Multiconsult

(Section 1.2.1 GOV-1) Multiconsult describes the roles of its governance bodies in overseeing sustainability. The board of directors holds ultimate responsibility for the Sustainability Statement, receives ongoing ESG updates from the CEO and has approved the statement. It comprises eight members (five men and three women, 63 per cent men and 37 per cent women), including three employee representatives elected for two-year terms. No board member sits on the executive management team, and all shareholder-elected directors are independent of executive management, main shareholders and significant business associates. Several directors have sustainability expertise, and in 2023 over 40 per cent participated in an ESG program tailored for boards. The audit committee, expanded with an additional member from October 2023, oversees the integrity and transparency of sustainability reporting, receives regular updates on material impacts, risks and opportunities, and reviews external audit findings. The executive management team sets sustainability targets, monitors progress and oversees policies addressing material IROs. The CEO has delegated responsibility for sustainability matters; the chief sustainability officer is responsible for sustainability matters, and the CFO is responsible for sustainability reporting including the Sustainability Statement.

(Section 1.2.1 GOV-2) Multiconsult explains how its governance bodies are informed about sustainability matters. The board receives ongoing updates on ESG matters from the CEO and has approved the Sustainability Statement. The audit committee, which serves a key role in overseeing sustainability reporting, receives regular updates on material impacts, risks and opportunities as well as progress on sustainability actions and targets, reviews findings from the external audit of the Sustainability Statement and informs the board accordingly. The executive management team receives a sustainability update every quarter, plus more frequent follow-ups whenever required. The material impacts, risks and opportunities presented in section 1.4 Double Materiality Assessment were reviewed and approved by the audit committee as part of its oversight of the reporting process. Multiconsult also notes that its strategy was updated in 2024 and that during 2025 the group will ensure alignment of the overall strategy and risk management with material sustainability impacts, risks and opportunities, with the executive management team highly involved in this process.

(Section 1.2.2 GOV-3) Multiconsult reports how sustainability performance is integrated into incentive schemes for the executive management team. Sustainability-related performance metrics were introduced into these incentive schemes in 2023. For 2024, the focus was on establishing and validating science-based targets for the group, and validation of science-based targets by the Science Based Targets initiative (SBTi) was one of the criteria affecting variable remuneration for the executive management team. For the financial year 2024, 10 per cent of the executive management team's performance-based remuneration was linked to climate-related considerations, accounting for 10 per cent of total variable remuneration for all members of the team. A description of the science-based targets is provided in section 2.1.5 Targets - Climate change. The detailed characteristics of the incentive schemes are set out in the Remuneration report for salary and other remuneration for leading persons for 2024, available on the group's website. Multiconsult states that aligning executive compensation with sustainability goals is important to driving long-term value for stakeholders.

(Section 1.1.4 GOV-4) Multiconsult provides a statement on due diligence through a mapping table (Table 1.1) that shows where the core elements of the due diligence process are reflected in the Sustainability Statement. The five core elements are: embedding due diligence in governance, strategy and business model; engaging with affected stakeholders in all key steps of the due diligence; identifying and assessing adverse impacts; taking actions to address those adverse impacts; and tracking the effectiveness of these efforts and communicating. Each element is cross-referenced to specific paragraphs in the statement, including section 1.2.1 on the role of governance bodies, section 1.4.1 on the process of materiality assessment, section 1.3 strategy and business model, and the topical sections on climate change, own workforce, biodiversity and ecosystems, and business conduct that cover the general descriptions, impacts, risks and opportunities, actions, targets and metrics. This mapping links the due diligence steps to the relevant disclosures rather than presenting them as a separate narrative.

(Section 1.2.4 GOV-5) Multiconsult discloses that it does not have a formal risk management and internal control process or system in place specifically for sustainability reporting. The group will evaluate the establishment of such processes in 2025, with the aim of improving internal controls for sustainability reporting. Multiconsult is implementing IT systems for greenhouse gas (GHG) reporting and EU Taxonomy reporting; a decision on a GHG reporting system was made in December 2024 and implemented before year end 2024, and these systems are expected to enhance the completeness and accuracy of reported data. The main risks identified are human errors and the accuracy of estimation results, availability, integrity and completeness of data. Some forms of internal control are already established to handle these risks, for example the Sustainability Statement is proofread multiple times, including confirmation of numbers under the four-eyes principle. Where estimations are used this is explicitly stated in the relevant sections, including calculation of GHG emissions in selected categories, percentages of project revenue included in EU Taxonomy activities, waste generated at selected locations, and the percentage of employees conducting annual performance talks.

(Section 1.3 SBM-1) Multiconsult describes its strategy, business model and value chain. It is a specialist engineering and architecture consultancy whose business concept is delivering multidisciplinary consultancy that creates value for clients, shareholders, employees and other stakeholders. The group is organised in four reporting segments (Region Oslo, Region Norway, Architecture and International) and covers four business areas: Building and Properties, Mobility and Transportation, Energy and Industry, and Water and Environment. Services are provided through subsidiaries in Norway, Sweden and Poland, plus architecture services across the three Scandinavian countries. Multiconsult employs 4 035 people (including temporary and non-guaranteed hours), with 3 214 in Norway. The value chain for ESRS purposes covers three phases: inputs from suppliers (upstream), own operations, and outputs affecting consumers or businesses (downstream). The group defines own operations as work delivered and controlled by its workforce, with other aspects of client projects categorised as downstream; the boundary shifts depending on the duration and level of engagement. The updated 2024 strategy has five ambitions, three of which focus on enabling the green transition: expanding its position as preferred partner in the energy transition, driving urban transformation and development, and safeguarding biodiversity and climate.

