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| ifrs-full:Assets | 2025-12-31 | 1275745000 | dkk |
| ifrs-full:Assets | 2024-12-31 | 1295435000 | dkk |
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<mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="f1__s9__7__10" xml:lang="en">Reporting in accordance with Section 107d of the Danish Financial Statements ActColumbus A/S has no diversity and inclusion policy covering the Companyâs Group Manage-ment (Board of Directors and Executive Board), cf. Section 107d of the Danish Financial Statements Act. So far Columbus has not found it relevant with specific diversity targets, besides gender distri-bution, for the Group management, since the Company, due to its global structure, already has a high diversity in terms of Board tenure, age and educational background in its Business Unit management. The composition of the Board of Directors is considered appropriate in terms of professional experience and relevant special competencies to perform the tasks of the Board of Directors.</mrv:StatementOfTheDiversityPolicies>
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<mrv:SustainabilityReport contextRef="ctx-1" id="f1__s9__7__11-1" xml:lang="en">SustainabilitystatementGeneral disclosuresBasis for preparation BP-1 General basis for preparation of sustainability statements page 52BP-2 Disclosures in relation to specific circumstances page 52Governance GOV-1 The role of the administrative, management and supervisory bodies page 53, 55GOV-2 Information provided to and sustainability matters addressed by the page 54undertakingâs administrative, management and supervisory bodiesGOV-3 Integration of sustainability-related performance in incentive schemes page 52GOV-4 Statement on due diligence page 54GOV-5 Risk management and internal controls over sustainability reporting page 55Strategy & business model SBM-1 Strategy, business model and value chain page 58, 59SBM-2 Interests and views of stakeholders page 60Impacts, risks and opportunities SBM-3 Material impacts, risks and opportunities and their interaction with page 62strategy and business modelIRO-1 Description of the process to identify and assess material impacts, risks page 63and opportunitiesIRO-2 Disclosure requirements in ESRS covered by the undertakingâs sustaina-page 51, 66, 81, 93, 98bility statementBasis for preparationGeneral basis for preparationThis Sustainability Statement constitutes Columbusâ statutory reporting in accordance with the EU's Corporate Sustainability Reporting Directive (CSRD) and the associated European Sustainability Reporting Standards (ESRS). We have applied the ESRS cross-cutting and topical standards using the guidance from EFRAG and the application requirements in the ESRS appendices. This ensures compliance with §99 a in the Danish Financial Statement Act.We report only on ESRS data points that are:⢠Material under our double materiality assess-ment, and⢠Mandatory under the ESRSWe have not omitted Information with reference to ESRS 2, 5 (d) and (e). Voluntary and phase-in eligible disclosure requirements have been reviewed and selected when necessary to provide a fair and true picture of our sustainability-related activities. We do not use incorporation by refer-ence in this report.The Sustainability Statements are subject to limited assurance. The General Disclosures, and each of the topical sections start with a table mapping material disclosure requirements to their location in the report.ScopeThe reporting scope includes all operations of Columbus and its subsidiaries, consistent with our consolidated financial statements following the fiscal year 1 January 2025 to 31 December 2025. âSee Group chart on page 151. We also include impacts, risks and opportunities in our value chain, both upstream and downstream, where known.Disclosures in relation to specific circumstances Time horizonsWe apply the following time horizons:⢠Short-term: 12 months from the balance sheet date⢠Medium-term: Up to five years from the balance sheet date⢠Long-term: More than five years from the balance sheet dateThese definitions are aligned with ESRS.Sources of estimation and outcome uncertaintyWe strive to disclose data as accurately as possible. When high-quality data is lacking, we use reason-able estimates based on accepted methodologies. Because reliable GHG emission data is not available for all sources, we rely on estimations for some of our reported figures.Our emissions calculations follow the GHG Protocol guidelines, using the most specific methods supported by our available data. In certain cases, we have used the spend-based method, and due to data limitations, some of our reported data points are estimated. The specific accounting policies for each metric is presented alongside the disclosure in the topical sections.GHG emissions from company cars: As we do not have access to data on actual driving distances for our company cars we have made an estimate based on statistics for average driving distances per car in Europe, that have been used as the basis for calcu-lating our Scope 1 GHG emissions from company cars.Despite the uncertainty associated with estimates and the spend-based method, we believe that our report appropriately reflects the GHG emissions of our activities and serves the needs of decision- making users.Changes in reporting or reporting errorsMateriality thresholds are defined for when to restate quantitative information together with procedures for how a restatement should be performed, which also covers cases of reporting errors in prior periods. If data has been restated, this will be clearly stated.Due to a misstatement in 2024, the Total Gross indi-rect (Scope 3) GHG emissions has been corrected from previously published 5,271 tCOeq to 6,271 2tCOeq, representing a deviation of 1,000 tCOeq. 22The misstatement was the result of a typing error. The correction does not affect any other disclo-sures and has been restated to ensure complete-ness and accuracy in accordance with our stated restatement policy.As part of our 2025 reporting process, we conducted a routine quality review of the data disclosed in the 2024 Sustainability Statement. During this review, we identified an error in the reported figures under G1 6 Payment Practices related to invoices with agreed payment terms of more than 30 days. The previously published average payment time of 52 days has been corrected to 29 days, and the previously disclosed share of payments aligned with standard terms of 85% has been corrected to 69%. The misstatement was the result of a data extraction error identified through our internal controls framework. These corrections do not affect any other disclosures and have been restated to ensure completeness and accuracy in accordance with our stated restatement policy. In addition, we are no longer reporting on Number of invoices processed, which was previ-ously disclosed under G1-6 Payment Practices as an entity-specific measure. The metric has been discontinued as it is deemed immaterial during our DMA process.GovernanceTo ensure proper oversight of our sustainability matters, we have established an ESG governance structure, consisting of administrative, management and supervisory bodies, with relevant expertise and skills that are required for the defined roles and responsibilities. The administrative, management and supervisory bodiesThe Administrative Body is led by the Head of ESG Compliance and includes subject matter experts on our environmental impact, our impact on human rights and on our impact on sustainable business conduct. Through completion of exten-sive training the Head of ESG Compliance has obtained thorough knowledge on how to align ESG efforts with UNGPs/OECD.The Management Body consists of the Executive Management team, while the Supervisory Body is represented by the Board of Directors through the Audit Committee. All members of the two bodies have received relevant sustainability training and bring experience in leading sustainable businesses within the consulting industry. â See page 39 for additional information regarding the composition of the board of direc-tors and the executive management team, and their experience.In addition to the expertise held within the organ-isation, Columbus has engaged with external experts to ensure appropriate skills and expertise are available and will be developed internally over time to oversee sustainability matters.Governance structureBoard of DirectorsAudit CommitteeExecutive Management TeamHead of ESG Head of ComplianceSustainabilityClimate Change People Business Conduct SMEsSMEsSMEsThe Supervisory Body sets the strategic direction, and the Management Body implements these strategic plans through leadership of the Adminis-trative Body.The sustainability efforts are governed through six annual Audit Committee meetings, including two meetings with the participation of the External Auditor, where the Supervisory Body is informed and consulted on all material sustainability matters.Sustainability targetsIn Columbus, we have decided not to set formal sustainability targets at this time, nor have we incorporated climate-related or other sustainabili-ty-related performance in our incentive schemes.This choice is due to a range of factors, and elements that are still under consideration, including the ongoing Omnibus package from where we expect significant reduction and simpli-fications in our reporting scope in the coming years. Currently, we believe it is best to observe and gather more information before making any commitments.Instead of establishing fixed objectives, we are continuing to monitor our sustainability metrics regularly and will act if we notice any concerns.As the sustainability reporting scope matures, we will reassess the necessity to formulate and disclose targets for relevant metrics in the future.Topics addressed during the reporting period During the reporting period the following topics have been addressed on the Audit Committee meetings:1.2.3.4.5.Implications of Sustainability Double materiality Sustainability Sustainability Omnibuscompliance assessment for performance Targets and tran-strategy for 2025 2025reviews (including sition plan for and 2026discussion on climate change corrective actions.)mitigationRoles and responsibilitiesIdentity Responsibilities in relation to sustainability Body Composition and diversityBoard of Directors ⢠Approves strategic direction and oversee the results of the initiativesSupervisory Body Number of executive members: 0⢠Oversee operational ESG activities through the Audit CommitteeNumber of non-executive members: 5Number of independent members: 2Audit Committee ⢠Represents the Board of Directors in operational activities, including:Representation by employees: No⢠CSRD-compliant reportingRepresentation by other workers: Yes⢠Annual review and approval of double materiality assessmentFemale / Male ratio: 20% / 80%⢠Oversee the result of the limited assurance process of non-financial data points⢠Oversee result of internal controls in relation to reporting. Executive Board ⢠Review and approve result of DMAManagement Body Number of executive members: 2⢠Define and communicate targets and strategic initiatives in relation to sustainabilityNumber of non-executive members: 0⢠Prioritise and allocate resourcesNumber of independent members: 2⢠Oversee the effectiveness and results of our strategic initiativesRepresentation by employees: YesRepresentation by other workers: NoFemale / Male ratio: 0% / 100%Head of ESG compliance ⢠Facilitate due diligence process, including DMAAdministrative body Number of executive members: 0⢠Define accounting principles for quantitative metricsNumber of non-executive members: 16⢠Implement operational processes for collecting and tracking quantitative metricsNumber of independent members: 16⢠Drafting CSRD-compliant Sustainability ReportingRepresentation by employees: YesRepresentation by other workers: NoHead of Sustainability ⢠Drive strategic sustainability initiatives through the relevant Subject Matter teamsFemale / Male ratio: 50% / 50%⢠Responsible for external and internal communication about our progress within sustainabilitySubject Matter Experts ⢠Collect and document data for quantitative metrics⢠Implement preventive and mitigating measures related to negative impacts⢠Manage submitted grievances, and provide access to remedy to affected stakeholders⢠Represent the view and interests of relevant stakeholder groups in DMA processStatement on due diligenceMain aspects and steps of the due diligence Disclosure requirement ReferenceEmbedding due diligence in governance, strategy and ESRS 2 GOV-2 page 54business modelESRS 2 GOV-3 page 54ESRS 2 SBM-3 page 64Engaging with affected stakeholders ESRS 2 GOV-2 page 54ESRS 2 SBM-2 page 60ESRS 2 IRO-1 page 61ESRS 2 MDR-P page 87Identifying and assessing negative impacts on people ESRS 2 IRO-1 page 61and the environmentESRS 2 SBM-3 page 64Taking action to address negative impacts on people ESRS 2 MDR-A page 68, 83, 85, 96and the environmentESRS 2 MDR-ATracking the effectiveness of these efforts ESRS 2 MDR-M page 69, 88, 96ESRS 2 MDR-T page 68, 88, 96Risk management & Internal controlsScope, main features and components Columbus has established a comprehensive risk management and internal control framework to ensure the integrity, completeness, and accuracy of sustainability information. This framework covers all stages of the sustainability reporting process, from data collection to final disclosure, and is integrated into our overall governance structure. Controls are designed to prevent, detect, and mitigate risks that could lead to mate-rial misstatements or omissions.Risk assessments Our risk assessment methodology identifies areas where sustainability data may be vulnerable to inaccuracies or incompleteness. Risks are mapped across all material data points and processes, considering factors such as data availability, reliance on estimates, and dependencies on upstream and downstream value chain informa-tion. Each risk is assessed based on likelihood and potential impact and prioritised accordingly.Main risks identified, mitigation strategies and related controls Key risks include:⢠Completeness and accuracy of data for GHG emissions, workforce metrics, and governance indicators.⢠Timeliness of data availability from internal and external sources.⢠Integrity of estimates where actual data is not available.Mitigation measures include:⢠Embedding preventive controls at the source of data collection.⢠Implementing automated validation checks and reconciliation processes.⢠Strengthening documentation standards and audit trails for all sustainability metrics.⢠Expanding training for data owners to ensure consistent application of accounting principles.Integration into Internal ProcessesFindings from risk assessments and control testing are systematically integrated into operational processes. Updates to control procedures are communicated to relevant functions, including Finance, ESG Compliance, and IT, ensuring contin-uous improvement and alignment with ESRS requirements.Periodic Reporting to Governance BodiesThe Audit Committee receives quarterly verbal reports on the effectiveness of sustainability- related internal controls and risk management activities. These reports include identified risks, mitigation actions, and progress on automation initiatives. Significant findings are escalated to the Board of Directors for oversight and strategic guidance.Sustainability strategyColumbusâ sustainability strategy is built on two streams; an external stream, focused on enabling sustainable development for our customers, and an internal stream, focused on our own operations; Building environmentally sustainable operations, growing a diverse and talented culture and ensuring responsible business conduct.Customers â enabling Sustainable ImpactOur goal is to help customers enhance sustain-able development with digital solutions that drive sustainability, growth, and profitability. We focus on aiding Manufacturing, Retail & Distri-bution, Food & Beverage, and Life Sciences indus-tries in accelerating sustainable development. These sectors often have high greenhouse gas emissions from production, processing and trans-portation.Through utilisation of new technologies, including AI, we help our customers enhance their demand forecasting, inventory management, transporta-tion, as well as other business critical processes, improving their supply chain performance. We believe that this leads to a positive impact on our customers' environmental footprints.Building sustainable operationsWe are dedicated to maintaining a small envi-ronmental âfootprintâ. We assess our emissions sources and prioritise efforts to areas with the highest contribution potential. As a consultancy firm, Columbus does not manufacture physical products or develop software solutions. The majority of our CO emissions originate from 2business travel, data centres, and the operation ofour offices.â READ MORE about our efforts in relation to the environment on page 65.Cultivating a diverse and talented cultureAs a company that prioritises its people, we are committed to fostering an inclusive and diverse work environment that is both engaging and supports meaningful work.The composition of our workforce reflects histor-ical trends within the IT sector, where men have traditionally been more likely to pursue educationswithin science, technology, engineering and math and have consequently been overrepresented in the talent pool. Currently, women comprise 31% of our workforce and approxi-mately 26% of our top manage-ment positions.â READ MORE about our initiatives in relation to diversity, equal opportunities and working conditions on page 80.Ensuring responsible business conductColumbus operates in 10 countries, each with distinctive laws, regulations, and cultures. It is important for Columbus to maintain a consistent level of integrity across all markets and comply with applicable legislation.It is essential for sustainability initiatives to become an integrated part of our organisation, rather than being treated as separate projects disconnected from our business. Therefore, we have defined a governance model with organisa-tional ownership of ESG initiatives and commercial sustainability activities.