Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2025-12-31	388880000	dkk
ifrs-full:Assets	2024-12-31	392376000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2025-01-01	2025-12-31	251256000	dkk
ifrs-full:Revenue	2024-01-01	2024-12-31	267781000	dkk

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All shareholders are entitled to attend the company’s Annual General Meeting provided they have requested an admission card. At the Annual General Meeting, shareholders can pose questions to the board and management, and shareholders can also submit written proposals for topics they wish to include on the agenda for the Annual General Meeting in good time before the Annual General Meeting. The Board’s stance is to maintain the Annual General Meeting as a physical event and possibly expand it with virtual participation over time, which the Articles of Association allow. A more detailed description of Annual General Meeting-related matters can be found on the company’s website www.cbrain.com/general-meeting.  cBrain’s management continuously adheres to the recommendations for good corporate governance, most recently updated in December 2020 and put into force January 1, 2021. You can find this code at: www.corporategovernance.dk.  cBrain’s statutory corporate governance statement (the corporate governance recommendations) can be found on the company’s website under Investor Relations: www.cbrain.com/corporate-governance.  Various policies and procedures related to corporate governance, as well as charters for board committees can be found there too.  All employees receive training and perform tests in the Code of Conduct, security policy and procedures, and data ethics policy as a part of the onboarding program and once a year all employees are to review the Code of Conduct, security policy and procedures, and data ethics policy and perform tests. Statutory Gender Reporting under Danish Law cBrain aims to have a high degree of diversity and complementary skills in employees and management groups, as we believe that it creates the basis for more innovative and sustainable decisions and solutions.  A well-balanced workforce in terms of gender is essential. The IT industry is characterized by significantly fewer women than men employed overall.  Our policy is not to discriminate based on gender and to hire based on professional qualifications.  Over several years, cBrain has systematically worked to achieve a more equal distribution between the genders because diversity strengthens the company’s competitiveness; cf. the company’s diversity policy.  Until an equal distribution is achieved, the underrepresented gender is chosen. Therefore, the underrepresented gender is chosen consistently when two candidates of each gender are equal with the competence profile defined for the position/position in question until a distribution of at least 40/60 is reached for all levels.  This approach has contributed to a good development in recent years, resulting in a very satisfactory gender distribution compared to the software industry. Thus, 39% (2024: 40%) of cBrain’s total workforce are women. cBrain’s goal for management is to have an equal distribution between the genders in management. When there is a change in or addition to the management, cBrain will apply the same policy as for the rest of the company, namely that the underrepresented gender is chosen consistently when two candidates of each gender are equal with the competence profile that is defined for the position/position in question, until a distribution of at least 40/60 is reached.    Actual 2025  Target 2030 Board of Directors Total number of members 5 Underrepresented gender in %  20%  40% Executive Management (Level 1) Total number of members 2 Underrepresented gender in %  0%  40% Management Team (Level 2) Total number of members 5 Underrepresented gender in %  20%  40% Total (Level 1 + 2) Total number of members 7 Underrepresented gender in %  14%  40% Managers and Team Leads (Level 3) Total number of members 20 Underrepresented gender in %  30%  40% Board of Directors The board of directors consists of five members, one of whom is a woman. The board aims for the underrepresented gender to constitute at least two people, corresponding to at least 40%. In 2025, the share of the underrepresented gender was 20%.  The board attaches great importance to continuity and finds no basis for expanding the number of members currently due to the company’s size. The board will continue its work to achieve this goal and has set 2030 as the target date. Executive Management  Level 1 is the company’s registered management. At level 1, there are no women, and thus the women make up 0%. The goal is to reach at least 40% by the end of 2030. Management Team Level 2 is the management team that reports directly to the company’s registered executive management (level 1). By the end of 2025, one woman, equivalent to 20% (2024: 25%) of the management team in cBrain, was a part of level 2. cBrain’s management (levels 1 and 2) consist of 7 members, with 14% (2024: 17%) being the underrepresented gender. The goal is to increase the underrepresented group to 40% by the end of 2030.  In 2025 a CPO (Chief Product Officer) has been added to the executive management team which has resulted in a slightly less balanced gender distribution in the team. We are still committed to proactively improving a more equal gender balance, especially in management positions. However, our priority is always finding the most suitable for the position. Managers and Team Leads Level 3 comprises additional personnel entrusted with staff management duties.  By the end of 2025, 7 out of 18 equivalents to 30% (2025: 35%) represented women and thereby almost reaching the 2030 target of 40%. cBrain considers the development with the target figure to be satisfactory. Since continuity in management is considered extremely important with the growth strategy that has been laid, the company does not want to replace members of the management until this becomes natural. By having reached a balanced gender composition for level 3, cBrain now has a balanced pool of leaders to grow from that can impact the upper levels. Management continuously assesses which measures are meaningful given the gender composition of the management. We believe that a balanced gender distribution can positively influence the company’s long-term financial performance as we see representation in leadership as a mean to improve decision-making by bringing diverse perspectives and help strengthen organizational performance, fairness, and talent attraction In 2025, the work with job profiles continued and strengthened, and leadership training has been expanded with training and education in emotional intelligence (EQ). For the fourth time (2022, 2023, 2024 and 2025), cBrain hosted a “Women in Tech Dinner” for computer science students at the Technical University of Denmark (DTU). During this event, female students were invited to a dinner with a specific focus on their experiences working as women in the IT industry. Corporate Responsibility Since 2018, cBrain has participated in the UN Global Compact, thereby endorsing the UNGC’s Ten Principles. In this context, cBrain has identified SDG16 Peace, Justice, and Strong Institutions as a focus area.  The focus on access to justice and building effective, accountable, and inclusive institutions at all levels aligns with cBrain’s mission. In 2020, sustainability efforts were expanded to include SDG 13, Climate Action, and SDG 17, Partnerships, as part of cBrain’s focus on developing Climate Software. Under the heading “Closing the time gap”, cBrain assists authorities in rapidly implementing climate and environmental regulations through F2, thus accelerating the achievement of intended outcomes. Data Ethics  In 2021, the Board of Directors drafted and adopted a data ethics policy under section 99d of the Danish Financial Statements Act: www.cbrain.com/corporate-governance/policies. This policy addresses the types of data used, how it is obtained and utilized, the basis for ethical considerations, and the follow-up procedures.  This policy has contributed to increased awareness of data ethics in the product development cycle and customer solutions' design and implementation process.  Management is responsible for data ethics, and the Audit Committee oversees its implementation. The policy can be found on the company’s website under Investor Relations: www.cbrain.com/corporate-governance. During 2025 an AI policy was implemented and all staff received training. The report on data ethics, as required by section 99d of the Danish Financial Statements Act, is available here:  www.cbrain.com/corporate-governance/dataethicsreport-2025.  Tax Policy  cBrain developed a tax policy in 2019, which was last revised in 2025. Through this tax policy, cBrain aims to elaborate and express the company’s stance on tax matters. This is done by adopting a value-based approach, where principles and ethical norms for the company’s behavior are expressed.  It is a conscious choice as it aligns with the company’s values, culture, and approach. The policy serves as a guideline and reference point to steer the company in its decisions. The complete tax policy can be found here:  www.cbrain.com/corporate-governance. Climate and Environmental Policy  The Climate and Environmental Policy, originally established in 2023 as an extension of the Environmental Policy and updated in 2025, continues to serve as a central framework for guiding cBrain’s sustainability initiatives.  The policy can be found here: www.cbrain.com/corporate-governance/policies. In 2025, cBrain obtained its third ISO 14001 certification, underscoring the company’s continued commitment to structured and effective environmental management. Management’s Responsibilities  The Board of Directors establishes and approves overarching policies, procedures, and controls related to the financial reporting process.  The executive management continuously monitors compliance with relevant laws and regulations concerning financial reporting and informs the Board of Directors accordingly.  The Board of Directors defines the company’s objectives and strategies and approves the overall budgets and action plans. The Board exercises general oversight of the company, ensuring that it is managed properly and in compliance with legislation and articles of association.  The Board of Directors is primarily responsible for ensuring that cBrain has the necessary procedures to manage the company’s risks and that these procedures are effectively implemented.  The Audit Committee consists of two independent Board Members for the financial year 2025, and the scope of the committee’s work is defined in a separate charter. The committee held three meetings in 2025, with 100% attendance.  The remuneration committee consists of two members. In 2025, it held one meeting with 100% attendance.  The Tax committee consists of two members. In 2025, it held one meeting with 100% attendance. The Nominations Committee consists of three members of which one is independent. The committee held three meetings in 3025 with 100% attendance. The Board of Directors’ work framework is defined in a set of rules and procedures, which are reviewed at least once a year and adjusted as needed. The rules and procedures include procedures for executive management reporting, the Board of Directors' working methods, and a description of the Chair of the Board’s responsibilities and areas of authority.  At least four Board of Directors Meetings are held each year, and the Board also meetsas required. In 2025, four Board Meetings were held, with 100% attendance. Composition of the Board of Directors  The company is governed by a Board of Directors consisting of five members elected by the Annual General Meeting, two of whom are independent.  At cBrain’s Annual General Meeting in April 2025 Henrik Hvidtfeldt, Lisa Charlotte Herold Ferbing, Peter Loft, Thomas Qvist, and Per Tejs Knudsen were reelected to the board for one year. Peter Loft and Lisa Charlotte Herold Ferbing are independent.  The composition of the Board of Directors, including Board Committees, is chosen to ensure continuity and representation of key competencies for cBrain. The goal is to secure the company’s ongoing development and achieve its long-term objectives.  The Board of Directors has experience and expertise in strategy, innovation, management, technology, finance, law, social development, and the public sector. Remuneration for the Board of Directors and Management  cBrain has established remuneration for the Board of Directors and Management at a level reflecting the size and complexity of the company.  For the financial year 2025, the total remuneration for the Board is DKK 418.200 (2024: DKK 410.000). The total remuneration for the executive management in 2025 amounts to DKK 5,2m (2024: DKK 5,2m).  The distribution of remuneration for the Board of Directors and executive management can be found on the company’s website under Investor: www.cbrain.com/s/cBrain-Remuneration-Report-2025. Stock Options and Incentive Programs  cBrain has, in prior years, provided certain employees with the opportunity to receive remuneration in the form of shares under Danish Law (LL § 7P). In 2024, no employees used this option. Please refer to note 8 - Staff costs for further details.  