(Section 1.3 SBM-2) Multiconsult describes the interests and views of its stakeholders. Engagement with stakeholders is treated as essential to ensuring that sustainability initiatives align with the priorities of key stakeholder groups, and occurs through both structured meetings and informal interactions. Table 1.3 sets out the key stakeholder groups, types of engagement and purposes: employees (performance appraisals, town-hall meetings, engagement surveys, intranet and forums); clients (project dialogue, satisfaction surveys, tenders, client and industry events); business partners and suppliers (networks, procurement processes); investors and shareholders (quarterly and annual reports, AGM, Capital Markets Day, Oslo Stock Exchange disclosures, roadshows and investor conferences); and government and society (reports, tax returns, media, regulations and involvement in public client projects). Feedback from stakeholders informs specific decisions where applicable, such as the double materiality assessment, and the analysis of stakeholder interests and views in relation to the DMA is described in the following chapter. The company does not disclose specific changes made to its strategy or business model in response to stakeholder views beyond noting this feedback loop.

(Section 1.4.1 SBM-3) Multiconsult reports the material impacts, risks and opportunities identified through its double materiality assessment and how they interact with strategy and business model. The material IROs (listed in Table 1.5) align closely with the strategy updated in 2024; three of the five strategic ambitions focus on enabling the green transition. Most material impacts relate to Multiconsult's potential positive and negative effects through client projects, the primary area for influencing sustainability outcomes, with examples such as emission mitigation in client projects and growth in climate consultancy services. Most material sustainability risks sit in the governance area, notably corruption and bribery and information security; in a worst-case scenario these could pose significant threats, so they are handled professionally within the same risk management system used for financial risks. Systems and routines address environmental incidents and health, safety and environment incidents, integrated into a broader quality management system with responsibilities assigned to dedicated roles. For other potential risks, systems are either immature or non-existent, though the group states this does not mean it cannot address them. Material IROs span the environment (climate change E1, biodiversity E4, resource use E5), own workforce (S1) and business conduct (G1), plus an entity-specific information security topic; several actions have been implemented, detailed in the relevant sections.

(Section 1.4.1 IRO-1) Multiconsult describes the process used to identify and assess material impacts, risks and opportunities. The double materiality assessment covers impact materiality (outward effect on environment, people and society) and financial materiality (inward effect on the group's risks, opportunities and cash flows). The process follows three phases: understanding the group's context (value chain, external contextual factors, affected stakeholders); identifying actual and potential IROs (initial identification, secondary data from green and white papers, legal proceedings, scientific reports and peer reviews, and primary data from stakeholder interviews and an employee survey, producing a long list condensed to a short list); and assessing and determining material IROs. The DMA was conducted in 2023, updating a 2021 GRI-based impact assessment, and was further updated in 2024. An employee survey went to 277 randomly selected employees with a 42 per cent response rate. Each shortlisted IRO was scored one to five on parameters such as likelihood, scale, scope and irremediability; total scores were compared against quantitative thresholds (21-25 material; 15-20 possibly material; 0-14 not material unless specific circumstances suggest otherwise), supplemented by qualitative analysis where severity of potential human rights impacts takes precedence over likelihood, for example corruption and bribery. The list of material IROs was approved by the board of directors, with the process reviewed and approved by the audit committee.

(Section 1.4.2 IRO-2) Multiconsult provides an index (Table in section 1.4.2) of the disclosure requirements in ESRS covered by its Sustainability Statement, mapping each disclosure requirement to the paragraphs where it is addressed. The index covers ESRS 2 General disclosures (BP-1, BP-2, GOV-1 to GOV-5, SBM-1, SBM-2, SBM-3, IRO-1, IRO-2) and the topical standards found material through the double materiality assessment: E1 Climate change, E4 Biodiversity and ecosystems, E5 Resource use and circular economy, S1 Own workforce and G1 Business conduct, plus an entity-specific information security disclosure. The index also identifies standards assessed as not material, namely E2 Pollution, E3 Water and marine resources, S2 Workers in the value chain, S3 Affected communities and S4 Consumers and end-users. Certain metric-level requirements are marked as not material or as phased-in requirements (for example the anticipated financial effects disclosures E1-9, E4-6 and E5-6). Each entry cross-references the relevant sections such as general descriptions, impacts, risks and opportunities, policies, actions, targets and metrics within the topical chapters.

(Section 2.1.1 E1-1) Multiconsult states that it does not currently have a transition plan for climate change mitigation. However, work to adopt such a plan is ongoing, including the process towards achieving science-based targets, with the aim of finalising the plan by the end of 2025. The report explains that the next step is to develop an action plan to reach the group's targets, which should be seen in relation to the transition plan in progress and scheduled for development in 2025. This action plan will outline expected GHG emission reductions for each identified action and include details of significant capital expenditure (CapEx) and operational expenditure (OpEx) required for implementation.

