Multiconsult

Reference: page 42. Multiconsult's board of directors comprises eight members, including three employee-elected directors serving 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. The 2025 gender diversity ratio was 38 per cent (63 per cent in 2024). The general meeting is the highest decision-making body; a three-member nomination committee addresses board composition and gender-representation requirements. The audit committee, composed of three members, oversees the accuracy, integrity and transparency of the sustainability statement and reviews material IROs annually. The board holds ultimate responsibility for sustainability reporting and has approved the statement. The executive management team sets sustainability targets, monitors progress and oversees the governing framework; the CEO has delegated responsibility for sustainability matters, the EVP Sustainability is responsible for sustainability practice in client projects, and the CFO is responsible for sustainability reporting, including the sustainability statement.

Reference: pages 42-43. The board of directors receives ongoing updates on ESG matters from the CEO and has approved the sustainability statement. The audit committee reviews material IROs annually, receives progress reports on sustainability actions and targets, reviews external audit findings on the sustainability statement and reports key insights to the board. The executive management team receives a sustainability update every half year, with more frequent follow-ups whenever required (a change from the quarterly cadence disclosed for 2024). In 2025 the executive management team was closely involved in aligning the group's overall strategy and risk management with material IROs as part of the updated double materiality analysis.

Reference: page 44. Sustainability-related performance metrics form part of the executive incentive scheme and accounted for 10 per cent of total variable remuneration for all members of the executive management team in 2025. Annual targets align with Multiconsult's SBTi-approved goal of climate neutrality by 2040: for 2025, executive sustainability remuneration was tied to a targeted 40 per cent reduction in Scope 1 and 2 emissions and a 16 per cent reduction in Scope 3 emissions, and the E1 chapter confirms both reduction targets were achieved for all scopes in 2025. The incentive scheme is reviewed and approved each year by the board of directors.

Reference: page 44. Table 1.2 maps the five core elements of due diligence to where they are addressed in the sustainability statement: embedding due diligence in governance, strategy and business model (pages 42, 50, 102); engaging with affected stakeholders throughout the process (general disclosures, environment pages 65, 73, 75, social pages 85, 101, governance page 108); identifying and assessing adverse impacts through the double materiality analysis (general page 50, environment page 65, 68, 74, 75, social page 89, governance page 106, 109); taking actions to address adverse impacts, described in the topical chapters (environment pages 69, 71, 72, social pages 91-100, governance pages 107, 110); and tracking effectiveness through targets and metrics in the respective topic chapters.

Reference: pages 44-45. Multiconsult does not yet have a formal risk management and internal control process specifically for sustainability reporting; it plans to formalise this in 2026 as part of an integrated IT system rollout that will add writer/reviewer permissions, point-of-submission quality checks and supporting-document attachment. The main risks identified are human error, accuracy of estimation, and data availability, integrity and completeness. In 2025 Multiconsult acquired a reporting software solution aimed at reducing these risks. Mitigation today relies on multi-step internal review: group accounting, investor relations, the CFO, EVP Sustainability and CEO, before final review and approval by the executive management team, the audit committee and the board. Sustainability reporting risks are communicated biannually to the audit committee.

Reference: pages 45-46. Multiconsult is a specialist engineering and architecture consultancy delivering multidisciplinary consultancy across four business areas: Building & Properties, Mobility & Transportation, Energy & Industry, and Water & Environment. The group is now organised in three reporting segments - Norway, Architecture and International - down from the four segments (Region Oslo, Region Norway, Architecture and International) disclosed for 2024. Services are delivered through subsidiaries in Norway, Sweden and Poland, plus architectural services across the three Scandinavian countries. Total headcount was 4,268 at year-end 2025 (4,035 in 2024), of whom 3,454 were in Norway. Figure 1.1 sets out the ESRS value chain across three phases - upstream inputs from suppliers, own operations (work delivered and controlled by Multiconsult's workforce), and downstream outputs from client projects; the boundary between own operations and downstream shifts with the duration and depth of Multiconsult's involvement in each project.