The Board of Directors continuously considers whether stock option programs can be established for the employees. Auditors  cBrain’s independent auditor is elected by the Annual General Meeting for one year at a time. Before the recommendation for election at the Annual General Meeting, the Audit Committee and, subsequently, the Board of Directors critically assess the auditor’s independence, competence, and more.  During the audit of the annual report, accounting practices in the most significant areas are also audited.  At the General Meeting in 2022, EY Godkendt Revisionspartnerselskab was elected as independent auditors for the first time. EY was re-elected in 2025.Governance InformationESRS G1 Business Conduct | ESRS 2 | SBM-2  Interests and views of stakeholders We are committed to conducting business with integrity in all aspects of our operations and ensuring compliance with the laws and regulations in every country where we operate. As a global provider of COTS for governments, we recognize the importance of ethical practices in our interactions with the public sector. As a growing organization, we continually enhance our compliance program and emphasize the need for a shared understanding of our business conduct among our people, suppliers, and partners. Our strong culture of integrity and transparency ensures that our people understand the importance of ethical conduct in our business practices and build trust with our stakeholders. | ESRS 2 | SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model Working with government agencies requires engaging with officials at multiple levels, making vigilance against corrupt business practices essential, particularly in high-risk regions where bribery and corruption risks are elevated. These risks include facilitation payments and potential corruption involving government officials. Our materiality assessment identified the following potential impact on our business conduct: Material risks, impacts, and opportunities related to climate change DirectionTime horizonRisk of bribery &amp; corruption in high-risk Risk•••••regionsRisk of bribery &amp; corruption in high-risk regions  Certain areas of our current and potential customers, especially those in regions with higher risks of corruption, face increased vulnerability. Our presence in these regions requires initiative-taking measures to mitigate risks, especially when engaging with government officials and during initial payments or guarantee deposits, which are often required in the tender processes in these regions.  Any incident of bribery or corruption could result in fines, penalties, and reputational damage for cBrain, undermining our relationships with current and prospective public customers, suppliers, or partners. This risk is present not only within our own operations but also among our partners and is notably higher in regions such as the Middle East, Africa, Asia, and South America. | G1-1  Business conduct policies and corporate culture   Our compliance framework is built on our core values, Code of Conduct, and Supplier Code of Conduct, supplemented by specific policies addressing anti-corruption, data protection, IT security, and insider trading. These policies empower our employees and suppliers to make decisions that align with our ethical standards. The Board of Directors holds ultimate responsibility for overseeing cBrain’s corporate culture and business conduct, while the Executive Management is tasked with leading by example and promoting a culture of integrity throughout the organization. Risks related to business integrity and compliance are actively overseen and managed across the organization by the CFO and the General Counsel, and discrepancies are reported to the Audit Committee. No report has been given in 2025. Code of Conduct Our Code of Conduct sets clear ethical standards for the company and encompasses all aspects of our operations and activities, including compliance with laws, respect for human rights, commitment to diversity, fair competition, and anti-corruption practices. It outlines responsibilities related to business integrity, such as anti-money laundering regulations and data protection, and prohibits aggressive tax strategies and political contributions. Employees are required to report any violations, and suppliers must adhere to similar ethical standards.  The CFO is responsible for the Code of Conduct. No noncompliance is reported to the Audit Committee, and no incident has been reported in 2025. The Code of Conduct is reviewed annually and updated in line with relevant legislation, with the latest update occurring in October 2024 due to the annual review. Training and Awareness To ensure understanding and adherence to the Code of Conduct, we provide ongoing, mandatory training and regular communications for all employees. This training is integrated into the onboarding process for recruits and covers the Code of Conduct and our anti-corruption policies. All business conduct policies are readily accessible to employees through cBrain’s onboarding. Annually, all employees must restudy the program and achieve at least 90% in an online test to complete. In 2025, we strengthened our compliance framework by centralizing the compliance organization under the governance of the CFO and Finance Team. The Compliance and security internal auditors now collaborate closely with the Finance Team, General Counsel and CFO on tasks related to ISO certifications and ISAE audits. Whistle-Blower System cBrain offers a whistle-blower system that enables employees, customers, suppliers, and partners to report any financial or legal impropriety allegations. This system is accessible through our website, and all reported concerns are reviewed and assessed by the audit committee chair to determine if they fall under the scope of the whistle-blower policy and, ultimately, if required by our external auditor. Training on the whistle-blower system and the associated privacy policy is mandatory because all employees are a part of the onboarding process. Whistle-blowers are protected from retaliation, discrimination, or disciplinary action resulting from their reports. In 2025, zero concerns were raised through the whistle-blower system. | G1-2  Management of relationships with suppliers   Supplier Code of Conduct Our success is built on strong partnerships with suppliers who share our ethical principles, and we clearly outline our expectations in our Supplier Code of Conduct. The Supplier Code of Conduct addresses potential risks related to labor practices, human rights, health and safety, environmental responsibility, and bribery and corruption. Suppliers must comply with international human rights standards and national laws regarding child and forced labor, working hours, wages and benefits, and non-discrimination. We expect our suppliers to prioritize occupational health, safety, and environmental compliance while supporting cBrain’s goal of reducing Scope 3 emissions and achieving net-zero emissions by 2030. This includes providing data on greenhouse gas (GHG) emissions and setting emissions reduction targets that align with the Paris Agreement. All primary suppliers are required to sign our Supplier Code of Conduct and disseminate it to their subcontractors and business associates involved in providing goods and services as outlined in our contracts. Suppliers are subject to ad hoc risk evaluations and audits to ensure compliance. We reserve the right to terminate contracts with any supplier that violates the Supplier Code of Conduct or refuses to participate in a remediation plan when requested. In 2025, cBrain conducted one evaluation through an audit. We recognize our responsibility to our suppliers by maintaining standard payment terms of net 30 days to prevent overdue payments, particularly for small and medium-sized enterprises (SMEs). The General Counsel is responsible for the Supplier Code of Conduct, which is reviewed annually and updated to align with relevant legislation. The most recent update occurred in March 2023. | G1-3  Prevention and detection of corruption and bribery   We uphold a zero-tolerance policy toward bribery and corruption, committing to conduct our business ethically and with integrity in all dealings and relationships worldwide. We comply with anti-bribery and corruption laws in every jurisdiction where we operate, and we neither engage in nor tolerate any form of facilitation payments. Our Code of Conduct and Anti-Corruption Policy clearly outlines our commitment to preventing bribery, fraud, and corruption. All employees undergo mandatory training in these specific policies, and our expectations are communicated to suppliers through our Supplier Code of Conduct. We will continue to monitor the area closely and evaluate anti-corruption risks on a ongoing basis. In regions such as the Middle East, Africa, Asia, and South America, we face an elevated risk of corruption and bribery, particularly within our sales departments, which often engage with government officials. To address these challenges, employees operating in high-risk areas receive targeted compliance training and dedicated support to ensure they understand and adhere to our ethical standards, including anti-corruption.  We encourage employees, suppliers, customers, and partners to report any allegations of corruption, bribery, fraud, or other legal or financial misconduct by contacting the CFO or through our whistle-blowing mechanism.  Concerns submitted via the whistle-blower system are reviewed and assessed by the audit committee chair and our external auditors if required.  Training and Awareness We provide mandatory anti-corruption and bribery training for new employees through our onboarding process and yearly updates via online training. In 2025, 100% of employees completed training and testing on our Code of Conduct, Anti-Corruption Policy, and Information Security Policy. By prioritizing training, testing, and awareness, we ensure that our employees are equipped to uphold our commitment to integrity in all aspects of our operations. | G1-4  Incidents of corruption or bribery   In 2025, cBrain reported no breaches of the Code of Conduct. There were also no incidents related to human rights, fraud, corruption, bribery, or violations of antitrust or competition laws.  Additionally, cBrain did not receive any convictions or fines for breaches of anti-corruption or anti-bribery laws, nor were we subject to any legal actions related to corruption or bribery during this year. | G1-5  Political influence and lobbying activities   We do not fund political parties and strictly make charitable contributions that comply with local laws and ethical standards. Before they are executed, all donations must receive approval from the CFO.  cBrain is a member of several trade and business associations in Denmark and other countries where we operate, with a total annual contribution for these memberships amounting to DKK 1m.  Furthermore, no cBrain Board of Directors, Executive Management, or other management members held positions in public administration or regulatory bodies in the two years preceding the 2024 reporting period. | G1-6  Payment practices Our standard contract payment terms are set at 30 days from receipt of the invoice for all suppliers. This applies to approximately 80% of our annual invoices by value. We ensure payments are made within this 30-day timeframe for services received, which encompasses about 5% of our annual invoices. The remaining invoices are also paid within 30 days of receipt, maintaining consistency through our payment practices.</mrv:CorporateGovernanceReport>
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   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f1__s7__7__35" xml:lang="en">Data Ethics  In 2021, the Board of Directors drafted and adopted a data ethics policy under section 99d of the Danish Financial Statements Act: www.cbrain.com/corporate-governance/policies. This policy addresses the types of data used, how it is obtained and utilized, the basis for ethical considerations, and the follow-up procedures.  This policy has contributed to increased awareness of data ethics in the product development cycle and customer solutions' design and implementation process.  Management is responsible for data ethics, and the Audit Committee oversees its implementation. The policy can be found on the company’s website under Investor Relations: www.cbrain.com/corporate-governance. During 2025 an AI policy was implemented and all staff received training. The report on data ethics, as required by section 99d of the Danish Financial Statements Act, is available here:  www.cbrain.com/corporate-governance/dataethicsreport-2025.  </mrv:StatementOfPolicyForDataEthics>