(Section 2.1.3 E1-2) Climate change is addressed through Multiconsult's Sustainability Policy, which applies for the group and covers own operations, assignments and contributions to society. The policy is approved by the CEO, with the EVP Sustainability accountable for implementation, and is available on Multiconsult's website. It addresses climate change mitigation, climate change adaptation and renewable energy, though energy efficiency is not explicitly addressed. The policy states Multiconsult's commitment to the Sustainable Development Goals, the Paris Agreement and national and international climate agreements. For own operations, it commits the group to reduce GHG emissions in line with the SBTi, aiming to limit global warming to 1.5 degrees C, and to become climate neutral by 2040 at the latest. Related policies include the Global Travel Policy and the Procurement Policy.

(Section 2.1.4 E1-3) To fulfil the commitments in the Sustainability Policy, Multiconsult states that a comprehensive action plan is required. The group's science-based targets, detailed further in section 2.1.5, were announced by the company as validated by the Science Based Targets initiative on 10 March 2025. The report notes that the next step is to develop an action plan to reach these targets, which should be seen in relation to the transition plan currently in progress and scheduled for development in 2025. This action plan will outline expected reductions in GHG emissions for each identified action and include details of significant capital expenditure (CapEx) and operational expenditure (OpEx) required for implementation.

(Section 2.1.5 E1-4) Multiconsult's main climate target is the group's science-based targets, which the report states were validated by SBTi in February 2025 (section 2.1.4 states validation was announced on 10 March 2025). Multiconsult ASA commits to an overall net-zero target of net-zero GHG emissions across the value chain by 2040. In the near term, it commits to reduce absolute Scope 1 and 2 GHG emissions by 73 per cent by 2030 from a 2019 base year, and to reduce absolute Scope 3 GHG emissions from purchased goods and services and business travel by 30 per cent by 2030 from a 2019 base year. In the long term, it commits to reduce absolute Scope 1 and 2 emissions by 90 per cent by 2040, and absolute Scope 3 emissions by 90 per cent by 2040, both from a 2019 base year. Targets align with limiting global warming to 1.5 degrees C. The base year 2019 was selected as the last standard operational year prior to Covid-19, with base year emissions recalculated per SBTi guidelines. The Scope 2 target is based on a market-based calculation method.

(Section 2.1.6 E1-5) Total energy consumption related to own operations was 10,257 MWh in 2024. Total energy consumption from fossil sources was 149 MWh, and from nuclear sources 113 MWh (0 per cent of consumption). Total energy consumption from renewable sources was 9,995 MWh, comprising fuel consumption from renewable sources of electricity 7,982 MWh, district heating 1,985 MWh and district cooling 141 MWh. Consumption of self-generated non-fuel renewable energy was not reported, though several facilities have solar panels installed. Renewable sources accounted for 97 per cent of total energy consumption. Multiconsult states it does not operate in a high climate impact sector and is therefore not required to separately report fuel consumption from fossil sources.

(Section 2.1.6 E1-6) GHG emissions are based on operational control and reported per the GHG Protocol and SBTi, in metric tonnes of CO2 equivalents. For 2024, Gross Scope 1 emissions were 589 tCO2eq. Gross location-based Scope 2 emissions were 301 tCO2eq and gross market-based Scope 2 emissions were 1,396 tCO2eq. Total Scope 3 emissions were 17,824 tCO2eq, with the majority of emissions occurring in Scope 3, primarily from purchasing of goods and services (11,923 tCO2eq); other Scope 3 categories include capital goods 2,536, business travel 1,855, employee commuting 1,252, fuel- and energy-related activities 192 and waste generated in operations 66 tCO2eq. Total GHG emissions were 18,714 tCO2eq (location-based) and 19,809 tCO2eq (market-based). GHG emissions intensity was 3.1 tonnes CO2eq per million NOK (market-based) and 2.9 tonnes CO2eq per million NOK (location-based). Primary data accounted for 22.5 per cent of Scope 3 emissions.

(Section 2.1.6 E1-7) Multiconsult states that it has not purchased carbon credits or contributed to GHG removals in this reporting period.

(Section 2.1.6 E1-8) Multiconsult states that the group does not apply any internal carbon pricing schemes.

(Section 2.2.2 E4-1) Multiconsult does not currently have a biodiversity transition plan or resilience analysis in place, and no timeline for implementation exists. The group states that its direct operations have limited impact on biodiversity, as all sites are in urban areas, while its services are closely tied to client projects involving land use and resource extraction. In the double materiality assessment the group identified two material impacts: a potential positive impact through contribution to ecosystem restoration initiatives, and an actual negative impact from habitat disruption caused by projects. No material biodiversity risks were identified. Nature-related opportunities, such as expanding services in nature restoration, ecological compensation and nature-based solutions, are described as already integrated into business strategies. All nature-related consultancy services are based on the mitigation hierarchy (avoidance, minimisation, restoration and offsetting) established in IFC Performance Standard 6. The group notes that ongoing efforts to develop measurement tools and expand expertise will strengthen its ability to address biodiversity challenges in future.