Reference: pages 47-49. Table 1.4 sets out Multiconsult's key stakeholder groups, topics of importance and engagement channels: employees (performance appraisals, town-hall meetings, regular engagement surveys, intranet forums); clients (project dialogue, satisfaction surveys, tenders, industry events); business partners and suppliers (network participation, procurement processes); investors and shareholders (quarterly and annual reports, AGM, Capital Markets Day, Oslo Stock Exchange disclosures, roadshows); and government and society (reports, media, regulatory engagement, public-sector client projects). Stakeholder interests were central to the strategy update completed at end-2024, and the annual DMA review is the formal channel through which stakeholder views on sustainability-related impacts are addressed; in 2025 this drew on internal-expert discussions and a desktop analysis of external stakeholders such as clients and investors, rather than direct external stakeholder interviews.

Reference: page 50. The IROs in Table 1.6 were approved by the board of directors. Three of Multiconsult's five updated strategic ambitions focus on the green transition (Table 1.5 links each ambition to E1, S1, E4, S3, E5 and G1). Positive environmental impacts stem from Multiconsult's role as an advisory firm able to promote solutions that reduce clients' climate impact and contribute to nature; these depend on internal expertise and collaborative client choices. Most material negative impacts and risks relate to Multiconsult's role as employer and business - health and safety, discrimination, information security and corruption. "There are currently no investments planned to implement this strategy as it already is an integrated part of the way Multiconsult operates." A climate risk analysis including business-model resilience concluded the group's adaptable strategy is well positioned for both high-impact physical and transition scenarios, with opportunities outweighing risks (detailed under "Resilience Analysis", page 66); no structured resilience analysis has been performed for other sustainability matters.

Reference: pages 51-53. Multiconsult's first CSRD-aligned DMA was conducted in 2024 and revised in spring 2025 to integrate stakeholder engagement, the enterprise risk management (ERM) system and strategic ambitions. The process runs in four phases: (1) understanding context, building on the 2023 value-chain mapping and stakeholder/employee-survey data; (2) identifying IROs by refining the prior gross list with internal experts and external desktop analysis; (3) assessing impact materiality (severity and likelihood, scored 1-5) and financial materiality (likelihood and financial consequence, assessed qualitatively); (4) determining materiality via placement in a 5x5 ERM-aligned risk matrix - a change from 2024's total-score threshold method, which shifted some topics (waste became non-material, affected communities became material). Severity outweighs likelihood for potential human-rights impacts. Results were affirmed by executive management and the audit committee and approved by the board. A dedicated climate risk assessment used three IPCC SSP scenarios (Net Zero 2050, delayed transition, hot house world); physical climate risk was assessed as low given minimal ownership of vulnerable assets, and no physical or transition risks were found material.

Reference: pages 56-59 (Table 1.7); page 60-62 (Table 1.8). Multiconsult assessed the materiality of reporting data points in a two-step process: the group-level DMA identified material IROs, and mandatory datapoints were then evaluated for relevance against those IROs, validated by topic specialists. Table 1.7 indexes covered disclosure requirements by page: ESRS 2 general disclosures plus the topical standards E1 Climate change, E4 Biodiversity and ecosystems, E5 Resource use and circular economy, S1 Own workforce, S3 Affected communities (via an ESRS 2 paragraph 17 quick-fix summary) and G1 Business conduct, plus an entity-specific Information security disclosure. ESRS E2 Pollution, E3 Water and marine ecosystems, S2 Workers in the value chain and S4 Consumers and end-users are marked "N/A". Table 1.8 lists datapoints deriving from other EU legislation (SFDR, Pillar 3, the Benchmark Regulation) with page references or a "Not material" marker.