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   <mrv:SustainabilityReport contextRef="ctx-1" id="f1__s7__7__36" xml:lang="en">IntroductioncBrain is a one-product software company serving government authorities and public institutions  across five continents. The cBrain F2 platform is built on the principle of 100% standard software,  highly configurable, tailored to the unique needs of the public sector Denmark’s global leadership in eGovernment and public-sector integrity provides a strong foundation for cBrain’s work. Today, F2 is used by 20 of 24 Danish ministries, more than 75 agencies, and major municipalities including Copenhagen, Aalborg, and Aarhus. This deep domestic presence allows cBrain to bring proven best-practice processes and digital transformation expertise to governments worldwide. More than one-third of our revenue now comes from international markets, supported by strategic collaborations such as our partnership with UNDP in Africa, our cooperation with Elm in Saudi Arabia, and our joint venture in India.  Since 2018, cBrain has been a committed participant in the UN Global Compact and actively supports the Sustainable Development Goals. We have identified three goals that align closely with our mission and capabilities: SDG 16: Strong Government Institutions At the core of F2 is our Digital Bureaucracy Platform, rooted in Max Weber’s principles of modern public administration. F2 strengthens transparency, accountability, and documentation, helping public institutions build effective and inclusive governance structures SDG 13: Climate Change Since 2019, we have invested significantly in digital solutions for environment, energy, and climate. F2 accelerates the implementation of climate and environmental policies, helping societies move from decision-making to action while supporting biodiversity protection and emissions reduction. Internally, we have strengthened our environmental commitments through our renewed environmental policy and ISO 14001 certification. SDG 17: Partnerships Collaboration is essential to addressing climate and environmental challenges. By building partnerships with clients, public bodies, industry organizations, NGOs, and international institutions, cBrain contributes to scaling solutions that support sustainable development. Partnerships have become a central pillar of our strategy and will continue to grow in importance. The implementation of the EU Corporate Sustainability Reporting Directive (CSRD)  Since 2018, cBrain has reported on Environmental, Social, and Governance (ESG) factors through the NASDAQ ESG Reporting Guide. Our commitment to transparency has been recognized externally by customers and investors. The Corporate Sustainability Reporting Directive (CSRD) raises the bar for sustainability disclosures in Europe. Although CSRD reporting will not become mandatory for cBrain in the financial year 2026 as expected due to the omnibus. However, the Board of Directors has decided to begin aligning our reporting with the CSRD framework already from 2024 and continuing in 2025. This decision reflects three strategic priorities:   Ensuring a phased and high-quality implementation that balances compliance with value creation.   Leveraging the F2 platform’s ability to accelerate environmental and climate policy implementation, supporting societal transitions that align with CSRD objectives.   Reinforcing transparency and trust as core corporate values and as essential foundations for strong public institutions. We view CSRD implementation as an ongoing journey, much like corporate responsibility and sustainability more broadly. Aligning with the CSRD framework will sharpen our focus, strengthen our strategic initiatives, and support long-term value creation that integrates financial performance with ESG ambitions. Our CSRD work began in early 2024 with a preliminary double materiality assessment. This included scoping the assessment, mapping our value chain, engaging stakeholders, assessing impacts, risks, and opportunities (IRO), and prioritizing the outcomes of our gap analysis. For the 2025 financial year, we have chosen not to fully pre-implement the CSRD. Instead, we have aligned our reporting with key elements of the framework, including topical ESRS standards, while acknowledging that we do not yet report on all requirements. General informationBasis for preparation | BP-1  General basis for preparation of sustainability statements   Our approach for 2025 has been to implement relevant CSRD standards, presenting them in the 2025 annual report as a dedicated section within the management’s review. The sustainability reporting has been prepared on a consolidated basis, consistent with cBrain’s financial statements, covering the period from January 1 to December 31, 2025.  Our preliminary double materiality assessment addresses impacts, risks, and opportunities across both upstream and downstream value chains.  No information regarding intellectual property, know-how, or innovation outcomes has been omitted, and cBrain has not applied any exceptions for disclosing pending developments or ongoing negotiations. | BP-2  Disclosures in relation to specific circumstances   For the 2025 reporting period, cBrain has structured its sustainability disclosure to align with the CSRD, implemented through the ESRS. Key updates include: cBrain’s sustainability reporting has been incorporated into the annual report and structured to comply with the ESRS requirements. We have conducted stakeholder interviews to ensure that relevant stakeholders’ opinions are included in our preliminary double materiality assessments.  We have conducted a preliminary double materiality assessment in line with ESRS to identify material impacts, risks, and opportunities across our operations and value chain, including upstream and downstream. New disclosures and metrics have been introduced in compliance with ESRS requirements, including expanded reporting on Greenhouse Gas (GHG) accounting. Governance | GOV-1  The role of the administrative, management and supervisory bodies Board of Directors The Board of Directors defines cBrain’s sustainability vision and approves the annual sustainability reporting incorporated in the annual report. The board includes two executives and three non-executive members, two of whom are independent. The board has a diversity target for women of 40%, which is described in the management review in this report. All members have relevant experience in our sectors and regions.  Audit Committee The Audit Committee oversees and follows up on cBrain’s risk processes, including the management of environmental, social, and governance (ESG) risks and strategies, and reports to the Board of Directors. The Audit Committee is composed of two non-executive members with financial and tax expertise.  Executive Management The Executive Management is responsible for cBrain’s ESG performance and approves the ESG objectives and strategies. | GOV-2  Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies   Sustainability board The Sustainability Board is comprised of members from different departments, including Climate &amp; Sustainability, HR, Finance, and Compliance. The board is chaired by the CFO and steers the sustainability agenda and progress against cBrain’s sustainability targets. The Sustainability Board provides quarterly updates to the Audit Committee and Executive Management.  Sustainability Governance Board of DirectorsAudit CommiteeDefines the sustainability Oversees risk processes, vision and approves the incl ESG risks and strategies. sustainability statement. Chair: Lisa Charlotte Herold Ferbing Chair: Henrik Hvidtfeldt Management TeamPer Tejs KnudsenThomas QvistLars Møller ChristansenRobert LentzDavid CotterillCharlotte Horn AndersenMichael Ekegren ChristensenCEO CTO CFO COO CSO HR Director CPO Responsiblefor ESG Performance and approves the ESG objectives and strategies.Corporate functionsSustainability BoardEnsure progress in sustainable Steers the sustainability agenda development initiatives while and progress against cBrain’s following the group’s ESG sustainability targets. policies and values. Chair: Lars Møller Christiansen | GOV-3  Integration of sustainability-related performance in incentive scheme Executive management's variable remuneration is not fixed and may vary annually based on KPIs, including the growth plan execution, financial results, market conditions, organizational performance, and sustainability goals.  No additional sustainability-related incentives are currently implemented at other levels. | GOV-4  Statement on due diligence   cBrain performs due diligence activities relating to people and the environment. The table below outlines the specific processes and activities related to this sustainability reporting. Core elements of environmental Activities related to our reportingand social due diligence reporting a) Embedding due diligence in We have integrated due diligence into our governance, strategy and business mode governance and business strategy to ensure sustainability is central to our decision-making.b) Engaging with affected stakeholders in We have actively engaged with stakeholders to all key steps of the due diligence gather feedback and address potential impacts throughout the due diligence process. c) Identifying and assessing adverse We have assessed environmental and social impacts risks to understand their potential effects and prioritize actions accordingly. d) Taking actions to address those We have implemented corrective and adverse impacts preventive measures to manage identified risks and mitigate negative impacts. e) Tracking the effectiveness of these We have monitored the effectiveness of our efforts and communicating efforts and report transparently to ensure accountability and continuous improvement. | GOV-5  Risk management and internal controls over sustainability reporting Sustainability reporting is subject to the risk of material misstatement due to incomplete data and human errors. To manage this risk, we have implemented various processes.  The Sustainability Board, led by the CFO, holds quarterly meetings to address ESG risks. To minimize reporting errors, the board has implemented several processes in its internal controls over sustainability reporting. Our environmental GHG emissions are compared to those of similar organizations during the preparation process for fluctuations.  Strategy and business model | SBM-1  Strategy, business model and value chain cBrain's long-term growth strategy is driven by a vision to provide standardized software solutions for governments worldwide. Our success in Denmark, where 20 out of 24 ministries, over 75 agencies, and major municipalities like Copenhagen, A and Aarhus rely on our technology, positions us as a leader in public sector digital transformation. This strong foundation enables us to share best practices with governments globally. COTS software offers a faster, more efficient alternative to custom-built IT solutions, reducing costs and risks. While governments have traditionally been cautious, successful implementations, such as cBrain’s F2 platform, now used by nearly all Danish ministries and over 75 government organizations—are accelerating adoption worldwide. Developed with over 600.000 hours of investment, the F2 platform is a fully integrated, no-code/low-code system tailored to government needs. Supporting diverse sectors across multiple continents, F2 is redefining digital transformation in the public sector. cBrain is headquartered in Copenhagen with offices in Europe, the USA, the UAE, Kenya, and Senegal; cBrain has a team of 231 employees (headcounts December 31, 2025) dedicated to driving innovation. We believe in democracy and see digitization as a key enabler of more transparent, efficient, and resilient government institutions. Government Climate Software  Through digitization, cBrain plays a critical role in helping governments accelerate their climate goals, bridging the gap between political intent and action. Our climate software mission is clear: We want to use digitization to close the time gap from political decisions to execution. Our stakeholders We engage with our stakeholders through regular communication, feedback loops, professional development opportunities, and sustainability initiatives. This approach ensures mutual value creation, fosters trust, and drives sustainable growth for both cBrain and our stakeholders. | SBM-2  Interests and views of stakeholders Engaging with stakeholders is key to cBrain’s value creation and long-term success. Their insights shape our strategy for developing and providing COTS for government.  