â READ MORE about our efforts in relation to responsible business conduct on page 98.Business model & value chainColumbus is a global digital advisor and IT services consultancy company with more than 1,500 employees. We deliver value by connecting strategy, technology, and organisa-tion for transformative results. We solve complex business problems with technology solutions tailored to our key industries in Manufacturing, Retail & Distribution, Food & Beverage, and Life Science. By partnering with leading technology providers, we leverage over 30 years of expertise to deliver value through efficient, cost-effective solutions.Our servicesColumbusâ offers end-to-end digital solutions and consultancy services within the areas of Cloud Services; Cybersecurity; Data & AI; Digital Commerce; Enterprise Information Management; Finance and Supply Chain; Intelligent Business Process Automation & Apps; Managed Services; Sales, Marketing, Customer & Field service and, Transformation Strategy.Our customersOur customers primarily consist of multi-national companies in Scandi-navia, United Kingdom, United States and Germany, within our focus indus-tries: Retail & Distribution, Manufac-turing, Food & beverages, and Life Science. All these industries work in the whole, or in parts of the physical goods value chain. Our organisational setupWe have strong delivery and 24/7 support through a robust and consistent global delivery framework. We source our consultants from our global talent pool to local markets in Scandinavia, United Kingdom, United States and Germany.Interests and views of stakeholdersThe views and interests of our customers are critical to us, as a deep understanding of our customersâ challenges and pains are fundamental to advise and support them with utilising tech to enhance their business.In addition to the regular project evaluations and on-going collaboration between our customers and our engagement teams we have established a program called the Voice of the Customer. Through this program, we invite customers to share their views on our services and business practices, and how we can enhance our collabora-tion further.We are industry experts on the industries of our main customers; we keep ourselves updated on trends, challenges and opportunities within these industries, and we influence the trends, by bringing innovative industry solutions to the market utilising the latest technologies.Our solutions are used by our customers' employees or their customers. We do not engage directly with the end-users.Customers & End-usersAs we bring tech and business together, our large technology partners, which include Microsoft and Infor, represent a vital part of our value chain and business model.We have an interdependent relationship with our partners. They develop and maintain the technical solutions and provide the foundation that our busi-ness model stands on, and they rely on us to bring their solutions to the market. We collaborate and engage with our partners both on a strategic level and on an operational level, through various informal and formal channels depending on the topic.We rely on several suppliers to deliver a wide range of services that enable our day-to-day opera-tions. This includes suppliers related to our office facilities, our business travel, our IT equipment, as well as a range of external service providers and advisors.Our people are the heart of our business. Our Enabling Function staff ensure our internal operational processes run smoothly, so our Busi-ness Line staff can focus on adding value to our customers and their end-users.We aspire to become the employer of choice and we engage with our employees in many different ways to ensure that we take their interests and views into account in everything that we do. â See page 86 under âown workforceâ for addi-tional information on our employee engage-ment.Our subcontractors enable us to expand our range of competences and skills, and they play a vital role for our ability to provide high quality services across all areas of digital transformation.ShareholdersColumbus is listed on Nasdaq Copenhagen stock exchange, and our shareholders represent an important stakeholder group. Consolidated Holdings A/S owns 64.14% of the shares in Columbus A/S and 65.56% of the voting rights due to shareholder voting agreements. Columbus hosts a conference call after publica-tion of financial statements. The call and presenta-tions can be followed live and on demand via the Companyâs website.Double materiality assessmentThe Double Materiality Assessment (DMA) is a cornerstone of Columbusâ sustainability reporting under the ESRS framework. It defines the scope of our disclosures by identifying and assessing material impacts, risks, and opportunities (IROs) across our value chain. The DMA process is structured into four phases: Understanding, Identification, Assessment & Reporting.UnderstandingThis phase establishes the foundation for identi-fying IROs by mapping Columbusâ business model and extended value chain and is facilitated by the Head of ESG Compliance, with the involvement of a wide range of Subject Matter Experts (SMEs) within the organisation. The SMEs include Facility Managers, People Partners, Finance Professionals, Legal Advisors, IT professionals, and Executive Board members, whose combined knowledge constitutes a deep understanding of our business practices in Columbus.We begin by documenting how Columbus creates, delivers, and captures value. This includes a detailed overview of our revenue streams, cost structures, customer segments, key partnerships, and resource dependencies. We then proceed to value chain mapping, where we analyse our upstream, own operations, and downstream activities to identify potential sustainability âhot spotsâ and geograph-ical risks, following EFRAGâs Value Chain Imple-mentation Guidance. The organisational scope of the DMA is Columbus A/S and our subsidiaries, including the 25 Columbus offices - offices with fewer than five employees were not included, ensuring alignment with our financial reporting boundaries. Stakeholders are identified and grouped according to their relevance to Columbusâ operations. For this phase, selected internal stake-holdersâincluding the Chief People Officer, Chief Operating Officer, Chief Financial Officer, Global Facility Director, and Head of Transformation and Strategyâhave contributed insights through inter-views, as stipulated by ESRS 1 AR 8. In addition, the value chain documentation used as input for the DMA comprises an extensive mapping of our activ-ities and relationships. This documentation guided and ensured that our DMA takes all our global operations into account. By taking this comprehen-sive approach, we ensure that all key aspects of our value chain are captured and documented, thereby establishing clear boundaries for the subsequent phases of the assessment.IdentificationIn the identification phase the goal is to develop a comprehensive list of relevant IROs. In this phase we apply the inherent risk approach which means that both the identification of Impacts, Risks, and Opportunities (IROs) are performed before consid-ering any mitigating actions. In other words, the evaluation focuses on the potential likelihood of impacts as they exist naturally, without accounting for controls or measures that reduce risk.We begin the process with preparing a long list of IROs based on the sustainability matters listed in ESRS 1 AR 16. The list is informed by Desktop Research, where we use scientific journals, media reports, and SASB Standards to ensure objectivity and sector-specific relevance. SASBâs materiality map and industry guidance, as well as stakeholder engagement help validate assumptions and iden-tify relevant topics. We explicitly rely on internal proxies and established frameworks to reflect external stakeholder perspectives, including proxies for IT & office equipment providers, land-lords, and cloud/data-service suppliers.Stakeholder engagement includes interviews with relevant SMBs as well as analysis of the results of our annual employee survey. We also analyse submitted grievances through our tell-us mecha-nism; however, none have been submitted in 2025.This phase results in a refined gross list of IROs, which serves as input for the assessment phase. The documentation and descriptions of the IROs include specifications of their nature (impact, risk or opportunity) and where in the value chain they occur. It also indicates the time horizons and the affected stakeholders.AssessmentIn the assessment phase, we determine which impacts, risks, and opportunities (IROs) are mate-rial for Columbus by applying a structured scoring methodology aligned with the European Sustain-ability Reporting Standards (ESRS) and EFRAG guidance. This phase builds on the comprehensive list of IROs identified earlier and evaluates them from both an impact perspective and a financial perspective.For impact materiality, we assess severity based on scale, scope, and irremediable character, combined with likelihood of occurrence. Each parameter is scored on a five-point scale, where higher scores indicate greater potential signifi-cance. Severity takes precedence over likelihood in line with ESRS principles, particularly for human rights-related impacts. To reflect this, we have adjusted thresholds so that even moderately severe human rights impacts with high likelihood are classified as material.Financial materiality is evaluated by estimating the magnitude of potential financial effects on key metrics such as EBITDA, revenue, and cash flow. These are scored using predefined ranges, also on a five-point scale, from minimal to absolute impact. The scoring tables and thresholds are inspired by EFRAGâs double materiality guidance and ensure consistency across all categories.Materiality thresholds are applied by combining severity and likelihood scores for impact-related IROs and by comparing financial scores against established limits. Items that meet or exceed these thresholds are considered material and included in the final list for reporting. This structured approach ensures transparency and compara-bility while reflecting Columbusâ commitment to addressing the most significant sustainability matters.The rationale for our thresholds is to ensure align-ment with ESRS principles of relevance and faithful representation. By adopting EFRAGâs recom-mended scoring ranges and adapting them for human rights considerations, we prioritise issues with the greatest potential impact on people and the environment, even when financial implications are less pronounced. This approach reflects ESRS 1 guidance on double materiality and ensures that our reporting captures both significant impacts and financially material risks and opportunities in a balanced and robust manner.Once the shortlist of material IROs has been finalised, it is submitted to the Governing Body for approval. Following endorsement, these mate-rial IROs are integrated into Columbusâ strategic planning and risk management procedures, embedding sustainability considerations into core organisational decision-making.ReportingStakeholder engagementWe communicate the result of our DMA to employees, and other stakeholders through our Tell-Us mechanism. â See page 87 for additional information on the Tell-Us mechanism.We welcome feedback, concerns and good ideas in relation to our sustainability efforts, and all submitted grievances and feedback received through the Tell-Us mechanism are systematically categorised and archived, so it becomes a valuable input in our next DMA.Sustainability statementThe result of our DMA determines the reporting scope in our sustainability statement. All material IROs has been mapped to the topical sections in the ESRS to determine if the topical section should be included in the reporting scope. For the topical sections in scope, all material mandatory disclosure requirements have been included in the reporting scope. Voluntary and phase-in eligible disclosure require-ments have been reviewed and included when necessary to provide a fair and true picture of our sustainability-related activities.Process to identify and assess material IROs for environmental topicsWe have evaluated the applicability of pollu-tion-related as well as water and marine resourc-es-related impacts, risks, and opportunities in relation to our own operations, upstream, and downstream value chain. Given the nature of Columbusâ business model, which primarily involves providing consultancy services to our customers, these environmental aspects are not considered material to our value chain or opera-tions.Accordingly, we have not conducted formal screenings of site locations or business activities to identify actual or potential pollution-related or water/marine resources-related impacts, risks, and opportunities. Our activities do not entail signifi-cant use of physical materials, water withdrawal, discharges, or emissions that typically give rise to pollution or water-related risks.Furthermore, as there are no identified mate-rial impacts in these areas based on our current business model and operations, we have not undertaken specific consultations with affected communities related to pollution or water and marine resources topics.We remain committed to periodic review of our operations and value chain to ensure that any emerging material impacts, risks, or opportunities relating to pollution or water and marine resources are appropriately identified and addressed.Regarding resource use, circular economy, and waste, we have conducted a preliminary assess-ment of our operations and value chain to identify actual and potential impacts, risks, and opportu-nities. Based on this assessment, which included review of waste generation and management practices, we concluded that waste-related impacts are not material to our business. No consultations with affected communities have been conducted given the low significance of these impacts.Impacts, risks and opportunities (IROs)Our material IROs are outlined in the DMA process and detailed under each topic in the sustainability statement. These IROs, are linked closely to our business model, and impact customers, end-users and employees. Most material IROs are managed continuously within our operations, including business conduct, workforce and climate change.Our environmental impacts, risks, and opportuni-ties (IROs) are primarily linked to climate change, reflecting our business model as a consultancy firm with no manufacturing or distribution activ-ities. While our overall environmental footprint is relatively small, we recognise that our operations contribute to global challenges such as green-house gas (GHG) emissions and energy consump-tion. Our environmental impact arises from GHG emissions and energy consumption associated with office facilities, IT infrastructure, and business travel. These activities result in actual negative short-, medium- and long-term impacts on the climate, which we assess as material due to their global and irremediable nature.â See page 65 where we elaborate on our material IROs related to Climate Change, where we elab-orate on our IROs and our policies and actions in relation to these.Our social IROs primarily relate to our own work-force and, to a lesser extent, end-users and consumers. As a consultancy business, our people are our most valuable asset, and ensuring fair treatment, well-being, and professional devel-opment is critical to our success. We have iden-tified potential negative impacts on employees connected to equal treatment and opportunities, non-discrimination, work-life balance, and health and safety. These risks stem from the nature of our business model, which depends on high workload and tight project deadlines as well as collaboration between employees from all parts of our organisa-tion. While we are not aware of any severe negative impacts on human rights caused by Columbus, we acknowledge inherent risks that could affect employee well-being and inclusion.We have several initiatives in place to mitigate and prevent negative impacts, including policies â See page 80 where we elaborate on our mate-rial IROs related to our Own Workforce and our policies and actions in relation to these.Our governance-related IROs relate to business conduct, ethical compliance, and responsible relationships across our value chain. As a listed company operating globally, strong governance is essential to maintain trust, ensure regulatory compliance, and safeguard our reputation. The most significant governance impacts relate to anti-corruption and bribery, whistleblower protec-tion, and supplier management. These areas are critical for upholding ethical standards and preventing unlawful practices. Failure to address these could lead to legal penalties, reputational damage, and loss of stakeholder confidence.â See page 97 where we elaborate on our material IROs related to Governance and our policies and actions in relation to these.E1 Climate changeStrategyE1-1 Transition plan for climate change mitigation page 68SBM-3 Material impacts, risks and opportunities and their interaction with page 67strategy and business modelImpact, risk and opportunity management IRO-1 Description of the processes to identify and assess material climate- page 61related impacts, risks and opportunitiesE1-2 Policies related to climate change mitigation and adaptation page 67E1-3 Actions and resources in relation to climate change policies page 68Metrics and targetsE1-4 Targets related to climate change mitigation and adaptation page 68E1-5 Energy consumption and mix page 69E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions page 70E1-7 GHG removals and GHG mitigation projects financed through carbon Omitted, immaterialcreditsE1-8 Internal carbon pricing Omitted, immaterialE1-9 Anticipated financial effects from material physical and transition risks Omitted, immaterialand potential climate-related opportunitiesClimate changeWe recognise that climate change is an urgent and irreversible global issue.Material impacts, risks and opportunities As a consultancy company without production or shipping, our primary sources of CO emissions 2stem from business travel, energy consumption in our office facilities, and the use of IT equipment and data centres. These activities are crucial for our business model. We have identified the following IROs related to climate change:IRO Description Type Value Chain Time horizonE1 Climate change / Climate change mitigationBusiness travel and employee commuting are essential for Actual Upstream Short termour business model. However, these activities often result negative in the consumption of fossil fuel-derived energy, leading to impactgreenhouse gas emissions. This has a negative impact on the environment and contributes to climate change.Columbus provides company cars for several employees, Actual Own Short termmost of which consume fossil fuels. The use of these fuels negative operationsresults in greenhouse gas emissions, negatively impacting impactthe environment and contributing to climate change.Columbus purchases various goods and services essential Actual Upstream Short termfor our operations, including hardware, data center capacity, negative software, applications, technology, and professional services impactsuch as legal fees, external audits, banking services, and external recruiters. To provide these services, our suppliers (upstream) engage in activities that result in greenhouse gas emissions, negatively impacting the environment and contributing to climate change.E1 Climate change / EnergyColumbus rents commercial office facilities. To operate Actual Own Short termthese facilities, Columbus purchases electricity from land-negative operationslords or directly from energy providers. The consumption of impactthis electricity results in greenhouse gas emissions, which negatively impact the environment and contribute to climate change.Policies Despite our relatively small footprint, we firmly support the global target of sustainable devel-opment for the environment. In our commitment to contribute to sustainable development, we are dedicated to implementing practices that promote sustainability within our operations and maintain our small footprint. By maintaining a focus on responsible energy usage and minimising unnec-essary travel, we aim to uphold our commitment to environmental stewardship. We acknowledge that our contributions may be modest, but we believe that every effort counts in the global challenge of mitigating climate change.In addition to our overarching Sustainability Policy in which we commit to addressing all our material adverse impacts on the environment, we have adopted a Travel Policy, a Code of Conduct for Business Relations, and an Energy Sourcing Busi-ness Practice, that address our material impacts and ensure that we maintain our relatively small environmental footprint. Travel policyTo eliminate all unnecessary business travel, we have established a global Travel Policy covering all employees in Columbus. The policy states that all business travel must be pre-approved and have a valid business purpose, and hotels with a green profile should be prioritised, when possible, within our accepted price range.The policy, which can be found on our company intranet, is approved by the Executive Board, and communicated to all employees in the organisa-tion through our monthly newsletter, and for new employees during the regular onboarding.With this policy we aim to minimise