(Section 2.2.3 E4-2) Biodiversity is addressed as part of the group's broader Sustainability Policy, which includes commitments related to both climate change and nature; a general description of the policy is given in section 2.1.3 on climate change. While biodiversity is not the primary focus of the policy, it outlines the group's commitment to national and international agreements for nature preservation and its ambition to contribute to nature positivity in assignments and to preserve biodiversity generally. Multiconsult does not have a standalone policy for biodiversity and ecosystems, and the Sustainability Policy does not directly address biodiversity topics beyond these commitments. The policy acknowledges the potential negative impact from land use changes leading to habitat disruption, but it does not specify how such impacts will be managed. Topics related to the value chain, aside from client projects, are also not covered by the policy.

(Section 2.2.4 E4-3) Multiconsult states that its impacts on biodiversity from its own operations are minimal, and as a result no specific actions or action plans have been implemented to address these effects. The group indicates that action plans related to client projects would be more relevant in this context, but at this stage no group-level actions or plans have been established to mitigate negative impacts or enhance positive contributions. No timeline has been set for implementing formal actions. Despite the absence of formal action plans, the group reports that the ambitions outlined in the Sustainability Policy are actively pursued through client projects, and states that strengthening capabilities and enhancing offerings in this area is a strategic ambition for the group.

(Section 2.2.5 E4-4) Multiconsult states that developing measurable and meaningful targets will require appropriate measurement tools, which are currently under development. Consequently, the group has not established specific biodiversity or ecosystem-related targets at group level. Any future targets in this area are expected to focus on client projects rather than the group's own operations.

(Section 2.2.6 E4-5) No sites located in or near biodiversity-sensitive areas were identified when assessing impacts related to biodiversity. Multiconsult explains that its potential negative impacts related to land-use change are tied to client projects downstream in the value chain, which makes it challenging to gather metrics related to biodiversity. The group states it continues to evaluate its approach as part of ongoing work to enhance sustainability practices. Metrics on anticipated financial effects are left out due to phased-in requirements.

(Section 2.3.3 E5-1) Multiconsult states that it currently does not have a systematic, group-level approach to circular economy, resource inflows and waste set out in governing documents. There is no specific policy addressing these issues, nor are they explicitly included in other relevant group policies, and there are no current plans or timeline to develop such group policies. However, circularity issues concerning both own operations and client projects are expected to be considered in an upcoming process to integrate material sustainability matters into group strategy. Circular economy, resource inflows and waste are indirectly covered through group policies such as the Sustainability Policy, the Procurement Policy and the Global Travel Policy, although none of these explicitly promote circular economy or resource use as critical environmental priorities. Some subsidiaries have more explicitly incorporated these issues into their procedures, standards, guidelines and environmental management systems, but this information is not systematically aligned at group level.

(Section 2.3.4 E5-2) Multiconsult reports that it has not implemented specific actions at group level to enhance performance on circular economy, resource inflows and waste, neither in own operations nor in client projects. Correspondingly, no financial resources are allocated to circularity actions at group level. While the group acknowledges the importance of these issues, there is currently no set plan, timelines or budget to develop and implement specific actions or transition/action plans. The aim is that this will be considered during the upcoming process to align material sustainability matters and corporate strategy in 2025. Even though there are no systematic measures to enhance circularity at group level, subsidiaries promote actions on circular economy and resource use on their own initiative. The text also notes that internally Multiconsult has initiated some circular economy measures in facility management, although these are limited in scale compared to the potential effects of measures in client projects.

(Section 2.3.5 E5-3) Multiconsult states that developing measurable and meaningful targets will require appropriate measurement tools, which are currently under development. The group has not implemented specific targets at group level for circular economy, resource inflows and waste, and there are currently no plans or timeline for establishing such targets. The group acknowledges the importance of these issues and states they will be addressed during the upcoming process to align material sustainability matters with corporate strategy in 2025. The text notes that even though there are no group-level targets for circular economy, some subsidiaries have set targets related to resource inflows and waste; to ensure coordinated reporting, Multiconsult has decided not to disclose the subsidiaries' targets for 2024.

(Section 2.3.6 E5-4) Metrics relevant to Multiconsult's material impacts on resource use and the circular economy include waste generated from operations. As a consultancy firm, the group's waste is primarily office related, and this metric is monitored with a focus on reduction. The group reports that for 2024 it has not applied either of the two methodologies suggested in ESRS E5 section AR 6 (the Environmental Footprint methods and the Material Flow Analysis) in its materiality assessment for resource use and circular economy, which limits the quantification of resource inflows. Total waste generated for the Multiconsult Group was 282 tonnes in 2024 (216 in 2023), equivalent to 0.07 tonnes per employee and 0.04 tonnes per million NOK operating revenue. In 2024 Multiconsult Norge AS accounted for about 70 per cent of the group's waste, with approximately 95 per cent of waste coming from offices and 5 per cent from laboratories, garages and similar sources.