Through continuous dialogue with both internal and external stakeholders, we ensure that we remain aligned with evolving needs and challenges while fostering a collaborative environment. Our stakeholders include a wide range of groups, from clients and employees to investors, suppliers, partners, and regulatory authorities. These diverse groups play an integral role in shaping cBrain’s business model, and guiding decisions related to product development, sustainability, and strategic growth. Below is an overview of how we engage with each group and the outcomes that drive our business forward: The table below outlines our engagement with key stakeholders, its purpose, and its outcomes. These insights inform our due diligence and material assessment. Key StakeholdersEngagement and PurposeOutcomeCustomersGather feedback on product Improved our software needs and expectations to product’s relevance and enhance our product and client satisfaction, including alignment with public sector both government case needs. workers and citizens (end-users). Civil society and end-usersSelf-service solutions and Ensure quality and transparency accessibility EmployeesFoster a meaningful Higher engagement and workplace and support alignment with cBrain’s professional development. mission. InvestorsCommunicate business Increased transparency, ESG performance and ratings, and investor sustainability goals. relations. SuppliersEnsure responsible sourcing Adherence to cBrain’s and sustainability alignment. conduct standards. PartnersInitiated international Strengthened partnerships business based on organic and supply chain resilience. growth, building the business by addressing international customers directly or in collaboration with local partners. Regulators/AuthoritiesMaintain compliance and Ensured compliance with alignment with regulatory regulations and enhanced standards, including reputation. sustainability and data protection. Materiality assessment process | IRO-1  Description of the process to identify and assess material impacts, risks and opportunities In 2024, cBrain conducted its first materiality assessment in accordance with ESRS requirements, starting with an analysis of its business relationships, value chain, and impacted stakeholders to identify relevant sustainability issues. This process involved identifying and objectively assessing impacts, risks, and opportunities (IROs) to inform materiality decisions, resulting in a comprehensive preliminary double materiality assessment (DMA). The assessment is updated yearly latest in December 2025.  Key stakeholders, including employees, customers, and suppliers, contributed insightsinto sustainability matters and helped identify and score IROs. Each sustainability matter was further reviewed through interviews with designated stakeholder representatives, focusing on identifying IROs at a sub-topic level. Our materiality assessment was conducted in line with the requirements of ESRS 1, applying the principle of double materiality, which includes:   Impact Materiality: Evaluates the scale, scope, irremediability, and likelihood of impacts (both positive and negative, actual and potential).   Financial Materiality: Assesses the financial magnitude of risks and opportunities, the likelihood, and the nature of their financial effect. A sustainability matter was considered material if at least one Impact, Risk, or Opportunity (IRO) exceeded the threshold, indicating either impact materiality, financial materiality, or both. Non-material sustainability matters were those with no identified IRO or where all IROs fell below these thresholds. Critical decisions included identifying stakeholder representatives, scoring IROs, and the final assessment of sustainability matters, which was completed in a workshop with stakeholder input. A sustainability matter was deemed material if identified by a stakeholder and had an associated IRO, with each IRO documented along with its basis for materiality. | IRO-2  Disclosure requirements in ESRS covered by the undertaking’s sustainability statement For the financial year 2025, we have chosen not to pre-implement the CSRD but to align our reporting with key elements of the CSRD framework, including topical standards and references in the ESRS standards to our reporting, while acknowledging that we do not report on all paragraphs under the relevant topical standards.  Due to our preliminary double materiality assessment, certain disclosure requirements (E2, E3, E4, E5, S2, and S3) are not material to cBrain’s business operations and sustainability reporting. While these areas are not material, we will continue to monitor them as part of our ongoing sustainability assessment. Should our business activities evolve, including expansion into new operational geographies, service scope changes, or stakeholder expectations shifts, we will re-evaluate these topics to determine whether they warrant inclusion in future reports.  E2 Pollution: Our operations as a software developer do not involve significant pollution risks or emissions beyond minimal office-based activities. Currently, no material pollution-related impacts or dependencies are linked to our operations. E3 Water and Marine Resources: Our data center employs a water-free cooling system, ensuring that our operations do not rely on industrial water usage or directly impact marine ecosystems. E4 Biodiversity and Ecosystems: Our activities do not directly interact with or impact biodiversity or ecosystems. Our office-based work does not involve land use or development in areas with significant biodiversity or ecological considerations. E5 Resource use and circular economy: We focus on optimizing digital resources and minimizing waste. Our business model does not heavily engage in circular economic practices, but we continue to monitor opportunities for reducing environmental impact through efficient resource use and waste management. S2 Workers in the Value Chain:Our core operations do not rely extensively on large networks of value-chain employees. Consequently, we have not identified any material human rights risks associated with our value chain. We will continue to monitor and reassess this area as part of our ongoing DMA process. S3 Affected Communities: Our operations do not have a significant physical presence or direct impact on communities in a manner that would create material social impact, risks, or opportunities.  | SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model The material impacts, risks, and opportunities identified in cBrain’s materiality assessment are outlined below and are also aligned with the ESRS topics: E1 Climate Change, S1 Own Workforce, S4 Consumers and end-users, and G1 Business Conduct within this sustainability reporting. DirectionTime horizonE1 Climate changeCarbon emissions from own operationsActual ••••Carbon emissions from our operations have a negative negative impact on climate change by increasing impact greenhouse gases in the atmosphere, thereby intensifying global warming. No rea S1 Own WorkforceFailure to sustain a strong DNA to attract and Potential •••retain talent negative We view cBrain's unique culture and DNA as our impact foremost competitive advantage in attracting and retaining top talent and fostering organizational strength and social cohesion. S1 Consumers and end-usersEnabling easy-to-use citizen-centric digital Potential   •••  • services increases transparency and faster positive response impact G1 Business ConductRisk of bribery &amp; corruption in high-risk regionsRisk•••••Certain areas of our current and potential customers, especially those in regions with higher risks of corruption, face increased vulnerability. Our presence in these regions requires initiative-taking measures to mitigate risks, especially when engaging with government officials and during initial payments or guarantee deposits, which are often required in the tender processes in these regions.  Environmental Information ESRS E1 Climate Change  | E1-1  Transition plan for climate change mitigation   cBrain aims to achieve climate neutrality by 2030. This objective reflects our dedication to aligning business operations with the global goal of limiting warming to 1.5°C, as outlined in the Paris Agreement. Progress towards this goal is already underway. In 2022, cBrain achieved carbon neutrality for office electricity using solar energy and CO2 offsets. In 2023, this commitment was extended to include a contribution to CO2 reduction for our flight travels, and in 2024, we have further expanded to contribute CO2 reduction for 25% of our total scope 1, 2, and 3 emissions. The next phase, planned for 2026, will address the remaining elements of our carbon footprint, with a focus on circularity and waste reduction, aiming to achieve full carbon neutrality across all Scope 1, 2, and 3 emissions by 2030. Our transition plan is guided by the principles of our Climate and Environmental Policy. It includes science-based emissions reduction targets that are aligned with the Science-Based Targets Initiative (SBTi) methodology. These targets include direct emissions from operations (Scope 1), indirect emissions from purchased electricity and heating (Scope 2), and a broader range of indirect emissions from our value chain (Scope 3). To achieve these goals, cBrain is optimizing energy use across its operations and prioritizing renewable energy sources where possible. When renewable solutions are not yet viable, we are implementing carbon offsetting and contributing to CO2 reduction to ensure progress toward our net-zero target. Waste reduction is another critical component of our strategy, focusing on improving disposal practices. Partnerships with organizations like El Recycling for e-waste and eSmiley for food waste monitoring support these efforts. Our ISO 14001 certification provides a structured framework for implementing sustainability measures, ensuring transparency, accountability, and continuous improvement in our approach to climate change mitigation. | ESRS 2 | SBM-3 Material impacts, risks and opportunities  and their interaction with strategy and business model Developing and delivering software globally requires office facilities and business travel, making carbon emissions unavoidable. Our materiality assessment identified the following potential impact on climate change:  Material risks, impacts, and opportunities related to climate change DirectionTime horizonCarbon emissions from own operationsActual negative impact••••Carbon emissions from own operations Carbon emissions from our operations negatively impact climate change by increasing greenhouse gases in the atmosphere, thereby intensifying global warming. | E1-2  Policies related to climate change mitigation and adaptation  Our Climate and Environmental Policy, approved in 2025, outlines our commitment to reducing environmental impacts in line with globally recognized standards. Guided by the Science-Based Targets Initiative (SBTi) methodology, we aim to achieve climate neutrality by 2030, focusing on energy efficiency, renewable energy sourcing, and responsible waste management at our headquarters. The policy sets measurable goals for operations, procurement, and mobility, following SOPs and ISO 14001. In 2025, we passed our external audit with no amendments. | E1-3  Actions and resources in relation to climate change policies   To support our Climate and Environmental Policy, we have implemented targeted actions and dedicated resources to achieve climate neutrality by 2030. Key actions in the financial year 2025 include optimizing energy usage, prioritizing renewable sources, and applying climate compensation where renewable access is limited. We focus on waste reduction through external onsite inspections of our waste disposal and responsible e-waste disposal through partnerships, including with El Recycling. We also run internal campaigns to minimize food waste, supported by eSmiley monitoring. All actions are managed under our ISO 14001-certified system. | E1-4  Targets related to climate change mitigation and adaptation  The Science Based Targets Initiative (SBTi) provides a globally recognized framework for setting ambitious, science-based emissions reduction targets that align with the Paris Agreement.  As part of our ambition to achieve climate neutrality by 2030, we have aligned our emissions reduction targets with the Science-Based Targets Initiative (SBTi) methodology. However, due to the ongoing uncertainty regarding SBTi’s guidance on including carbon offsets in Scope 3 target setting, we have decided not to submit our targets for official validation currently and await the organization’s consultation process to clarify its position in anticipation of updated guidelines. Given that Scope 3 emissions account for the majority of our carbon footprint, the lack of clear guidance on offset integration significantly impacts our target-setting approach. While we will not seek formal validation at this stage, we remain fully committed to setting and pursuing meaningful science-based emissions reduction targets in line with SBTi principles and methodologies when it is clear.  | E1-5  Energy consumption and mix   Our energy use primarily includes district heating and electricity. In alignment with our science-based methodology, we aim to reduce our reliance on non-renewable energy sources while integrating renewable energy options. This includes engaging our suppliers at all offices to ensure our operations are supplied with renewable electricity, adhering to the principles of additionality.  