Reference: pages 64-65. In 2025 Multiconsult developed a climate transition plan to support limiting global warming to 1.5°C, approved by group management in December 2025 with a note that further mapping and data collection are required; the plan was integrated into corporate strategy. The decarbonisation plan identifies key levers for 2030: common guidelines for office selection and lease renegotiation, revised travel policy, extended IT equipment lifecycle, supplier engagement on climate targets, and electrification of parts of the vehicle fleet and heavy equipment. "While the transition plan establishes a clear strategic direction, it is not yet fully aligned with all ESRS requirements regarding quantitative calculations of emission reductions and associated capital and operational expenditure"; this mapping continues in 2026. Locked-in emissions are associated with vehicle fleet, drilling equipment, vessels, business travel and long-term property leases. No CapEx related to coal, oil or gas activities occurred in the period, and Multiconsult is not excluded from EU Paris-aligned Benchmarks.

Back-filled from ESRS 2 IRO-1, where this content is disclosed in the FY2025 report (pages 51-53). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Multiconsult's climate risk assessment, part of the updated DMA, screened exposure to climate-related hazards and transition events over the short, medium and long term, then assessed extent of risk by likelihood and consequence. Hazards were assessed in three IPCC SSP scenarios - "Net Zero 2050, delayed transition and hot house world" - for business activities and assets in own operations and downstream in the value chain; upstream effects were not considered. Physical climate risk is evaluated as low, "due to the group's minimal ownership of vulnerable assets." For transitional risks and opportunities, only the long-term Net Zero 2050 scenario was used, since transition effects are concentrated there; opportunities arise from changing client needs in the transition, while transition risk concerns availability of relevant competence. "No physical or transitional risks were considered material for Multiconsult." The report does not name a specific global-average-temperature projection for each scenario, and no upstream value-chain scope was assessed.

Back-filled from ESRS 2 SBM-3, where this content is disclosed in the FY2025 report (page 50, detailed under the "Resilience Analysis" heading on page 66). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

As part of the 2025 climate risk assessment, Multiconsult considered resilience across its own operations and their effect on clients (upstream value chain effects were not considered), using two scenarios: SSP1 (1.5°C) Net Zero 2050 - "rapid transition to a low-carbon economy, with an increase in renewable energy" - and SSP5 (4°C) Hot House World - "limited progress in global climate actions, leading to significant climate changes and physical impacts." In the Net Zero scenario, demand for Multiconsult's emission-reduction, circular-economy and compliance expertise grows, though rapid technology change risks a competence gap requiring upskilling. In the Hot House scenario, client demand is expected to grow for risk assessments, adaptation strategies and infrastructure resilience. The group concludes it "is well-positioned to adapt the strategy, re-skill the workforce and adjust the service offerings to meet evolving demands in both scenarios," with opportunities expected to outweigh risks. No formal resilience analysis has been performed for non-climate sustainability matters.

Reference: pages 66-67 (Table 2.1). Multiconsult's Sustainability Policy addresses climate change mitigation, climate change adaptation and renewable energy - energy efficiency is not explicitly addressed, though indirectly supported operationally. The policy commits the group to reduce GHG emissions in line with SBTi, aiming to limit warming to 1.5°C, and to become climate neutral by 2040 at the latest; for client projects it commits to engaging clients on sustainability ambitions and promoting adaptation and emission-reduction solutions. The Global Travel Policy requires evaluating the necessity of travel and minimising the carbon footprint of transport choices. The Procurement Policy references environmental impact and corporate social responsibility in general terms. All three policies are approved by the CEO and available on the group intranet; the Sustainability and Procurement Policies are also public. Table 2.1 assigns policy ownership: EVP Sustainability (Sustainability Policy, covering all E1 IROs), EVP HR and Communication (Global Travel Policy) and COO (Procurement Policy).