(Section 3.1.3 S1-1) Multiconsult's policies related to its own workforce apply to the entire group. The Code of Conduct is approved by the board of directors, while other policies are reviewed and recommended by the executive management team and finally approved and signed by the CEO. All documents are published on the Multiconsult Group Intranet and Management System, and selected policies are publicly available through the group's website. The People Policy outlines how Multiconsult addresses impacts, risks and opportunities related to its workforce, covering employee empowerment and development, recruitment, retention, developing talent, and mitigating potential damage to employees' health by promoting a healthy, inclusive and adaptable work environment. It addresses risks related to unequal treatment and discrimination and enhances working conditions by respecting secure employment, social dialogue and work-life balance. The People Directive governs implementation of the People Policy across the group, and the People Procedure sets process requirements and reporting obligations. The Diversity and Inclusion Directive requires subsidiaries to actively promote equality and enhance diversity and inclusion, covering recruitment, remuneration, working conditions, promotion, development opportunities and work-life balance, and mandates the prevention of harassment, including sexual harassment and gender-based violence. The Code of Conduct defines ethical principles and standards of behaviour expected from employees, contractors and representatives. Multiconsult is committed to respecting internationally recognised human rights and supports the UN Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Enterprises, the International Bill of Human Rights and the core conventions of the International Labour Organisation (ILO). The Whistleblower Policy fosters a culture of openness and encourages reporting of misconduct. The Health and Safety Policy protects the well-being of employees, subcontractors and others under the group's responsibility, and the Health, Safety and Working Environment (HSE) Group Directive establishes a unified framework for managing workplace health and safety. The Global Mobility Policy manages employees assigned to work outside their home country, prioritising health, safety and security.

(Section 3.1.1 S1-2) Multiconsult has established processes to engage with its own workforce. Employee-elected directors are involved in the governance structure, serving on the board of directors and on the audit and compensation committees, providing insights that inform decision-making. Multiconsult conducts quarterly Employee Pulse surveys to gauge employee sentiment and engagement, ensuring the company remains responsive to the needs and concerns of its workforce. In 2024, the Employee Pulse survey was implemented as a group wide initiative covering all entities within Multiconsult, and the most recent survey achieved a response rate of 81 per cent. All employees are represented locally by workers' representatives, and the frequency of engagement varies from country to country. Employee representation is present on the board of directors and in committees for Multiconsult ASA and in selected subsidiaries. Employees were also engaged in setting sustainability targets through comprehensive employee surveys conducted as part of the stakeholder dialogue in the double materiality analysis.

(Section 3.1.1 S1-3) Multiconsult has established processes to remediate negative impacts and channels for workers to raise concerns. The whistleblower portal, the incident reporting system and grievance mechanisms ensure that employees can report issues safely and anonymously. These processes serve both internal and external stakeholders. Employees and managers have established procedures to report incidents of discrimination, violence or harassment through the whistleblower portal. When health and safety incidents occur, the need for remedial action is assessed on a case-by-case basis, with immediate remedial actions taken to address urgent needs and remedial actions for long-term effects assessed as required; for serious incidents an investigation is initiated or considered in accordance with established internal procedures.

(Section 3.1.2 S1-4) Through the double materiality analysis, Multiconsult identified three material impacts and one risk related to its own workforce: a potential positive impact on employee working conditions; and potential negative impacts covering health implications from workplace accidents, potential of workplace discrimination, and employee working conditions. The identified risk relates to talent acquisition and retention challenges. Multiconsult takes action on these material impacts. Actions to ensure secure employment include using standard assignment agreements with applicable procedures to ensure compliance with labour laws. Actions on freedom of association include practising consultation with unions and collective bargaining. Actions on gender equality and equal pay include conducting analysis to identify potential pay gaps based on demographics. Actions on diversity and measures against violence and harassment include leadership training, competence development, and established procedures to report incidents. Actions on training and skills development include allocating time and budget for competence development based on the 70-20-10 model. Actions on working time and work-life balance include family-related leave, core working hours and home office arrangements. Health and safety actions include governing documents, risk assessments, incident reporting through an internal database, and health and safety training.

(Section 3.1.5 S1-5) Multiconsult has engaged employees in setting sustainability targets through comprehensive employee surveys conducted as part of the stakeholder dialogue in the double materiality analysis. The targets for own workforce are: include diversity in the dilemma training as part of the Code of Conduct (deadline 2024, status completed); equal pay for equal work or work of equal value (annual target, status continuous work); attractive employer, employee net promoter score at or above benchmark (deadline 2025, status on track); healthy turnover (deadline 2025, status on track); and zero fatalities or life changing injuries (annual target, status on track). For equal pay, the group aims to identify potential gaps in current pay practices and create an action plan to close these gaps by the end of 2025; as of 31 December 2024, approximately 70 per cent of employees have been placed into positions within a job structure. For healthy turnover, Multiconsult aims to maintain an annual turnover rate at or below 9 per cent. For health and safety, by the end of 2025 Multiconsult aims to increase the reporting of unwanted incidents by 200 per cent and ensure that at least 90 per cent of employees have completed available and relevant health and safety training.

(Section 3.1.6 S1-6) On 31 December 2024, the total number of employees was 3 923 (3 749 in 2023). By contract type and gender (headcount, year-end): full-time employees totalled 3 587 (2 093 men, 1 494 women); part-time employees totalled 336 (146 men, 190 women); giving 3 923 employees (2 239 men, 1 684 women). In addition, temporary employees totalled 10 (4 men, 6 women) and non-guaranteed hours employees totalled 102 (79 men, 23 women), so employees including temporary and non-guaranteed hours totalled 4 035 (2 322 men, 1 713 women) in 2024 and 3 855 in 2023. By country (headcount, year-end, including temporary and non-guaranteed hours) in 2024: Norway 3 214 (1 911 men, 1 303 women); Sweden 337 (146 men, 191 women); Denmark 70 (46 men, 24 women); Poland 382 (196 men, 186 women); United Kingdom 24 (19 men, 5 women); Serbia 3 (3 men); Portugal 5 (1 man, 4 women). The educational background of employees as of 31 December 2024 was: 2 per cent hold a PhD, 66 per cent hold a Master's degree, 21 per cent hold a Bachelor's degree, and 11 per cent have other educational backgrounds. No employees have disclosed other genders than men or women.