Greenhouse Gas EmissionstCO₂e  Note  20252024202320222021Scope 1 GHG Emissions  100000District heating     13,412,512,059,050,0Electricity, market-based     0,10,00,040,414,6Scope 2 GHG Emissions  213,512,512,099,464,6Other indirect emissions (scope 3)              3                 • Bistro  119,6138,628,0--• Hosting center electricity     1,61,21,1--• PC, monitors, phones/tablets     44,452,1---Category 1: Purchased goods   4165,6191,929,1--Category 5: Waste  50,10,40,5--• Air travel     282,4378,4236,474,041,6• Hotel stays     13,012,212,0--• Taxi     2,42,6---• Travel in own car     1,92,0---Category 6: Business travel  6299,7395,2248,474,041,6Scope 3 GHG emissions     465,4587,5278,074,041,6Total scope 1, 2 and 3 Emissions  478,9600,0290,0173,4106,2tCO₂e  Note  20252024202320222021CO₂e Compensation Bought              7  11,88,513,20,00,0Electricity, location-based   11,98,513,240,414,6Renewable energy purchased   11,88,513,20,00,0Share of Renewable Energy, %   99%100%100%0%0%GHG emissions, tCO₂e/mDKK                     8GHG emissions (location-based)   2,02,31,30,90,7GHG emissions (market-based)   1,92,21,20,90,7GHG emissions, tCO₂e/FTE  9 GHG emissions (location-based)   2,43,21,81,10,8GHG emissions (market-based)   2,43,21,71,10,8Energy Consumption, MWh  10District heating   334,6353,1287,1420,3390,7Electricity   207,1183,9167,9294,8284,7Energy Consumption, MWh                  541,7537,0455,0715,1675,4Energy Consumption, MWh/FTE  2,72,82,74,74,9Notes to the GHG emissions | E1-6  Gross Scopes 1, 2, 3 and Total GHG emissions   Since 2018, we have reported on Scope 1 and 2 emissions. In 2022, we expanded our reporting to include Scope 3 emissions from business travel (air travel) and electricity usage from our external data center. In 2023, we further broadened our Scope 3 reporting by incorporating hotel stays and emissions from waste and food purchases. In 2025, we aligned our GHG emissions reporting with the GHG Protocol, including all significant emission categories. Additionally, we refined our methodology and calculation methods for each category, as detailed below. Note 1 - Direct GHG emissions (scope 1)  cBrain does not directly consume energy or operate company vehicles, so we have no Scope 1 emissions. Note 2 - Indirect GHG emissions (scope 2)  cBrain reports indirect greenhouse gas (GHG) emissions from purchased heat and electricity in accordance with both market-based and location-based methodologies.   Market-based emissions reflect indirect GHG emissions based on procurement choices, including contractual instruments such as Power Purchase Agreements.   Location-based emissions are calculated using national grid average emission factors specific to each site’s geographic location. Electricity consumption data, measured in kWh, is collected through Energinet, which calculates cBrain’s CO₂e emissions based on its electricity usage. Note 3 - Other indirect GHG emissions (scope 3)  Indirect emissions from our value chain are classified as Scope 3. cBrain has conducted a preliminary materiality assessment of the fifteen categories defined by the GHG Protocol and identified three as material. The remaining categories are neither applicable nor lack sufficient data for accurate emissions calculations.  The data collection methods and emission calculation approaches are detailed under each relevant category below. Note 4 – Purchased goods and services (Category 1) Category 1 includes cBrain's food purchases for our bistro, electricity consumption for leased data storage, and purchase of computers, monitors, mobile phones, and tablets. § BistroThe largest suppliers provide data on purchases, accounting for 80% of the bistro's total food purchases. The largest supplier provided CO₂e emissions data, while emissions for other suppliers are calculated using Concito's "The Big Climate Database version 1.2." CO₂e emissions for the remaining purchases are extrapolated based on quantities. The remaining 20% primarily comes from our meat suppliers.  § Hosting center electricity Data on electricity used for leased data storage is obtained from invoices provided by the supplier. The CO₂e emissions are calculated by multiplying the total usage by a location-specific emission factor, as the energy mix at the data center differs from that of the headquarters due to its different location. § PC, monitors, phones/tabletsThe data on the number of computers, mobile phones, monitors, and tablets purchased during the year is collected from invoices provided by suppliers. This data is then multiplied by the corresponding manufacturer’s product-specific emission factor for the entire product's lifetime.  The purchased technology has a 3-5 years lifespan, after which the used equipment is sold for recycling, thereby contributing to more sustainable consumption (circular economy). We recognize the products’ emissions at purchase, which can lead to annual fluctuations. Note 5 – Waste (Category 5) § Waste Waste management primarily includes cardboard, paper, and food waste from the Bistro. Data is obtained from Marius Pedersen’s self-service portal, tracking monthly waste collections. CO₂e emissions are calculated using the GHG Protocol's "waste-type-specific" method, applying unique emission factors for each waste type and treatment. Emissions for 2023 and 2024 are based on concrete calculations of waste from the company’s emission factors for food waste and cardboard. Note 6 - Business travel (Category 6) § Air travel The emissions for each flight have been calculated by obtaining information on all registered flights during the reporting period. The distance for each flight was determined using the online tool www.airmilescalculator.com, which calculates the distance between points A and B using Vincenty's formula, including stopovers. Flights were categorized as domestic, short-haul, long-haul, or international (between non-EU countries) to account for emissions at different altitudes.  Additionally, the class type was considered when applying the appropriate emission factor. The well-to-tank emission factor for each flight category was multiplied by the distance and added to the flight's emissions, yielding the total CO₂e emissions for each air travel. § Hotel stays Data related to hotel stays, which includes the country, number of nights, and number of rooms, are collected based on data from employees' reimbursement of hotel expenses. The CO₂e-emissions are then calculated based on DEFRA’s country-specific emission factors. For countries not included in DEFRA’s data set, the emission factor was derived from www.hotelfootprints.org, as referred to by DEFRA.  § Taxi CO₂e-emissions from taxi rides are calculated based on employees' reimbursement of taxi expenses. The total price is used to estimate the number of kilometers driven in each country, which is multiplied by an average emission factor per kilometer.  § Travel in own car Transport includes driving in the employees' own cars, where driving is conducted in relation to cBrain’s activities, primarily to and from customers. Specific information on car types and the fuel used, either electricity, diesel or petrol, has been obtained for 85% of the total distances driven to multiply the distance with the relevant emissions  Note 7 - CO₂e compensation purchased cBrain receives information about CO₂e compensation purchased directly from suppliers. Note 8 - GHG emissions based on net revenue The total GHG emissions based on both location- and market-based approaches have been calculated to net revenue using the following formula: tCO2e emissions in total (location-or market-based)Net revenueNote 9 - GHG emissions based on FTE The total GHG emissions based on both location- and market-based approaches have been calculated to the number of FTEs using the following formula: tCO2e emissions in total (location-or market-based)Number of FTE’sNote 10 - Energy consumption The data used for the total energy consumption is the same data used for the CO₂e-emission calculations. The total energy consumption is calculated by converting the total district heating and electricity into the same unit (MWh) and adding them. | E1-7  GHG removals and GHG mitigation projects financed through carbon credits We remain completely neutral in emissions from our electricity consumption by adding solar power to the grid through The 0-Mission, a program in which cBrain subscribes to a solar park in Vandel near Vejle in Denmark. To account for our Scope 3 emissions, we have chosen to focus our compensation strategy on supporting the Danish National Carbon Budget by committing funds to Klimaskovfonden for national afforestation projects. This decision reflects our shift away from purchasing Clean Development Mechanism (CDM) carbon offsets established under the Kyoto Protocol. While the preferable alternative would have been to buy direct carbon credits, the reality is that the carbon credit market and its associated technologies remain underdeveloped. We continue to monitor developments in the carbon credit market and CO2 removal technologies, positioning ourselves as early adopters of a mindset dedicated to true CO2 reduction. | E1-8  Internal carbon pricing   We do not apply internal carbon pricing schemes in our business. | E1-9  Anticipated financial effects from material physical and transition risks and potential climate-related opportunities We have opted to exercise the phase-in allowance to omit the financial effects from material physical and transition risks and potential climate-related opportunities required in E1-9 risks and potential climate-related opportunities required in E1-9.</mrv:SustainabilityReport>
   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="f1__s7__7__34" xml:lang="en">Social Information ESRS S1 Own workforce At cBrain, our employees are at the core of our success, playing a pivotal role in maintaining our strong market position and driving the continuous development of our business. As a knowledge-intensive, fast-growing company, attracting, retaining, and developing talents is essential to achieving our strategic goals. We recognize our employees as our greatest asset and are committed to fostering a work environment that prioritizes health, safety, and well-being. Investing in employee development strengthens our organizational DNA, creating a dynamic and inclusive workplace where everyone can contribute, grow, and reach their full potential. Our approach to employee engagement is built on strong leadership, good communication, and a culture of collaboration. We offer training programs, hands-on development, and ongoing feedback mechanisms to ensure continuous professional growth. Additionally, we actively monitor engagement and well-being through regular surveys and dialogues, reinforcing our commitment to a thriving and motivated workforce. | ESRS 2 | SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model cBrain’s growth strategy depends on a continuous influx of new talent and the ongoing development of our existing teams. We continuously nurture and strengthen our unique organizational DNA to sustain our market position and remain a trusted partner in developing COTS solutions for government software. Our materiality assessment identified the following potential impact on our workforce: Material risks, impacts, and opportunities related to climate change DirectionTime horizonFailure to sustain a strong DNA Potential negative •••to attract and retain talentimpactFailure to sustain a strong DNA to attract and retain talent At cBrain, we believe that our culture and DNA are key to attracting and retaining talent. Weakening our core values in product innovation, customer focus, and workplace culture could lead to higher employee turnover and impact business growth. Maintaining a strong reputation in the job market and among educational institutions is also essential for securing future talent.To mitigate this risk, we embed a strong people agenda in our business strategy, focusing on leadership training, continuous method development, structured onboarding, and sound work-life balance. We also remain committed to equal opportunities and diversity as fundamental pillars of our culture. | S1-1  Policies related to own workforce We are committed to creating an ambitious yet fair and inclusive workplace, guided by our CSR approach, Code of Conduct, and key Human Rights, Diversity, and Fair Labor Practices policies.  cBrain wishes to build long-term relations with employees and be a supportive employer through a holistic view of our employees' different life phases and situations.  Employee health and safety are highly prioritized, as expressed in our Global Health Policy. We offer fitness and sports facilities at the headquarters as well as social and sports clubs (incl. running, climbing, walking, badminton, basket, padel, board games, etc.), ergonomic workstations, free annual vaccinations, along with regular safety training. We also promote a healthy work-life balance through flexible work arrangements. Moreover, our people have a high degree of autonomy in planning their own work, and our low-hierarchy organizational structure encourages open dialogue, innovation, and creativity.  We uphold a zero-tolerance approach to discrimination and harassment. According to our policies, any discrimination based on race, gender, religion or beliefs, political view, sexual orientation, social or ethnic origin, or other personal characteristics is prohibited across all aspects of employment.  Harassment, including unwanted behavior of a sexual nature, is not tolerated, and employees are encouraged to report any concerns to HR. Diversity is a core value, as outlined in our Diversity Policy. In 2025 we are offering a leadership workshop on the topic of diversity and inclusion. We believe that an inclusive and diverse culture brings varied perspectives and are drivers for both innovation and profitability. Our initiatives aim for at least 40% gender representation in management by 2030.  