Reference: page 68 (Tables 2.2, 2.3). In 2025 Multiconsult identified key actions to support its transition plan and near-term targets across Scope 1, 2 and 3. Table 2.2 sets out actions planned for 2026: office-selection and lease-renegotiation guidelines to cut Scope 2 energy emissions, a revised travel policy to lower Scope 3 travel emissions, and extended IT equipment lifetime to lower embodied emissions. Table 2.3 sets out near-term (2030) actions: electrification of company cars (more challenging for Multiconsult Polska, which will move to hybrids first), electrification or zero-emission alternatives for rigs, trucks and boats (2026 requirements to be established), office energy-efficiency improvements for offices with 50-plus employees (mapping starts 2026), a revised procurement policy for low-emission and circular product selection, and supplier requirements on GHG emissions and documentation. "While quantitative estimates of GHG reductions per action are not yet available," no major investments have yet been planned; CapEx/OpEx mapping continues in 2026.

Reference: pages 69-70 (Table 2.4). Multiconsult's near-term and net-zero targets were validated by SBTi in February 2025 (elsewhere in the same chapter the validation announcement date is given as 10 March 2025). Multiconsult ASA commits to net-zero GHG emissions across the value chain by 2040. Near-term (2030, from a 2019 base year): absolute Scope 1 and 2 reduction of 73 per cent, and absolute Scope 3 reduction of 30 per cent for purchased goods and services and business travel. Long-term (2040): 90 per cent reduction in both Scope 1 and 2, and in Scope 3 covering purchased goods and services, capital goods, fuel- and energy-related activities and business travel. The Scope 2 target uses a market-based method; 2019 was chosen as the last standard pre-Covid operational year, with base year emissions recalculated under SBTi guidelines. Table 2.4 shows progress against base year: Scope 1 down 54 per cent to 731 tCO2e, Scope 2 market-based down 69 per cent to 1,468 tCO2e, and Scope 3 (purchased goods/services and business travel only) down 36 per cent to 10,684 tCO2e.

Reference: pages 70-71 (Table 2.5). Total energy consumption related to own operations was 10,351 MWh in 2025 (10,257 in 2024, restated for a prior calculation error). Of this, 1,921 MWh came from fossil sources (2024: 1,675), 514 MWh from nuclear sources (5 per cent of consumption, up from 4 per cent), and 7,916 MWh from renewable sources (76 per cent of the total, down from 79 per cent), comprising 5,949 MWh renewable electricity, 1,932 MWh district heating and 75 MWh district cooling. Self-generated non-fuel renewable energy is not reported, though several facilities have solar panels installed. 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 by type.

Reference: pages 71-73 (Table 2.6). Emissions follow the GHG Protocol and SBTi, reported on operational control as tCO2e. 2025 gross Scope 1 emissions were 589 (2024: 731); location-based Scope 2 was 301 (306) and market-based Scope 2 was 1,396 (1,468). Total Scope 3 was 17,824 (20,771), led by purchased goods and services at 11,923 (13,836), followed by capital goods 2,536 (2,025), business travel 1,855 (2,988), employee commuting 1,252 (910), fuel- and energy-related activities 192 (945) and waste generated in operations 66 (67). Total GHG emissions were 18,714 tCO2e location-based (23,787) and 19,809 market-based (27,150). GHG intensity was 2.1 tCO2e/million NOK location-based (2.9 in 2024) and 2.3 market-based (3.1). Primary data covered 24 per cent of Scope 3 (23 per cent in 2024). Categories 8-14 are excluded with stated reasons (leased-asset overlap with Scope 1/2/category 1; minor downstream transport; no sold products, franchises or downstream leased assets); Scope 1/2 emissions from Norplan Tanzania (category 15 investments) are excluded as not significant.

Reference: page 74. Multiconsult has not conducted a formal biodiversity resilience analysis, nor set a timeline for one; based on DMA findings, it assesses itself as well positioned to manage its material biodiversity impacts and risks while pursuing the opportunity to become the preferred sustainability advisor. Ongoing work focuses on developing measurement tools and internal expertise. Four material IROs were identified through the DMA (Table 1.6, page 54): a potential positive impact from contributing to protection and restoration of nature; a potential negative impact through influence on land-use interventions in client projects; a reputational risk from association with damaging projects; and a reputational opportunity from specialised nature-related consultancy. "Multiconsult is currently evaluating the need for a dedicated biodiversity-focused transition plan," concluding that a separate overarching plan is currently less relevant given the integration of biodiversity into client advisory frameworks.

