work. In 2025, ROCKWOOL's eNPS score increased by five points compared to 2024. We engage with the workforce through workplace assessments, annual meetings with employee representatives through the ROCKWOOL European Forum, meetings with representatives of trade unions, the whistleblower platform, and semi-annual and annual employee performance reviews. All factories have a SHE organisation where management engages with employees regularly.For health and safety, we hold bi-annual face-to-face meetings and three to four online meetings annually with all Safety Officers and Fire Officers. Safety, health, and environment audits are conductedat all factories at least every third year. In case of negative safety trends, an annual meeting will be held, and visits will be conductedby Group SHE with the Factory Managers and Safety Officers.ROCKWOOL's SHE policy focuses on leadership, training, knowledge sharing, and awareness programmes to create a cultureof continuous improvement. To engage the workforce on impacts and risks linked to health and safety, each Technical Director and Factory Manager shall establish a consultation and participation process with workers (through the Health and Safety Committee) to ensure a two-way (bottom-up) communication is maintained. The implementation of this is verified in the SHE audits.Regarding health and safety, we document all incidents and audit findings in the RockSHE system. Here, everyone can report incidents including good catches, near misses, and accidents. All reports are followed up and the outcome is shared with the person raising the report.Targets, performance, actions, and resourcesTarget name Target year and Result Baseline year Scope Affected value and value stakeholders consideredZero fatalities and zero serious incidents with a focus on Annually recurring Two in 2025 Zero fatalities Own operations Own workforcereducing the Lost Time Incident targetTargets related to health and safety S1-5Zero fatalities and zero serious incidents with a focus on reducing the Lost Time Incident ROCKWOOL has an annual absolute target of zero fatalities and serious incidents with a focus on reducing the Lost Time Incident (LTI) rate (relative). The target connects to the policy objectives and our ongoing work on providing safe and healthy workplace conditions for all employees.Targets, performance, actions, and resources (continued)Fatalities and serious accidents are reported and tracked on a daily basis by SHE specialists and members of Group Management. Group Management receives regular updates on progress towards safety targets. The workforce is involved in identifying lessons learned and improvements through root cause analyses, reporting of incidents, the workplace assessments, regular meetings with employee representatives, and the RockPulse employee engagement survey.PerformanceUnfortunately, two fatalities were reported by the business in Russia in 2025. One involved a contractor who suffered a fall fromheight, and the other an employee who was fatally injured after being trapped under a falling load. As both fatalities occurred in Russia, a thorough follow-up was not possible.During the year, we recorded five serious injuries: one concussion in Russia; three amputations of fingertip(s) located in Thailand, the Netherlands, and Denmark; and one amputation of a leg at knee level in Japan. All incidents have been thoroughly investigated, and corrective and preventive actions have been implemented at all factories within the control of ROCKWOOL Group.Our lost time incident rate improved by 11 percent compared to 2024. We observed that most incidents are concentrated in a limited number of factories; these sites will therefore be subject to additional safety requirements and will receive enhanced support for their safety efforts in 2026. ActionsS1-4Strategic approach Through our House of Safety strategic framework, we identified selected factories in Belgium, France, Germany, Thailand, the Netherlands, Denmark, and Japan to receive additional Group SHE support, with the aim of improving the Groupâs LTI rate in the short and medium term.Increased CAPEX for occupational health and safety In 2025, 29 MEUR was invested in increased safety of workforce in all ROCKWOOL factories.Prevention: education, awareness, and best practices exchange Group Safety Day: Throughout April and May 2025, with the participation of the CEO, we highlighted relevant safety issues, conducted training sessions, and awarded business units with the best occupational health and safety (SHE) performance. Additionally, all Safety Officers were invited to a two-day in-person session with Group SHE to share knowledge and conduct trainings. Group SHE also held a three-day on-site session with Asia Safety Officers and the Asia engineering team, with focus on the understanding and implementation of the MMRs. Health and safety topics are always on the agenda of top management meetings, for example the Group Leadership Forum and Board of Directors meetings, as well as town hall meetings with employees. ResourcesS1-4 continuedThe Board of Directors monitors the strategic approach to health and safety, receives quarterly updates on progress, and is involved in target setting and follow-up. In case of fatalities or serious accidents, the Board is informed about the reasons and how these are mitigated going forward. Group Management promotes ROCKWOOLâs strategic approach to safety and health of the workforce as part of the House of Safety strategy. House of Safety sets a data-driven methodology for evaluating the level of safety and supports the enforcement of preventive improvements where needed the most. Group SHE organises and supports implementation of policies and compliance with defined standards that reduce the risks of incidents or/and fatalities. On the operational level, regional Managing Directors are responsible for occupational health and safety in all ROCKWOOL locations. In the factories, the Managing Director is supported by the Technical Director and the Factory Manager, who implements Group standards and is responsible for the daily application of the SHE policy, manual, and procedures. In 2025, investments were dedicated to health and safety of the factory workforce and to create a better working environment in offices. Most of these investments relate to factories and/or production lines, machinery safety upgrades, building and surrounding improvements, fire safety improvements, dust and noise reduction, and maintenance, which all have a positive impact on working conditions. Identification of actions and responses to actual and potential negative impacts on health and safety of own workforce is organised through the following channels: î Daily reporting of any observation, suggestion, or event related to health and safety is done through the RockSHE platform, which is available on PC and mobile phone to any ROCKWOOL employee.î For employees who do not have access to RockSHE, the shift leader or Trusted Person at factory level is always available.î Safety engagement: In ROCKWOOL's annual employee engagement survey, âRockPulseâ, four safety related questions were included. î Data from RockSHE and survey details are provided in the internally published House of Safety strategy annual reports.MetricsS1-14Health and safety metrics2025 2024 TargetsOwn workforce (own employees and contractors):Number of fatalities 2 1 Zero fatalitiesNumber of serious accidents 5 1 Zero serious accidentsFrequency of LTI â employees 2.4 2.7and contractors Continuous improvementAnnual improvement in LTI frequency 11 -8(%)Employees: Number of fatalities 1 - Zero fatalitiesNumber of work-related incidents 49 57 Continuous improvementNumber of recordable work-related 1 1ill health incidentsNumber of days lost to work-related 1,585 2,754Continuous injuries and fatalities from work-improvementrelated incidents, work-related ill health and fatalities from ill healthFrequency of LTI - employees 2.3 2.8Contractors:Number of fatalities 1 1 Zero fatalitiesNumber of work-related incidents 16 12 Continuous including fatalitiesimprovementAccounting policiesHealth and safety management systems coverage addresses safety risks at all ROCKWOOL's locations. Health and safety management systems cover own workforce and contractors. Fatalities are work incidents that result in the death of employees or contractors.Serious accidents are injuries resulting in loss of body parts or injuries with risk of invalidity for employees or contractors.Work-related incidents are physical incidents that occur in connection with work on ROCKWOOL premises, during travelling, visiting building sites, or otherwise working for ROCKWOOL.A Lost Time Incident (LTI) is defined as an incident that prevents own employees or contractors from performing any regular work on any calendar day following the incident. In accordance with CSRD, fatalities count as a lost time incident.LTI rate is calculated as the total LTI per one million working hours.The number of days lost for employees due to LTI is tracked in the safety management system.The number of days lost, with fatalities counting as 180 days lost. The number of days lost due to lost time injury for employees who are not back at work on 31 December is estimated.December data for working hours for own employees and contractors include estimates based on scheduled work for the month.Own workforce â human rightsWith a workforce of more than 13,000 employees representing 91 nationalities, respect for human rights, fair labour conditions,and equity is fundamental to our purpose. Our workforce is our key resource, and as some of our roles involve intense, hands-on work in production settings, it is essential that protection applies equally to our employees and to contracted workers. In 2025 we strengthened our human rights framework and due diligence and rolled out targeted training on human rights forced and/or child labour.ESRS S1Key policiesî Human Rights Policyî Diversity, Equity, and Inclusion Policyî Recruitment PolicyKey targets and performanceî Training on human rights risks and due diligence mechanismsî Performance: Strong progressî Completion on training related to forced and/or child labourî Performance: Strong progressî Female leaders in executive and middle management positionsî Performance: Progress Key actionsî Anchoring ROCKWOOL Human Rights Policy and incorporation of human rights topicsî Establishing ROCKWOOL Non-discrimination Manualî Talent management, diverse hiring, and gender pay gapList of material topicsNegative impactsGender pay inequalities in manufacturing Balancing gender representation in manufacturing positions is challenging due to a sometimes lower representation of women, which can reinforce underrepresentation and contribute to gender pay inequalities.Potential human rights risk of child and/or forced labourFactories sometimes use contract workers to meet short-term production needs. Some of the contract workers are employed by local agencies, and we have assessed their exposure to potential human rights impacts: working conditions including child and/or forced labour.Working time for workers in factories Factories workers do sometimes need to meet short-term production needs. ROCKWOOL has assessed its exposure to human right risks connected to exposure to long hours and working time.Adequate wages for contracted workforceFactories use contract workers to meet short-term production needs. Some are employed by local agencies, and ROCKWOOL have assessed their exposure to human rights risks connected to adequate wages.Interaction with strategy and business modelSBM-3 continuedROCKWOOLâs success is built on skilled employees and strong teams. ROCKWOOL depend on the employees' expertise, which combines business knowledge with engineering skills to drive innovation and decarbonisation. Human and intellectual capital is one of our key assets. Policies and processes PoliciesS1-1 continuedPolicies related to human rights and gender equity Our Code of Conduct (CoC) (see p. 104) is the foundation of ROCKWOOL's approach to human rights. The principles it embodies are applied in everyday business activities, including management of human capital and gender equity. In addition to the Code of Conduct, we have adopted policies to manage human rights risks in ROCKWOOL's operations. Group policy Description | Scope | AccountabilityDiversity, Equity, and Description: The objective of the DEI policy is to foster an inclusive culture where all employees Inclusion (DEI)feel respected and empowered, ensure equal opportunities for career development, and address any form of discrimination. This includes visible and invisible, innate and acquired characteristics, Policysuch as age, gender, race, colour, disability, religion, sexual orientation, political opinion, social origin, or other. Additionally, we consider the preferences and needs of employees with different perspectives, including those from vulnerable groups, ensuring that everyone feels valued and supported. Monitoring is conducted through regular employee surveys, diversity metrics, and DEI performance evaluations to ensure continuous progress. The policy is publicly available on our corporate website: www.rockwool.com/group/about-us/corporate-governance/human-rights/.Scope: The DEI policy covers all ROCKWOOL employees globally.Accountability: Group Management promotes the DEI policy. Managing Directors, along with Human Resources teams, are responsible for implementing the policy.Recruitment Policy Description: The objectives of the Recruitment Policy are to ensure a diverse resource pool that strengthens the organisation and future talent pipeline, to attract and recruit people with the right skills, potential, and