our GHG emis-sions from business travel.Code of Conduct for business relationsIn our Code of Conduct for business relations, we express that we expect our business relations, including customers, suppliers, and partners, to demonstrate responsible business conduct as defined by the UN Guiding Principles on Business and Human Rights (UNGPs) and the OECD Guide-lines for Multinational Enterprises (OECD). This include conducting their own due diligence and DMA process, and addressing their significant adverse impacts on the environment.The Code of Conduct is available on our global website and is approved by the Board of Directors, and with this Code of Conduct we aim to minimise our impact on the climate in our value chain.Taking action on material impactsRenewable energy sourcingIn 2025 we continued our transition towards renewable energy in our offices. We have estab-lished an energy sourcing practice in where we seek to use renewable energy in our offices wher-ever possible. In office locations where we have a direct relationship with the energy provider, we have selected providers that offer energy from renewable energy sources, when possible, in that location.In offices where we purchase our energy through a landlord, we exercise our leverage to encourage the landlord to select providers that offer renew-able energy sources. With this business practice we aim to minimise and further reduce our energy consumption and GHG emissions from our office space.In 2025 we have reduced our total office square meters slightly, and we have introduced renewable energy in our Krakow office, which has led to an overall reduction in energy consumption from 1.336 mWh in 2024 to 1.330 mWh in 2025 and an increase in share of energy from renewable sources from 73% in 2024 to 81% in 2025.Monitoring and trackingIn 2025 we have refined our data collection process for CO emissions and developed 2management reporting on our emissions in Power BI. Timely and accurate information on our emis-sions enable us to detect and react on indications of negative developments in our impacts, and will support us in maintaining our small environmental footprint.Transition plan and targets for climate change mitigationColumbus has not adopted science-based targets for GHG emission reductions or a transition plan for climate change mitigation. Our current climate-related ambition is to maintain our existing level of GHG intensity per unit of revenue. This ambition is not derived from a sectoral decarboni-sation pathway, nor is it aligned with a 1.5°C global warming scenario. Furthermore, the ambition has not been externally assured. Given our relatively small footprint as a consultancy company and the strategic uncertainties related to the Omnibus package, we have opted for a pragmatic approach focused on maintaining our current emissions intensity while continuing to monitor and manage our environmental impact.Energy consumption and mixâ E1-5 Energy consumption and mixShare of types of energy (%)ESRS DR 2025 20245%E1 37 (a) Consumption from fossil sources 186 229 14%(MWh)E1 37 (b) Consumption from nuclear sources 67 128 (MWh)E1 37 (c) Consumption from renewable sources 1,078 979 1(MWh)E1 37 Total Energy Consumption 1,330 1,336 Consumption from fossil sources 14% 17%(% of total)Consumption from nuclear sources 5% 10%81%(% of total)Consumption from renewable sources 81% 73%(% of total)â Renewable sources1 All consumption of renewable energy stem from purchased or acquired electricity, heat, steam, and coolingâ Fossil sourcesâ Nuclear sourcesMWh811,330was the total energy consumption for the of the total energy consumption for the Columbus Columbus Group in 2025Group in 2025 came from renewable sourcesGHG emissionsâ E1-6 Gross Scopes 1, 2, 3 and Total GHG emissionsBase year ESRS DR Unit 2025(2024) % 2025 / 2024E1 44 (a) Scope 1 GHG emissionsE1 48 (a) Gross Scope 1 GHG emissions (tCOeq) 223 259 86%2E1 48 (b) GHG emissions from regulated emission trading % 0% 0%schemes (Percentage of Scope 1)E1 44 (b) Scope 2 GHG emissions E1 49 (a) Gross location-based Scope 2 GHG emissions (tCOeq) 219 242 91%2E1 49 (b) Gross market-based Scope 2 GHG emissions (tCOeq) 154 218 70%2E1 44 (c) Significant scope 3 GHG emissions 1 Total Gross indirect (Scope 3) GHG emissions (tCOeq) 6,251 6,271100%2E1 51 1) Purchased goods and services (tCOeq) 3,996 3,803 105%2E1 51 6) Business traveling (tCOeq) 1,395 1,542 90%2E1 51 7) Employee commuting (tCOeq) 859 926 93%2E1 44 (d) Total GHG emissionsE1 52 (a) Total GHG emissions (location-based) (tCOeq) (tCOeq) 6,693 6,772 99%22E1 52 (b) Total GHG emissions (market-based) (tCOeq) (tCOeq) 6,628 6,748 98%221 Due to a misstatement in 2024, the Total Gross indirect (Scope 3) GHG emissions has been corrected from previously published 5,271 tCOeq to 6,271 tCOeq, 22representing a deviation of 1,000 tCO2eq. The misstatement was the result of a typing error. The correction does not affect any other disclosures and has been restated to ensure completeness and accuracy in accordance with our stated restatement policy.â E1-6 GHG Intensity based on net revenueESRS DR 2025 2024E1 53 GHG intensity per net revenueNet revenue used to calculate 1,576 1,6591GHG intensity (mDKK)Total GHG emissions 4.25 4.08(location-based) per net revenue (tCOeq/mDKK)2Total GHG emissions 4.20 4.07(market-based) per net revenue (tCOeq/mDKK)21Reconciles with the total net revenue reported in the financial statement, page 111Accounting principles for E1 Climate changeEnergy consumptionEnergy consumption consists of purchased electricity, heat and steam consumed at our office facilities.Energy consumption data is provided by the relevant energy provider for the office. In some cases, we share office facilities with other tenants, and energy consumption is measured for the entire facility and split on the tenants by the landlord based on occu-pied square footage for each tenant.Due to the fast closing of our books, we have not been able to collect actual consumption data for all our office facilities. 23% of the reported energy consump-tion is estimated based on the average energy consumption for the same period in the previous year in the same office location. This estimate also applies to our Scope 2 GHG emissions which are calculated based on the estimated energy consumption.Energy mixEnergy Mix is defined as the share of the consumed energy that stems from fossil, nuclear and renewable sources, respectively.For offices where we have obtained Certificates for Renewable Energy, we apply these to determine the energy mix. For offices where we have not obtained Certificates for Renewable Energy, we apply the latest available residual mix data for the country to calculate the energy mix.The residual mix data is sourced from the Association of Issuing Bodies (AIB) for European locations, United States EPA eGrid Database for US locations, and from the Climate Transparency 2021 Report for other loca-tions.Scope 1 greenhouse gas (GHG) emissionsScope 1 greenhouse gas (GHG) emissions refer to the direct emissions from sources that are owned or controlled by an organisation. Direct GHG emissions comprise the sum of greenhouse gases, which are converted to COâ equivalents. The emissions arise from the combustion of fuel products related to Columbusâs leased cars. We have used an estimated driving distance per company car and the latest version of Defra GHG Conversion factors (2025) to calculate GHG emis-sions.Scope 2 greenhouse gas (GHG) emissionsScope 2 greenhouse gas (GHG) emissions refer to the indirect emissions resulting from the generation of purchased energy that is used by an organisation. Scope 2 emissions occur at the facility where the energy is generated, thus being classified as indirect emissions. The emissions are linked to the elec-tricity and district heating consumption related to Columbusâ office activities.Scope 2 market-based emissionsScope 2 emissions are calculated by taking the specific energy sources an organisation uses for its purchased electricity, heat, or steam into account.For offices where we have obtained Certificates for Renewable Energy, we have set the emission factor to zero.For offices where we do not have Certificates for Renewable Energy, we applied the Residual Mix Emission factors of the country where the energy was consumed. When Residual Mix emission factors have not been available, the emission factors for the regional or national energy grid have been applied.The residual mix data is sourced from the Association of Issuing Bodies (AIB) for European locations, United States EPA eGrid Database for US locations, and from the Climate Transparency 2021 Report for other loca-tions.Scope 2 location-based emissionsEmissions are calculated by taking the specific energy sources an organisation uses for its purchased elec-tricity, heat, and steam and using average emission factors for the regional or national energy grid. This method reflects the energy mix within the specific area of consumption and does not consider any purchase of renewable energy or credits. To calculate GHG emissions, the latest 2024 version of the IEA country factors has been used.Significant Scope 3 emissionsScope 3 emissions are the indirect greenhouse gas emissions attributed to an organisationâs value chain. Of the 15 scope 3 categories in the GHG protocol, 3 categories are determined as significant and there-fore included in the scope 3 accounting.1. Purchased goods and services Purchased goods and services include purchases that are not already accounted for in scope 1, 2 or in any of the other Scope 3 categories. The purchases include company insurances, education & training, profes-sional services, external marketing, software licenses and hosting services, facility cost, social events and entertainment, IT equipment and other cost related to our operations.GHG emissions associated with the purchase of goods and services are calculated with the spend-based method described in the GHG protocol, by multiplying the direct cost for the purchased goods and services with an emission factor from Defra (2025) that match the cost category. 2. Capital goodsThis category has been deemed immaterial as we do not have any GHG emission from capital goods that are not reported under scopes 1 and 2.3. Fuel and energy-related activitiesThis category has been deemed immaterial as we do not have any GHG emissions from fuel and energy-re-lated activities that are not reported under scopes 1 and 2.4. Upstream transportation and distributionThis category has been deemed immaterial. As a consultancy company, we primarily deliver services rather than physical goods.5. Waste generated in operationsThis category has been deemed immaterial. As a consultancy company the level of waste is limited, and the associated scope 3 emissions are immaterial.6. Business travelGHG emissions for Airfare purchased through our Travel Agency is calculated based on fuel consump-tion for each individual flight based on flight duration, aircraft type and age, airline and seat configuration, and passenger load factor. The fuel consumption is then converted to COe kg based on the standard 2conversion factor according to the International Civil Aviation Organisation from the UN.GHG emissions for Airfare purchased outside of our Travel Agency is calculated based on the direct cost of the flight tickets multiplied by an emission factor that is based on the airfare purchased through our Travel Agency.GHG emissions associated with other business travel activities are calculated as the amount of direct cost associated with taxi, train, bus, ferry, and accommo-dation, multiplied by a matching spend-based emis-sion factor from Defraâs table for 2025.7. Employee commutingGHG emissions from employee commuting is calcu-lated based on the average commuting patterns in each location.Through a company-wide commuting survey we have mapped the commuting patterns for each of our loca-tions, including average commuting distance, modes of transportation and average days of commuting.By combining this information with the average number of employees in each location in each month, and we have calculated the GHG emissions based on the Defraâs emission factors for land transportation for 2025.8. Upstream leased assetsThis category has been deemed immaterial, as we do not have any GHG emissions from fuel and energy-re-lated activities that are not reported under scopes 1 and 2.9. Downstream transportationThis category has been deemed immaterial, as we do not distribute materials to customers.10. Processing of sold productsThis category has been deemed immaterial. As a consultancy company, our business model is based on the delivery of services. We do not sell physical prod-ucts that require further processing by our clients.11. Use of sold productsThis category has been deemed immaterial, as we have not identified impacts caused by our solutions and services.12. End-of-life treatment of sold productsThis category has been deemed immaterial. As a consultancy company, end-of-life treatment of sold products is not applicable to our products. We do not sell physical products that require disposal or treat-ment at the end of their lifecycle.13. Downstream leased assetsThis category has been deemed immaterial, as we do not act as a lessor.14. FranchisesThis category has been deemed immaterial, as we do not operate with franchises.15. InvestmentsThis category has been deemed immaterial. The level of investments is limited, and the associated scope 3 emissions are immaterial.S1 Own workforceStrategyMetrics and targetsSBM-2 Interests and views of stakeholders page 60S1-5 Targets related to managing material negative impacts, advancing Page 88positive impacts, and managing material risks and opportunitiesSBM-3 Material impacts, risks and opportunities and their interaction with page 82, 84strategy and business modelS1-6 Characteristics of the undertakingâs employees Page 88, 89S1-7 Characteristics of non-employees in the undertakingâs own workforce Page 89Impact, risk and opportunity management S1-8 Collective bargaining coverage and social dialogue Omitted, not materialS1-1 Policies related to own workforce Page 82, 85S1-9 Diversity metrics Page 89, 90S1-2 Processes for engaging with own workforce and workersâ representa-Page 86S1-10 Adequate wages Omitted, not materialtives about impactsS1-11 Social protection Page 90S1-3 Processes to remediate negative impacts and channels for own work-Page 87S1-12 Persons with disabilities Omitted, not materialforce to raise concernsS1-13 Training and skills development metrics Page 89S1-4 Taking action on material impacts on own workforce, and approaches Page 83, 85to managing material risks and pursuing material opportunities related S1-14 Health and safety metrics Omitted, phase-into own workforce, and effectiveness of those actionsS1-15 Work-life balance metrics Page 90S1-16 Remuneration metrics (pay gap and total remuneration) Page 90S1-17 Incidents, complaints and severe human rights impacts Page 90Equal treatment and opportunities for allColumbus is dedicated to cultivating a varied workforce that respects our unique attributes. By assembling teams with diverse backgrounds, we aim to enhance innovation, employee commitment, and ultimately improve team results. Our commitment lies in creating an inclusive environment where all individuals have equal chances for growth and achievement. Material impacts, risks and opportunities As an international consultancy company in a male dominated sector, we acknowledge that there are some inherent potential negative impacts that could affect employee well-being and inclusion, especially if mitigating measures are not effec-tively adopted. We have identified the following material IROs in relation to Equal treatment and opportunities for all:IRO Description Type Value Chain Time horizonS1 Own workforce / Equal treatment and opportunities for allColumbus employees and subcontractors may be subjected Potential Own Short termto inappropriate comments, suggestive emails or messages, negative operationspersistent inquiries about their dating life or sexual pref-impacterences, and unwelcome physical contact such as hugs or pats on the back. These actions may be perceived as mild or subtle forms of harassment or discrimination by the victim.Columbus, like many other IT consultancies, has an uneven Potential Own Short termgender distribution due to an imbalance in the talent pipe-negative operationsline, with approximately 30% of the workforce being female impactand 70% male. In a male-dominated sector, gender biases can lead to the perception that female employees are less competent or less suitable for leadership roles compared to their male counterparts, even when they have similar quali-fications. This perception could result in female employees being overlooked for promotions or reduced access to training and skill development for female employees.A lack of transparent pay scales and compensation criteria Potential Own Short termcan lead to inconsistencies and unfair pay practices. negative operationsManagers and employees may be unaware of how their impactcompensation compares to others doing similar work. Additionally, some managers and decision-makers may have unconscious biases that affect their judgment. These factors combined could potentially result in unequal pay for equal work.PoliciesIn addition to our overarching Sustainability Policy in which we commit to address all our mate-rial adverse impacts on human rights, we have adopted a Diversity, Gender Balance & Inclusion Policy and a Code of Conduct for Employees that support us in preventing unfair treatment and discrimination of our employees. Diversity, Gender Balance & Inclusion Policy With the aim of fostering a workplace where employees are treated fairly and with equal opportunities in an inclusive environment, we have adopted a Diversity, Gender Balance & Inclusion Policy.The Policy is aligned with section 139c of the Danish Companies Act and the Recommendations on Corporate Governance and has been approved by the Board of Directors.The policy applies to all those employed by or associated with Columbus and is communicated to our employees through a mandatory online course on our E-learning platform.The policy aims to promote the following objec-tives, which are closely aligned with our identified IROs:Increase diversity: We strive to build a diverse workforce that embraces all our differences. Putting together diverse teams means increased creativity, more perspectives, etc. that help us develop ourselves and our business. A more diverse workforce can also help us to better understand and collaborate with each other inter-nally and with our customers and suppliers.Promote equality: We recognise that equality is key to creating a fair workplace and ensure that everyone has equal opportunities to develop and succeed.Encourage inclusion: Inclusion is the foundation of a strong and vibrant workplace. Columbus strives to create an environment where every employee can be authentic, bring their whole selves to work and where diverse ideas are welcomed.Prevent discrimination and harassment: Columbus does not tolerate any kind of discrimination, violence, harassment or bullying of employees and provides a mechanism for reporting and addressing such incidents.Code of Conduct for employeesWe have adopted a code of conduct for employees that provide guidance and stipulate our expectations to employees of Columbus, in rela-tion to areas that are material to Columbus. The Code of Conduct is closely aligned with our mate-rial IROs and with this document we aim to ensure that our employees support us in minimising and preventing negative impacts that we cause or contribute to.The Code of Conduct for employees is introduced to new employees at onboarding and is always available on our global intranet. It is updated annually in connection to our DMA process and approved by