Reference: page 74. Multiconsult has no standalone group policy for biodiversity and ecosystems; commitments are integrated into the broader Sustainability Policy (described under Policies - climate change), which outlines the group's commitment to national and international nature-preservation agreements and its ambition to contribute to nature positivity in client projects and preserve biodiversity generally. The policy does not address land use or deforestation in detail and is not the primary focus for biodiversity. Indigenous knowledge is not incorporated at group level, only in individual projects where relevant. Multiconsult is currently assessing whether biodiversity should be more explicitly incorporated into the Sustainability Policy.

Reference: page 74. Multiconsult has no dedicated, group-level biodiversity action plan; biodiversity is instead integrated into client advisory services. Multiconsult Norge AS has nonetheless developed two tools: a standardised project-based nature accounting method for renewable energy projects, created with Asplan Viak, Rambøll and Fornybar Norge in 2024 and implemented in 2025, which helps avoid high-value natural areas and guides mitigation and restoration; and MultiZero, a GIS-based land-use accounting tool that lets clients model how project choices affect land use. A "Competence week on nature" was hosted in Norway in 2025 to build internal biodiversity expertise.

Reference: pages 74-75. Multiconsult has not set specific biodiversity or ecosystem-related targets at group level and has no timeline for doing so. Developing measurable targets depends on obtaining robust data, which is primarily linked to client projects rather than the group's own operations; due to the lack of data, Multiconsult cannot currently track the effectiveness of its biodiversity policies and actions. The group is exploring the potential to align future biodiversity targets with related targets on affected communities, given the close connection between the two topics.

Reference: page 75. No sites owned by Multiconsult were identified as located in or near biodiversity-sensitive areas. Because the material IRO relates mainly to the downstream value chain (client projects) rather than own operations, relevant impact data sits with clients, making metrics difficult to gather. Multiconsult has decided to apply the ESRS "quick-fix" amendments of 11 July 2025 for biodiversity and ecosystem metrics rather than report quantified value-chain figures this year, and continues to evaluate potential measurement methods as part of ongoing work to strengthen sustainability practices.

Reference: page 75. Multiconsult has no standalone group policy or governing document on circular economy, resource inflows or waste; the topic is indirectly covered by the Sustainability Policy, which frames circular economy as a method to reduce GHG emissions and promote resource efficiency (see Policies - climate change). The group is assessing whether circularity should be more explicitly embedded in the Sustainability Policy and Procurement Policy so that subsidiaries can take tangible, measurable steps.

Reference: page 75. Multiconsult has not implemented formal group-wide actions on circular economy and has allocated no financial resources to such actions. As a consultancy, the group advises clients toward more circular solutions, but outcomes depend on client decisions through the project lifecycle. The group's identified material IRO in this area is a reputational opportunity from offering specialised resource-efficiency and circular-solutions expertise; Multiconsult is assessing how to embed circular practices more consistently across services and operations going forward.

Reference: page 76. Multiconsult has not set group-level circular-economy targets; formal targets have not been possible due to insufficient data to establish meaningful baselines, and effectiveness of policies and actions cannot currently be tracked as a result. Through the ongoing strategy process the group is assessing how to establish measurable targets, which will require data-collection methods and measurement tools that are still under development.

Reference: page 86 (Table 3.1). Multiconsult's governing documents on own workforce apply group-wide: the Code of Conduct is approved by the board of directors, while the People Policy, People Directive, Health and Safety Policy, Health, Safety and Working Environment Group Directive, Whistleblower Policy and Diversity and Inclusion Directive are reviewed and recommended by executive management with final CEO approval. Table 3.1 maps each document to the material IROs it addresses - for example the Code of Conduct and People Policy both cover health implications from workplace accidents, unequal treatment, high workloads and employee working conditions, while the People Directive addresses talent acquisition and retention risk. Equal pay is not covered by a dedicated policy; it is managed instead through HR processes, remuneration reviews and monitoring routines. All governing documents are published on the Group Intranet and Management System, with selected policies also public on the website.