aspiration, to secure objectivity, fairness, consistency, and transparency in the sourcing, recruitment and selection of candidates, and to continuously develop best practices in global recruitment processes so they are efficient, effective, and free from bias and discrimination.All countries where ROCKWOOL has operations must have a local guideline in place on the hiring of âStudentsâ, based on agreed global principles. Reference is also made to the Employment of Relatives Policy and the Diversity statement on the corporate web page. The Recruitment Policy is available to all employees on the intranet.Scope: The policy applies to all internal and external recruitment activities as well as all levels and functions within the Group.Accountability: The recruitment policy and complementing manuals and/or guidelines are the responsibility of the CHRO.Group policy Description | Scope | AccountabilityHuman Rights Policy Description: ROCKWOOL is committed to respecting all internationally recognised human rights as proclaimed in the International Bill of Human Rights, including the United Nations Universal Declaration of Human Rights and the 11 fundamental Conventions of the International Labour Organisation (ILO) and the ILO Declaration on Fundamental Principles and Rights at Work. We also endorse and follow the UN Guiding Principles on Business and Human Rights (UNGPs) and the OECD Guidelines for Multinational Enterprises.ROCKWOOL's policy refers to the following impacts and salient human rights risks assessed in the double materiality assessment: non-discrimination, including gender considerations, working conditions, a safe and healthy workplace, and counteracting child and forced labour. It explicitly commits ROCKWOOL to engage in meaningful dialogue with potentially affected groups and other relevant stakeholders to prevent or mitigate impacts and to provide a remedy for any direct impacts we cause or contribute to. Ensuring compliance with the policy is supported through regular risk assessments, internal audits, and stakeholder engagement, allowing ROCKWOOL to address any human rights violations or concerns proactively. We regularly report on human rights issues, and the Integrity Committee plays a key role in monitoring adherence to the policy.The policy is publicly available on our corporate website.Scope: The policy covers all ROCKWOOL operations globally as well as suppliers covered by Supplier Code of Conduct. Key stakeholder groups affected by the policy include employees, contract workers, local communities, and supply chain workers.Accountability: Group Management is responsible for the Human Rights Policy, while Managing Directors are responsible for the implementation, supported by Human Resources.Human Rights Manuals Description: The Human Rights Policy is supported by two manuals:(1) âGroup Human Rights Manual referring to Forced and Child Labourâ for general purposes and (2) âGroup Human Rights Manual - Forced and Child Labour - Contingent Workers". The latter includes checklists, provisions, guidelines, and mandatory procedures when working with contract workers. Both manuals address the most significant issues and set mandatory provisions regarding the employment process and adaptation of processes to prevent future adverse impacts. This includes criteria and documentation of the age of contract workers and employment conditions such as limits on working hours per week, living wage, rest periods, annual holidays, statutory taxes and social security, minimum criteria for accommodation or housing, termination of the contract, grievance mechanisms, and remedy.ROCKWOOL's "Group Human Rights Manual - Forced and Child Labour - Contingent Workers" states zero tolerance for human trafficking and violations of human rights.The manuals are available for internal stakeholders on our intranet.Scope: The scope of the two manuals is the same as the scope of the Group Human Rights Policy.Accountability: The Group Sustainability Sourcing Manager and Managing Directors are responsible for the implementation of the manuals.ProcessesS1-2 continued, S1-3 continuedThrough the Human Rights Policy, the SHE policy, and operational manuals, we are committed to remedy any direct impacts related to material impacts, risks, and opportunities. This applies especially to occupational health and safety and salient human rights risks. In practice, whenever a non-compliance event or suspicion is reported via one of the governance channels, a thorough investigation takes place. Reports on the events or suspicions are presented to the Integrity Committee and, when appropriate, to other ROCKWOOL structures. Based on the outcomes from the report and on the scale of the issue, a proportionate remedy is proposed, accepted, implemented, tracked, and monitored by the Integrity Committee. On a quarterly basis, the Audit Committee receives a status report from the Integrity Committee.ROCKWOOL provides a range of grievance mechanisms and reporting channels for employees to raise concerns, report suspicions, or confirmations. The most commonly used channels are the whistleblower platform and through the Integrity Committee. Employees are regularly informed about these channels, where they are available, and how they can be accessed. For further description, please refer to the chapter on Business Conduct (p. 104). The general approach is described in the Code of Conduct and Human Rights Policy. All employees are required to complete Code of Conduct training, which also include a module on reporting violations.Targets, performance, actions, and resourcesTargets related to human rightsS1-5 continued Training on human rights risks and due diligence mechanisms and training on forced and/or child labour To promote awareness and implementation of human rights and due diligence mechanisms set forward in our Human Rights Policy, Group Management has decided to set following targets (Stakeholder engagement p. 50): î By September 2025, 100 percent of selected stone wool factory managers, Technical Directors, occupational health and safety managers, and Senior HR managers pass the training on human rights risks and due diligence mechanisms.î By March 2025, identified HR leads per region and country pass the training covering the Manuals on counteracting forced and/or child labour.The targets connect to the policy objectives to respect and promote human rights set forward in ROCKWOOLâs Human Rights Policy and further specified according to forced and/or child labour manual. The targets are tracked through online presence of invited participants. Female leaders in executive and middle management positions and shareholder-elected Board members ROCKWOOL has two absolute targets to increase female leaders in middle management positions and shareholder-elected Board members.The targets connect to the policy objective of creating a workplace where all employees have equal access to resources, put forward in our Diversity, Equity, and Inclusion policy. The targets are tracked annually and presented to Group Management and the Board of Directors. ROCKWOOL has not yet set a target on gender pay gap. Our focus continues to be on fair and objective pay practices across our Group, supporting transparency and equal opportunities for all our employees.Target name Target year and Result Baseline year Scope Affected value and value stakeholders consideredTraining on human rights risks and due diligence mechanisms 100% by 2025 100% by 2025 2024 Own operations Own workforceTraining on manuals counteracting forced and/or child labour 100% by 2025 97% by 2025 2024 Own operations Own workforcePercentage of female leaders in executive and middle 35 % Annually 31% by 2025 Annually recurring Own operations Own workforcemanagement positionsrecurring targetPercentage of female shareholder-elected Board members 33% Annually 33% by 2025 Annually recurring Own operations, Own workforcerecurring targetBoard of DirectorsTargets, performance, actions, and resources (continued)PerformanceIn 2025, 100 percent of the targeted audience completed the training on human rights risks and due diligence mechanisms.In 2025, 97 percent of the targeted HR community audience completed the training on manuals counteracting forced and/or child labour.Diverse hiring In 2025, the proportion of women among new hires for executive and middle manager positions increased to 44 percent comparedto 32 percent in 2024. Female leaders in executive and middle management positions increased to 31 percent compared to 28 percent in 2024. ActionsS1-4 continuedAnchoring Human Rights Policy The objective of the training campaign, carried out by an internal human rights expert and a business assurance team member, was to educate operational teams on ROCKWOOLâs policies and manuals related to human rights and on the practical application of the due diligence mechanism in respect of human rights. The campaign started in 2023 and continued in 2024 by training the Group Sourcing and Procurement team, and was expanded in 2025 with trainings dedicated to stone wool factories and the HR community. In 2025, a Human Rights Risk Assessment Questionnaire was sent out to approximately 100 employees from different entities to ensure human rights awareness across the organisation.Incorporation of human rights topics in ROCKWOOL internal business assurance process ROCKWOOL has incorporated human rights topics, specifically addressing forced labour and/or child labour, into internal business assurance process by verifying adherence to the provisions in the two Human Rights Manuals mentioned on p. 92. The objective is to prevent any human rights breaches, especially those linked to forced and/or child labour within the most vulnerable workforce group, contract workers, and to ensure the effective implementation of our commitments on working conditions and working time. Establishing Non-Discrimination Manual To mitigate risks linked to human rights and/or gender bias, and as a supplement to the Human Rights Policy, ROCKWOOL has internally published a Non-Discrimination Manual. The manual provides practical guidelines on how to support our commitment to treat all employees with dignity and respect in a workplace free from discrimination. Defining global strategy, standards and framework for talent management, succession planning and promoting diverse hiring The objective is to implement structured approaches for talent management and succession planning, with the ambition to bring focus to a diverse internal talent pool. Pilots for the newly developed framework were launched at the end of 2025 and will finish early 2026. The defined processes will be further implemented across the Group in 2026-2027.Analysis of gender pay gap This is an annual process, which will support in preparing ROCKWOOL for the EU Pay Transparency Directive. It is fundamental to ROCKWOOL to ensure equal pay for the same job, regardless of gender. This is achieved through well-defined market adjusted pay ranges across all job categories. In 2025, to maintain pay equality, we carried out a thorough analysis of gender pay gaps at Group level, both prior and after the annual merit process and ROCKWOOL allocated budget in the merit process to address the possible pay gaps per country. MetricsCharacteristics of the undertaking's employeesS1-6Breakdown of the year-end headcount of ROCKWOOL employees per gender, contract type and region and/or country. ROCKWOOL does not have any non-guaranteed hours employees. Average full-time employees are reported in the consolidated financial statement on p. 128.2025 2024Employee headcount by contract Not Not type broken down per gender Unit Male Female Otherdisclosed Total Male Female Otherdisclosed TotalPermanent employees headcount 9,945 2,542 17 20 12,524 9,775 2,487 21 23 12,306Temporary employees headcount 580 213 1 18 812 418 139 0 10 567Non-guaranteed hours employees headcount - - - - - - - - - -Total employees headcount 10,525 2,755 18 38 13,336 10,193 2,626 21 33 12,873Employee headcount in regions and countries where ROCKWOOL employees representing at least 10% of 2025 2024 its total number of employees UnitValueValueGermany headcount 1,453 1,377Other countries in Western Europe headcount 4,885 4,838Western Europe headcount 6,338 6,215Poland headcount 2,228 2,059Other countries in Eastern Europe and headcount 2,026 1,973RussiaEastern Europe and Russia headcount 4,254 4,032North America headcount 1,476 1,452Asia and others headcount 1,268 1,174Total employees headcount 13,336 12,8732025 2024 Employee headcount per gender UnitValueValueMale headcount 10,525 10,193Female headcount 2,755 2,626Other headcount 18 21Not disclosed headcount 38 33Total employees headcount 13,336 12,873Employee turnover rate Unit2025 2024Employees who have left ROCKWOOL headcount1,364 1,471 Employee turnover%10 12 Metrics (continued)ROCKWOOL workplace gender diversity metrics:Entity specific disclosure2025 2024GOV-1Percentage of female leaders in executive and 31 28middle management positions (%)Percentage of female shareholder-elected Board 33 40members (GOV-1) (%)Percentage of females in Group Management 22 13(GOV-1) (%)Share of females in new hires for middle manager 44 32positions (%)Gender pay gap in %:S1-162025 20241All employees 3.6 4.81 Restated from 1.6 percent. See accounting policy.Annual total remuneration ratio:S1-16 (continued)2025 20242Total remuneration ratio 50 592 Restated from 34. See accounting policy.Gender pay gap contextual information: The reported pay gap for direct and indirect employees is influenced by the fact that objective factors are not taken into account, and the majority of employees are direct roles. For indirect employees, when adjusting for country and assigned grades, the