the Board of Directors.Taking action on material impactsTo mitigate the risk that negative impacts will occur, and to deliver on the goals stipulated in the DE&I policy we have initiated a number of actions.Fair recruitment processOur talent strategy aims to attract, retain and develop competence to meet future needs and to stay attractive to the candidate market. By focusing on our writing, image choice, and recruiting channels we aim to attract a wider and more diverse candidate group when we post new positions.Throughout the recruitment process we rely on competency-based questions and science-based psychometric tests and seek to remove or decrease bias in the selection process and ensure that employees are selected based on their Career PathwaysIn 2025 we have continued the work with adapting our Career Pathways framework that was intro-duced during 2024. Career Pathways is a compe-tency framework that supports personal devel-opment and career advancement, enabling all employees in the Columbus Group to realise their full potential. It defines structured career develop-ment steps, and transparent promotion criteria for all roles in the organisation.The framework has been implemented in phases since the beginning of 2024, and during the reporting period, the last employee groups were introduced to the framework. As of 2025, Career Pathways serves as the foundation for the annual performance management cycle and supports our goal of equal opportunity for everyone to be promoted.Pay gap analysisIn our ongoing commitment to fairness and equality, we conduct regular pay gap analyses to identify any disparities in compensation among employees of Columbus performing the similar roles. This process allows us to ensure that all team members are rewarded equitably for their contributions, regardless of gender, race, or other factors. The results of the analysis are included as input to the annual salary adjustment process. By addressing any identified pay gaps, we strive to foster a more inclusive and supportive workplace where everyone feels valued and fairly compen-sated for their hard work.In 2025 we have initiated a project to develop role-based salary bands aligned with our Career Pathways framework. The salary bands will be implemented in two phases, starting with salary bands for all roles within our consultant job family during 2025 and 2026. This covers approximately 80% of the workforce in Columbus. During 2026 we will initiate the second phase, designing and implementing salary bands for the remaining roles, within our Enabling Functions and Sales.Once adopted, the salary bands will provide role-based guidance on fair compensation for similar roles and increase transparency regarding pay practices in Columbus. We believe this will further strengthen our efforts to ensure a transparent and fair compensation in Columbus.Working conditionsAt Columbus we believe that good working conditions are essential for enhancing employee well-being, boosting productivity, and improving employee retention. A healthy work environment supports mental and physical health, reduces stress, and promotes work-life balance. When our employees feel comfortable and valued, they are more motivated, productive, and likely to stay with Columbus, reducing attrition and associated costs.IRO Description Type Value Chain Time horizonMaterial impacts, risks and opportunities S1 Own workforce / Working conditionsOur business model depends on high utilisation rates of our consultants, and we often work under Potential Own Short termGood working conditions foster creativity, inno-tight deadlines when delivering projects to our customers. Consultants with high utilisation are negative operationsvation, and collaboration, which are crucial in praised, promoted and rewarded through their incentive scheme. Some employees are increasing impactthe consultancy industry. A positive environment their working time to meet the targets, and this could potentially have a negative impact on their encourages employees to think creatively, work ability to take adequate time off for rest, leisure and holidays.effectively in teams, and communicate better, Columbus has employees in Europe, India, Chile and USA. In all the countries we operate in, there is Potential Own Short termleading to improved project outcomes.legislation in place that ensures the workers' right to family life. The specific rules vary from country to negative operationscountry, but generally include access to parental leave, holiday and time off in relation to illness.impactMoreover, we strive to be known for our excellent working conditions to attract high-quality candi-Nevertheless, we acknowledge that our incentive models that reward high utilisation and projects with deadlines lead to a risk that individuals experience stress on their health or, feel that they are dates and build a strong reputation in the industry, unable to take adequate time off for rest, leisure, holidays and family-related leave.strengthening our employer branding. Creating a supportive and engaging work environment bene-Workers of Columbus work from their homes or from air-conditioned offices with excellent facilities Potential Own Short termfits both employees and the overall success and and working conditions. They are not exposed to any work-related hazards, neither Physical, Ergo-negative operationsgrowth of Columbus.nomic, Chemical, Biological, or Psychological.impactSome individuals feel that they are being met with excessive workload demands in peak periods which We have identified the following IROs in relation to can cause stress-related symptoms for the individual. This typically happens in cases where highly working conditions in Columbus:demanding work assignments are combined with stressful private events, or when employees are tasked with responsibilities, they are not adequately fit for.PoliciesIn addition to our overarching Sustainability Policy in which we commit to address all our mate-rial adverse impacts on human rights, we have adopted a Vacation & Leave policies and a Incen-tive models and target setting policy that support us in preventing unfair treatment and discrimina-tion of our employees. Vacation & Leave PolicyColumbus operates in Europe, India, Chile, and the USA, where national legislation ensures the right to family life and time off. In each market, we have adopted local vacation and leave policies that are aligned with applicable laws and collective agree-ments. These policies entitle employees to time off for vacation, leisure, rest, and various types of family-related leave, including maternity, paternity, parental, and carersâ leave.In 2025, all employees continued to be covered by these policies. The policies are approved by local management teams and communicated through employment contracts and local SharePoint sites. To ensure accessibility, we provide translations and onboarding guidance where needed.We actively encourage employees to plan and utilise their entitled time off. If large unused vacation balances are identified, managers and HR engage with the employee to support proper leave planning. This supports our commitment to work-life balance and employee well-being.Incentive models and target setting policyWe have established global target setting policy, that is approved by the executive leadership team and cover all employees with a variable compensa-tion component across the Columbus Group. The process includes role role-based target setting for all employees and is designed to set ambitious but realistic and achievable targets without compro-mising our employeesâ access and ability to take time off. Furthermore, our compensation model has been designed so the employeesâ incentives are not negatively impacted by taking vacation or parental leave, and we have implemented a pay-out cap at 100% utilisation to avoid excessive overtime by single individuals.These measures have been taken to ensure that our workload is evenly distributed over our consultants, and they make it easier for the employees to achieve a satisfactory work-life balance.Taking action on material impactsTo mitigate the risk that negative impacts occur, we have initiated a number of actions.Structured on-boarding processWe have established a structured process for onboarding new employees in Columbus, that include relevant training courses on our internal e-learning platform Columbus Academy, a mentorship program, introduction to and informa-tion about our culture, values and leadership prin-ciples as well as our employee policies and Code of Conduct. In addition, all new employees receive an employment contract with a job description that further outlines the expectations and work condi-tions, and the local People Partner have scheduled follow-up sessions to ensure that onboarding is progressing as planned.Columbus academyWe provide training and relevant information through our E-learning platform Columbus Academy. The training content includes a wide range of courses in specific technical skills, personal development courses, Columbus policy training and much more. Through the platform we can verify that mandatory courses have been completed and monitor statistics on the training and education of our employees.Employee engagementTo track the effectiveness of our programs and to ensure we understand the interests and viewpoints of our key stakeholders, we actively engage in meaningful dialogues with our employees.Performance managementOur performance management cycle consists of half yearly mandatory conversations between employee and manager.Our Human Resources Information System provides a set structure for the conversations, to ensure that personal development goals and professional business goals, expectations and feedback are well documented, and that the employee progresses towards the desired outcomes and career path.Employee Net Promoter Score (eNPS)On a monthly basis we conduct an eNPS survey, to assess employee satisfaction and engagement. The eNPS measures how likely employees are to recommend their workplace to friends or family through a single question: âOn a scale of 0 to 10, how likely are you to recommend Columbus as a place to work?â.Employees are categorised as promoters (9-10), passives (7-8), or detractors (0-6). The eNPS score is calculated by subtracting the percentage of detractors from the percentage of promoters. This means that the eNPS can range from -100 to 100.A good eNPS generally falls within the range of 10 to 30. Scores in this range indicate a healthy level of employee satisfaction and engagement. An eNPS above 50 is considered excellent and suggests a highly engaged and loyal workforceOur eNPS for the group improved from 56 to 61 in 2025, and despite a drop in the response rate from 79% to 71% in 2025, we are satisfied with the development.All managers have access to their team members eNPS through a Power BI report. This metric provides a quick insight into employee engage-ment levels and enables immediate action if the score drops.eNPS61An eNPS above 50 is considered excel-lent and suggests a highly engaged and loyal workforceOne-on-One sessionsAll managers are encouraged to schedule regular informal one-on-one sessions with their direct reports. These sessions enable the manager to give and receive feedback, align expectations, address changes in eNPS and discuss new ideas and concerns.Annual employee surveyOnce a year we conduct an anonymous Employee Survey, covering questions on team efficiency, workplace environment, inclusion, engagement and leadership. With an impressive 88% response rate in 2025 across the group, this continues to bean important tool to measure the effects of our efforts in creating a sustainable workplace.The survey results for 2025 reflect significant strengths in both âWork allocation, Stress management, Feedbackâ and âPsychological safety, Diversity & Inclusion.â For example, when asked about the ability to freely express opinions within their teams, 94% of respondents this year answered 4 or 5 on a 1â5 scale, with an impressive average score of 4.7. This is an improvement over last year's already high average of 4.6, and is well above the benchmark of 4.5. In terms of equal opportunities and duties, 91% of employees this year rated 4 or 5, with an average score of 4.6, maintaining strong results comparable to last year (93% at 4 or 5; average 4.6) and surpassing the industry benchmark (average 4.5). These consistently high scores clearly demonstrate that employees feel supported in managing their work and stress, are comfortable giving and receiving feedback, and perceive a culture of openness, fair-ness, and inclusion. This trend not only outpaces industry standards but also highlights the ongoing positive impact of initiatives in these areas.Despite the great results in 2025, we perform a thorough analysis and break the results down per gender and on team and country level, to identify areas where we can improve. The results from this analysis informs our leaders and enable us to initiate local and global programs to address any potential issues to maintain or improve our great working conditions in Columbus.Channels to raise concerns and access to remedyIndividuals that experience negative impacts on their human rights, or on the environment, or suspect unlawful or unethical misconduct, that in any way can be linked to Columbus or our value chain, can engage with us through various channels. We also welcome good ideas on areas we can improve further.We manage grievances and concerns shared with us, with respect to confidentiality and safety, regardless of the reporting channel.We aim to enable remedy for anyone who has experienced a negative impact caused or contrib-uted to by Columbus. Through dialogue we seek to find the best solution for an issue and: 1) Make the impact stop, 2) implement preventive/mitigating measures to avoid recurrences, and 3) Provide access to remedy for the impacted stakeholders.The type of remedy will be adjusted to the severity and type of impact. Means of remedy will be considered in dialogue with the aggrieved party.Dialogue with People PartnerEach of our locations has a dedicated People Partner that employees of Columbus can engage with concerns and challenges.We promote an open, direct and honest dialogue, and we believe that most issues can be resolved before they evolve into potentially severe impacts.The dedicated People team is actively working on initiatives to improve the employee experience in Columbus, and sharing concerns and good ideas with People representatives, will enable a better understanding of the priorities of the employees, and enable initiatives that proactively prevent potential issues before they arise.Tell-Us MechanismOn 28th February 2025, we launched our Tell-Us mechanism, which is a tool to facilitate stakeholder engagement regarding sustainability matters for all stakeholders including employees and business relations.Our Tell-Us mechanism provides a structured tool for stakeholder engage-ment related to sustainability matters. Here stakeholders can view our latest impact assessment or report concerns and grievances regarding sustainability related matters.Grievances through this mechanism are not anonymous, as we aim to enable remedy for anyone who has experienced a negative impact.All received grievances are monitored by a small group of trusted grievance managers that are responsible for taking appropriate action when griev-ances are received. Grievances are cate-gorised, archived and analysed as part of the following impact assessment.Whistleblower functionThis system covers areas such as finan-cial fraud, bribery, corruption, violation of competition laws, and any form of harassment. Employment-related concerns and customer complaints should be addressed through other channels unless they are exceptionally serious.Reports can be submitted anonymously via Columbus' whistleblower system, with links available on the global and local websites, as well as the intranet. The system ensures confidentiality and does not log IP addresses or machine IDs. Senders are encouraged to identify themselves to facilitate thorough inves-tigations and remediation.All concerns are received and investi-gated by the Chairman of the Board, with protocols in place for handling cases involving the Chairman. Acknowl-edgment of receipt is sent within 7 days of receiving a report, with follow-up information provided within 3 months if the report is not anonymous.Metrics & TargetsTargetsWe have not defined and set any official targets for the Group in relation to any of our material IROs, but continuously monitor relevant trends in our metrics and take action when we see indica-tions of negative developments in relation to both working conditions and equal treatment.We regularly evaluate our initiatives and their impacts at appropriate management levels as part of our business conduct. Our established processes are anchored within the functions that have day-to-day responsibility for ensuring adher-ence to our policies.Metricsâ S1-6 Number of employees by genderâ S1-6 Number of employees by countryESRS DR Gender Unit 2025 2024ESRS DR Country Unit 2025 2024S1 50 (a) Male Headcount 1,046 1,123S1 50 (a) Sweden Headcount 403 435S1 50 (a) Female Headcount 469 490S1 50 (a) Denmark Headcount 337 374S1 50 (a) Other Headcount 0 0S1 50 (a) India Headcount 237 250S1 50 (a) Not reported Headcount 0 0S1 50 (a) United Kingdom Headcount 214 216 Total Headcount 1,515 1,613S1 50 (a) Norway Headcount 164 1801S1 50 (a) OtherHeadcount 160 158 Total Headcount 1,515 1,6131 Other includes countries where we have less than 50 employees, and less than 10% of the total employeesMetricsâ S1-6 Number of employees by contract type and by gender2025 2024Not Not ESRS DR Contract type Unit Female Male Otherldisclosed Total Female Male Otherdisclosed TotalS1 50 (a) Number of employees Headcount 469 1,046 0 0 1,515 490 1,123 0 0 1,613S1 50 (b) Number of permanent employees Headcount 463 1,041 0 0 1,504 482 1,114 0 0 1,596S1 50 (b) Number of temporary employees Headcount 0 0 0 0 0 0 0 0 0 0S1 50 (b) Number of non-guaranteed hours employees Headcount 6 5 0 0 11 9 9 0 0 18S1 52 (a) Number of full-time employees Headcount 415 983 0 0 1,398 434 1,051 0 0 1,485S1 52 (b) Number of part-time employees Headcount 54 64 0 0 117 56 72 0 0 128â S1-6 Number of employees who left Columbusâ S1-13 Training and skills developmentESRS DR Leavers Unit 2025 2024ESRS DR Average training hours Unit 2025 2024S1 50 (c) Number of leavers Headcount 311 338S1 83 (b) Average Training hours for males Hours 6.7 3.7S1 50 (c) Employee turnover rate % 21% 21%S1 83 (b) Average Training hours for females Hours 6.9 4.1Total Hours 6.8 3.8â S1-9 Gender distribution of employees in top managementESRS DR Gender distribution Unit 2025 2024â S1-7 Number of non-employees in own workforceESRS DR Number of non-employees Unit 2025 2024S1 66 (a) Males in top management Headcount 8.4 9.3S1 66 (a) Female in top management Headcount 3.0 2.3S1 55Number of non-employees Headcount 212 225 Total in top management Headcount 11.4 11.6S1 66 (a) Male in top management % of total 74% 81%S1 66 (a) Female in top management % of total 26% 19%Metricsâ S1-9 Distribution of employees by age groupâ S1-15 Family-related leaveESRS DR Age distribution Unit 2025 2024ESRS DR Family-related leave Unit 2025 2024S1 66 (b) Under 30 years old Headcount 186 210S1 93 (a) % of male employees entitled to take family-related leave % 100.0% 100.0%S1 66 (b) Between 30 and 50 years old Headcount 864 923S1 93 (a) % of female employees entitled to take family-related leave % 100.0% 100.0%S1 66 (b) Over 50 years old Headcount 465 481S1 93 (b) % of entitled male employees that took family-related leave % 10.0% 8.9% Total Headcount 1,515 1,613S1 93 (b) % of entitled female employees that took family- related leave % 12.9% 10.8%Under 30 years old % of total 12% 