Reference: pages 88-89. The EVP HR & Communications is responsible for workforce engagement, which runs both directly with employees and through workers' representatives. Multiconsult conducts group-wide Employee Pulse surveys covering job satisfaction, engagement, working conditions and work-life balance; three were run in 2025 with an average 82 per cent response rate. Managers hold required annual performance development dialogues and regular one-on-ones. Subsidiaries with unions engage in collective bargaining, with agreements covering 100 per cent of employees including non-members where such agreements exist; all employees are represented locally by workers' representatives, with engagement frequency varying by country. Employee-elected directors sit on the board and on the audit and remuneration committees. An employee ownership programme (share purchase and share ownership plans) saw 45 per cent of eligible employees participate in 2025, with 15,840 complimentary shares issued to new hires.

Reference: page 89. The whistleblower portal, incident reporting system and grievance mechanisms let employees report issues safely, with an option to remain anonymous. Procedures exist for employees and managers to report discrimination, violence or harassment through the whistleblower portal (detailed further under G1 Business conduct). Health and safety incidents are reported and managed through internal databases; remedial action is assessed case by case, with immediate measures for urgent issues and longer-term actions evaluated as needed, and serious incidents investigated per internal procedures. Improving reporting completeness is a stated priority for 2026 targets and action plans.

Reference: pages 89-90. Actions address the material IROs identified in the DMA. Working conditions: standard assignment agreements complying with labour law, social protection benefits from day one of employment, quarterly sick-leave monitoring, and (from 2025) a new health counselling service at Multiconsult Norge AS to reduce long-term sickness absence. Working time and work-life balance: core working hours, monitoring against an excessive-overtime threshold of an average eight hours per week (no systemic excessive overtime recorded in 2025), and flexible/home-office arrangements. Equal pay: a 2025 gap analysis covering roughly 88 per cent of the workforce assessed alignment with the EU Pay Transparency Directive; Multiconsult Norge AS completed a job architecture whose initial regression analysis found gender had no statistically significant effect on pay for mapped employees. Health and safety: "HSE on the agenda" as a recurring management-forum topic, four dedicated HSE focus themes in 2025, and a push to increase near-miss reporting.

Reference: page 91 (Table 3.2). Multiconsult's annual workforce targets, informed by employee input from the 2023 DMA stakeholder engagement: equal pay for equal work (a 0 per cent adjusted pay gap), status "continuous work" as a formal adjusted-gap calculation is not yet possible without a group-wide job architecture (target for 2026); attractive employer, an employee net promoter score (eNPS) at or above a 23 benchmark, achieved at 24 in 2025; and zero fatalities or life-changing injuries, achieved (zero) in 2025. A separate 2025 health and safety target sought to increase reported unwanted incidents by around 200 per cent against baseline and reach 90 per cent completion of relevant health and safety training.

Reference: pages 91-93 (Tables 3.3-3.5). Total headcount at 31 December 2025 was 4,268 (4,035 in 2024); FTEs were 3,731 (3,566). By gender: 2,449 men, 1,819 women. By contract type: 4,223 permanent employees (2,417 men, 1,806 women), 37 temporary (26 men, 11 women) and 8 non-guaranteed hours (6 men, 2 women); no involuntary part-time work. By country: Norway 3,454, Sweden 319, Denmark 81, Poland 383, United Kingdom 22, Serbia 3, Portugal 6. No employees have disclosed a gender other than man or woman. Employee turnover was 8.7 per cent in 2025 (8.3 per cent in 2024), with 358 departures versus 321 in 2024. Data is collected manually via subsidiary input forms and consolidated group-wide; independent verification is not yet fully centralised, though subsidiary-level validation and group internal audits are performed.