calculated pay gap is 1.7 percent. The unadjusted pay gap for the Group would increase if Russia was excluded. In addition, the remuneration ratio would decrease slightly.Accounting policiesOwn workforceGender data are based on headcount, with no use of estimates. Data reflect the identity chosen by the employee (e.g. male, female, non-binary, other, or choose not to disclose). The source of gender data is ROCKWOOL's Human Capital Management (HCM) system. Those entities not on the HCM system are collected manually.Headcount represents the total number of employees, regardless of full-time or part-time status. Employee data regarding characteristics of the undertaking employees are calculated based on all headcounts as of the reporting date, broken down by country, gender, contract type, and turnovercalculations.Permanent employees have open-ended contracts, while temporary employees have contracts with defined start and end dates. Most production employees are classified as direct (blue-collar), while sales and administrative staff are indirect (white-collar).Percentage of female shareholder-elected board members represents the number of shareholder-elected female members divided with the total number of shareholder-elected Board members.Percentage of females in Group Management represents the number of female Group Management members divided with the total number of Group Management members as percentage.Female leaders in executive and middle management positions represents the share of women managers at period-end divided by all managers at period-end. Leaders must have a direct report to be included.Share of females in new hires for middle manager positions represents the share of female hires divided by all hires during the reporting year.Region breakdown follows financial statement geographical segments. Employee turnover represents the number of employees who left ROCKWOOL during the year. Turnover is calculated as the total number of employees who have left the company divided by the average headcount for the year. Training completion is measured by collecting a list of employees participating. All employees expected to attend training are listed accordingto their job positions in the HR system.Pay gap and remuneration ratioPay gap: ROCKWOOL calculates and reports gender pay gap annually using total remuneration for all employees. The base salary (including short and long-term incentive) is taken from the HCM system and used for calculating the average hourly full pay and pertains to a full year period as of September 2025. Information from entities not on global HCM system have been collected manually (12 percent). Other forms of remuneration such as overtime, pension, social charges, and other allowances, are estimated using fully loaded cost methodology, including employer contributions and associated costs. The adjusted pay gap reported for indirect employees only includes employees in ROCKWOOL's HCM system.Total remuneration for each employee is the sum of fixed salary, incentives, and estimated other remuneration as mentioned in section above. The average total remuneration is calculated individually for male and female employees. To calculate the pay gap percentage, ROCKWOOL uses total remuneration as numerator and the denominator is estimated working hours. Remuneration ratio: Represents the ratio of the highest-paid individualâs remuneration to the median annual total remuneration of all employees (excluding the highest-paid individual). The ratio is calculated by comparing the highest paid individualâs remuneration - including fixed salary, short- and long-term incentives (share-based payments at grant value) - to the median annual total remuneration. Eighty-eight percent of the employee data are derived from ROCKWOOL's HCM system. The remaining is collected manually and calculated using the average gross salary per gender and extrapolated. Restatement pay gap and remuneration ratio The pay gap and remuneration ratio for 2024 have been restated by applying the above methodology for 2025 to the 2024 figures. The reported pay gap for 2024 was only reported on ~80 percent of employees due to data limitations. This included only indirect employees in ROCKWOOL's HCM system and manual data collection of direct employees in 13 locations in total. Furthermore, the remuneration data for 2024 included only base salary and short-term incentives. The reported pay gap for 2024 has been adjusted from 1.6 percent to 4.8 percent.Remuneration ratio for 2024 was only reported on ~35 percent of employees due to data limitations and included only indirect employees registered in ROCKWOOL's HCM system. Remuneration data only included base salary and short- and long-term incentives. This means that the remuneration ratio for 2024 has been adjusted from 34 to 59.Affected communitiesROCKWOOL is a global company with a local presence, producing close to customers and sourcing products and services within the communities where we operate. While our operations create quality jobs and economic opportunity, we always need to consider how to reduce any disturbances on local communities, which is why community engagement and clear communication are central to our strategy and licence to operate. In 2025, we focused on community dialogue, seeking local feedback to help us advance on our project design and mitigation measures. We also focused on local recruitment and supplier engagement to maximise job creation and shared prosperity, ensuring that our growth strengthens the communities that host us.ESRS S3Key policiesî Community Engagement Policy and ManualKey targets and performanceî Training on Community Engagement Manual î Performance: Strong progress Key actionsî Community engagement in seven locations of new or expanding stone wool factories:î Peddimore, Englandî Bridgend, Walesî Eskilstuna, Swedenî Bertonico, Italyî Walla Walla, United Statesî Cheyyar, Indiaî PloieÈti, RomaniaList of material topicsPositive impactsBusiness opportunities for local and small and medium-sized enterprisesBy building factories, ROCKWOOL creates jobs, upskills local workforce, and increases local income and tax revenue, boosting local economies by providing work opportunities for contractors and small and medium-sized enterprises. Negative impactsDisturbances from operations impacting local communitiesROCKWOOLâs factory operations generate air emissions, use chemicals and can cause dust and noise pollution. Some operations may disturb local communities.RisksLocal community reputational riskIf local communities are not informed and involved in ROCKWOOLâs project planning and execution, negative perceptions related to disturbances could pose financial and brand risks and cause delays.Interaction with strategy and business modelSBM-2, SBM-3ROCKWOOL manufactures near customers and sources locally, supporting local jobs and businesses. To protect employees, contractors, local communities, and the environment, ROCKWOOL ensures all factories comply with national regulations and undergo internal verification processes. However, industrial activities, including the use of chemicals in binders and air emissions, may raise concerns among local communities. ROCKWOOL maintains ongoing dialogue with affected communities by applying the Community Engagement Manual and systematically collecting feedback and insights to enhance our understanding of external stakeholder perspectives.Policies and processesPoliciesS3-1Group policy Description | Scope | AccountabilityCommunity Engagement Description: Community Engagement PolicyPolicy and ManualThe policy sets out our commitment to reducing negative impacts on local communities, while fostering open dialogue, communicating our benefits, and building positive relationships with community members and stakeholders. It outlines our commitment to respect human rights, engage with stakeholders, conduct due diligence, and provide accessible channels for addressing concerns through open houses, community meetings, job fairs, and the whistleblowing mechanism. The policy is aligned with the UN Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises, and the International Finance Corporation âStakeholder Engagement â A good practice handbookâ and should be read in conjunction with ROCKWOOLâs Human Rights Policy. The policy is available on our corporate website.The Community Engagement Manual The Community Engagement Manual further describes how engagement with local communities should be managed. The manual sets out a five-step approach and includes practical tools, including external agency evaluation, a project risk assessment scorecard, and stakeholder mapping. The objective is to ensure a two-way dialogue with local communities covering the multiple phases of a factory's existence, from the planning and pre-investment stages through to construction and full operation. The manual sets out the common ROCKWOOL principles for any factory to ensure effective communication.Scope: All stone wool factories.Accountability: Group Management is accountable for the policy.Regional Managing Directors and Technical Directors are responsible for implementation.Processes for engagingS3-2ROCKWOOL is committed to ensuring effective communication by engaging in timely, meaningful, and ongoing two-way dialogue with all relevant stakeholders regarding company impacts. These range from employment, local taxes, and business for local communities to addressing environmental, safety, and health concerns that community members may have. The Community Engagement Manual is a tool intended for use at all factories to support effective communication with local communities. In addition to year-round, continuous contact and cooperation with representatives of local communities, which includes a community feedback mechanism, ROCKWOOL maintains regular engagement with stakeholders. For greenfield projects or major facility upgrade planning, ROCKWOOL's Community Engagement Manual requires stone wool factories to conduct community and stakeholder due diligence as early as practically possible.Regional Managing Directors, with support from local Public Affairs and Sustainability Directors as applicable, have operational responsibility for implementing the Community Engagement Manual and ensuring that engagement activities take place. Group Management, with the support of senior managers, oversees the Community Engagement Policy and the principles outlined in the manual, including communicating these across the Group.Processes to remediateS3-3ROCKWOOL uses official correspondence and our network of local community engagement practitioners to actively stay updated and to track and respond to questions, complaints, and feedback from members of affected communities. For information on remedy and retaliation, please see the Human Rights Policy on p. 92 and the Whistleblower Policy and internal manual on p. 105.We use the following communication channels and processes to engage with local communities: î Regular correspondence and meetings throughout the year with representatives from local communities in connection with greenfield and brownfield projects, decarbonisation projects, and larger expansions and/or retrofits of existing factories.î ROCKWOOL's whistleblower platform is available to all external stakeholders, including local communities, on the corporate website in all languages of countries where ROCKWOOL are present. For more information about the whistleblower platform and how we protect those raising concerns against retaliation, see G1 p. 104 on business conduct.Targets, performance, actions, and resourcesTarget name Target year and value Result Baseline year and Scope Affected stakeholders value consideredTraining on the Community 100 percent by 100 percent by 2025 2024=0 percent All stone wool Customers, affected Engagement Manual and due September 2025Factory Managers, communitiesdiligence mechanism.Technical Directors, Safety Managers, Environmental Managers, and local HR teamsTargetsS3-5Training on Community Engagement Manual In 2024, ROCKWOOL set an absolute target to increase training on our Community Engagement Manual, with progress being tracked and reported annually. The target is designed to ensure greater awareness, consistent implementation of the Manual, and alignment with the policy objectives in the Community Engagement Policy. The target was set through internal dialogue with company experts. PerformanceIn 2025, 100 percent of the selected managers, directors, and teams completed the training on human rights risks and due diligence mechanism, including a focus on the Community Engagement Manual.ActionsS3-4New electric stone wool factory in Peddimore, England As a continuation of the actions carried out in 2024, ROCKWOOL submitted a report to the planning authorities, issued press releases, provided regular updates to stakeholders, and held meetings with community groups. Dialogue with community at the manufacturing site in Bridgend, Wales ROCKWOOL hosted two open houses and continued regular dialogue with the local community at the Bridgend factory. An acoustic fence was installed following stakeholder feedback, with post-installation testing under way. In Eskilstuna, Sweden, a structured consultation process was continued for the new electric stone wool factory Design adjustments were implemented in response to stakeholder input. A local exhibition was hosted to present the project and answer questions, and a microsite was created to summarise environmental and economic impact assessments, including expected local investment and job creation. Proactive dialogue with local community in Bertonico, Italy In Italy, an open house event was organised to present ROCKWOOL, the production