13%Between 30 and 50 years old % of total 57% 57%â S1-16 Remuneration Over 50 years old % of total 31% 30%ESRS DR Remuneration Unit 2025 2024S1 97 (a) Gender pay gap â total % 13.1% 15.2%â S1-13 Participation in performance reviewsS1 97 (c) Gender pay gap for Business Consultants (Associate Level) % -4.4% 3.7%ESRS DR Participation in Performance Reviews Unit 2025 2024S1 97 (c) Gender pay gap for Business Consultants (Consultant Level) % 8.3% 8.1%S1 97 (c) Gender pay gap for Business Consultants (Senior Level) % 0.4% 0.2%S1 83 (b) Male participation rate % 70% 71%S1 97 (c) Gender pay gap for Business Consultants (Principal Level) % -9.7% -8.4%S1 83 (b) Female participation rate % 71% 70%S1 97 (c) Gender pay gap for Business Consultants (Director Level) % -7.9% -14.8% Average % 70% 71%S1 97 (b) Total Remuneration Ratio Ratio 1:10 1:13â S1-17 Incidents, complaints and severe human rights impactâ S1-11 Social protectionNo incidents or complaints have been reported in the reporting period.ESRS DR Life event Unit 2025 2024S1 74 (a) Sickness Protected Yes YesS1 74 (b) Unemployment Protected Yes YesS1 74 (c) Employment injury and acquired disability Protected Yes YesS1 74 (d) Parental leave Protected Yes Yes1S1 74 (e) Retirement Protected Yes Yes1 79 employees in USA and Chile are not protected in the event of retirementAccounting principles for S1 Own workforceHeadcount (employees)Headcount (employees) is defined as the number of individuals that have an employment contract with Columbus in a given period, including temporary and part-time employees .Average headcountAverage headcount for the reporting period consti-tutes the average headcount in each month of the reporting period.Gender distributionThe gender distribution is calculated by aggregating the average headcount for males and females.Gender distribution as % of totalGender distribution as % of total is calculated by dividing the average headcount for the specific gender group with the total average headcount.Geographic distributionThe geographic distribution is calculated by aggre-gating the average headcount in the specific geographical location, based on the country of their employment.Geographic distribution as % of totalThe geographic distribution as % of total is calculated by dividing the average headcount for the specific geographical location with the total average head-count.Age distributionThe age distribution is calculated by aggregating the average headcount that belongs to in the each defined age group, based on their date of birth.Age distribution as % of totalThe age distribution as % of total is calculated by dividing the average headcount for the specific Age Group with the total average headcount.Permanent employeesPermanent employees are defined as individuals with an employment contract that does not include a predetermined end date.Most of our employees fell under this category during the reporting period.Temporary employeesTemporary employees are defined as individuals with an employment contract that includes a predeter-mined end date.We did not have any temporary employees in the reporting period.Non-guaranteed hours employeesNon-guaranteed hours employees are defined as individuals with an employment contract, without a contractual assurance of a minimum or set number of working hours.This category typically includes facility managers and student workers in Columbus.Full-time employeesFull-time employees are defined as individuals with an employment contract, that have a full-time schedule in line with the defined full-time schedule in the country of employment. In the countries we operate a full-time schedule constitute between 36.5 to 40 work hours per week.Part-time employeesPart-time employees are defined as individuals with an employment contract, that have a reduced schedule compared to the defined full-time schedule in the country of employment.LeaversLeavers are defined as number of employee head-counts that has left the organisation during the reporting period.Employee turnover rateEmployee turnover rate is calculated by dividing the number of leavers in the reporting period with the average headcount in the reporting period.Non-employees in own workforceNon-employees in own workforce is freelancers and subcontractors that Columbus engage as delivery resources on a Columbus customer engagement. They do not have an employment contract with Columbus.Headcount (non-employees)Headcount (non-employees) is defined as the number of individuals that has been engaged on a Columbus customer engagement in a given period, without an employment contract with Columbus.Top managementTop management is defined as members of the Columbus Group Management team, and include the Executive Board, the Chief Operating Officer (COO), the Chief Marketing Officer (CMO), the Chief People Officer (CPO), the Chief Information Officer (CIO), our Business Line Executives and our Market Unit Execu-tives.Social protectionAn employee is considered to have social protection if they have access to healthcare and economic support in specific major life-events, either through a benefit provided by Columbus or through a public program in the country they reside.Total training hoursIn Columbus we provide training and educa-tion through courses on our e-learning platform Columbus Academy. Each course has a nominated expected duration.Total training hours are calculated by aggregating the nominated expected duration for all completed courses in the reporting period.Average training hoursAverage training hours are calculated by dividing the the total training hours in the reporting period with the average headcount in the reporting period.Performance reviewA performance review is defined as the official performance reviews that has been documented and completed in our HRIS system.Performance review participation ratePerformance review participation rate is calculated by dividing the aggregated number of employees with a documented performance review, with the average number of employee headcounts in the reporting period.Family-related leave entitlementEmployees that are entitled to family-related leave is defined as employees who have access to mater-nity leave, paternity leave, parental leave or carersâ leave through the employment terms defined in their employment contract or under national law in the country of employment.Total remunerationTotal remuneration is defined as the sum of base salary, variable incentive, commission, bonus, overtime compensation, car allowance and other allowances, employer paid pension contribution and employer paid social cost contribution in the reporting year.Working hoursWorking hours is the number of working hours defined in the employment contract of the employee. For Non-guaranteed hours employees the norm hours is calculated by aggregating the number of actual worked hours.Average gross hourly payThe average gross hourly pay is calculated by dividing the aggregated total remuneration for all employees, for the reporting period, with the aggregated working hours for all employees, for the reporting period.Average gender gross hourly payThe average gender gross hourly pay is calculated by dividing the aggregated Total Remuneration for all employees of the specific gender, for the reporting period, with the aggregated working hours for all employees of the specific gender, for the reporting period.Gender pay gapThe gender pay gap is calculated by dividing the difference between average gross hourly pay for male and female employees with the gross hourly pay for male employees.Total remuneration ratioThe total remuneration ratio is calculated by dividing the total remuneration of the highest paid employee with the median total remuneration for all employees, excluding the highest-paid employee.Incidents, complaints and severe human rights impactComplaints represent concerns raised by workers, through our established channels, related to discrim-ination or harassment. Complaints may or may not relate to an actual incident. Incidents are confirmed occurrences of discrimination or harassment.A severe human rights impact is an incident with a high level of severity based on the criteria used in our Double Materiality Assessment for assessment of severity.S4 End-users and consumersStrategySBM-2 Interests and views of stakeholders Page 60SBM-3 Material impacts, risks and opportunities and their interaction with strategy and Page 94business modelImpact, risk and opportunity management S4-1 Policies related to Consumers and end-users Page 95S4-2 Processes for engaging with consumers and end-users about impacts Page 96S4-3 Processes to remediate negative impacts and channels for consumers and Page 96end-users to raise concernsS4-4 Taking action on material impacts on consumers and end-users, and Page 96approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actionsMetrics and targetsS4-5 Targets related to managing material negative impacts, advancing positive Page 96impacts, and managing material risks and opportunitiesEnd-users and consumersIn an era where data is an invaluable asset, it is paramount that we uphold the highest standards of data ethics and security, ensuring that the data we manage is handled with the utmost integrity and protection.We recognise that with the increasing complexity of digital ecosystems, the responsibility to safe-guard sensitive information and maintain ethical standards in data management is more critical than ever.Our view on data ethics and security is grounded in transparency, accountability, and continuous improvement. Through rigorous data govern-ance frameworks, robust security protocols, and unwavering adherence to privacy regulations, we strive to foster trust and confidence among our customers and consumers.We believe that ethical data practices not only protect our customers but also drive innovation and enhance the value of our digital solutions. As we navigate the evolving landscape of technology, our dedication to data ethics and security remains steadfast, ensuring that we deliver secure, reli-able, and ethical digital solutions for a sustainable future.We are supporting our customers in establishing end-to-end digital solutions that include solu-tions for managing their internal processes, such as Cloud ERP systems, as well as solutions to engage and interact with their customers, such as E-Commerce platforms. Hence, the end-users and consumers of our solutions include both the employees and customers of our customers.Material impacts, risks and opportunities Through the process described under the Double Materiality Assessment section â on page 61, we have identified the following material IROs:IRO Description Type Value Chain Time horizonS4 Consumers and end- users / Information-related impacts for consumers and/or end-usersThe solutions we implement for our customers often contain Risk Downstream Medium termpersonal data about their employees and customers. There is a risk that malicious attacks and data/security incidents within our customers' digital setups could lead to breaches of confidentiality, integrity, and availability of business infor-mation, as well as violations of privacy laws. If Columbus has contributed to or caused the vulnerability that led to the breach, it could damage our reputation and pose a financial risk.PoliciesData Ethics PolicyColumbus is committed to managing data with integrity and adhering to high ethical standards. Our Data Ethics Policy emphasises responsible andsustainable data usage, promoting transparency and compliance with both Danish and EU laws.We process both personal and non-personal data, primarily for delivering consultancy services and internal administrative purposes. Data is collected directly from customers, third-party sources, our websites, and purchased for marketing purposes in accordance with our policies and regulation.Key principles include:⢠Compliance with legal standards and ethical considerations⢠Security measures corresponding to data sensitivity⢠Data protection as a fundamental part of our business⢠No data selling or profit from third-party data usage⢠Employee training in data protectionWe have aligned our practices to the Information Security standard ISO/IEC 27001, which provides a framework for establishing, implementing, maintaining, and continually improving an infor-mation security management system (ISMS). This standard helps ensure confidentiality, integrity, and availability of information by applying a risk management process and gives confidence to stakeholders that risks are adequately managed.We do not use AI or algorithms for daily operations but may do so for customer services, ensuring alignment with this policy and client expectations.Our commitment to transparency includes an annual review of the policy by the Board of Direc-tors.Delivery methodologyOur delivery methodology âOn Targetâ is a stra-tegic approach designed to ensure that projects, goals, and objectives are executed efficiently and effectively. It encompasses a series of steps and protocols that guide an organisation through plan-ning, execution, monitoring, and closure phases, all while maintaining a strong focus on security and risk mitigation.Security is a critical aspect of the âOn Targetâ methodology. The following security measures are integrated throughout the methodology:Risk assessments: Regular risk assessments are conducted to identify potential threats and vulner-abilities. These assessments help in developing mitigation strategies to protect the organisation from security breaches.Data protection: Data security protocols are implemented to safeguard sensitive information. Access controls and data masking are used to prevent unauthorised access and ensure data integrity.Incident response plans: Comprehensive incident response plans are in place to address security breaches. These plans outline the steps to be taken in the event of a breach, including contain-ment, eradication, and recovery procedures.Security training: All team members are provided with security training to ensure they are aware of security best practices and protocols. This training helps in fostering a security-conscious culture within the organisation.Taking action on material impactsSecurity and Privacy Training InitiativeIn 2025, Columbus launched a mandatory Secu-rity & Privacy Training module for all employees, reinforcing our commitment to data protection and regulatory compliance. This initiative directly supports our policy objectives related to respon-sible data handling, cybersecurity, and adherence to the General Data Protection Regulation (GDPR). The training program consists of three self-paced modules: âGDPR in Columbus,â âInformation Security Awareness,â and âEmployee Compliance Acknowledgement.â These modules are designed to equip employees with the knowledge to identify cyber threats, understand data protection princi-ples, and apply Columbusâ security policies in daily operations.The training is mandatory for all employees across all business units and geographies, ensuring comprehensive coverage of our workforce. It was launched in Q2 2025, with a target for full comple-tion by Q4 2025. Annual refresher courses are planned to maintain a high level of awareness and compliance.This action was implemented proactively in response to the evolving digital threat landscape and the increasing importance of safeguarding personal and corporate data. It builds on previous awareness efforts by introducing interactive learning, real-world scenarios, and certification quizzes to enhance engagement and retention. All employees in Columbus have completed the training.The development and deployment of the training module were supported by dedicated resources from our IT and Compliance departments, covering content development, platform integra-tion, and internal communication efforts.Data Processor Agreement (DPA)A critical step in managing our risks is our Data Processor Agreements (DPA) which outlines the terms and conditions under which Columbus processes personal data on behalf of its customers.The agreements ensure that Columbus complies with the General Data Protection Regulation (GDPR) and other applicable data protection laws. This includes implementing appropriate technical and organisational measures to protect personal data.Columbus enters into DPAs with business relations we engage with as a data processor.Incident management procedureOur incident management procedure ensures timely and effective handling of incidents to minimise business impact and privacy impacts. Key elements include:Incident identification: Incidents detected through existing solutions deployed and by user reporting mechanisms where the required details are gath-ered for further analysis and investigation.Incident Categorisation and Prioritisation: Inci-dents are categorised and prioritised based on their impact and urgency to ensure appropriate response times.Major and Privacy Incidents: Special procedures for handling major incidents and privacy breaches to allocate necessary resources and ensure compliance.Investigation, Diagnosis, and Resolution: Incidents are investigated for the purpose of resolution with continuous updates to the incident record.Privacy incidentsWhen a privacy incident occurs, which involves a breach of personal data, the Breach Response and Notification Procedure is activated. This process ensures proper handling and notification of the breach, adhering to regulatory requirements.Depending on the severity of the breach, appro-priate notification measures are taken. This may include informing the affected individuals, relevant authorities, and stakeholders about the breach, providing them with necessary details and guid-ance on protective measures.Major incidentsWhen an incident is classified as a priority 1 due to its significant impact and urgency, the Major Incident Management Procedure is immediately invoked, and a dedicated Major Incident Manager (MIM) is appointed to oversee the resolution process and to ensure that all necessary resources are allocated efficiently to address the incident.Clear communication channels are established to keep the business, IT management, and any affected parties informed about the incident status where relevant. If necessary, a Service Continuity Plan is invoked, to ensure that critical business functions can continue despite the incident. This involves implementing temporary measures to maintain operations until the incident is fully resolved.Channels for reporting incidents and access for remedyColumbus provides a structured process for handling customer support requests through an ITSM platform. This platform is used to support our customers and allow users to log support requests, which are then managed and resolved by the relevant service teams. This process ensures that customer issues are addressed efficiently and effectively.The ITSM platform serves as the main channel to report data incidents. In addition, incidents can be reported through the channels described â on page 87, where our process for providing access to remedy is also explained.TargetsWe have not identified any material targets We have not set specific targets in relation to this topic. Our established processes are anchored within the functions that have day-to-day respon-sibility for ensuring adherence to our policies.G1 Business conductGovernanceGOV-1 The role of the administrative, supervisory and management bodies Page 53, 55Impact, risk and opportunity management IRO-1 Description of the processes to identify and assess material impacts, risks and Page 61opportunitiesG1-1 Business conduct policies and corporate culture Page 101G1-2 Management of relationships with suppliers Page 103 G1-3 Prevention and detection of corruption and bribery Page 102Metrics and targetsG1-4 Incidents of corruption or bribery Page 103G1-5 Political influence and lobbying activities omittedG1-6 Payment practices Page 