In our recruitment and promotion processes we value diverse backgrounds which include factors such as gender, age, educational background, experience, language, etc., ensuring an inclusive workplace. Our commitment to data security reflects the trust essential to our operations. Data privacy is rigorously protected in line with international standards. All policies are approved by the board of directors and overseen by the audit committee. | S1-2  Processes for engaging with own workforce and workers’ representatives about impacts We know that personal influence in one's own work is crucial to employee engagement. We are dedicated to relating openly with our employees on matters affecting their well-being and motivation. We use structured and informal channels, such as regular development meetings, one-to-one meetings with managers, and team feedback sessions, to ensure that employee perspectives are integrated into our decision-making. Our leadership, including HR, facilitates these interactions, documenting feedback to address any issues at an executive level.  Our people’s policies encourage employees to share concerns without fear of retaliation, and we have included courses in psychological safety as part of our Good Communication program to maintain psychological safety in our teams through secure and open communication.  We continuously assess and adjust our engagement processes based on employee feedback and surveys, aligning our practices with organizational goals. For instance, we conduct onboarding surveys, which enable us to monitor and increase job motivation during the onboarding process. Yearly, we develop an employee data analysis based on qualitative information from exit interviews to draw lessons and identify focus areas for improvement and strengthening employee engagement and retention. Regularly, all employees are invited to give feedback on top management, direct management, work environment, innovation and customer orientation of the company. The results are subject to management attention and discussion, and workshops are run in the company to further explore potential improvement areas. | S1-3  Processes to remediate negative impacts and channels for own workforce to raise concerns Employees are generally encouraged to speak freely and report any concerns or complaints regarding harassment, suspected legal or financial misconduct, or other issues to their manager, HR, or directly to any members of the executive management. This approach provides a confidential way to report serious concerns, supporting our commitment to securing a respectful and ethical workplace. Where internal channels may not be suitable, employees can anonymously use the whistleblower protection framework to ensure their concerns are addressed to the audit committee chair. | S1-4  Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions Under the “Good Communication” on-going initiative, we have conducted internal team sessions such as High-Performance Teams, Master the Difficult Conversation, become a Good Listener, and Create Psychological Safety. Leadership sessions have been held focusing on training the concept of emotional intelligence. These courses equip our leaders and employees to manage challenging conversations, build active listening, and foster a culture where everyone feels comfortable sharing ideas and feedback with colleagues, managers, customers, and partners.  | S1-5  Targets related to managing material impacts, advancing positive impacts,  as well as to risks and opportunities We conduct regular workplace assessments (APV) to gather feedback on working conditions and ensure a safe, healthy environment. These assessments help identify risks and improvement areas, with action plans shared with all employees. HR also conducts an annual employee analysis covering data from hiring, terminations, leave, and exit interview feedback with the aim of identifying key drivers for employee retention. Additionally, surveys during onboarding help identify areas for improvement and support management in optimizing the employee onboarding experience. In 2025 we conducted an engagement survey to assess the work environment and overall job satisfaction. These insights help us continuously refine our approach. While we are not a KPI-driven company, we take engagement survey results seriously and set ambitious targets for key people metrics. Our priority is achieving high response rates to ensure meaningful feedback. Surveys are conducted anonymously to encourage openness, and the insights gathered drive ongoing improvements in employee well-being while supporting cBrain’s growth and innovation goals. This approach helps us balance employee well-being with business performance. | S1-6  Characteristics of the Undertaking’s Employees Headquartered in Denmark, cBrain operates in more than 10 countries across five continents with a workforce of 231 employees (headcounts). In 2025, 20 employees left, resulting in 9% turnover rate (2024, 19 employees left, resulting in a 7% turnover rate).  We strive for a balanced workforce based on gender, age, and international background. Our mix of permanent and temporary employees contributes to a dynamic environment, blending the perspectives of experienced professionals and early-career talents. The IT industry is typically unevenly composed, with women representing less than 23% of the workforce in Denmark and its neighboring countries. At cBrain, women make up 39% of our workforce, which is significantly above industry norms. We believe gender diversity positively influences our working environment by fostering a more balanced workforce cohesion, enabling innovation, and contributing to our good business results.  The tables on the next page show details about the diversity and characteristics of our workforce. cBrain has under 50 employees abroad, below 10% of its workforce, so the table is not divided by country. | S1-7  Characteristics of non-employees in the undertaking’s own workforce Our non-employees primarily include partners in regions, playing a key role in expanding our market presence and bringing in key local competencies. While operating independently, they are guided to uphold our ethical conduct and company values and are included in all significant company strategic and social events. We regularly assess our reliance on these non-employee roles to ensure alignment with our strategic expansion goals, enabling a cohesive presence in new markets while effectively managing associated risks. | S1-8  Collective bargaining coverage and social dialogue cBrain’s employees are not covered by collective bargaining agreements. However, Danish employees are well protected by the Danish Salaried Employees Act (Funktionærloven) and Holidays Act, which protects employees to a high degree through ambitious and fair standards for employment terms such as notice periods, vacation, and working hours. Local law applies to employees outside Denmark, and in some areas of employment, cBrain offers even better conditions than the law requires.   Diversity and characteristics of employees FTE's 20252024202320222021Gender diversity                    Male     125113958777Female     7876726560Other     -----                1 203189167152137Women's representation by levels                 Board of Directors  2 20%20%20%20%20%Executive Management  3 0%0%0%0%0%Directors  4 20%25%25%0%0%Managers  5 30%35%35%38%30%All employees  6 39%40%43%44%44%Distribution of employees by age group       7      Under 30 years old     20%18%---Between 30-50 years old     57%56%---Over 50 years old     23%26%---Gender pay gap                    Managers   819%27%---Other employees below managers                 913%8%---CEO pay ratio                                                      104,5:14,6:14,6:14,6:14,6:1Headcounts 20252024202320222021Permanent employees   Male   138137878068Female   7265676157Other   -----   11 210202154141125Temporary employees   Male   1512879Female   66543Other   -----    122118131112Non-guaranteed employees   Male   66565Female   33433Other   -----    13981087Employee turnover  14Permanent employees   9%7%11%12%9%Temporary employees   8%11%16%17%40%Non-guaranteed employees   9%32%10%0%22%| S1-9  Diversity metrics The accounting policies for diversity and employee characteristics metrics in the table above are described below. Note 1 - Gender diversity Gender diversity is reported based on the average number of employees during the financial year, categorized by the gender registered with authorities. This includes all full-time and part-time staff, adjusted for working hours relative to a full-time equivalent (FTE) position. Note 2 - Women's representation in the Board of Directors The Board of Directors consists of five members, of whom one is a woman. Note 3 – Women representation in Executive Management   The Executive Management team consists of two male members. Note 4 – Women's representation in Directors Directors are defined as an extension of executive management in daily operations and are collectively called the executive management team. The team includes four additional members, of whom one is a woman.  Note 5 – Women representation in Managers Managers include all other personnel with direct people management responsibilities. At the end of the financial year, the average number of managers was 17, of whom six were women. Note 6 – Women representation in all employees Gender diversity is the average number of female employees divided by the total number of FTEs. Note 7 – Distribution of employees by age group The distribution of employees by age group is based on the average number of employees in each age category as of the last day of the financial year. Note 8 – The gender pay gap for managers Managers (see definition of Managers in Note 5), have a 40% gender pay gap, mainly due to male managers' longer tenure and broader responsibilities. New hires and promotions receive equal salaries, adjusted for qualifications. Note 9 – The gender pay gap for other employees  Other employees include all non-management staff. The 8% gender pay gap is due to a group of male employees with longer tenure and broader responsibilities. New hires receive equal pay based on qualifications.  Note 10 – CEO pay ratio The annual total remuneration ratio of the highest-paid individual (CEO) to the median annual total remuneration for all employees, excluding the highest-paid individual. Note 11 – Permanent employees  Permanent employees are defined as full-time employees and are reported based on headcount at the end of the financial year.  Note 12 – Temporary employees  Temporary employees include part-time workers (hourly paid employees) and are reported based on headcount at the end of the financial year.  Note 13 – Non-guaranteed employees  Non-guaranteed employees include contractors (external consultants) who are closely affiliated with the company for specific purposes, such as market development consultants abroad. These employees are reported based on headcount at the end of the financial year.  Note 14 – Employee turnover Employee turnover is calculated as the number of employees who left the company during the year, divided by the average number of employees during the year. | S1-10  Adequate Wages All our employees in European countries are paid an adequate wage in line with Directive (EU) 2022/2041, ensuring compliance with local wage standards. As our workforce primarily consists of highly educated employees, our wages are set way above these minimum benchmarks to reflect the skills and expertise of our employees. Our non-European employees similarly receive adequate wages based on national and market benchmarks. | S1-11  Social protection Our employees' well-being is a top priority. Comprehensive social protection measures are available as part of employment, including healthcare, retirement plans, disability insurance, and paid leave. These benefits are tailored to meet local regulations and market standards. | S1-12  Persons with disabilities We do not track employee disability but value the diversity among our team.  | S1-13  Training and Skills Development metrics All employees participate in two annual performance dialogues with their direct managers, using a structured form to guide the process and assess past performance, set future goals, and outline personal development plans. These reviews ensure alignment between individual growth and our strategic objectives, with outcomes documented and shared with HR to support continuous employee development.  In 2025, cBrain invited all employees to an off-site three full-day workshop working with the execution of our strategic growth goals and “Plan 2026-2028” where everybody had the opportunity to participate in strategy work and share innovative ideas and concerns related to company ambitions.  