Reference: pages 93-94 (Tables 3.6, 3.7). The executive management team comprised seven members in 2025 (71 per cent female, up from 10 members at 50 per cent female in 2024); 59 per cent of subsidiary managing directors were female (46 per cent in 2024). The board's gender diversity ratio was 38 per cent (63 per cent in 2024; see Table 1.1, page 42). Age distribution at year-end 2025: under 30 years 13 per cent, 30-50 years 58 per cent, over 50 years 29 per cent (2024: 14 per cent, 57 per cent, 29 per cent respectively).

Reference: page 94 (Table 3.8). Average training hours per employee rose to 57.1 in 2025 from 34.5 in 2024 (men 55.9 vs 34.9; women 58.6 vs 33.8), tracked under a 70-20-10 competence-development model. A group-wide learning management system (LMS), introduced at Multiconsult Norge AS in late 2024 and extended to LINK Arkitektur AS in 2025, recorded 62 per cent completion of mandatory training at Multiconsult Norge AS in 2025. Managers must hold annual performance development process (PDP) dialogues, though the group does not yet have a centralised system to verify completion or collect gender-disaggregated data group-wide; a new HR system rolling out at Multiconsult Norge AS in March 2026 is intended to strengthen this tracking, with full group rollout planned for 2027.

Reference: page 95 (Table 3.9). All employees and subcontractors are covered by a health and safety management system based on legal requirements (100 per cent, both years); Multiconsult Norge AS, Multiconsult Polska Sp. z o.o. and Iterio AB - over 80 per cent of group headcount - are ISO 45001 certified. There were no fatalities in 2025 or 2024. Days lost to work-related injuries and ill health fell to 40 (52 in 2024). Lost time injury frequency (LTIF) fell to 0.5 (0.9); total recordable case frequency (TRCF) fell to 1.7 (2.8); the F-value fell to 6.7 (9.0). Near misses rose to 23 (14), which the report attributes at least in part to improved reporting practice rather than more incidents. Health and safety training is mandatory, split into internal, legally required and job-specific tracks; Norwegian managers with personnel responsibility must complete a legally required 40-hour course.

Reference: page 97 (Table 3.11). All employees (100 per cent, men and women) are eligible for family-related leave. In 2025, 13.8 per cent of employees took family-related leave (12.9 per cent of men, 15.0 per cent of women), up from 10.9 per cent in 2024; the report notes 2024's carer and parental leave figures were reported separately and are not directly comparable to the 2025 combined figure. Core working hours and working-time monitoring are used to prevent excessive overtime (defined as an average exceeding eight hours per week); no systemic excessive overtime was recorded in 2025. Flexible working, including home-office arrangements, is offered subject to local practice and manager agreement.

Reference: page 98 (Table 3.12). Pay ratios between the highest-paid individual and median employee pay by material entity for 2025 (2024 in brackets): Multiconsult ASA 2.7:1 (2.8:1), Multiconsult Norge AS 6.8:1, and Multiconsult Polska Sp. z o.o. 3.1:1. The unadjusted gender pay gap is reported per entity for employees including temporary and non-guaranteed hours; the calculation does not control for education, experience or responsibilities and so does not compare equal roles. A 2025 gap analysis covering roughly 88 per cent of the workforce assessed alignment with the EU Pay Transparency Directive ahead of its 2026 implementation deadline, and Multiconsult Norge AS completed a job architecture whose initial regression analysis found gender had no statistically significant effect on pay among mapped employees. Eligible employees may join the group's employee ownership programme; 45 per cent participated in the 2025 share purchase plan.