process, environmental, social, and economic impacts, as well as the planned timeline for the new electric stone wool factory. Posters announcing the event were distributed to local businesses and gathering places. Invitations were also promoted in cooperation with local newspapers and municipalityâs social media channels.Opportunities in Walla Walla, Washington State, United States ROCKWOOL actively sought further speaking opportunities at civic and community organisation meetings to share project updates and foster ongoing two-way dialogue with local stakeholders, ensuring transparent communication that enables ROCKWOOL to address community interests and concerns as the project progresses.Proactive dialogue with local community in Cheyyar, India ROCKWOOL is constructing a new stone wool factory that will generate approximately 150 jobs and activate supply-chain opportunities. ROCKWOOL participated in the job fair organised by the local employment agency and was invited to support local health and educational initiatives. ROCKWOOL Romania continued to provide support in local communities In Romania, ROCKWOOL carried out initiatives relating to social support, healthy living, and skills development. These efforts responded both to immediate needs and longer-term challenges affecting the regionâs future workforce.No severe human rights issues incidents nor issues connected to affected communities have been reported in 2025. For further information on the remedy process, please see the OECD NPC covered in the EU Taxonomy Minimum Safeguard on p. 85.Consumers and end-usersOur products deliver benefits to the people who live, work, learn, and recover in buildings where they are used, reducing energy use, improving fire safety and resource efficiency, lowering noise, and enhancing indoor air quality. These benefits are central to our strategy, driving innovation and expanding customer demand for healthier, safer, and more sustainable buildings. This year, we focused on product development, advanced embedded processes to meet Environmental Product Declaration requirements, and securing FSC and Cradle to Cradle certification for selected product groups.ESRS S4Key policiesî Human Rights policy Key actionsî Continuous product quality improvement, environmental sustainability, and ensuring the safety of ROCKWOOL products for customers and end-usersî Sustainable suppliers compliance programmeList of material topicsPositive impactsIncreased safety, health and wellbeing of consumers and end-users ROCKWOOL products, including insulation, acoustic ceilings, cladding systems, horticultural solutions, and engineered fibres help address major sustainability challenges like energy consumption, fire resilience, noise pollution, water scarcity, and flooding. OpportunitiesIncreased demand for fire-safe, circular and high-performing insulationAs regulations like the EU Energy Performance of Buildings Directive (EPBD) drive demand for safe, circular, and high-performing insulation, ROCKWOOL's products provide opportunities for commercial growth. Interaction with strategy and business modelSBM-2, SBM-3ROCKWOOL products are designed to last â both to stand the test of time themselves as well as to extend the lifespan of the structures they protect. The longevity of ROCKWOOL products ensures that their benefits can be gained for decades, leaving a lasting positive impact on the safety, health, and wellbeing of end-users. These characteristics address customersâ expectations as well as drive market opportunities and generate preference for ROCKWOOL, which directly pertains to the business strategy, as presented on pp. 16-17.ROCKOOL's products support consumers and end-users in four main areas: Fire resilience of stone wool Stone wool is classified as a non-combustible material, meaning it has minimal and/or zero contribution to the spread of fire and meets rising market demand for non-combustible insulation. It will not ignite when exposed to flames (it can withstand Interaction with strategy and business model (continued)temperatures above 1,000°C) and can help prevent fire from spreading to other materials. Fire-safe stone wool insulation is vital for ensuring the safety of building occupants, helping to prevent the spread of fire and limiting structural damage. Less resource use for professional greenhouse growers Grodanâs stone wool growing media is engineered to retain water, creating ideal growing conditions in large-scale greenhouses and indoor and vertical farms. The substrate can be used for various purposes, such as growing tomatoes, peppers, flowers, berries, and medicinal crops. Farmers using Controlled Environment Agriculture (CEA) can increase yields while using less water, land, and fertiliser. Moreover, with Grodan, they have the possibility to reduce or even eliminate chemicals to protect crops.Less noise, greater comfort Stone woolâs thermal properties enhance indoor comfort by allowing temperature control. Moreover, stone wool products provide noise and vibration control, helping to limit sound from passing through walls and bouncing around rooms, which can lead to stress and other harmful health effects. ROCKWOOL stone wool products also contribute to reducing noise and vibration in urban environments, including noise fences along roadways and mats under rail tracks.Water repellent, better air quality and lighting ROCKWOOL insulation and Rockpanel façade cladding are water-repellent and vapour-permeable, meaning they do not trap moisture, thus helping prevent rot, mould, and fungal growth, which can harm human health. In addition to dampening sound, Rockfon acoustic ceiling panels improve lighting quality by balancing light reflection and diffusion, reducing common light-related symptoms like tiredness, headaches, and eye fatigue.Policies and processesPoliciesS4-1Customers and end-users are covered by ROCKWOOL's Human Rights Policy in which they are referred to as âbusiness partners and business relationshipsâ â see section S1 p. 92 on Own Workforce for Human Rights Policy. The Human Rights Policy is aligned with the United Nations (UN) Guiding Principles on Business and Human Rights. Additionally, we ensure our productsâ safety for customers and end-users by adhering to EU REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals) and other regional standards, by publishing Safety Datasheets (SDS), carrying out Life Cycle Assessments (LCAs), and by issuing Environment Product Declarations (EPDs) on our websites.Processes for engagingS4-2 Throughout the year, to include the perspectives of consumers and end-users of our products and those who interact with them, ROCKWOOL actively and directly engaged with these external stakeholders through the following event types:î Dedicated seminars in face-to-face and online formats.î Education and training in reference to ROCKWOOL products in cooperation with installers, construction companies, students, and universities.î Direct day-to-day work and contact with customers. In 2025, in these types of events, we discussed commercial terms as well as the technical and sustainability performance and characteristics of our products. Sustainability topics included products' carbon footprint, durability, and compliance with taxonomy-alignment technical criteria and Do No Significant Harm criteria for construction of new buildings and renovation of existing buildings. Group Management, supported by senior managers, are responsible for ensuring this continuous engagement with customers, consumers, and end-users of ROCKWOOL products. Processes to remediateS4-3While we do not sell products directly to individual customers or end-users, we communicate on our productsâ technical performance. This includes environmental topics as well as health and safety aspects, communicated on local web pages and via product documentation. The documentation is published on local ROCKWOOL web pages available in more than 30 local languages. ROCKWOOL's corporate website, which includes the 1whistleblower platform, is available to everyone. Commercial contacts are also available for any end-users to raise concerns. For more information on the whistleblower platform and how we protect whistleblowers against retaliation, see G1 on business conduct. Individual customers and corporate customers can contact ROCKWOOL for technical support. Depending on the specific country, this can include contact via ROCKWOOL's 2website and/or calling the technical support team.1 https://www.rockwool.com/group/about-us/corporate-governance/whistleblower-policy/.2 https://www.rockwool.com/uk/resources-and-tools/product-documentation/.Policies and processes (continued)Interactive contact with corporate customers Since 2015, we have measured corporate customer satisfaction on an annual basis using the Net Promoter Score (NPS) methodology. The NPS analysis covers all ROCKWOOL product groups, related services, business relationships, communication, and all key corporate customers. The surveys are brief and take approximately three minutes to complete. The surveys give customers and stakeholders an opportunity to score ROCKWOOL as well as to share their perspectives on the overall experience of interacting with ROCKWOOL, including any concerns or comments they may have. Moreover, we strive to increase the number of survey invitations sent out every year. Towards commercial excellence In 2025, the Group NPS score was 69.4, 13 points higher than the score of 56.2 in 2024, and well above the construction industry average. Tracking effectiveness, monitoring and follow-ups The brief customer surveys are the basis of ROCKWOOL's customer relations analytical work. This analysis covers all ROCKWOOL's global and regional operations and is carried out in the second half of the year. Results from the NPS analysis are presented to Group Management for discussion and agreement on further actions. Targets, performance, actions, and resourcesTargetsS4-5 ROCKWOOL currently has no specific targets and is assessing how to set targets for consumers and end-users.ActionsS4-4 Continuous product quality improvement, sustainability, and ensuring the safety of ROCKWOOL products for customers and end-users are key elements of the product due diligence, reflecting ROCKWOOL's commitment to meeting customer and stakeholder expectations. In 2025, ROCKWOOL focused its efforts on the following three key themes: Rockfon: Advancing Forest Stewardship Certification (FSC) and Environmental Product Declaration (EPD) automation To meet growing customer expectations in Nordic and Western Europe, Rockfon began the FSC certification process for wood suppliers, involving all parts of our value chain and allocating specific resources for audits, consulting, and training. Additionally, we expanded automated Environmental Product Declarations (EPDs) â already operational in Denmark and France â to more European and Asian markets, driven by regulatory and customer demands. This required initial investment in Life Cycle Assessment (LCA) modelling, verification, and registration, while ongoing maintenance costs are expected to be moderate. Rockpanel: 100% Cradle to Cradle and EPD Certification in Europe All Rockpanel products sold in Europe are now fully certified to the Cradle to Cradle standard and covered by EPDs, meeting growing customer demand for sustainability. These short-term initiatives were supported with targeted operating expenses. When companies register as suppliers with ROCKWOOL Suppliers who sign a contract with ROCKWOOL are required to commit to the ROCKWOOL's Supplier Code of Conduct, which helps us uphold our standards for safety, quality, and sustainability for end-users. Suppliers that are deemed to be in high-risk categories are monitored for compliance with environmental, social, and business-conduct standards. As part of the registration process, suppliers are assessed on the following topics in addition to the Supplier Code of Conduct:î Alignment with applicable chemical regulations (e.g. EU REACH).î Sanction screening of production sites and/or registered offices.