(Section 3.1.6 S1-7) Multiconsult engages individuals who are not employed by the group but whose work is controlled by the group, such as interns and subcontractors. Subcontractors are engaged to address specific tasks that require specialised skills for a limited duration, and internships are offered to provide students and trainees with experience through summer positions and roles for completing academic theses. Non-employees by contract type (headcount, year-end): subcontractors 138 in 2024 (93 men, 45 women), down from 210 in 2023; interns 12 in 2024 (7 men, 5 women), down from 32 in 2023.

(Section 3.1.4 S1-8) Multiconsult encourages freedom of association and practices consultation with unions, where these exist, regarding significant changes affecting employees. Subsidiaries with unions engage in collective bargaining with union representatives to negotiate agreements on behalf of employees. In subsidiaries with collective bargaining agreements, the agreement also covers non-member employees, meaning that 100 per cent of employees are covered by the respective agreements. There is no European Works Council within or across regions in the group, but subsidiaries collaborate with employee representatives, and all employees are represented locally by workers' representatives, with frequency of engagement varying from country to country. Collective bargaining coverage by EEA employees (for countries with more than 50 employees representing more than 10 per cent of total employees): 0 to 19 per cent coverage in Poland and Portugal; 40 to 59 per cent in Sweden; 80 to 100 per cent in Norway and Denmark. For non-EEA employees, 0 to 19 per cent coverage in the United Kingdom and Serbia. Social dialogue workplace representation in the EEA: Portugal at 0 to 19 per cent; Sweden at 40 to 59 per cent; and Norway, Poland and Denmark at 80 to 100 per cent. Several of the listed countries do not fill the requirement of at least 50 employees representing at least 10 per cent of total employees.

(Section 3.1.6 S1-9) Gender diversity remains a priority for Multiconsult. The executive management team consists of ten members, with women constituting 50 per cent, including the female CEO. Additionally, 46 per cent of the managing directors of subsidiaries are women. The board of directors comprises eight members, of whom five are elected directors and three are employee elected directors; among the five elected directors, two are women, representing 40 per cent, and in total three out of eight directors are women, representing 37 per cent of the board of directors. Age distribution of employees (including temporary and non-guaranteed hours, headcount, year-end): 29 years and younger 577 (14 per cent), of whom 305 men and 272 women; 30 to 39 years 1 376 (34 per cent), 712 men and 664 women; 40 to 49 years 931 (23 per cent), 541 men and 390 women; 50 to 59 years 709 (18 per cent), 420 men and 289 women; 60 years and older 442 (11 per cent), 344 men and 98 women; total 4 035, comprising 2 322 men and 1 713 women.

(Section 3.1.4 S1-10) Multiconsult aims to promote equal opportunities with equal pay for work of equal value. All subsidiaries that meet the conditions for reporting are governed by legislation on equal pay in their respective jurisdiction, and assessments are conducted at several levels of the organisation to minimise potential risks of inequality. All employees in the group are paid an adequate wage. The report notes that Directive (EU) 2022/2041 and the International Labour Organization use 60 per cent of the gross median wage as a benchmark for an adequate wage.

(Section 3.1.4 S1-11) All Multiconsult employees are entitled to social protection benefits, often exceeding legal requirements, which safeguard against income loss during significant life events and promote overall well-being. These benefits cover income loss due to sickness, parental leave, retirement, employment injury, acquired disability and unemployment, and are applicable from the first day of employment with Multiconsult. The employee's manager is responsible for ensuring that team members receive these benefits. Actions to ensure secure employment include using standard assignment agreements with applicable procedures to ensure compliance with labour laws and working conditions when employees work at home and abroad, and evaluating the percentages of employees on temporary contracts, non-guaranteed hours contracts and those without employee status. Multiconsult does not have any involuntary part-time labour; part-time employment may be provided to accommodate employees' personal preferences.

(Section 3.1.4 S1-12) Multiconsult is dedicated to fostering equal opportunities for everyone and does not tolerate discrimination or harassment. In most jurisdictions where Multiconsult has employees, there are legal restrictions preventing the collection of data on disabilities among employees, including in Norway; consequently, Multiconsult does not collect data on employees' disabilities. Employees may inform their manager about disabilities if they require certain accommodations, including specific equipment, a flexible working schedule, or other forms of accommodation.