Additionally, we offer a wide range of development opportunities tailored to our workforce’s diverse needs, including technical training, leadership development, agile project management, and personal skills development programs. On average, each employee completed 45 hours of training in 2025 equally distributed for the entire workforce. | S1-14  Health and safety metrics We are committed to a safe, healthy, and supportive workplace. Our Global Health Policy promotes well-being through proactive health monitoring, including monthly reviews of sick leave and vacation balances. Employees facing heavy workloads or stress are encouraged to seek support from managers and HR. We prioritize both physical and mental health, offering ergonomic assessments, flu vaccinations, a fitness center, company-sponsored sports events, and healthy meals. Our Good Communication initiative includes training in workplace safety, emotional intelligence, and psychological safety to foster a positive culture. All employees are covered by health and safety procedures. In 2025, work-related injuries remained below 1%, resulting in minimal lost workdays. | S1-15  Work-life balance We value work-life balance as a core component of employee well-being, and we perceive it to increase our overall productivity. We are committed to providing flexible terms and arrangements and policies that help employees maintain a healthy balance between their work responsibilities and personal lives.  In 2025, 100% of employees were entitled to family-related leave, reflecting our dedication to supporting the employees’ family needs. Of these, 5% of employees took family-related leave, with 3% of men and 6% of women utilizing this benefit. | S1-16  Remuneration metrics (pay gap and total remuneration) We are committed to fair and equal remuneration practices that reflect our dedication to inclusivity and transparency. We regularly review and analyze our pay structures to ensure that employees are compensated fairly based on an evaluation of skills, experience, responsibilities, and contributions. As part of this process, we monitor the gender pay gap to identify and address any disparities in pay between male and female employees performing comparable roles and with comparable educational and experience profiles.  | S1-17  Incidents, complaints, and severe human rights impacts In 2025, in terms of human rights impacts, cBrain reported no incidents or complaints. We maintain a respectful and ethical work environment with accessible, anonymous reporting channels that are monitored. Our policies are regularly assessed to align with best practices. This includes our commitment to respect and uphold human rights in our value chain.Social Information ESRS S4 Consumers and end-users | ESRS 2 | SBM-2  Interests and views of stakeholders Government digital transformation represents one of the largest markets globally. COTS for government is a game-changing approach that offers government organizations fast digital transformation at scale. This offers a huge market opportunity for cBrain and cBrain intends to become a leading global supplier of COTS for government. With F2, cBrain has a first-mover advantage and a unique value proposition. cBrain intends to become a leading global supplier of COTS for government.   While governments around the world increase their investments in digital transformation and the IT industry expands to meet the demand, the shortage of skilled IT professionals is often cited as a key factor in delays or failures in IT modernization projects. The emergence of COTS for government addresses the labor gap. Standard software and tools like F2 and the F2 Service Builder enable users without a technical background to manage much of the IT work, thereby reducing the demand for skilled IT resources. This makes COTS for government an industry game-changing technology. By democratizing IT modernization and reducing the demand for skilled IT resources, COTS for government simultaneously lowers costs and accelerates successful digital transformation, thereby becoming a key enabler for government transformation. By adopting best practices from the most digital country in the world with high standards when it comes to e.g. transparency, justice, inclusion, anti-corruption, biodiversity, and climate regulation, cBrain and its partners can provide government, citizens, businesses, and end-users around the world with solutions that support and respects not only human rights but all The Teen Principles set up by UN and several of UN’s Sustainable Development Goals. | ESRS 2 | SBM-3  Material impacts, risks and opportunities and their interaction with strategy and business model The world is becoming increasingly digital. It opens for opportunities as well as risks.  Our materiality assessment identified the following potential impact on our workforce: Material risks, impacts, and opportunities related to consumers and end-users DirectionTime horizonEnabling easy-to-use citizen-Potential positive •••  •  •• centric digital services increases impact transparency and faster response The level of cyber risk is increasing and can compromise services and data thereby disturbing society and causing vulnerability. There is a tendency for large government projects to fail to meet schedule, budget, and results that can contribute to a lack of trust towards government and digitalization. The demand for increased efficiency and better citizen services in the public sector is huge and offers opportunities for cBrain to expand our business and to develop and provide solutions that help citizens and businesses to interact with the public sector in a way that is helpful, respectful and efficient and at the same time lower the digital threshold and barriers.  Increased complexity in legislation can cause complex solutions that can make it difficult for citizens and businesses to grasp to understand what to do. Digitalization can offer help but also in itself drive complexity. It can be a double-edged sword.  cBrain regards this development as a huge opportunity because we foresee that it will drive the demand for standard solutions built for government and based on best practices. At the same time, it will demand increased investment in security and the protection of data and the integrity of data and in the enhancement of the end-user dialogue whether it is civil servants, citizens, or businesses.  | S4-1  Policies related to consumers and end-users As a provider of eGovernment services across 5 continents cBrain recognizes and is aware of its responsibility towards society. cBrain has many years maintained a comprehensive security policy and system, which is ISO 27001 certified and controlled by external assessors. The General Data Protection Regulation from the EU has been implemented according to Danish law and is audited by external assessors yearly. Results from the assessment are disclosed on cBrain’s customer portals. The F2 software is developed by the principal security by design. Assessments cover Denmark and Germany, but policies and procedures are followed globally.  cBrain has been preparing for the implementation of The Network and Information Security 2 (NIS-2) Directive, which aims to achieve a high common level of cybersecurity across the EU. cBrain will finalize the implementation before the deadline decided by the Danish Parliament. | S4-2  Processes for engaging with consumers and end-users about impacts According to the Danish Company Act cBrain implemented a Data Ethical Policy in 2021 and reports every year on the development. Policy and reports are available on cBrain’s homepage www.cbrain.com/corporate-governance. As described in the Data Ethical Policy the product board has the responsibility to assess any data ethical issues in the product development cycle to ensure that cBrain keeps its data ethical promises. The product manager is responsible for making sure that assessments are carried through. Further in the implementation of customer solutions, it is the responsibility of the project manager to ensure that data ethical issues are brought up and discussed with the customer's management. A Code of Conduct has been in place since 2018 and ensures that policies are implemented, updated, and followed. A Supplier Code of Conduct ensures that partners and suppliers are following the same principles. All staff are trained and tested in the Code of Conduct relevant policies and in the security system as a part of the onboarding process and are retrained and tested yearly. | S4-3  Processes to remediate negative impacts and channels for consumers and end-users to raise concerns Innovation, further development, and enhancement of the standard platform are anchored in the product board under the governance of the CEO and CTO and are steered by the product manager. As a one-product company, it is a strategic forum. From customers and end-users cBrain receives constant input and cBrain arranges and hosts Best Practice events at the headquarters, where solutions and issues are discussed. cBrain releases new major versions of F2 every year but consider adopting a more agile release mechanism in the future. cBrain has developed a whole range of methods and tools that support the design and implementation process in customer projects. At the core of those models is Innovation Design thinking, which enables a remarkably high degree of end-user participation. Working with the F2 product, which is configurable to a remarkably high extent, gives the users the ability to impact the configuration all through the design process. We call it Open Design. Accessibility is key not only to the public sector but also to cBrain. We develop standard software for the public sector with an outreach to quite different user groups including of course citizens and businesses. The German public market is characterized by exceedingly high standards regarding end-user accessibility and working with one of the largest agencies in Germany, cBrain has invested years in meeting those high standards. Formal reporting mechanisms are implemented to make sure that cBrain Policies and Code of Conduct are followed including a Whistle Blower channel to manage possible incidents. The Audit Committee oversees it. | S4-4  Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions By implementing international standards for security (ISO 27001) and environment (ISO 14001) we have established a risk-based management setup and a company culture that secures and supports high attention. We act systematically to prevent any misuse of sensitive data, and we have clear policies and guidelines for how employees should manage situations of data leakage if it should arise. The same goes for environment-related issues. Thereby risks are reduced. Due to the focus on SGD 16, we work constantly to improve transparency and responsibility through our product F2. Via our methods and F2, we emphasize and support a citizen-centric approach, which results in easy-to-use self-service solutions with high quality, that again deliver high value for citizens, businesses, and public entities. By providing solutions in the area of climate, energy and environmental regulation, cBrain contributes to lowering the CO2e emission and enhancement of biodiversity.  | S4-5  Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 0 reports have been filed via The Code of Conduct channel and the Whistle Blower channel since it was established in 2018 and respectively 2020. For 2025, cBrain related (excl. “Caused by customer”) security incidents targets and results have been: Significance  Target  Result Minimal impact  No Target  6 Minor impact  Less than 10  2 Impact  Less than 5  2 Greater impact  0  0 Catastrophic impact  0  0 Total    10 The Danish Data Protection Agency (DDPA) 0 report has been issued to DDPA 0 issue has been addressed by DDPA The Centre for Cyber Security (CFCS) 0 reports have been issued to CFCS CFCS has addressed 0 issue External ISO 27001 audit of cBrain Performed in October 2025. Besides improvement suggestions only 1 minor nonconformity, which cBrain had rectified by October 14, 2025. External ISAE 3402 &amp; 3000 audits of cBrain Performed in the period November 2025 to February 2026. Resulted in 0 nonconformities.</mrv:StatementOfCorporateSocialResponsibility>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f1__s7__7__38" xml:lang="en">The Board of Directors and Executive Management have today discussed and approved the annual report of cBrain A/S for the financial year 2025.  The annual report has been prepared in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.  It is our opinion that the consolidated financial statements and the Parent company's financial statements give a true and fair view of the Group’s and the Parent company’s financial position on December 31, 2025, and of the results of the Group’s and the Parent company’s operations and cash flows for the financial year January 1 – December 31, 2025. In our opinion, the Management’s review gives a fair review of the development in the Group’s and the Parent company’s operations and financial conditions, the results for the year, cash flows, and financial position as well as a description of the principal risks and uncertainty factors that the Group and the Parent company face.  In our opinion, the annual report of cBrain A/S for the financial year 2025 identified as cBrain-2025-12-31- en.zip has been prepared, in all material respects, in compliance with the ESEF-regulation.  