î CAHRA list (Conflict-Affected and High-risk Areas).In 2025, out of the 9,176 active and registered suppliers from across the world, 81 percent were verified as compliant. One percent of suppliers were nominated for blocking based on ROCKWOOL internal financial reporting system rules and/or non-compliance with at least one the above-mentioned criteria. The remaining part of our registered and active suppliers are in process as part of the ROCKWOOL Global Procurement Compliance Programme. In 2025, no severe human rights issues connected to the consumers and suppliers have been reported. For the description of the remedy process, please see the Human Rights Policy on p. 92.Business conductOur business conduct is anchored in integrity, transparency, and accountability. With a global reach and strong localisation, we operate across diverse legal, cultural, and market contexts. This makes robust governance of anti-corruption measures and whistleblower protection essential to protect long-term value for customers, employees, investors, and communities. This year, we focused on strengthening risk assessment and detection, including focus on anti-corruption and whistleblower awareness. These actions enhance early detection, response, and remediation and help preserve trust in our operations. ESRS G1Key policiesî Code of Conductî Whistleblower PolicyKey targets and performanceî Training in Code of Conductî Performance: Progress Key actionsî Strengthening anti-corruptionî Building a compliance communityî Enhancing whistleblowing awarenessList of material topicsRisksAnti-corruption and protection of whistleblowers riskNon-compliance with anti-corruption, bribery or whistleblower protection could exclude ROCKWOOL from tenders or partnerships and pose reputational or brand value risk.The role of the administrative, management, and supervisory bodiesGOV-1In the double materiality assessment, protection of whistleblowers and counteracting corruption and bribery were assessed to be material. If these risks are not managed effectively, this could affect ROCKWOOL's reputation and limit commercial opportunities. The double materiality assessment confirmed that an ongoing reinforcement of these business conduct mechanisms should be maintained. We focus on transparency, accountability, and ethical behaviour while never compromising on compliance. We promote a strong culture of integrity through the Code of Conduct, regular training for employees, and a robust whistleblower system. By adhering to these principles, we strengthen long-term trust in business relationships. Our general approach is described in the Code of Conduct, Human Rights Policy, and Whistleblower Policy. ROCKWOOL is in the process of establishing a Manual for Grievance Mechanism. This will cover two topics: human rights and integrity. Business conduct, anti-corruption, and whistleblower protectionPoliciesG1-1ROCKWOOL's business conduct is rooted in the four values of The ROCKWOOL Way: ambition drives the pursuit of excellence; integrity ensures ethical decision-making; responsibility upholds accountability to stakeholders and society; efficiency guarantees optimal use of resources.To safeguard and strengthen integrity and ensure that business activities are conducted in an ethical manner, ROCKWOOL has, among other things, established an Integrity Committee. The Integrity Committee consists of the CEO, the CFO, a member of Group Management, the CHRO, the Group General Counsel, and the Group Integrity Officer, and is informed of all integrity cases and reported whistleblower cases. The Integrity Committee decides on investigation measures and takes decisions on individual cases.Reporting through whistleblower platform and protection of whistleblowers Non-compliances with the Code of Conduct can be reported through the following communication channels for internal and external stakeholders:î ROCKWOOL's global whistleblower platform, available on all corporate web pages both for external and internal stakeholders with the possibility to remain anonymous; î Regular post directed to ROCKWOOL A/S, Hovedgaden 584, Entrance C, 2640 Hedehusene, Denmark (Att. Group Integrity Officer);î ROCKWOOL employees can also report in person.Whistleblower cases are processed electronically, and sensitive information is stored in encrypted format. The system enables anonymous dialogue with the whistleblower, where the Group Integrity Officer can ask clarifying questions or request further documentation. To ensure the anonymity of the whistleblower, this dialogue is based on their willingness to voluntarily log on to the portal.All whistleblowing notifications are brought to the attention of the Group Integrity Officer. Depending on the nature and seriousness of the reported case, the relevant Group and/or local functions are contacted.To support those affected and support the handling of non-compliance issues, whistleblowers are protected from any form of consequential retaliation and from discriminatory or disciplinary action. This includes discharge, demotion, suspension, threats, or any other kind of harassment. This is regardless of whether the identity of the whistleblower is known at the outset or becomes known during the course of the investigation. Any such retaliation against the whistleblower is considered a serious breach of the Whistleblower Policy and the Code of Conduct. Such protection shall not apply if the whistleblower is proven to have made an intentionally false or unreasonable allegation.Business conduct, anti-corruption, and whistleblower protection (continued)G1-1 continuedGroup policy Description | Scope | AccountabilityCode of Conduct Description: The Code of Conduct complies with the UK Bribery Act 2010 and with the UN Global Compact commitments, including with principle no. 10 âBusinesses should work against corruption in all its forms, including extortion and briberyâ, which is derived from the UN Convention against Corruption. The following rules constitute the Code of Conduct and refer to ROCKWOOL's material sustainability topics: - zero tolerance approach to fraud;- anti-corruption and bribery, including Gifts and Hospitality Policy;- counteract conflict of interest;- compliance with national and international competition and antitrust laws;- protect data privacy and data security, including confidentiality of information;- counteract money laundering;- respect human rights and labour rights;- protect the health and safety of own workforce;- strive to reduce impact on climate and environment;Scope: ROCKWOOL's operations globally. Key affected stakeholder groups are all own employees and contractor workers.Accountability: The Code of Conduct is promoted and monitored by the Board of Directors, while implementation and execution are the responsibility of Group Management, Managing Directors and managers.Whistleblower Policy and Description: The whistleblower policy is supported by a manual, which describes how to report non-compliance in a confidential manner, how internal manualreported cases will be treated, and defines the following three types of topics that should be reported: (1) accounting or auditing matters or irregularities of a financial, legal and/or ethical nature, such as fraud, serious deficiencies or deliberate error, breach of antitrust regulations, lack of respect of human rights, bribery or corruption;(2) other irregularities of a general and/or operational nature, such as serious endangerments concerning the vital interests of ROCKWOOL Group or the life or health of individuals, environmental crimes, major deficiencies regarding security in the workplace and serious forms of discrimination or harassment e.g. in the form of sexual or other serious harassment;(3) breaches of Union law pursuant to Directive (EU) 2019/1937 of 23 October 2019 on the protection of persons who report breaches of Union law.The manual also describes how the investigation of matters is evaluated and processed, how whistleblowers are protected from any kind of retaliation and how reports records are kept, including deletion of data.Scope: ROCKWOOL operations. It is available to own workforce, suppliers, customers and third parties in more than 42 languages on corporate websites (Whistleblower policy).Accountability: The Whistleblower policy is promoted and monitored by the Board of Directors, while implementation and execution are the responsibility of Group Management, Managing Directors and managers.Prevention and detection of corruption and bribery G1-3 In 2025, Group's key actions were focused on two areas: risk assessment and detection. During 2025, Business Assurance and Legal conducted a comprehensive risk assessment related to fraud, corruption and bribery with the objective of identifying areas requiring increased focus. To ensure detection, that outcomes of investigations are unbiased, and that investigators and the Integrity Committee are separate from the chain of management involved, these steps were followed in 2025:î Establishment of an investigation team that is not connected with the specific case and not reporting to anyone involved in the case; î In case the matter relates to the Group Integrity Officer, the Group General Counsel, or the Director of Business Assurance of ROCKWOOL A/S, the individual is excluded from participating in the case and any associated decision-making;î If a matter relates to a member of Group Management, the Board of Directors is informed and involved;î The same principles apply if the whistleblower case concerns a member of the Integrity Committee. The member is then excluded from participating in the handling and decision-making process.Confirmed incidents of corruption or bribery G1-4Reported confirmed incidents refer to non-compliance cases that the Group Integrity Officer and Integrity Committee have determined to be substantiated. This determination does not require confirmation by a court of law. Confirmed incidents of corruption or bribery exclude cases that are still under investigation at the close of the reporting period.In 2025, no convictions and no fines for violation of anti-corruption and anti-bribery laws were reported, and there were no public legal cases regarding corruption or bribery.In 2025, there was one confirmed corruption incident received through whistleblowing and other communication channels in which own workforce individuals were dismissed or disciplined. There were no contracts with business partners terminated or not renewed due to violations related to corruption or bribery.Targets, performance, actions, and resourcesTracking effectiveness through metrics and targets MDR-TActive employees are trained in Code of Conduct, anti-corruption, and whistleblowing mechanisms to reach the target for Code of Conduct, Anti-Corruption, and Whistleblowing.The target is linked to ROCKWOOLâs Code of Conduct and Whistleblowing Policy. In addition to our target, we implement our Code of Conduct by providing face-to-face training for direct workers on topics such as values, employee conduct, human rights, harassment, discrimination, and health and safety. We also promote open communication through ROCKWOOL's intranet. Data are collected from Rockademy, ROCKWOOL's Learning Management System, and based on 100 percent quantitative data. Training is monitored in the e-learning platform. Functions-at-risk employees are defined as roles with tasks and responsibilities that make them susceptible to risk of corruption and bribery, due to their work responsibilities. To raise the ambition level, the target was increased to 100 percent in 2025.Target name Target year and Result Baseline year Scope Affected value and value stakeholders consideredTraining in Code of Conduct 100 percent 96 percent by 2024=97 percent Active indirect ROCKWOOL biennially recurring 2025employeesemployees absoluteâat-risksâ within specific functionsPerformanceIn 2025, 96 percent of the targeted audience completed the training in Code of Conduct. Actions and organisational resources allocated for anti-corruption and protection of whistleblowersMDR-ATopics related to the Code of Conduct, including anti-corruption, prevention of bribery, and protection of whistleblowers, are managed by the Group Integrity Officer, who is part of Business Assurance and under the responsibility of the CFO. The Group Integrity Officerâs mandate, in cooperation with the Director of Business Assurance, is to anchor the Code of Conduct across the organisation, i.e. to ensure corruption is prevented and whistleblowers are protected. The Audit Committee is informed of new and closed whistleblower cases on a quarterly basis. The Audit Committee chairperson has direct access to the whistleblower system. In 2025, ROCKWOOL prioritised three key actions: Strengthening anti-corruption We completed a comprehensive fraud, corruption, and bribery risk assessment across all business entities, engaging 219 employees through a structured questionnaire. This informed targeted short- and medium-term action plans. Building a compliance community We established a ROCKWOOL Compliance Community with local Compliance Officers in Western Europe, the UK, and Asia to enhance awareness and share best practices for preventing and detecting non-compliance. Group-wide general whistleblowing awareness campaign Intranet articles, guidance, and support materials (e.g. posters) for local business entities were delivered. The goal of this campaign was to promote greater understanding and use of the Whistleblowing Policy, strengthened leadership and communication, and improved transparency in recruitment and career development.MetricsAnti-corruption and anti-bribery training coverage:G1-3 2025 2024At-risk functions New hires (only Total At-risk functions New hires (only Total(all indirect within indirect (all indirect within indirect employees)employees)employees)employees)Training coverage:Total (in headcount) 4,929 1,034 5,963 4,820 336 5,156Total receiving training (%) 98% 89% 96% 98% 77% 97%Delivery method: e-learning e-learning e-learning e-learning e-learning e-learningClassroom/face-to-face trainings â â â â â âDuration of e-learning 35 minutes 35 minutes 35 minutes 35 minutes 35 minutesFrequency:How often the training is Every second year Mandatory Every second year Mandatory for new hiresfor new hiresrequired? Topics covered:Code of Conduct (conflict of interest, workplace harassment, health and safety, human rights)Anti-corruption, anti-bribery and Gifts, and Hospitality PolicyWhistleblowing mechanism and reporting proceduresNumber of reported cases received through the whistleblowing mechanism and audit findings Entity specific disclosure2025G1-4Corruption, bribery, fraud Human rights, including Other non-compliance with Structured into three groups of topics:or conflict of interest labour rightsCode of Conduct principlesNumber of reported and confirmed incidents 14 2 18Accounting policiesTraining programme coverage is reported as the completion ratio for all roles with tasks and responsibilities that make them susceptible to risks of corruption and bribery. Functions-at-risk employees consist of active indirect employees. Training of all employees is carried out every second year. All new hires are onboarded to the training.Employees no longer with the company or on leave are excluded from the calculation. Russia was excluded from the coverage calculation. Russia has received the training material, but does not