(Section 3.1.4 S1-13) Multiconsult enhances employee skills by actively allocating resources, including time and budget, in alignment with its commitment to continuous training and development. Each year a budget is allocated for competence development, and time for training is accounted for in planning. The competence development strategy is based on the 70-20-10 model. On average, employees at Multiconsult spent 34.5 hours on training in 2024, with females averaging 33.8 hours and males 34.9 hours. Average hours of training per contract type: employees including temporary and non-guaranteed hours averaged 34.5 hours (34.9 men, 33.8 women); employees averaged 34.8 hours (35.6 men, 33.8 women); temporary employees averaged 52.4 hours (90.7 men, 26.8 women); non-guaranteed hours employees averaged 18.2 hours (12.8 men, 36.8 women). All managers are required to conduct annual performance and development dialogues with their employees; there is currently no group-wide system to verify that the dialogues have been conducted, and it is estimated that approximately 90 per cent of employees have participated in these dialogues. Multiconsult is implementing a new learning management system to improve tracking and documentation of training.

(Section 3.1.6 S1-14) There were no fatalities in 2024. The number of injuries remains stable compared to 2023, with a slight reduction despite an increased number of employees; many reported injuries are associated with Multiconsult's field work operations and travel to and from sites. Fatalities and work-related injuries metrics: the percentage of people in own workforce covered by the undertaking's health and safety management system based on legal requirements and/or recognised standards or guidelines was 100 per cent in both 2024 and 2023. All employees and subcontractors hired to work on behalf of Multiconsult are covered by a health and safety management system, and the subsidiaries Multiconsult Norge AS, Multiconsult Polska Sp. z o.o. and Iterio AB are certified according to ISO 45001, making up more than 80 per cent of all employees in the group. Number of fatalities in own workforce as a result of work-related injuries and work-related ill health was zero in 2024 and 2023, as was the number of fatalities of other workers working on the undertaking's sites. Number of days lost to work-related injuries and fatalities was 52 in 2024 (55 in 2023). Lost time injury frequency (LTIF or H1), defined as lost time injuries per million working hours, was 0.9 in 2024 (0.7 in 2023). Total recordable case frequency (TRCF or H2) was 2.8 in 2024 (1.6 in 2023). The F-value, the frequency of non-working days per million working hours due to injury, was 9.0 in 2024 (9.6 in 2023). Near misses numbered 14 in 2024 (13 in 2023).

(Section 3.1.4 S1-15) Multiconsult employees are entitled to family-related leave, in addition to core working hours and home office arrangements; as a minimum, Multiconsult adheres to local laws and regulations. Some companies offer two days of home office per week, while others require specific agreement with supervisors. All employees (100 per cent of men, women and total) are eligible for family-related leave. In 2024, 9.4 per cent of employees took parental leave (7.7 per cent of men, 11.8 per cent of women) and 1.5 per cent took carers' leave (1.2 per cent of men, 1.9 per cent of women). A total of 380 employees, including temporary and non-guaranteed hours, took parental leave during 2024, amounting to 5 484 weeks; the average number of weeks for parental leave was 17 for women and 11 for men. The group practices core working hours and monitors employees' working time to prevent excessive use of overtime, and no systemic excessive overtime was identified in 2024 (excessive overtime is defined as an average of eight hours of overtime per week). Regarding perception of workload, results from the Employee Pulse indicate that Multiconsult is on par with the reference index for professional service companies.

(Section 3.1.6 S1-16) Multiconsult presents pay ratios between the highest-paid individual in the entity and the median pay for other employees, provided by material entity, recognising that remuneration is influenced by factors such as cost of living in each country. Pay ratios for 2024 (2023 in brackets): Multiconsult ASA 2.8:1 (2.5:1); Multiconsult Norge AS 2.3:1 (2.3:1); Multiconsult Polska Sp. z o.o. 7.4:1 (7.2:1); Multiconsult UK Ltd 2:1 (2:1); LINK Arkitektur AS 2.4:1 (2.4:1); LINK Arkitektur AB 2.2:1 (3.6:1); LINK Arkitektur A/S 2:1 (2.3:1); Iterio AB 2.8:1 (1.6:1); A-lab AS 1.3:1 (not available for 2023). The unadjusted gender pay gap is presented per entity for employees including temporary and non-guaranteed hours; the calculations do not take into account objective factors such as education, experience or responsibilities and therefore do not compare equal roles. Gender pay gap 2024 by company: Multiconsult ASA 9.8 per cent (10 men, 13 women); Multiconsult Norge AS 6.5 per cent (1 742 men, 1 063 women); Multiconsult Polska Sp. z o.o. 25.8 per cent (196 men, 186 women); Multiconsult UK Ltd 43.6 per cent (19 men, 5 women); LINK Arkitektur AS 2.7 per cent (104 men, 157 women); LINK Arkitektur AB 3.3 per cent (62 men, 119 women); LINK Arkitektur A/S 2.8 per cent (45 men, 23 women); Iterio AB 9.4 per cent (84 men, 72 women); A-lab AS 8.6 per cent (34 men, 67 women). Multiconsult does not have comparable numbers for 2023. Due to current limitations in job classification, calculating the adjusted pay gap is challenging, and the predominance of more experienced male employees is likely to affect the statistics. Eligible employees may participate in the group's employee ownership programme, consisting of a share ownership plan and a share purchase plan; in 2024, 44 per cent of eligible employees purchased shares at a 20 per cent discount, and 15 400 complimentary shares were distributed to new hires.