103Business conductAt the heart of our companyâs operations lies a fundamental commitment to robust business conduct and fostering a corporate culture of integrity and respect. Our customers perceive us as trusted advisors, and we strive to uphold the highest standards of ethical behavior and integrity in all our dealings. This commitment is not merely a legal requirement but a cornerstone of our business model.Compliance with relevant legislation and inter-national guidelines on ethical business conduct is paramount. In the markets we operate in, this means adhering to stringent regulations around anti-corruption, environmental stewardship, and labour rights. These standards are critical not only for avoiding legal repercussions and protecting economic interests but also for maintaining an efficient and competent workforce. Our approach ensures that we can meet our objectives while safeguarding the rights and well-being of our employees.We are dedicated to cultivating a corporate culture that prioritises the protection of human rights and the prevention of corruption. This involves creating an environment where employees Material impacts, risks and opportunities We have identified the following IROs related to Business Conduct in Columbus.IRO Description Type Value Chain Time horizonG1 Business conduct / Management of relationships with suppliers including payment practicesWe have implemented structured Accounts Payable processes to ensure proper and timely cost Potential Upstream Short termaccounting and payment for supplier invoices. A key step in the process is reconciling the invoice with negative the services received. If we are unable to reconcile the invoices with the services received, we post-impactpone payment until the discrepancy is resolved. This can lead to late payments, which can be particu-larly problematic for our small independent freelancers, as they are typically more vulnerable to such delays.G1 Business conduct / Corruption and briberyWe do not conduct significant business with public authorities. Our customers are primarily large Risk Own Short termmultinational corporations based in Northern and Western Europe and North America. The services operationswe provide typically represent a substantial strategic investment for these customers. Consequently, the decision to engage with Columbus usually requires approval from the customer's executive board or board of directors, reducing the potential for influence through gifts, expensive meals, trips, or extravagant entertainment.Despite the low risk, we cannot entirely rule out the possibility that some individuals may attempt to influence business decisions by offering such incentives to our customers' decision-makers, which could significantly harm Columbus's reputation.G1 Business conduct / Corporate cultureThe absence of a clear Corporate Culture with established values, leadership principles, governance Risk Own Medium termand accountability leaves a leadership vacuum that will be filled by local middle-managers. This could operationslead to irresponsible business conduct in some areas of our organisation, and harm Columbusâ repu-tation and brand.and stakeholders feel safe to report any unethical behavior without fear of retaliation. Whistleblower protection is an integral part of our governance framework, ensuring transparency and accounta-bility at all levels.We recognise that responsible and transparent payment practices are essential. Adhering to thesepractices not only meets legal and ethical expec-tations but also strengthens our internal social strategy and enhances our commercial goals. By promoting fair and transparent dealings with all our partners, we build trust and reinforce our repu-tation in sustainable business practices.In conclusion, our commitment to exemplary business conduct and a strong corporate culture is unwavering. We believe that these principles are not only vital for compliance and operational efficiency but also for fostering a positive work environment and supporting our long-term sustainability goals.PoliciesIn addition to our overarching Sustainability Policy in which we commit to address all our material adverse impacts related to Business Conduct, we have adopted a Tax Policy, a Whistleblower Policy and a set of governance rules called Columbus Authorisation and Risk Management Rules (CARMR).Tax PolicyColumbus has established a Tax Policy that ensures compliance with local and international tax laws, as well as OECD guidelines, across all companies within the Columbus Group.Key principles include timely and accurate tax payments, transparent corporate structure, and avoidance of aggressive tax planning. Intercom-pany transactions follow the arm's length principle to ensure fair taxation.The Finance and Legal departments manage compliance and maintain open communication with tax authorities to ensure a cooperative rela-tionship and adherence to complex regulations.Whistleblower PolicyWe have established a whistleblower system to ensure that employees, former employees, customers, suppliers, business partners, share-holders, and other stakeholders can report any suspected unlawful activity or unethical miscon-duct.This system covers areas such as financial fraud, bribery, corruption, violation of competition laws, and any form of harassment. Employment-related concerns and customer complaints are addressed through other channels unless they are exception-ally serious.Reports can be submitted anonymously via Columbus' whistleblower system, with links avail-able on the global and local websites, as well as the intranet. The system ensures confidentiality and does not log IP addresses or machine IDs. Senders are encouraged to identify themselves to facilitate thorough investigations.All concerns are received and investigated by the Chairman of the Board, with protocols in place for handling cases involving the Chairman. Acknowledgment of receipt is sent within 7 days of receiving a report, with follow-up information provided within 3 months if the report is not anon-ymous.We guarantee protection against retaliation for those who report concerns in good faith and sanc-tions any misuse of the system for false reporting.Columbus Authorisation and Risk Management Rules (CARMR)At Columbus, we have implemented the Columbus Authorisation and Risk Management Rules (CARMR). These rules serve as the backbone of our corporate governance, ensuring clarity and consistency across our global operations.The CARMR framework delineates the authori-sation levels and risk management protocols for our employee. This includes without limitation the processes for entering into and terminating customer and supplier contracts, forming new partnerships, engaging subcontracts, assessing risks, and setting rules for purchasing and investing on behalf of Columbus. By adhering to CARMR, we empower our team members to make informed decisions that align with our corporate values and strategic objec-tives. This structured approach not only enhances operational efficiency but also reinforces our commitment to maintaining the highest standards of integrity, transparency, and accountability in all our business dealings.As we continue to expand our international foot-print, CARMR remains a vital tool in safeguarding our reputation and ensuring sustainable growth. It embodies our dedication to upholding a corpo-rate culture that is both inclusive and exemplary, setting the benchmark for excellence in the industry.Business conduct policies and corporate cultureWe have adopted a number of policies and measures, all of which have been approved by the Board of Directors, which aim to foster a corporate culture of responsible business conduct throughout our organi-sation.Anti-Bribery and Anti-Corruption Policy1Columbus maintains a strict Anti-Corruption Policy to ensure all business activities are conducted lawfully and ethically. This policy is applicable to all employees and associates, including subcontractors, and underlines our commitment to compliance with relevant laws and regulations.Zero tolerance for bribery2We prohibit the offering, giving, soliciting, or receiving of bribes in any form, directly or indirectly.Business gifts and hospitality3Only modest business-related gifts and hospitality are allowed. Cash gifts, lavish or inappropriate gifts, and quid pro quo arrangements are explicitly forbidden.Donations and sponsorships4All grants, donations, and sponsorships must be based on objective criteria, be transparent, and recorded. They must never serve as a means to gain an advantage.Conflict of interest5Employees must avoid situations where personal interests could compromise their duties. Any potential conflicts must be reported immediately.Our Executive Management oversees the enforcement of this policy, which is designed to reinforce our commitment to ethical conduct and prevent any form of corruption or bribery within our operations.This policy not only aligns with our Code of Conduct but also aims to foster a transparent and fair business environment.Prevention and detection of corruption and briberyTo ensure we prevent and detect any instances of corruption and bribery, we have implemented the following measures:Manager ApprovalAll costs must receive manage-rial approval in accordance with the Columbus Authorisation and Risk Management Rules (CARMR).Finance ApprovalExpense controllers in the finance department must approve all costs, ensuring compliance with CARMR, other relevant policies and accounting principles.Segregation of DutiesWe enforce a segregation of duties to ensure no single individual has control over all aspects of any financial trans-action.Proactive Cost ControllingOur approach includes proac-tive measures to control costs and prevent any financial misconduct.Monthly Business ReviewsWe conduct monthly business reviews where we analyse costs, spending, and overall busi-ness performance to identify and address any irregularities promptly.Channels for Reporting Suspected MisconductWe have established various channels, including the whis-tleblower system and Tell-us mechanism, for reporting suspected misconduct.These measures reflect our strong stance against corruption and bribery, ensuring that our operations remain ethical and transparent and aid in creating an environment of accounta-bility and transparency throughout our organisation.Management of relationships with suppliersWe are committed to practicing fair behavior in our management of suppliers. Our procurement processes rely on a standard practice of adhering to the specific payment terms negotiated with each individual supplier. Columbus engages many small, independent subcontractors and freelancers. We recognise the increased vulnerability to late payments for this supplier group and we have implemented additional procedures to ensure that all necessary information is obtained for timely processing of payments for services delivered by this group.Through our Code of Conduct for Business Rela-tions, we set expectations with our tier 1 suppliers and other business relations, to demonstrate responsible business conduct by implementing the global minimum standards as defined by the UNGPs/OECD that we hold ourselves account-able to. This includes establishing a management system that at a minimum addresses actual and potential negative impacts on human rights, the environment and the economic area, through policy adoption and on-going due diligence processes.We expect our business relations to set the same expectations for their tier 1 business relations.Metricsâ G1-6 G1-6 Standard payment practicesWe do not have defined standard payment terms for suppliers. Specific payment terms are negotiated with each indi-vidual supplier when we enter a contract.The most common supplier payment terms are ânet 14 daysâ, ânet 30 daysâ and ânet 60 daysâ, in which the payments must fall within 14, 30 or 60 days respectively, from the invoice date.â G1-6 Payment practices2025 2024More More 0-15 16-30 than 30 0-15 16-30 than 30 ESRS DR Agreed payment terms Unitdayssdaysdays Totaldaysdaysdays Total1G1 33 (a) Average payment time Days 11 29 27 25 10 29 29261G1 33 (b) Payments aligned with % 62% 84% 79% 78% 46% 75% 69%68%standard terms1 Due to a misstatement in 2024, the average payment time has been corrected from previously published 52 days to 29 days, and share of payments aligned with standard terms has been corrected from previously published 85% to 69%. The misstatement was the result of a data extraction error identified through our internal controls framework. These corrections do not affect any other disclosures and have been restated to ensure completeness and accuracy in accordance with our stated restatement policy.â G1-4 & 6 Incidents of corruption or bribery & Late PaymentsESRS DR Agreed payment terms Unit 2025 2024G1 24 (a) Number of convictions for violation of anti-corruption and anti-bribery laws Qty 0 0G1 24 (a) Amount of fines for violation of anti-corruption and anti-bribery laws DKK 0 0G1 24 (b) Breaches in procedures and standards of anti-corruption and anti-bribery Qty 0 0G1 33 (c) Legal proceedings related to late payments Qty 0 0Accounting principles for G1 Business conductPayment timePayment time is defined as the number of days between the invoice date and the payment date.Average payment timeAverage payment time is calculated as the unweighted average payment time for all invoices paid during the reporting period.Standard payment termStandard payment term is defined as the payment time in days that has been contractually agreed with the supplier.Payments aligned with standard payment termsA payment is considered aligned with standard payment terms if the payment is processed on or before the due date based on the standard payment terms agreed with the supplier.The % of payments aligned with the standard payment terms is calculated by dividing the number of invoices that is in line with the standard payment terms, with the total number of invoices paid in the reporting period.Datapoints in cross-cutting and topical standardsBenchmark EU Climate Disclosure SFDR Pillar 3 Regulation Law Material/ Requirement Paragraph DescriptionreferencereferencereferencereferenceImmaterial ReferenceESRS 2 GOV-1 21 (d) Board's gender diversity â â Material Page 55ESRS 2 GOV-1 21 (e) Percentage of board members who are independent â Material Page 55ESRS 2 GOV-4 30 Statement on due diligence â Material Page 56ESRS 2 SBM-1 40 (d) i Involvement in activities related to fossil fuel activities â â â ImmaterialESRS 2 SBM-1 40 (d) ii Involvement in activities related to chemical production â â ImmaterialESRS 2 SBM-1 40 (d) iii Involvement in activities related to controversial weapons â â ImmaterialESRS 2 SBM-1 40 (d) iv Involvement in activities related to cultivation and production of tobacco â ImmaterialEnvironmentESRS E1-1 14 Transition plan to reach climate neutrality by 2050 â Material Page 68ESRS E1-1 16 (g) Undertakings excluded from Paris-aligned Benchmarks â â Material Page 68ESRS E1-4 34 GHG emission reduction targets â â â Material Page 68ESRS E1-5 38 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) â ImmaterialESRS E1-5 37 Energy consumption and mix â Material Page 69ESRS E1-5 40-43 Energy intensity associated with activities in high climate impact sectors â ImmaterialESRS E1-6 44 Gross Scope 1, 2, 3 and Total GHG emissions â â â Material Page 70ESRS E1-6 53-55 Gross GHG emissions intensity â â â Material Page 70ESRS E1-7 56 GHG removals and carbon credits â ImmaterialESRS E1-9 66 Exposure of the benchmark portfolio to climate-related physical risks â ImmaterialESRS E1-9 66 (a) Disaggregation of monetary amounts by acute and chronic physical risk â ImmaterialESRS E1-9 66 (c) Location of significant assets at material physical risk â ImmaterialESRS E1-9 67 (c) Breakdown of the carrying value of its real estate assets by energy-efficiency classes â ImmaterialESRS E1-9 69 Degree of exposure of the portfolio to climate-related opportunities â ImmaterialESRS E2-4 28 Amount of each pollutant listed in AnnexII of the E-PRTR Regulation emitted to air, water and soil â ImmaterialBenchmark EU Climate Disclosure SFDR Pillar 3 Regulation Law Material/ Requirement Paragraph DescriptionreferencereferencereferencereferenceImmaterial ReferenceESRS E3-1 9 Water and marine resources â ImmaterialESRS E3-1 13 Dedicated policy â ImmaterialESRS E3-1 14 Sustainable oceans and seas â ImmaterialESRS E3-4 28 (c) Total water recycled and reused â ImmaterialESRS E3-4 29 Total water consumption in m3per net revenue on own operations â ImmaterialESRS 2- SBM 3 - E4 16 (a) i â ImmaterialESRS 2- SBM 3 - E4 16 (b) â ImmaterialESRS 2- SBM 3 - E4 16 (c) â ImmaterialESRS E4-2 24 (b) Sustainable land / agriculture practices or policies â ImmaterialESRS E4-2 24 (c) Sustainable oceans / seas practices or policies â ImmaterialESRS E4-2 24 (d) Policies to address deforestation â ImmaterialESRS E5-5 37 (d) Non-recycled waste â ImmaterialESRS E5-5 39 Hazardous waste and radioactive waste â ImmaterialSocialESRS 2- SBM3 - S1 14 (f) Risk of incidents of forced labour â ImmaterialESRS 2- SBM3 - S1 14 (g) Risk of incidents of child labour â ImmaterialESRS S1-1 20 Human rights policy commitments â Material Page 82, 85ESRS S1-1 21 Due diligence policies on issues addressed by the fundamental International Labour Organisation â ImmaterialConventions 1 to 8ESRS S1-1 22 processes and measures for preventing trafficking in human beings â ImmaterialESRS S1-1 23 workplace accident prevention policy or management system â ImmaterialESRS S1-3 32 (c) grievance/complaints handling mechanisms â Material Page 87ESRS S1-14 88 (b), (c) Number of fatalities and number and rate of work-related accidents â â ImmaterialESRS S1-14 88 (e) Number of days lost to injuries, accidents, fatalities or illness â ImmaterialBenchmark EU Climate Disclosure SFDR Pillar 3 Regulation Law Material/ Requirement Paragraph DescriptionreferencereferencereferencereferenceImmaterial ReferenceESRS S1-16 97 (a) Unadjusted gender pay gap â â ImmaterialESRS S1-16 97 (b) Excessive CEO pay ratio â Material Page 90ESRS S1-17 103 (a) Incidents of discrimination â ImmaterialESRS S1-17 104 (a) Non-respect of UNGPs on Business and Human Rights and OECD Guidelines â â ImmaterialESRS 2- SBM3 â S2 11 (b) Significant risk of child labour or forced labour in the value chain â ImmaterialESRS S2-1 17 Human rights policy commitments â ImmaterialESRS S2-1 18 Policies related to value chain workers â ImmaterialESRS S2-1 19 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines â â ImmaterialESRS S2-1 19 Due diligence policies on issues addressed by the fundamental International Labour Organisation â ImmaterialConventions 1 to 8ESRS S2-4 36 Human rights issues and incidents connected to its upstream and downstream value chain â ImmaterialESRS S3-1 16 Human rights policy commitments â ImmaterialESRS S3-1 17 non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines â â ImmaterialESRS S3-4 36 Human rights issues and incidents â ImmaterialESRS S4 -1 16 Policies related to consumers and end-users â Material Page 95ESRS S4 -1 17 Non-respect of UNGPs on Business and Human Rights and OECD guidelines â â ImmaterialESRS S4-4 35 Human rights issues and incidents â ImmaterialGovernanceESRS G1-1 10 (b) United Nations Convention against Corruption â Material Page 102ESRS G1-1 10 (d) Protection of whistle-blowers â Material Page 100ESRS G1-4 24 (a) Fines for violation of anti-corruption and anti-bribery laws â â Material Page 103ESRS G1-4 24 (b) Standards of anti-corruption and anti-bribery â Material Page 103</mrv:SustainabilityReport>
<mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f1__s9__7__12" xml:lang="en">EU TaxonomyThe EU Taxonomy is a regulatory framework introduced by the European Union as a tool to aid in the transition towards a greener and more sustainable economy.The EU Taxonomy addresses six environmental objectives:⢠Climate change mitigation⢠Climate change adaptation⢠Sustainable use and protection of water and marine resources⢠Transition to a circular economy⢠Pollution prevention and control⢠Protection and restoration of biodiversity and ecosystemsIn 2025, we continued working on our internal structures to make Taxonomy reporting more effi-cient and robust, and we have followed the devel-oping market practices and guidelines, including the EU Commissionâs FAQs.As a consultancy company supporting businesses with their digital transformation, we can enable our customers and society in their sustainability transition. Our primary business activities reside at the core of the EU Taxonomy in terms of eligible activities. Activities associated with the Informa-tion Technology and Communications sector are predominantly classified as enabling activities. Through optimisation, monitoring, complex calcu-lations, AI, and real time data, tech has the capa-bilities to streamline company infrastructure and business processes, resulting in optimised energy and resource use.Technology can aid customers in their efforts towards reducing carbon emissions and preserving natureâs resources by presenting accurate data in real-time enabling companies to only use the exact amount of power and resources needed to operate.Our EU Taxonomy reporting scope for 2025 includes:⢠Climate change mitigation⢠Climate change adaptation⢠Sustainable use and protection of water and marine resources⢠Transition to a circular economy⢠Pollution prevention and control⢠Protection and restoration of biodiversity and ecosystemsProcesses to determine eligibility and alignmentDuring 2025, we continued to optimise our processes to determine, calculate, and report on the applicable areas of the EU Taxonomy.Assessing regulationsWe stay updated through newsletters and ongoing dialogue with external advisors to ensure that we adhere to developing regulations and market practices and learn from lessons relevant to our economic activities.Determining eligible activitiesWe perform an annual review of the economic activities defined in the Regulations against our company activities and related financial trans-actions to determine both the known matches, and those that could potentially be in scope of reporting.In addition, subject matter experts in Columbus are consulted to identify potential eligible activi-ties that were not identified through the screening of financial transactions.Through this process we have identified three activities across three sectors.Assessment of alignment criteriaOur assessment of the alignment criteria for each activity includes a through review of the Substan-tial Contribution Criteria as well as the criteria for Do Not Significantly Harm. Upon of review we have concluded that none of our activities meet all the requirements for being reported as taxono-my-aligned.Minimum safeguardsColumbus has adopted the minimum safeguards that are built on four essential pillars: human rights, taxation, corruption, and fair competition. These pillars underscore the EUâs dedication to promoting responsible and sustainable economic practices.Human rightsOur accountability for respecting human rights and avoiding corruption extends throughout the value chain, as described in our sustainability due diligence process. Business conductWe apply responsible business practices in rela-tion to tax and competition laws as follows: TaxationWe adhere to our established tax risk manage-ment process outlined in our Tax Policy to ensure compliance with tax laws. â See page 100 for further information on our Tax Policy.Eligible activitiesSector Activity Eligibility AssessmentInformation and Computer program-We consult our customers on their communicationming, consultancy digital transformation, most of and related activitiesour services revenue fall into this category.Construction and Acquisition and We rent office space in all the real estate activitiesownership of build-countries we operate in, and as ingsrenting of buildings fall under this activity, it is relevant for Columbus.Transport Transport by motor-We provide company cars to some bikes, passenger employees.cars and light commercial vehicles1 All consumption of renewable energy stem from purchased or acquired electricity, heat, steam, and coolingCorruptionColumbus maintains a strict Anti-Corruption Policy to ensure all business activities are conducted lawfully and ethically. Our policy is operational-ised through our codes of conduct, and we have implemented procedures to prevent and detect corruption within our operations. â See page 102 for further information on our Anti-Corruption Policy.Fair competitionWe enable fair competition by implementing and promoting our Code of Conduct. Our Code stip-ulates that all board members and employees in Columbus comply with applicable laws and regu-lations and perform their duties by adhering to good business practices, our values, and ethical guidelines.EU Taxonomy â TurnoverSubstantial Contribution Criteria DNSH criteria ('Does Not Significantly Harm')Proportion of Taxonomy Climate Climate Biodiver-Climate Climate aligned (A.1.) Proportion Change Change sity and Change Change Minimum or -eligible Category Category of Turnover Mitiga-Adapta-Circular eco- Mitiga-Adapta-Circular Bio - Safe-(A.2.) turn-(enabling (transitional Economic Activities Turnover 2025 tion tion Water Pollution Economy systems tion tion Water Pollution Economy diversity guards over, 2024 activity) activity) (1)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19)(20)mDKK % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/ N Y/N Y/N Y/N Y/N % E TA. Taxonomy-eligible activitiesA.1. Environmentally sustainable activities (Taxonomy-aligned)Y Y Y Y Y Y 0%Y Y Y Y Y Y 0%Y Y Y Y Y Y 0%Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1) 0.0 Y Y Y Y Y Y Y Y Y Y Y Y Y 0% 0% 0%A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Computer programming, consultancy and related activities 1,506 96% N/EL N N/EL N/EL N/EL N/EL0.0 0%0.0 0%Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 1,506 96% 96%Total (A.1+A.2) 1,506 96% 96%B. Taxonomy-non-eligible activitiesTurnover of Taxonomy-non-eligible activities 70.1 4%Total (A+B) 1,576 100%TurnoverWe have not introduced any new material non-eligible activities to our services portfolio in 2025, and as a result our taxonomy-eligible revenue remained at a 96% share of the total revenue for 2025, and the taxonomy-aligned revenue remained at 0% of the total revenue for 2025.EU Taxonomy â CapExSubstantial Contribution Criteria DNSH criteria ('Does Not Significantly Harm')Proportion of Taxonomy Climate Climate Bio- Climate Climate aligned (A.1.) Proportion Change Change diversity Change Change Minimum or -eligible Category Category of CapEx Mitiga-Adapta-Circular and eco- Mitiga-Adapta-Circular Bio- Safe-(A.2.) turn-(enabling (transitional Economic Activities CapEx 2025 tion tion Water Pollution Economy systems tion tion Pollution Economy diversity guards over, 2024 activity) activity) (1)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12) Water (13)(14)(15)(16)(17)(18)(19)(20)mDKK % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/ N Y/N Y/N Y/N Y/N % E TA. Taxonomy-eligible activitiesA.1. CapEx of environmentally sustainable activities (Taxonomy-aligned)0 Y Y Y Y Y Y 0%0 Y Y Y Y Y Y 0%0 Y Y Y Y Y Y 0%CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) 0 Y Y Y Y Y Y Y Y Y Y Y Y Y 0% 0% 0%A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned)Acquisition and ownership of buildings 23 52% N N N/EL N/EL N/EL N/ELTransport by motorbikes, passenger cars and light commercial vehicles 5 11% N N N/EL N/EL N/EL N/ELCapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 28 63% 39%Total (A.1+A.2) 28 63% 39%B. Taxonomy-non-eligible activitiesCapex of Taxonomy-non-eligible activities 16 37%Total (A+B) 44 100%CapexTaxonomy-eligible Capex share of total Capex increased from 57% in 2024 to 63% in 2025. The increase primarily relates to the entering of new car leases in 2025 that have been capitalised as Right-of-Use assets in 2025. In line with 2024, we do not have any taxonomy-aligned Capex in 2025.EU Taxonomy â OpExSubstantial Contribution Criteria DNSH criteria ('Does Not Significantly Harm')Proportion of Taxonomy Climate Climate Bio- Climate Climate aligned (A.1.) Proportion Change Change diversity Change Change Minimum or -eligible Category Category of OpEx Mitiga-Adapta-Circular and eco- Mitiga-Adapta-Circular Bio- Safe-(A.2.) turn-(enabling (transitional Economic Activities OpEx 2025 tion tion Water Pollution Economy systems tion tion Water Pollution Economy diversity guards over, 2024 activity) activity) (1)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19)(20)mDKK % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/ N Y/N Y/N Y/N Y/N % E TA. Taxonomy-eligible activitiesA.1. Environmentally sustainable activities (Taxonomy-aligned)Y Y Y Y Y Y - Y Y Y Y Y Y - Y Y Y Y Y Y - OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) 0 Y Y Y Y Y Y Y Y Y Y Y Y Y - 0% 0%A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Acquisition and ownership of buildings 5 100% N N N/EL N/EL N/EL N/EL0%0%OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 5 100% 0%Total (A.1+A.2) 5 100% 0%B. Taxonomy-non-eligible activitiesOpEx of Taxonomy-non-eligible activities 0 0%Total (A+B) 5 100%OpexTaxonomy-eligible Opex is 100% as all our costs that met the Opex definition relate to an eligible activity.Accounting principlesTaxonomy-eligible activitiesTaxonomy-eligible activities are an economic activity that match the description of an activity in the Climate Delegate Act issued by the European commission.Taxonomy-aligned activitiesTaxonomy-aligned activities are defined as a taxono-my-eligible activity that:⢠meet the âDoes Not Significantly Harmâ criteria for all six environmental objectives, and⢠meet the âSignificant contributionâ criteria for at least one of the six environmental objectives.Total TurnoverTotal Turnover is defined as recognised net revenue in the reporting period and aligned with the Net Revenue definition in the financial statement.Taxonomy-eligible turnoverTaxonomy-eligible turnover is defined as Turnover associated with a Taxonomy-eligible activity.Most of our turnover is associated with âComputer programming, consultancy and related activitiesâ which is a taxonomy-eligible activity.Taxonomy-aligned turnoverTaxonomy-aligned turnover is defined as turnover associated with a Taxonomy-aligned activity.Columbusâ does not have turnover that meet the criteria to be classified as Taxonomy-aligned.OpExOpEx include direct non-capitalised costs related to:⢠Maintenance and repair⢠Building renovation measures⢠Other direct expenditure related to the operation and servicing of assets of property, plant and equipment.As Columbus resports in accordance with IFRS 16, short-term leases are indcluded under CapEx as right-of-use assets.Taxonomy-eligible OpExTaxonomy-eligible OpEx is defined as OpEx associ-ated with a Taxonomy-eligible activity.In the reporting period we have had OpEx related to installation and maintenance, repair and renovation of our office facilities that is mapped to âAcquisition and ownership of buildingsâ which is a taxonomy-eligible activity.Taxonomy-aligned OpExTaxonomy-aligned OpEx is defined as OpEx associ-ated with a Taxonomy-aligned activity.Columbusâ does not have OpEx that meet the criteria to be classified as Taxonomy-aligned.CapExCapEx consists of additions of the following tangible and intangible asset categories:⢠Property, plant and equipment⢠Intangible assets⢠Right-of-use assets (IFRS 16)Taxonomy-eligible CapExTaxonomy-eligible CapEx is defined as CapEx associ-ated with a Taxonomy-eligible activity.In the reporting period we have had CapEx related to leasing of cars and leasing of office facilities that is classified as right-of-use assets in our financial statement and mapped to âTransport by motorbikes, passenger cars and light commercial vehiclesâ and âAcquisition and ownership of buildingsâ respectively. Both of which are Taxonomy-eligible activities.Taxonomy-aligned CapExTaxonomy-aligned CapEx is defined as CapEx associ-ated with a Taxonomy-aligned activity.Columbusâ does not have CapEx that meet the criteria to be classified as Taxonomy-aligned.</mrv:DescriptionofTheTaxonomyRegulation>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f1__s9__7__191" xml:lang="en">The Board of Directors and Executive Board have today consid-ered and adopted the Annual Report of Columbus A/S for the financial year 1 January â 31 December 2025. The Consolidated Financial Statements and the Parent Com-pany Financial Statements have been prepared in accordance with IFRS Accounting Standards as adopted by the EU and fur-ther requirements in the Danish Financial Statements Act. Man-agement's Review has been prepared in accordance with the Danish Financial Statements Act. In our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the financial position at 31 December 2025 of the Group and the Parent Company and of the results of the Group and Parent Company operations and cash flows for 2025. In our opinion, Management's Review includes a fair review of the development in the operations and financial circumstances of the Group and the Parent Company, of the results for the year and of the financial position of the Group and the Parent Company as well as a description of the most significant risks and elements of uncertainty, which the Group and the Parent Company are facing. Additionally, the sustainability statement, which is part of Man-agement's Review, has been prepared, in all material respects, in accordance with paragraph 99 a of the Danish Financial Statements Act. This includes compliance with the European Sustainability Reporting Standards (ESRS) including that the process undertaken by Management to identify the reported information (the "Process") is in accordance with the descrip-tion set out in the section titled the "Double Materiality Assess-ment". Furthermore, disclosures within titled "EU Taxonomy" of the sustainability statement are, in all material respects, in ac-cordance with Article 8 of EU Regulation 2020/852 (the "Taxon-omy Regulation"). The sustainability statement includes forward-looking state-ments based on disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected. In our opinion, the annual report of Columbus A/S for the finan-cial year 1 January to 31 December 2025 with the file name CO-LUMBUS-2025-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation. We recommend that the Annual Report be adopted at the An-nual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-33" id="f1__s9__7__194" xml:lang="en">Søren Krogh Knudsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-33" id="f1__s9__7__195" xml:lang="en">CEO & President</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-34" id="f1__s9__7__196" xml:lang="en">Brian Iversen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-34" id="f1__s9__7__197" xml:lang="en">Group CFO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f1__s9__7__198" xml:lang="en">Ib Kunøe</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f1__s9__7__199" xml:lang="en">Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f1__s9__7__200" xml:lang="en">Sven Madsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f1__s9__7__201" xml:lang="en">Deputy Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-37" id="f1__s9__7__202" xml:lang="en">Peter Skov Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-38" id="f1__s9__7__203" xml:lang="en">Karina Kirk Ringsted</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-39" id="f1__s9__7__204" xml:lang="en">Per Ove Kogut</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f1__s9__7__192" xml:lang="en">Ballerup,</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f1__s9__7__193">2026-03-12</sob:DateOfApprovalOfAnnualReport>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__208" xml:lang="en">Our opinion In our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the Group's and the Parent Company's financial position at 31 December 2025 and of the results of the Group's and the Par-ent Company's operations and cash flows for the financial year 1 January to 31 December 2025 in accordance with IFRS Ac-counting Standards as adopted by the EU and further require-ments in the Danish Financial Statements Act. Our opinion is consistent with our Auditor's Long-form Report to the Audit Committee and the Board of Directors. What we have audited The Consolidated Financial Statements and Parent Company Financial Statements of Columbus A/S for the financial year 1 January to 31 December 2025 comprise income statement and statement of comprehensive income, balance sheet, statement of changes in equity, cash flow statement and notes, including material accounting policy information for the Group as well as for the Parent Company. Collectively referred to as the "Finan-cial Statements". </arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__209" xml:lang="en">Basis for opinion We conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those stand-ards and requirements are further described in the Auditor's re-sponsibilities for the audit of the Financial Statements section of our report. We believe that the audit evidence we have obtained is suffi-cient and appropriate to provide a basis for our opinion.Independence We are independent of the Group in accordance with the Inter-national Ethics Standards Board for Accountants' International Code of Ethics for Professional Accountants (IESBA Code) as applicable to audits of financial statements of public interest entities, and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. To the best of our knowledge and belief, prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014 were not provided. Appointment We were first appointed auditors of Columbus A/S on 29 April 2022 for the financial year 2022. We have been reappointed an-nually by shareholder resolution for a total period of uninter-rupted engagement of 4 years including the financial year 2025.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx-1" id="f1__s9__7__210" xml:lang="en">Key audit matters Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the Finan-cial Statements for 2025. These matters were addressed in the context of our audit of the Financial Statements as a whole, and in forming our opinion thereon, and we do not provide a sepa-rate opinion on these matters. Key audit matter Valuation of goodwill The carrying amount of goodwill is significant to the Financial Statements.Management monitors the carrying value of goodwill based on defined CGU's and performs impairment tests annually. Management's assessment of the recoverability of the carrying amount of goodwill is based on value-in-use calculations, in-cluding determination of the significant assumptions and data applied.The significant assumptions in estimating the future cash flows in the value-in-use calculations are revenue growth, EBIT mar-gin, future investments and the discount rate.The impairments performed did not lead to impairments in the Financial Statements.We focused on this area as the amounts involved are significant and because Management is required to exercise considerable estimates and judgements in estimating the value-in-use. Reference is made to note 10 in the Consolidated Financial Statements.How our audit addressed the key audit matter We discussed with Management the methodology used when performing the annual impairment test on the carrying amount of goodwill. In addressing the risk, we considered the appropriateness of Management defined CGUs. We examined the methodology used by Management to assess the carrying amount of goodwill assigned to CGUs. We challenged and assessed the reasonableness of Manage-ment's significant assumptions used in the impairment tests be-ing revenue growth, EBIT margin, future investments and the discount rate. We used our internal valuation experts to independently calcu-late the discount rate and the mathematical accuracy of the value-in-use models prepared by Management. In calculating the discount rate, the key inputs used were independently sourced from market data. We compared the discount rate used by Management to our calculated rate. Finally, we assessed the disclosure of these matters in the Con-solidated Financial Statements.