Reference: page 100 (Table 3.14). In 2025 Multiconsult handled seven cases involving allegations of harassment or inappropriate conduct; one was confirmed as harassment, resulting in formal corrective action, while the remaining six were investigated and closed without meeting the definition of harassment, though handled as harassment-related matters. This compares with 2024, when two of five complaints were assessed as discrimination or harassment. Table 3.14 records one confirmed incident of discrimination and harassment in 2025 (two in 2024), zero severe human rights issues connected to own workforce in either year, and seven complaints filed through grievance channels in 2025 (five in 2024). Multiconsult has not registered any human rights violations in 2025 or 2024, and there were no material fines, penalties or compensation for these incidents.

Reference: pages 102-104 (Table 4.1). Responsibility for business conduct rests with the CFO, who has delegated operational compliance tasks to the Group Compliance Officer, Group HSE Manager, Head of Internal Audit and General Counsel. Through the updated DMA, Multiconsult identified two material impacts (whistleblower protection gaps; indirect involvement with non-compliant suppliers) and three material risks (corporate culture, supplier association, and corruption and bribery); two of the financial risks - corporate culture and supplier relationship management - are newly recognised versus the prior DMA. Governing documents include the board-approved Code of Conduct plus the Risk Management Policy, Procurement Policy, Whistleblower Policy, Sanctions Policy, Transfer Pricing Procedure, inside information procedures, Anti-Corruption Handbook and People Policy, each mapped in Table 4.1 to the IROs it addresses. Corporate culture is treated as an ever-present risk that requires anchoring in formal governance mechanisms rather than being left to develop unmanaged.

Reference: page 106. With offices in more than 80 locations, Multiconsult engages suppliers and business partners locally for both general procurement and client projects; sustainability implications of procurement are assessed for compliance with internal requirements emphasising environmental impact and corporate social responsibility. Supplier evaluation follows a fair, transparent, formalised process; Multiconsult conducts Integrity Due Diligence on international partners, and all partners must sign a Business Partner Declaration committing to compliance, anti-corruption, human and labour rights, and health, safety and environment standards, with partnerships continuously monitored. This year's disclosure does not repeat the quantified payment-timing metrics (e.g. average days to pay invoices) reported for FY2024; the material IRO on "management of relationships with suppliers, including payment practices" is addressed at the policy and due-diligence level rather than with a standalone payment-practices metric (see G1-6).

Reference: page 106. Corruption and bribery are a material financial risk, particularly in procurement and sales and in higher-risk regions such as parts of East Africa. Mechanisms include internal controls, audits and compliance checks; the Whistleblower Portal provides secure and anonymous reporting for internal and external stakeholders, backed by the Code of Conduct, Whistleblower Policy and Anti-Corruption Handbook, with investigations conducted promptly and independently of those involved. An Ethics Council convenes ad hoc to advise the Group Compliance and HSE Officer on potential Code of Conduct breaches or suspected corruption. Training is prioritised for at-risk functions and administrative, management and supervisory bodies via the Learning Management System, though Multiconsult does not yet have consolidated data on the share of at-risk functions or governance-body members covered by training.

Reference: page 107. Multiconsult's Targets - business conduct section sets three targets for 2026: develop and implement obligatory ethics, anti-corruption and conflict-of-interest training for all employees, aiming for 85 per cent completion on a continuous basis; conduct internal governance-practice audits in at least 20 per cent of subsidiaries, with deviations and recommendations documented; and establish a project-level risk-monitoring system covering sustainability-related risks, targeting a risk assessment completed on 95 per cent of projects by end-2026. These targets are framed as the continuation of existing training, audit and organisational-support actions described earlier in the G1 chapter (labelled "(part of MDR-T/GDR-T disclosures)" per the site's synthetic-key convention).

Reference: page 107. Corruption and bribery are identified as a material risk in Multiconsult's DMA. No confirmed incidents of corruption or bribery were reported in 2025 or 2024, and consequently there were no convictions or fines for violations of anti-corruption and anti-bribery laws in either year. Per G1-3, detection relies on the Whistleblower Portal, incident database, and mechanisms described under Prevention and detection of corruption and bribery (page 106), with potential cases handled by the Group Compliance Officer and, where relevant, escalated to the Ethics Council for independent advice.