(Section 3.1.6 S1-17) Multiconsult is committed to fostering an inclusive and respectful workplace where discrimination, violence and harassment are not tolerated and human rights are respected. In 2024, five complaints were filed concerning incidents of discrimination and harassment, of which two were assessed as such. The figures are similar to those of 2023, where three of five complaints were assessed as incidents of discrimination or harassment. All cases were addressed and resolved in accordance with internal procedures. Multiconsult has not registered any violations of human rights in 2024 or 2023. Work related incidents metrics: total number of incidents of discrimination and harassment was 2 in 2024 (3 in 2023); the number of other severe human rights issues connected to own workforce was zero in both 2024 and 2023; the number of complaints filed through channels for people in the undertaking's own workforce to raise concerns, including grievance mechanisms, was 5 in both 2024 and 2023; the number of complaints filed to National Contact Points for OECD Multinational Enterprises was zero in both years; and the number and amount of material fines, penalties and compensation for damages as a result of these incidents was zero in both years. The group has not been fined for work related and human rights issues and incidents.

(Sections 4.1.1, 4.1.2, 4.1.3 G1-1) Multiconsult links business conduct closely to its corporate governance framework. The main aspects of business conduct are owned by the CFO, who has delegated compliance tasks to the Group Compliance Officer, Group HSE Manager, Head of Internal Audit and General Counsel, supported by the Ethics Council. The company applies a zero-tolerance approach to corruption and bribery and encourages employees to report unethical or unlawful behaviour without retaliation. The desired corporate culture is set out in governing documents at group level, including the Code of Conduct, other policies, directives, procedures and guidelines, approved by the board of directors or the CEO. Through its double materiality assessment, Multiconsult identified material impacts (whistleblower protection gaps and delayed payment to suppliers) and material risks (legal and reputational risks, and corruption and bribery). The Code of Conduct provides guidance on anti-corruption, conflicts of interest, competition law compliance, confidentiality and whistleblowing, and applies to employees, contractors and representatives.

(Sections 4.1.1, 4.1.2, 4.1.3 G1-2) Multiconsult operates from more than 80 locations across several countries and engages locally with suppliers and business partners for general procurement and client projects. It is committed to the fair treatment of suppliers, including timely payment of invoices, and identifies delayed payment to small and medium-sized suppliers as a material impact. The Procurement Policy establishes a framework for sustainable supplier agreements, emphasising fairness, transparency and accountability in supplier evaluation and contract management, with monitoring against sustainability, health, safety, environment, quality and corporate social responsibility standards; however, it does not specifically address late payments to small and medium-sized suppliers. Environmental and social criteria are considered in procurement but are not yet systematically applied across the group beyond integrity due diligence and business partner declarations. Multiconsult aims to develop screening and evaluation of the social and environmental performance of suppliers. It notes that late payments can harm the liquidity of smaller suppliers and plans to consider policy updates during 2025.

(Sections 4.1.1, 4.1.2, 4.1.3, 4.1.4 G1-3) Multiconsult recognises corruption and bribery as serious risks, particularly in procurement and sales and in regions with higher inherent risk, including parts of East Africa. It has implemented a Business Ethics and Compliance programme and applies a zero-tolerance approach. Policies include the Code of Conduct, an Anti-Corruption Handbook, Competition Law Guidelines, a Sanctions Policy and a Whistleblower Policy. Actions supporting detection and prevention include regular training and awareness programmes on the Code of Conduct and anti-corruption, dilemma training (the 2024 "The Value Game" guideline), leadership development, the Ethics Council, Integrity Due Diligence on international and key business partners who must sign a Business Partner Declaration, and ongoing monitoring. Regular audits and compliance checks are integrated into operations, with independent audits at group, company and business unit levels. Reporting mechanisms include the anonymous Whistleblower Portal and incident database software, with investigations conducted promptly and independently of those involved. Multiconsult does not yet have data on the share of at-risk functions covered by training, but expects this through a new Learning Management System.

(Section 4.1.6 G1-4) Corruption and bribery are assessed as material risks in Multiconsult's double materiality analysis. Multiconsult states that it has not experienced incidents of corruption and bribery in the reporting period. Table 4.2 reports no data (shown as a dash) for 2024, 2023 and 2022 across all related metrics, including the total number of confirmed incidents of corruption and bribery, the number of convictions and amount of fines for violations of anti-corruption and anti-bribery laws, actions taken to address breaches, the number of confirmed incidents in which own workers were dismissed or disciplined, the number of confirmed incidents relating to contracts with business partners that were terminated or not renewed, and details of public legal cases. Handling of potential cases at group level is managed by the Group Compliance Officer. The company considers that the low number of cases means there is limited need for a separate data collection system, though systems such as the Whistleblower Portal remain relevant for detecting potential cases.

(Section 4.1.6 G1-6) Payment practices are assessed as a material impact in Multiconsult's double materiality assessment, given the potential negative effect of late payments on suppliers, especially small and medium-sized enterprises. The standard payment term from the majority of Multiconsult's suppliers is 30 days, though this varies. On average, invoices to the group are paid 28 days after issuance. All approved invoices are sent to the bank each day and paid on the due date or the first banking day. Seventy-five per cent of all invoices are paid within two days after the due date, and a further 18 per cent within the following 10 days. The main reasons for late payment are suppliers providing less than 20 days before the due date or disputes over the invoice. These figures are estimates for the group, based on data on all payments to suppliers from the largest subsidiary, Multiconsult Norge AS, for the period 1 January 2024 to 30 June 2024.