</arr:KeyAuditMattersAudit>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__207" xml:lang="en">To the shareholders of Columbus A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__211" xml:lang="en">Statement on Management's Review Management is responsible for the Management review. Our opinion on the Financial Statements does not cover the Management review, and we do not as part of the audit express any form of assurance conclusion thereon. In connection with our audit of the Financial Statements, our responsibility is to read the Management review and, in doing so, consider whether the Management review is materially in-consistent with the Financial Statements or our knowledge ob-tained in the audit, or otherwise appears to be materially mis-stated. Moreover, we considered whether the Management review in-cludes the disclosures required by the Danish Financial State-ments Act. This does not include the requirements in paragraph 99 a related to the sustainability statement covered by the sep-arate auditor's limited assurance report hereon. Based on the work we have performed, in our view, the Man-agement review is in accordance with the Consolidated Finan-cial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act, except for the require-ments in paragraph 99 a related to the sustainability statement, cf. above. We did not identify any material misstatement in the Management review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f1__s9__7__212" xml:lang="en">Management's responsibilities for the Financial Statements Management is responsible for the preparation of consolidated financial statements and parent company financial statements that give a true and fair view in accordance with IFRS Account-ing Standards as adopted by the EU and further requirements in the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the Financial Statements, Management is responsi-ble for assessing the Group's and the Parent Company's ability to continue as a going concern, disclosing, as applicable, mat-ters related to going concern and using the going concern ba-sis of accounting unless Management either intends to liqui-date the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so. </arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="f1__s9__7__213" xml:lang="en">Auditor's responsibilities for the audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from ma-terial misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assur-ance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional re-quirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Fi-nancial Statements. As part of an audit in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: ⢠Identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, for-gery, intentional omissions, misrepresentations, or the over-ride of internal control. ⢠Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropri-ate in the circumstances, but not for the purpose of express-ing an opinion on the effectiveness of the Group's and the Parent Company's internal control. ⢠Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and relateddisclosures made by Management. ⢠Conclude on the appropriateness of Management's use of the going concern basis of accounting and based on the au-dit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's and the Parent Company's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evi-dence obtained up to the date of our auditor's report. How-ever, future events or conditions may cause the Group or the Parent Company to cease to continue as a going concern. ⢠Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlyingtransactions and events in a manner that gives a true and fair view. ⢠Plan and perform the group audit to obtain sufficient appro-priate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the Consolidated Financial State-ments. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opin-ion. We communicate with those charged with governance regard-ing, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant de-ficiencies in internal control that we identify during our audit. We also provide those charged with governance with a state-ment that we have complied with relevant ethical requirements regarding independence, and to communicate with them all re-lationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards applied. From the matters communicated with those charged with gov-ernance, we determine those matters that were of most signifi-cance in the audit of the Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our auditor's report unless law or regulation precludes public disclosure about the matter.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="f1__s9__7__214" xml:lang="en">Report on compliance with the ESEF Regulation As part of our audit of the Financial Statements we performed procedures to express an opinion on whether the annual report of Columbus A/S for the financial year 1 January to 31 December 2025 with the filename COLUMBUS-2025-12-31-en.zip is pre-pared, in all material respects, in compliance with the Commis-sion Delegated Regulation (EU) 2019/815 on the European Sin-gle Electronic Format (ESEF Regulation) which includes require-ments related to the preparation of the annual report in XHTML format and iXBRL tagging of the Consolidated Financial State-ments including notes. Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes: ⢠The preparing of the annual report in XHTML format;⢠The selection and application of appropriate iXBRL tags, in-cluding extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for all financial infor-mation required to be tagged using judgement where neces-sary; ⢠Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human-readable format; and ⢠For such internal control as Management determines neces-sary to enable the preparation of an annual report that is compliant with the ESEF Regulation. Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, in compli-ance with the ESEF Regulation based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditor's judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include: ⢠Testing whether the annual report is prepared in XHTML for-mat; ⢠Obtaining an understanding of the company's iXBRL tagging process and of internal control over the tagging process; ⢠Evaluating the completeness of the iXBRL tagging of the Consolidated Financial Statements including notes; ⢠Evaluating the appropriateness of the company's use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identified; ⢠Evaluating the use of anchoring of extension elements toelements in the ESEF taxonomy; and ⢠Reconciling the iXBRL tagged data with the audited Consoli-dated Financial Statements. In our opinion, the annual report of Columbus A/S for the finan-cial year 1 January to 31 December 2025 with the file name COLUMBUS-2025-12-31-en.zip is prepared, in all material re-spects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-41" id="f1__s9__7__224" xml:lang="en">Kristian Højgaard Carlsen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-41" id="f1__s9__7__225" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-41" id="f1__s9__7__226">mne44112</cmn:IdentificationNumberOfAuditor>
<arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="f1__s9__7__215" xml:lang="en">Hellerup,</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f1__s9__7__216">2026-03-12</arr:SignatureOfAuditorsDate>
<cmn:NameOfAuditFirm contextRef="ctx-41" id="f1__s9__7__218" xml:lang="en">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx-40" id="f1__s9__7__217" xml:lang="en">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-40" id="f1__s9__7__219">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-41" id="f1__s9__7__220">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-40" id="f1__s9__7__221" xml:lang="en">Jacob F Christiansen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-40" id="f1__s9__7__222" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-40" id="f1__s9__7__223">mne18628</cmn:IdentificationNumberOfAuditor>
<arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__230" xml:lang="en">Limited assurance conclusion We have conducted a limited assurance engagement on the sustainability statement of Columbus A/S (the "Group") in-cluded in the Management review) (the "Sustainability State-ment"), page 49 - 108, for the financial year 1 January â 31 De-cember 2025.</arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport>
<arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__231" xml:lang="en">Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Danish Financial Statements Act paragraph 99 a, including: ⢠compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the "Process") is in accordance with the description set out in the section titled "Double ma-teriality assessment"; and ⢠compliance of the disclosures in the section titled "EU taxon-omy" of the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the "Taxonomy Regulation").</arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport>
<arr:StatementOfAuditorsResponsibilitySubstainabilityReport contextRef="ctx-1" id="f1__s9__7__232" xml:lang="en">Auditor's responsibilities for the assurance engagement Our responsibility is to plan and perform the assurance engage-ment to obtain limited assurance about whether the Sustaina-bility Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability State-ment as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include: ⢠Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; ⢠Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and ⢠Designing and performing procedures to evaluate whether the Process is consistent with the Group's description of its Process, as disclosed in the section titled "Double materiality assessment".Our other responsibilities in respect of the Sustainability State-ment include: ⢠Identifying where material misstatements are likely to arise,whether due to fraud or error; and ⢠Designing and performing procedures responsive to disclo-sures in the Sustainability Statement where material mis-statements are likely to arise. The risk of not detecting a ma-terial misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, for-gery, intentional omissions, misrepresentations, or the over-ride of internal control.</arr:StatementOfAuditorsResponsibilitySubstainabilityReport>
<arr:AuditorsReportOnSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__228" xml:lang="en">Independent auditor's limited assurance report on the Sustainability Statement To the stakeholders of Columbus A/S Limited assurance conclusion We have conducted a limited assurance engagement on the sustainability statement of Columbus A/S (the "Group") in-cluded in the Management review) (the "Sustainability State-ment"), page 49 - 108, for the financial year 1 January â 31 De-cember 2025. Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Danish Financial Statements Act paragraph 99 a, including: ⢠compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the "Process") is in accordance with the description set out in the section titled "Double ma-teriality assessment"; and ⢠compliance of the disclosures in the section titled "EU taxon-omy" of the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the "Taxonomy Regulation"). Basis for conclusion We conducted our limited assurance engagement in accord-ance with International Standard on Assurance Engagements (ISAE) 3000 (Revised), Assurance engagements other than au-dits or reviews of historical financial information ("ISAE 3000 (Revised)") and the additional requirements applicable in Denmark. The procedures in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is sub-stantially lower than the assurance that would have been ob-tained had a reasonable assurance engagement been per-formed. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Our responsi-bilities under this standard are further described in the Audi-tor's responsibilities for the assurance engagement section of our report. Our independence and quality management We are independent of the Group in accordance with the Inter-national Ethics Standards Board for Accountants' International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accord-ance with these requirements and the IESBA Code. Our firm applies International Standard on Quality Management 1, which requires the firm to design, implement and operate a system of quality management including policies or procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements. Management's responsibilities for the Sustainability Statement Management is responsible for designing and implementing a process to identify the information reported in the Sustainabil-ity Statement in accordance with the ESRS and for disclosing this Process as included in the section titled "Double materiality assessment" of the Sustainability Statement. This responsibility includes: ⢠understanding the context in which the Group's activities and business relationships take place and developing an un-derstanding of its affected stakeholders; ⢠the identification of the actual and potential impacts (both negative and positive) related to sustainability matters, as well as risks and opportunities that affect, or could reasona-bly be expected to affect, the Group's financial position, fi-nancial performance, cash flows, access to finance or cost ofcapital over the short-, medium-, or long-term; ⢠the assessment of the materiality of the identified impacts, risks and opportunities related to sustainability matters by selecting and applying appropriate thresholds; and ⢠making assumptions that are reasonable in the circum-stances. Management is further responsible for the preparation of the Sustainability Statement, which includes the information identi-fied by the Process, in accordance with the Danish Financial Statements Act paragraph 99 a, including: ⢠compliance with the ESRS;⢠preparing the disclosures as included in the section title of disclosure addressing the EU Taxonomy reporting require-ments including the tables of the Sustainability Statement, in compliance with Article 8 of the Taxonomy Regulation; ⢠designing, implementing and maintaining such internal con-trol that management determines is necessary to enable the preparation of the Sustainability Statement that is free from material misstatement, whether due to fraud or error; and ⢠the selection and application of appropriate sustainability re-porting methods and making assumptions and estimates that are reasonable in the circumstances. IInnhheerreennttlliimmiittaattiioonnssiinnpprreeppaarriinnggtthheeSSuussttaaiinnaabbiilliittyySSttaatteemmeennttIn reporting forward-looking information in accordance with ESRS, management is required to prepare the forward-looking information on the basis of disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since antici-pated events frequently do not occur as expected. Auditor's responsibilities for the assurance engagement Our responsibility is to plan and perform the assurance engage-ment to obtain limited assurance about whether the Sustaina-bility Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability State-ment as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include: ⢠Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; ⢠Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and ⢠Designing and performing procedures to evaluate whether the Process is consistent with the Group's description of its Process, as disclosed in the section titled "Double materiality assessment".Our other responsibilities in respect of the Sustainability State-ment include: ⢠Identifying where material misstatements are likely to arise,whether due to fraud or error; and ⢠Designing and performing procedures responsive to disclo-sures in the Sustainability Statement where material mis-statements are likely to arise. The risk of not detecting a ma-terial misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, for-gery, intentional omissions, misrepresentations, or the over-ride of internal control. Summary of the work performed A limited assurance engagement involves performing proce-dures to obtain evidence about the Sustainability Statement. The nature, timing and extent of procedures selected depend on professional judgement, including the identification of dis-closures where material misstatements are likely to arise, whether due to fraud or error, in the Sustainability Statement. In conducting our limited assurance engagement, with respect to the Process, we: ⢠Obtained an understanding of the Process by performing in-quiries to understand the sources of the information used by management; and reviewing the Group's internal documen-tation of its Process; and ⢠Evaluated whether the evidence obtained from our proce-dures about the Process implemented by the Group was consistent with the description of the Process set out in the section titled "Double materiality assessment". In conducting our limited assurance engagement, with respect to the Sustainability Statement, we: ⢠Obtained an understanding of the Group's reporting pro-cesses relevant to the preparation of its Sustainability State-ment including the consolidation processes by obtaining an understanding of the Group's control environment, pro-cesses and information systems relevant to the preparation of the Sustainability Statement but not evaluating the design of particular control activities, obtaining evidence about their implementation or testing their operating effective-ness; ⢠Evaluated whether the information identified by the Process is included in the Sustainability Statement; ⢠Evaluated whether the structure and the presentation of the Sustainability Statement are in accordance with the ESRS; ⢠Performed inquiries of relevant personnel and analytical pro-cedures on selected information in the Sustainability State-ment; ⢠Performed substantive assurance procedures on selected in-formation in the Sustainability Statement; ⢠Where applicable, compared disclosures in the Sustainability Statement with the corresponding disclosures in the finan-cial statements and the Management review; ⢠Evaluated the methods, assumptions and data for develop-ing estimates and forward-looking information; and ⢠Obtained an understanding of the Group's process to iden-tify taxonomy-eligible and taxonomy-aligned economic ac-tivities and the corresponding disclosures in the Sustainabil-ity Statement.</arr:AuditorsReportOnSubstainabilityReport>
<arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="f1__s9__7__229" xml:lang="en">To the stakeholders of Columbus A/S </arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
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<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-42" id="f1__s9__7__241" xml:lang="en">Jacob F Christiansen</cmn:NameAndSurnameOfSubstainabilityAuditor>
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<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-43" id="f1__s9__7__244" xml:lang="en">Kristian Højgaard Carlsen</cmn:NameAndSurnameOfSubstainabilityAuditor>
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<gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" id="f1__s1__72__15">Annual report</gsd:InformationOnTypeOfSubmittedReport>
<cmn:TypeOfAuditorAssistance contextRef="ctx-1" id="f1__s1__72__16">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
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