report on the usage hereof.Total number of convictions is a sum of formal declarations of guilt determined by a jury verdict or a judgeâs decision in a court of law. A fine is a monetary penalty imposed for non-compliance with anti-corruption and anti-bribery laws. Fines include both fines imposed on legal entities and physical persons. Total number of own workers dismissed or disciplined includes those who were relieved, resigned, or were disciplined due to violation of bribery and corruption.Total number of contracts that were cancelled is the number of contracts that ROCKWOOL ended due to a Code of Conduct breach of code.Training completion is measured by collecting a list of employees participating. All employees expected to attend training are listed according to their positions in the HR Information System (HRIS).Total number of reported and confirmed incidents refers to non-compliance cases that the Group Integrity Officer and Integrity Committee have determined to be substantiated. Incident determination does not require confirmation by a Court of law. The incidents are collected via the whistleblower system and via HR reporting and consolidated at Group level. Confirmed incidents of corruption or bribery exclude cases that are still under investigation at the close of the reporting period. AppendixDisclosure tables and supporting datapointsDisclosure requirements in ESRS covered by the undertaking's sustainability reportIRO-2 General informationStandard ESRS Indicator PageESRS 2 â General Disclosures BP-1 General basis for preparation of sustainability statement 57-58BP-2 Disclosures in relation to specific circumstances 57-58ESRS 2 â Governance GOV-1 The role of the administrative, management and supervisory bodies 30-32, 96, 103GOV-2 Information provided to, and sustainability matters addressed by the undertakingâs administrative, management and supervisory bodies 48-49GOV-3 Integration of sustainability-related performance in incentive schemes 48-49GOV-4 Statement on due diligence 55-56GOV-5 Risk management and internal controls over sustainability reporting 55-56ESRS 2 â Strategy SBM-1 Strategy, business model and value chain 45-47SBM-2 Interests and views of stakeholders 49-50, 97, 100SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 49, 53-54, 60, 87, 91, 97, 100ESRS 2 â Impact, risk and opportunity management IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities 49, 51-52, 60IRO-2 Disclosure requirements in ESRS covered by the undertakingâs sustainability statement 108-113Standard Material topic ESRS Indicator PageEnvironmental informationE1 Climate change Climate change E1-1 Transition plan for climate change mitigation 63-64adaptation, mitigation E1-2 Policies related to climate change mitigation and adaptation 65and energyE1-3 Actions and resources in relation to climate change policies 66-67E1-4 Targets related to climate change mitigation and adaptation 65-66E1-5 Energy consumption and mix 68E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions 69E1-8 Internal carbon pricing 69E1-9 Anticipated financial effects from material physical and transition risks and potential climate-related opportunities Phase-inDisclosure requirements in ESRS covered by the undertaking's sustainability report (continued)Standard Material topic ESRS Indicator PageE2 Pollution Pollution to air and E2-1 Policies related to pollution 73substances of concernE2-2 Actions and resources related to pollution 74E2-3 Targets related to pollution to air and to substances of concern 73E2-4 Pollution of air 74E2-5 Substances of concern 74E2-6 Anticipated financial effects from pollution-related impacts, risks and opportunities Phase-inE3 Water Water withdrawal E3-1 Policies related to water and marine resources 76E3-2 Actions and resources related to water and marine resources 76E3-3 Targets related to water and marine resources 76E3-4 Water consumption 76E5 Resource use and Resource inflows, E5-1 Policies related to resource use and circular economy 79circular economyoutflows and wasteE5-2 Actions and resources related to resource use and circular economy 80E5-3 Targets related to resource use and circular economy 79E5-4 Resource inflows 81E5-5 Resource outflows 81-82E5-6 Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities Phase-inSocial informationS1 Own workforce Working conditions, S1-1 Policies related to own workforce 88, 92Equal treatment and S1-2 Processes for engaging with own workers and workersâ representatives about impacts 88, 93opportunities for all, Other work-related S1-3 Processes to remediate negative impacts and channels for own workers to raise concerns 88, 93rightsS1-4 Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and 89, 94effectiveness of those actionsS1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 88-89, 93-94S1-6 Characteristics of the undertakingâs employees 95S1-7 Characteristics of non-employee workers Phase-inS1-14 Health and safety metrics 90S1-16 Compensation metrics (pay gap and total compensation) 96S3 Affected communities Communitiesâ S3-1 Policies related to affected communities 98economic, social and S3-2 Processes for engaging with affected communities about impacts 98cultural rightsS3-3 Processes to remediate negative impacts and channels for affected communities to raise concerns 98S3-4 Taking action on material impacts on affected communities, and approaches to managing material risks and pursuing material opportunities related to affected communities, 99and effectiveness of those actionsS3-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 99S4 Consumers and end-Personal safety of S4-1 Policies related to consumers and end-users 101usersconsumers and/or S4-2 Processes for engaging with consumers and end-users about impacts 101end-usersS4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concerns 101-102S4-4 Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and 102end-users, and effectiveness of those actionsS4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 102Governance informationG1 Business conduct Corruption and bribery G1-1 Business conduct and corporate culture in terms of protection of whistleblowers 104-105G1-3 Prevention and detection of corruption and bribery 105, 107G1-4 Confirmed incidents of corruption or bribery 106-107ROCKWOOL specific KPIsStandard ROCKWOOL Indicator PageE1 Climate change Scope 1 and 2 CO emissions intensity 12, 59, 65-662Energy efficiency in own buildings 12, 59, 65-66Energy saved (TWh) in the lifetime of insulation sold 68Avoided GHG emissions (Mt) in the lifetime of insulation sold 68E3 Water and marine resources Water use intensity 12, 75-76Standard ROCKWOOL Indicator PageE5 Resource use and circular economy Number of countries with Rockcycle 12, 78-79Landfill waste from production 12, 78-79The weight of virgin materials 81The rate of recyclable content in products after use phase 81The rate of reusable content in products after use phase 81Recovered waste from own operations 81S1 Own workforce Zero fatalities and zero serious accidents 12, 87, 90Percentage of female leaders in executive and middle management positions 12, 91, 96Percentage of trained managers on the Human Rights Risk and Due Diligence Mechanism 93Percentage of HR leads per region trained on manuals of forced and/or child labour 93S3 Affected communities Percentage of trained managers on the Community Engagement Manual and Due Diligence Mechanism 99G1 Business conduct Percentage of active employees within at-risk function that received training on Code of Conduct, Anti-Corruption and Whistleblowing Mechanism 107List of datapoints that derive from other EU legislationIRO-2 Disclosure requirement and related datapoint SFDR Pillar 3 Benchmark regulation EU Climate Law Material PageESRS 2 GOV-1 Board's gender diversity paragraph 21 (d) x x Yes 31ESRS 2 GOV-1 Percentage of board members who are independent paragraph 21 (e) x Yes 31ESRS 2 GOV-4 Statement on due diligence paragraph 30 x Yes 55-56ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities paragraph 40 (d) i x x x No N/AESRS 2 SBM-1 Involvement in activities related to chemical production paragraph 40 (d) ii x x No N/AESRS 2 SBM-1 Involvement in activities related to controversial weapons paragraph 40 (d) iii x x No N/AESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv x No N/AESRS E1-1 Transition plan to reach climate neutrality by 2050 paragraph 14 x Yes 63-64ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g) x x Yes 63ESRS E1-4 GHG emission reduction targets paragraph 34 x x x Yes 65-66ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38 x Yes 68ESRS E1-5 Energy consumption and mix paragraph 37 x Yes 68ESRS E1-5 Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43 x Yes 68ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44 x x x Yes 69ESRS E1-6 Gross GHG emissions intensity paragraphs 53 to 55 x x x Yes 69ESRS E1-7 GHG removals and carbon credits paragraph 56 x No N/AESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks paragraph 66 x No N/AESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) ESRS E1-9 Location of x Phase-in N/Asignificant assets at material physical risk paragraph 66 (c).ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c). x Phase-in N/AESRS E1-9 Degree of exposure of the portfolio to climate-related opportunities paragraph 69 x No N/AESRS E2-4 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) x Yes 74emitted to air, water and soil, paragraph 28ESRS E3-1 Water and marine resources paragraph 9 x Yes 76ESRS E3-1 Dedicated policy paragraph 13 x No N/AESRS E3-1 Sustainable oceans and seas paragraph 14 x No N/AESRS E3-4 Total water recycled and reused paragraph 28 (c) x Yes 763ESRS E3-4 Total water consumption in m per net revenue on own operations paragraph 29 x Yes 76ESRS 2- SBM-3 - E4 paragraph 16 (a) i x No N/AESRS 2- SBM-3 - E4 paragraph 16 (b) x No N/AESRS 2- SBM-3- E4 paragraph 16 (c) x No N/AESRS E4-2 Sustainable land / agriculture practices or policies paragraph 24 (b) x No N/AESRS E4-2 Sustainable oceans / seas practices or policies paragraph 24 (c) x No N/AESRS E4-2 Policies to address deforestation paragraph 24 (d) x No N/AESRS E5-5 Non-recycled waste paragraph 37 (d) x Yes 82ESRS E5-5 Hazardous waste and radioactive waste paragraph 39 x Yes 82ESRS 2- SBM-3 - S1 Risk of incidents of forced labour paragraph 14 (f) x Yes 93ESRS 2- SBM-3 - S1 Risk of incidents of forced and/or child labour paragraph 14 (g) x Yes 93ESRS S1-1 Human rights policy commitments paragraph 20 x Yes 102ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, x Yes 92paragraph 21ESRS S1-1 Processes and measures for preventing trafficking in human beings paragraph 22 x Yes 92ESRS S1-1 Workplace accident prevention policy or management system paragraph 23 x Yes 88ESRS S1-3 Grievance/complaints handling mechanisms paragraph 32 (c) x Yes 92ESRS S1-14 Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c) x x Yes 90ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e) x Yes 90ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a) x x Yes 96ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b) x Yes 96ESRS S1-17 Incidents of discrimination paragraph 103 (a) x No N/AESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD paragraph 104 (a) x x No N/AESRS 2- SBM3 â S2 Significant risk of forced and/or child labour in the value chain paragraph 11 (b) x No N/AESRS S2-1 Human rights policy commitments paragraph 17 x No N/AESRS S2-1 Policies related to value chain workers paragraph 18 x No N/AESRS S2-1Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19 x x No N/AESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, x No N/Aparagraph 19ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36 x No N/AESRS S3-1 Human rights policy commitments paragraph 16 x Yes 98ESRS S3-1 Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines paragraph 17 x x Yes 98ESRS S3-4 Human rights issues and incidents paragraph 36 x Yes 99ESRS S4-1 Policies related to consumers and end-users paragraph 16 x Yes 101-102ESRS S4-1 Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17 x x Yes 101ESRS S4-4 Human rights issues and incidents paragraph 35 x Yes 102ESRS G1-1 United Nations Convention against Corruption paragraph 10 (b) x Yes 104-105ESRS G1-1 Protection of whistleblowers paragraph 10 (d) x Yes 104-105ESRS G1-4 Fines for violation of anti-corruption and anti-bribery laws paragraph 24 (a) x x Yes 106ESRS G1-4 Standards of anti-corruption and anti- bribery paragraph 24 (b) x Yes 106Reference to other voluntary reporting requirementsReference table with TCFD recommendationsPageDescription of Boardâs oversight of climate-related risk and opportunities 48-49Description of the managementâs role in assessing and managing climate-related risks and opportunities 48-49StrategyA description of the climate change risks and opportunities that the organisation has identified in the 53, 60-62short, medium, and long termDescription of the impact of climate-related risks and opportunities on the organisationâs businesses, 53, 60-65strategy and financial planningDescription of the resilience of the organisationâs strategy, taking into consideration different climate 60-62related scenarios, including a 2°C or lower scenarioRisk managementDescription of the organisationâs processes for identifying and assessing climate-related risks 60Description of the organisationâs processes for managing climate-related risk 62Description of how processes for identifying, assessing, and managing climate-related risks are integrated 62into the organisationâs overall risk managementMetrics and targetsDescription of the metrics used by the organisation to assess climate-related risks and opportunities in line 68-71, 74, 76, 81-82, with its strategy and risk