We recommend that the annual report be approved at the annual general meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f1__s7__7__39" xml:lang="en">Copenhagen</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f1__s7__7__40">2026-02-19</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-23" id="f1__s7__7__41" xml:lang="en">Henrik Hvidtfeldt</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-23" id="f1__s7__7__42" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-24" id="f1__s7__7__43" xml:lang="en">Lisa CharlotteHerold Ferbing</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-24" id="f1__s7__7__44" xml:lang="en">Vice Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-25" id="f1__s7__7__45" xml:lang="en">Peter Sam Loft</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-26" id="f1__s7__7__46" xml:lang="en">Per Tejs Knudsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-27" id="f1__s7__7__47" xml:lang="en">Thomas Qvist</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-28" id="f1__s7__7__48" xml:lang="en">Per Tejs Knudsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-28" id="f1__s7__7__49" xml:lang="en">CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-29" id="f1__s7__7__50" xml:lang="en">Thomas Qvist</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-29" id="f1__s7__7__51" xml:lang="en">CTO</cmn:TitleOfMemberOfExecutiveBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s7__7__53" xml:lang="en">To the shareholders of cBrain A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s7__7__54" xml:lang="en">Opinion We have audited the consolidated financial statements and the parent company financial statements of cBrain A/S for the financial year 1 January – 31 December 2025, which comprise income statement, statement of comprehensive income, balance sheet, statement of changes in equity, cash flow statement and notes, including material accounting policy information, for the Group and the Parent Company. The consolidated financial statements and the parent company financial statements are prepared in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of 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 of the Group and the Parent Company at 31 December 2025 and of the results of the Group's and the Parent Company's operations and cash flows for the financial year 1 January – 31 December 2025 in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act. Our opinion is consistent with our long-form audit report to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f1__s7__7__55" xml:lang="en">Basis for opinion We conducted our audit in accordance with International Standards on Auditing (ISAs) and additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the "Auditor's responsibilities for the audit of the consolidated financial statements and the parent company financial statements" (hereinafter collectively referred to as "the financial statements") section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Independence We are independent of the Group in accordance with the International 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 to audits of financial statements of public interest entities. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code.  To the best of our knowledge, we have not provided any prohibited non-audit services as described in article 5(1) of Regulation (EU) no. 537/2014. Appointment of auditor We were initially appointed as auditor of cBrain A/S on 28 April 2022 for the financial year 2022. We have been reappointed annually by resolution of the general meeting for a total consecutive period of 4 years up until the financial year 2025.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="f1__s7__7__56" 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 financial statements for the financial year 2025. These matters were addressed during our audit of the financial statements as a whole and in forming our opinion thereon. We do not provide a separate opinion on these matters. For each matter below, our description of how our audit addressed the matter is provided in that context. We have fulfilled our responsibilities described in the "Auditor's responsibilities for the audit of the financial statements" section, including in relation to the key audit matters below. Accordingly, our audit included the design and performance of procedures to respond to our assessment of the risks of material misstatement of the financial statements. The results of our audit procedures, including the procedures performed to address the matters below, provide the basis for our audit opinion on the financial statements. Key audit matters: Capitalisation of development projects  Development projects are capitalized when the criteria’s according to IAS 38 are met. This includes whether the development projects are clearly defined and identifiable, and where the technical feasibility, sufficient resources and the cost price can be determined as well as potential future economic benefits can be demonstrated.  The criteria for recognition and measurement of development projects are subject to Management’s estimates and judgements. which is uncertain by nature. The Group monitors the expected carrying amount of development projects in progress and evaluates whether any indications of impairment for the completed development projects exists. Development projects in progress and completed projects are tested for impairment at least annually. We focused on this area as the assessment of whether the criteria for recognition of development projects are met and the preparation of impairment test are subject to significant Management estimates and judgements. We refer to Note 2 for accounting estimates and Note 13 Intangible Assets. How our audit addressed the key audit matter We have assessed whether the prepared documentation for the recognition of development projects meets the criteria for capitalization in accordance with IAS 38.  On a sample basis, we have tested the recognized direct labor expenses to time registrations and other payroll related information. In addition, we have on a sample basis assessed whether the capitalized indirect costs are directly attributable to the development projects and whether the costs are accurate.  We have compared the budgets used in the impairment test with the business plans approved by Management, and assessed the key assumptions used in the impairment test through discussions with management about strategic initiatives. We have compared management’s estimates from previous periods to realized earnings, to assess the reliability of Management’s Expectations for future earnings.</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s7__7__57" xml:lang="en">Statement on the Management’s review  Management is responsible for the Management's review. Our opinion on the financial statements does not cover the Management's review, and we do not express any assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the Management's review and, in doing so, consider whether the Management's review is materially inconsistent with the financial statements, or our knowledge obtained during the audit, or otherwise appears to be materially misstated.  Moreover, it is our responsibility to consider whether the Management's review provides the information required by relevant law and regulations.  Based on our procedures, we conclude that the Management's review is in accordance with the financial statements and has been prepared in accordance with the requirements of relevant law and regulations. We did not identify any material misstatement of the Management's review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f1__s7__7__58" 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 Accounting Standards as adopted by the EU and additional requirements of 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 responsible for assessing the Group's and the Parent Company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting in preparing the financial statements unless Management either intends to liquidate 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__s7__7__59" xml:lang="en">Auditor’s responsibilities for the audit of the financial statements  Our objectives are to obtain reasonable assurance as to whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and additional requirements 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 the financial statements. As part of an audit conducted in accordance with ISAs and 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, forgery, intentional omissions, misrepresentations or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing 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 related disclosures made by Management. Conclude on the appropriateness of Management's use of the going concern basis of accounting in preparing the financial statements and, based on the audit 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 evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Group and the Parent Company to cease to continue as a going concern. Evaluate the overall presentation, structure and contents of the financial statements, including the note disclosures, and whether the financial statements represent the underlying transactions and events in a manner that gives a true and fair view. Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the group financial statements. 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 opinion. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships 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 governance, we determine those matters that were of most significance in the audit of the consolidated financial statements and the parent company 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__s7__7__60" xml:lang="en">Report on compliance with the ESEF Regulation  As part of our audit of the Consolidated Financial Statements and Parent Company Financial Statements of cBrain A/S, we performed procedures to express an opinion on whether the annual report of cBrain A/S for the financial year 1 January – 31 December 2025 with the file name cBrain-2025-12-31-0-en is prepared, in all material respects, in compliance with the Commission Delegated Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation) which includes requirements related to the preparation of the annual report in XHTML format and iXBRL tagging of the Consolidated Financial Statements 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, including extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for all financial information required to be tagged using judgement where necessary;  Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human readable format; and  For such internal control as Management determines necessary 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 compliance 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 format;  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 to elements in the ESEF taxonomy; and  Reconciling the iXBRL tagged data with the audited Consolidated Financial Statements.  In our opinion, the annual report of cBrain A/S for the financial year 1 January – 31 December 2025 with the file name cBrain-2025-12-31-0-en is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="f1__s7__7__61" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f1__s7__7__62">2026-02-19</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-31" id="f1__s7__7__64" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
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   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-30" id="f1__s7__7__65">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-31" id="f1__s7__7__66">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-30" id="f1__s7__7__67" xml:lang="en">Mikkel Sthyr</cmn:NameAndSurnameOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-31" id="f1__s7__7__68" xml:lang="en">Henrik Pedersen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-30" id="f1__s7__7__69" xml:lang="en">State Authorised    Public Accountant</cmn:DescriptionOfAuditor>
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   <cmn:IdentificationNumberOfAuditor contextRef="ctx-30" id="f1__s7__7__70">mne26693</cmn:IdentificationNumberOfAuditor>
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   <gsd:TelephoneNumberOfReportingEntity contextRef="ctx-1" id="f1__s7__7__21" xml:lang="en">+ 45 7216 1811</gsd:TelephoneNumberOfReportingEntity>
   <gsd:EmailOfReportingEntity contextRef="ctx-1" id="f1__s7__7__23" xml:lang="en">info@cbrain.com</gsd:EmailOfReportingEntity>
   <gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" id="f1__s1__72__15">Årsrapport</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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   <gsd:ReportingPeriodStartDate contextRef="ctx-1" id="f1__s1__72__20">2025-01-01</gsd:ReportingPeriodStartDate>
   <gsd:ReportingPeriodEndDate contextRef="ctx-1" id="f1__s1__72__21">2025-12-31</gsd:ReportingPeriodEndDate>
   <gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" id="f1__s1__72__22">2024-01-01</gsd:PrecedingReportingPeriodStartDate>
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