management process84Disclosure of Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the 69related risksA description of the targets used by the organisation to manage climate-related risks and opportunities 65-66, 73, 76, 79 and performance against targetsReference table with UN Sustainable Development GoalsPageSDG 5 Gender equality: Target 5:1 End all forms of discrimination against all women and girls everywhere93-94Our contribution: Implementing DEI within our operations and ongoing work with human rightsSDG 6 Clean water and sanitation: Target 6.4 By 2030, substantially increase water-use efficiency across all sectors 76-77and ensure sustainable withdrawals and supply of freshwater to address water scarcity and substantially reduce the number of people suffering from water scarcityOur contribution: Target to reduce water use intensitySDG 7 Affordable and clean energy: Target 7.2 By 2030, increase substantially the share of renewable energy in the 65, 68global energy mixOur contribution: Target on share of renewable energy in Group total energy mixSDG 8 Decent work and economic growth: Target 8.8 Protect labour rights and promote safe and secure working 88-96environments for all workers, including migrant workers, in particular women migrants, and those in precarious employmentOur contribution: Ensuring human rights protection of own employees and targets on health and safety and human rights trainingSDG 9 Industry innovation and infrastructure: Target 9.4 By 2030, upgrade infrastructure and retrofit industries to 63-64, make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally 68-69, sound technologies and industrial processes, with all countries taking action in accordance with their respective 72-77capabilitiesOur contribution: Ensuring mitigation of environmental negative impacts in own operations SDG 11 Sustainable cities and communities: Target 11.b By 2020, substantially increase the number of cities and 68, human settlements adopting and implementing integrated policies and plans towards inclusion, resource efficiency, 78-86mitigation and adaptation to climate changeOur contribution: Product development to support growing sustainability challenges and metrics on energy saved and avoided emissionsSDG 12 Responsible consumption and production: Target 12.5 By 2030, substantially reduce waste generation 79-81through prevention, reduction, recycling and reuseOur contribution: Supporting circular economy initiatives and setting targets on take-back offering (Rockcycle) SDG 13 Climate action: Target 13.2 Integrate climate change measures into national policies, strategies and planning63-64Our contribution: Allocation of resources to execute the transition plan, advocacy for energy efficiency of buildings and circularity in the built environmentSDG 14 Life below water: Target 14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in 76-77particular from land-based activities, including marine debris and nutrient pollutionOur contribution: Highlighting ocean health by our partnership with SailGPSDG 16 Peace, justice and strong institutions: target 16.1 Substantially reduce corruption and bribery in all their 106-107formsOur contribution: Ensuring responsible business conduct and target on anti-corruption training</mrv:SustainabilityReport>
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<mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f1__s8__7__15" xml:lang="en">Data ethicsThe Groupâs data ethics guidelines are in accordance with the Danish Financial Statements Act, Section 99d. The guidelines describe how data ethics are considered and included in the use of data as well as the design and implementation of technologies used for processing of data within ROCKWOOL. The Groupâs Integrity Committee reviews and assesses the adequacy hereof on an annual basis. The guidelines are published and are available for all employees on the Group intranet.</mrv:StatementOfPolicyForDataEthics>
<mrv:DisclosureOfMaterialImpactsRisksAndOpportunitiesAndHowTheyInteractWithStrategyAndBusinessModelExplanatory contextRef="ctx-1" id="f1__s8__7__17" xml:lang="en">Material impacts, risks, and opportunitiesTopic Impact Time horizon Value Risk or opportunity Time horizon Value Interaction on business model, value chain, strategy and responsechainchainE1: Climate changeClimate change N/A N/A N/APhysical risk due to acute and chronic climate ST; MT; LT OO Regular monitoring, evaluation, and adaptation/mitigation activities of adaptationchangesfacilities in cooperation with insurers and expertsN/A N/A N/APhysical opportunities from climate and weather ST; MT; LT D Active response to growing market demandchanges Climate change Scope 1, 2, and 3 GHG emissions ST; MT; LT U; OO; Carbon pricing of emission-intensive operationsST; MT; LT OO Transition plan for climate change based on validated science-based mitigation; EnergyDtargets and objective to reach Net Zero by 2050Energy intensive productionST; MT OOCost of decarbonisation and limitations in low-ST; MT; LT U; OO Transition plan for climate change (see above)carbon electricity grid expansionN/A N/A N/A Mandates on and regulation of existing products ST; MT; LT OO Active engagement with industry stakeholders and servicesEnergy saved and Energy efficient products reduce energy ST; MT DIncreased demand for energy efficient insulation ST; MT; LT D Product offerings address major sustainability challenges like energy avoided emissions*consumption*materialconsumption, fire resilience, noise pollution, water scarcity, and floodingE2: PollutionPollution to air Air emissions other than GHGST OOOperational interruption due to exceeding air ST OO Implementation of abatement equipment; R&D focused on new binder emissions permit limitstechnologies and emission reduction initiativesSubstance of concernUse of chemicals in bindersMT OO N/A N/A N/AE3: Water Water withdrawalWater usage in operations*ST OO N/A N/A N/A Installation of technologies related to water management in factories, including installation of closed cooling systemsE5: Resource use and circular economy Resource inflows, Sourcing of primary raw material ST; MT UIncreasing the share of non-virgin material via MT U Facilitating take-back programme for products and materials from the including resource take-back from market*market (Rockcycle); use of secondary raw materials from in our productionuse Sourcing of plastic packagingST; MT U N/A N/A N/A Reducing the amount of virgin material in plastic packaging and PE foilsResource outflows Minimise resource depletion through durable, ST; MT U N/A N/A N/A Installation of innovative equipment in factories, which increases the related to products recyclable, and reusable products*recycled material; advocating for more proactive policies on circularityand services WasteWaste generated during operationsST; MT D N/A N/A N/A Minimise waste from production and measure progress against an established target*Covered by entity-specific topic and/or metrics; ST= Short-term; MT=Medium-term; LT= Long-term; U=Upstream: OO=Own operations; D= Downstream; is a positive impact and is a negative impact; is an opportunity and is a risk.Material impacts, risks, and opportunities (continued)Topic Impact Time horizon Value Risk or opportunity Time horizon Value Interaction on business model, value chain, strategy and responsechainchainS1: Own workforceWorking conditions Health and safety incidentsST OOHealth and safety incidents, including loss of life ST OO Continued reinforcement of the health and safety controls and measuresand injuries leading to penalties Adequate wages for contracted workforceST; MT OO N/A N/A N/A Continued reinforcement of the human rights due diligence mechanismWorking time for workers in factoriesST; MT OO N/A N/A N/A Regular training on human rights policy and manual for relevant internal stakeholdersEqual treatment and Gender pay inequalities in manufacturingST; MT OO N/A N/A N/A Implementation of actions supporting the increase of female leadership in opportunities for allsenior and middle management positionsOther work-related Potential human rights risk of child and/or forced ST; MT OO N/A N/A N/A Continued reinforcement of the human rights due diligence mechanism. rightslabour among contracted workforceRegular training on human rights policy and manual for relevant internal stakeholdersS3: Affected communitiesCommunities' Disturbances from operations impacting local ST; MT OOLocal community reputational risk ST; MT OO Stakeholder and community due diligence for new and major retrofit economic, social and communitiesprojects. Training of Factory Managers and senior management on cultural rights community engagement manual and policyBusiness opportunities for local and small and ST; MT OO N/A N/A N/Amedium-sized enterprisesS4: Consumers and end-usersPersonal safety of Increase safety, health, and well-being of ST; MT DIncreased demand for safe, circular, and high-ST; MT D Product offerings address major sustainability challenges, including energy consumers and end-consumers and end-usersperforming insulationconsumption, fire resilience, noise pollution, water scarcity, and floodingusersG1: Business conductCorruption and N/A N/A N/AAnti-corruption and protection of whistleblowers ST; MT OO Prevention through ongoing awareness raising and training bribery; Protection of risk*whistleblowers*Covered by entity-specific topic and/or metrics; ST= Short-term; MT=Medium-term; LT= Long-term; U=Upstream: OO=Own operations; D= Downstream; is a positive impact and is a negative impact; is an opportunity and is a risk.Due diligence and risk managementGOV-4, GOV-5 ROCKWOOL's management approach to material sustainability topics, including due diligence, is based on the following international principles and guidelines: the UN Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises, and the ILO Conventions on Occupational Health and Safety. More information about ROCKWOOL's due diligence mechanisms is disclosed on p. 56 and in the EU Taxonomy (Minimum Safeguards) on p. 85. ROCKWOOL has implemented mitigating processes and internal controls to manage risks associated with sustainability reporting, such as material misstatements arising from human error or incomplete data. Comprehensive internal reporting and accounting guidelines, aligned with ESRS, have been adopted. The risk and control framework is structured around detailed data points and their underlying processes. Definitions and calculation methodologies are aligned with ESRS, and a âcomply or explainâ approach has been applied to each data point.CFO responsibilities include managing the risk and control framework associated with sustainability reporting and regular updates to the Audit Committee and the Board of Directors.Once a year, a sustainability reporting risk assessment is conducted. As part of the assessment, sustainability reporting risks are categorised and prioritised by assessing the risk of the individual data points using six different risk factors. The risk factors used are the relative importance of the data, the volume of the source data, the complexity of the source data, the risk of unreliable recording of the source data, the risk of manipulation of the reported data, and the complexity of the calculation or consolidation of reported data. The identified reporting risks are linked to energy consumption, greenhouse gas emissions (Scope 1, 2, and 3), energy saved and avoided emissions, air pollutants, and substances of concern.The identified sustainability reporting risks, the related mitigating controls, and residual risks are evaluated on an annual basis. Key findings and improvement plans are reported to the Audit Committee. Mitigating controls are reflected in relevant processes and systems.Due diligence principles overviewCore elements of due diligence Pagea. Embedding due diligence in governance, 45-49, 51-52, 55-56strategy and business modelb. Engaging with affected stakeholders in all key 50, 88, 98, 104-106,110steps of the due diligencec. Identifying and assessing adverse impacts 51-52, 94d. Tracking actions to address those adverse 65-67, 73-74, 76, 79-81, 89, impacts94, 99, 102, 105e. Tracking the effectiveness of these efforts and 65-69, 73-76, 78-82, 87-96, communicating about them99, 102, 106-107ROCKWOOL due diligence mechanisms cover actual and potential negative impacts on environment, people and business conduct topicsROCKWOOL due diligence mechanisms cover actual and potential negative impacts on environment, people, and businessRemediation: Repair damage or cooperation in 6repairing proceduresProcedures to be followed in the event of a negative impact e.g. a meaningful dialogue with potentially affected groups and other relevant stakeholders to provide remedy for any direct impacts we cause or contribute to.Communication about how Identification and assessment of 5ROCKWOOL manages its impact 2ROCKWOOL negative impacts and riskson human rights, environment, Carried out through double materiality and business conduct topics assessment, business assurance, covering Annual sustainability statement, the areas of human rights (forced and/or stakeholders' engagement, and child labour) and environment, continuous dialogue with local communities.supply chain cloud-based sustainability risk management tool. Prevention1Fundamentals of due diligence: ROCKWOOL Group policies, manuals, and standardsGroup-wide documents (Code of Conduct, Suppliersâ Code of Conduct, Sustainable Sourcing Manual, Transition plan for climate mitigation, Human Rights Policy with internal manuals, Safety, Health & Accountability: Monitoring the Environment Policy along with internal manuals, and Elimination and mitigation 4effectiveness of ROCKWOOL actionsMandatory Minimum Requirements (MMR), Tax strategy).3of negative impactsWe analyse cases reported through the Awareness and training Application of ROCKWOOL policies, whistleblowing mechanism and assume (Onboarding, e-learning, training, and awareness sessions on procedures, e.g. in Human Rights Manual, accountability for negative impacts and e.g. human rights risks and due diligence mechanisms for we are committing to establish a corrective involve affected stakeholders in the managers and HR teams).action plan in cases where human rights evaluation of the effectiveness of actions violations are identified; categorisation and taken to prevent these negative impacts.criteria for high-risk suppliers, contractors, subcontractors; and adaptation plans.Basis for preparationBP-1, BP-2Frameworks and data selectionThe sustainability statement forms an integrated part of Management's review. The sustainability statement has been prepared in accordance with the EU's Corporate Sustainability Reporting Directive (CSRD), the associated European Sustainability Reporting Standards (ESRS), as well as the EU Taxonomy Commission Regulation (EU) 2021/2139, and covers the reporting obligations under sections 99d and 107d of the Danish Financial Statements Act.Our contribution to the UN Sustainable Development Goals (SDGs) has been described in the strategy section of the sustainability statement (pp. 45-47). For information aligned with Taskforce on Climate-related Financial Disclosures (TCFD) recommendations, see p. 114.Measurement basisThe accounting policies described in the individual sections have been consistently applied during the year and to the comparative figures, unless stated otherwise. Key figures and ratios are defined on pp. 159-160.Unless otherwise stated in the relevant topical disclosures, the measurements presented in this report have not been externally validated by a third party, other than the statutory auditor providing limited assurance.Reporting scopeThe metrics disclosed in the sustainability statement include consolidated data from the parent company, ROCKWOOL A/S, and its subsidiaries. The sustainability statement has been consolidated following the Groupâs accounting policies disclosed in the consolidated financial statements, unless otherwise specified in the accounting policies within the relevant topical disclosures. ROCKWOOL defines 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. Data from associates where ROCKWOOL does not exercise operational control are not included. Events after the reporting dateOn 13 January 2026, ROCKWOOL lost control over the four Russian entities, and the four Russian entities were placed under administration of the Russian government for an undefined timeframe. The 2025 sustainability data include the Russian factories in full. Where the Russian performance impact is significant for the Group metrics, this is disclosed in the related text. The four Russian factories account for around 10 percent of the total Group produced volume in 2025.Time horizons and value chain estimatesThe short-term time horizon for data in the sustainability statement follows the financial statement (current year). Mid-term (between current and five years) and long-term (more than five years) horizons are aligned with the definitions under the DMA and reflect ROCKWOOLâs decision-making and planning horizons.The DMA process includes impacts, risks, and opportunities related to our upstream and downstream value chain. ROCKWOOLâs policies, actions, and targets for the upstream and downstream value chain have been described in the individual sections. Information on value chain estimates and sources of uncertainty has been disclosed in the methodology section (see pp. 51-52). Key accounting estimates and judgementsIn preparing the sustainability statement, Management has made estimates and judgements that affect the application of the accounting policies and the reported figures for the sustainability metrics. The actual results may differ from these estimates. Estimates and the underlying assumptions are reviewed on an ongoing basis. Any changes have been recognised in the period of revision. If material changes in estimates are identified after reporting period, they are applied retrospectively by restating prior period data. Management believes that the following estimates, assumptions, and judgements are significant for the sustainability statement:î GHG emissions Scope 1, Scope 2, and Scope 3 (E1), p.71î Energy saved and avoided emissions (E1), p.71î Substances of concern (E2), p.74î Circularity, excluding waste (E5), p.83î EU Taxonomy (E), p.86These accounting policies and related estimates are described in the relevant sections of the sustainability statement.Incorporation by referenceESRS disclosure requirements incorporated by reference to other sections of the Annual Report include:î SBM-1: Business model and Insulation and Systems segment on p. 17-21.î GOV-1: Registered Directors on p. 31.î GOV-1: Board of Directors on pp. 30-31.Omissions and phase-in provisionsROCKWOOL has used the option to omit information on intellectual property, know-how, effects of research and development, and on results of innovation. If specific data have been omitted on these grounds, these have been disclosed in therelevant section. ROCKWOOL uses the phase-in provisions for the following indicators that refer to 2025 material sustainability topics: E1-9, E2-6, E5-6 and S1-7. RestatementsIn general, ROCKWOOL applies restatement guidance in cases of methodology changes as well as material errors. In 2025, selected 2024 figures were restated due to updates in methodology, data improvements, and adjustments to reporting boundaries for the following topics:î Energy consumption and mix (E1), p. 68.î GHG emissions â Scope 1, Scope 2 and Scope 3, biogenic emissions (E1), p. 69.î Circularity, excluding waste (E5), p. 81.î Gender pay gap and remuneration (S1), p. 96.For the same reasons, 2019 baseline figures for Scope 1, Scope 2, and Scope 3 GHG emissions (E1) were also restated, p. 69.Certification to international standardsROCKWOOL factories are certified to key international standards.Certification ensures that the management systems we use to manage material impacts on the environment, product quality, and health and safety meet recognised standards. Disclosing the share of factories certified to ISO standards gives insight into how ROCKWOOL manages its material impacts. The table below shows the number and percentage of factories holding these certifications, including those that are externally verified.ISO certifications overviewShare of factories Factories externally verified ISO certificationcertified to ISO certified to ISOISO 14001 â Environmental 28 74%management systemsISO 9001 â 29 76%Quality managementISO 50001 â 11 29%Energy managementISO 45001 â Occupational 17 45%health and safetyClimate changeStone wool is the foundation of all ROCKWOOL businesses. It is a recyclable, non-combustible, durable, and versatile material that plays a crucial role in addressing todayâs climate challenges, while having a production process that is energy-intensive, contributing to GHG emissions. This year, we advanced our transition plan with investments in electrification, technology innovation, and the continued shift to renewable electricity. For our customers, our products will deliver estimated energy savings of 4,373 TWh and help avoid 746 Mt of GHG emission â tangible proof that our solutions contribute to building resilience.ESRS E1Key policiesî Group Sustainability Policy Key targets and performanceî Reduce absolute GHG emissions (COe) in Scope 1 and 2 by 38 2percent from 2019 to 2030î Performance: ProgressKey actionsî 473 MEUR invested in 2025 in climate change transition plan List of material topicsPositive impactsEnergy efficient products reduce energy consumptionROCKWOOL insulation products contribute to energy savings for downstream users. The insulation sold in 2025 will, in its lifetime, save more than 100 times the energy consumed for its manufacturing.Negative impactsScope 1, 2, and 3 GHG emissionsStone wool factories have high energy usage, today mainly from fossil fuels. The use of fossil energy and non-renewable electricity contributes to climate change. Additionally, activities across ROCKWOOL's value chain â especially upstream âalso contribute to climate change.Energy intensive productionROCKWOOL's production is energy-intensive, primarily derived from fossil fuels and electricity.RisksPhysical risks due to acute and chronic climate changes ROCKWOOLâs factories, key assets with capital-intensive technologies, could be harmed by acute climate changes driven events. These physical risks are presented in more detail in the scenario analysis.Carbon pricing of emission-intensive operationsReliance on fossil fuels exposes ROCKWOOL to changes in current and future emission trading schemes (EU ETS, CBAM, Embodied Carbon regulations). Despite efforts to reduce fossil fuel use, not transitioning quickly enough can potentially result in increased cost from these schemes.Cost of decarbonisation and limitations in low-carbon electricity grid expansionClassified as a "high impact sector", ROCKWOOL relies heavily on energy, currently sourced mainly from fossil fuels.îDecarbonisation of operations, including electrification, requires large-scale investment in new technology and factory upgrades.îAccess to electricity grids capable of supplying large amounts of renewable and low-carbon electricity can involve long waiting time and added costs.Mandates on and regulation of existing products and servicesEnhanced climate-related reporting obligations for building materials can increase certification and compliance costs for ROCKWOOL.OpportunitiesPhysical opportunities from climate and weather changes ROCKWOOL offers products that can strengthen resilience against climate change and severe weather. These opportunities are presented in more detail in the scenario analysis.Increased demand for energy efficient insulation material With increasing electricity and energy demand due to population growth and the green transition, there is a significant business opportunity from both regulatory and market factors for ROCKWOOL to provide products that enhance energy efficiency.Resilience strategy SBM-3ROCKWOOL innovates, manufactures, and supplies solutions for climate challenges, including energy efficiency, fire resilience, and water management. Although production requires significant capital and energy, our latest proprietary technologies use low carbon and renewable energy to reduce climate impact and transitional risks. See the results of our resilience analysis conducted in conjunction with our climate scenario analysis, disclosed under IRO-1. Climate scenario analysisIRO-1At ROCKWOOL, we use recurring climate scenario assessments to future-proof our business. The assessments enable us to identify and prioritise current and anticipated risks and opportunities, directing adaptation spending, and embed resilience into strategic planning. This is done in three time horizons: short-term before 2026, medium-term before 2030, and long-term before 2050. The transitional and physical scenario assessments were both updated in 2025.Transitional risks and opportunities methodology A transition scenario assessment evaluates how changes in policy, technology, market, and regulations under different climate pathways could affect our business. This helps us identify transition risks and opportunities and shape strategic response. Our transitional risk assessment is based on two climate scenarios: A) Delayed Transition and B) Net Zero 2050. Physical risks and opportunities methodology A physical scenario assessment evaluates how future climate hazards (acute and chronic) under different pathways could affect our operations, assets, and supply chain. This allows us to identify risks and opportunities to prioritise adaptation, resilience, and strategic response. ROCKWOOL's assessment uses two scenarios: C) Middle of the road and D) Fossil-fuelled development. Scenario A: Delayed Transition Scenario B: Net Zero Emissions by Scenario C: Middle of the road Scenario D: Fossil-fuelled (NGFS Delayed Transition scenario) 2050 (IEAâs NZE scenario)(SSP2-/ RCP4.5)development (SSP5-/ RCP8.5)This scenario assumes annual emissions This scenario limits global warming to This scenario assumes a future where This scenario assumes a fossil-fuelled do not decrease until 2030, after which 1.4°C through stringent climate policies current trends and income divergence development with rapid economic strong policy shifts are required to and innovation, reaching net zero COpersist, global cooperation improves and technological progress built 2limit warming below 2°C. Technology by 2050. The policy shift is expected to modestly, population growth is on intensified fossil fuel use and deployment is slow at first then be immediate, with a similar adaptation moderate and environmental systems energy-intensive lifestyles, driving GHG accelerates, policy responses are delayed across regions, and technology change degrade. GHG emissions stay near emissions to triple by 2075.and regionally uneven, and about 80 is expected to be fast. current levels until about 2050 then The scenario estimates a temperature percent of net zero commitments are decline but do not reach net zero by The scenario estimates an increase of increase of 4.3°C by 2100.honoured. 2100.1.4°C above pre-industrial levels by This scenario estimates a temperature 2100.The scenario estimates a temperature increase of 1.7°C above pre-industrial increase of 2.4-2.7°C by 2100. levels by 2100. Climate-related transitional risks and opportunities:A: Delayed Transition (~1.7°C) B: Net Zero by 2050 (~1.