Nilfisk

(Section ESRS 2 GOV-1) Nilfisk describes its governance structure as Shareholders, the Board of Directors, and the Nilfisk Leadership Team. The Board of Directors holds overall responsibility for management and strategic direction and consists of eleven members: seven elected by shareholders and four elected by employees. Among the seven shareholder-elected members are one woman and six men (a 17% female-to-male ratio), while the employee-elected members include one woman and three men. By nationality the shareholder-elected members are one Danish, three Swedish, two Norwegian and one French. Four of the seven (57%) are considered independent and three non-independent (43%), with backgrounds spanning industry, energy, high technology, finance, business management, ESG and development. The Board appointed three standing committees in 2024: Audit, Nomination and Remuneration. On sustainability, oversight is anchored with the Board and cascaded through the organization; the Audit Committee oversees CSRD/ESRS compliance including annual approval of the DMA, and the Nilfisk Leadership Team sets strategic direction through a Sustainability Committee (Sustainability Steering Committee). Board self-assessments are conducted annually with external consultant support every third year. Detailed member profiles appear on report pages 51-55 and the sustainability governance section on page 65.

(Section ESRS 2 GOV-2) Nilfisk discloses how sustainability information reaches and is addressed by its management and supervisory bodies through its sustainability governance structure. The Board of Directors provides oversight of sustainability ambitions, monitors progress toward strategic priorities and receives annual updates on targets and progress, with sustainability priorities integral to Board decision-making. The Audit Committee oversees sustainability activities, ensuring compliance with the CSRD and ESRS, including annual approval of the Double Materiality Assessment and the Sustainability Statements; in 2024 it prepared for the CSRD through in-depth workshops and training. A Sustainability Committee (also referred to as the Sustainability Steering Committee), comprising two members of the Nilfisk Leadership Team with decision-making authority, has been appointed. It includes the EVP and CFO and the EVP Head of Marketing, Sustainability and Consumer Business, and oversees sustainability target setting, policy commitments and CSRD/ESRS compliance. Each sustainability topic and target is assigned to a relevant function to ensure due diligence, with progress reported in quarterly meetings. A Group ESG controlling function within Finance handles compliance reviews and internal controls, and the Sustainability Team reports progress on targets.

(Section ESRS 2 GOV-3) Nilfisk reports the integration of sustainability-related performance into incentive schemes, with the full disclosure incorporated by reference to the Remuneration Report and Financial Statements (report page 150). The company states that its sustainability targets are integrated into the incentive programs for the Nilfisk Leadership Team and for key employees. The long-term bonus program assigns a 20% weighting to Scope 3 greenhouse gas emissions reduction in addition to financial targets. The short-term program includes a 10% weighting for four selected sustainability KPIs. The Remuneration Committee oversees the company's short-term and long-term incentive programs, including awards, target-setting and an annual review of target achievements, and reports to the Board of Directors. Further detail on the incentive programs is directed to the Remuneration Report and Financial Statements rather than restated in full within the sustainability statement.

(Section ESRS 2 GOV-4) Nilfisk provides a statement on sustainability due diligence via a mapping table on report page 131 that links the core elements of due diligence to the pages where each is addressed across the Annual Report. The five core elements mapped are: (a) embedding due diligence in governance, strategy and business model; (b) engaging with affected stakeholders in all key steps of the due diligence; (c) identifying and assessing adverse impacts; (d) taking actions to address those adverse impacts; and (e) tracking the effectiveness of these efforts and communicating. Each element points to multiple page references, for example element (a) to pages 65, 71-72, 74-77, 104, 117, 119 and 150, and element (c) to pages 66, 69-72, 74-77, 104, 117 and 119, directing readers to the relevant governance, DMA, material IRO and topical Environment, Social and Governance sections rather than repeating the content.

(Section ESRS 2 GOV-5) Nilfisk describes risk management and internal controls over sustainability reporting, with the disclosure incorporated by reference to the corporate governance section of the Management Review (report page 48). Nilfisk has established various policies and procedures for sustainability, including ESG accounting manuals and a DMA Playbook. For risk assessment, risks in the sustainability reporting process are assessed during data collection to ensure the integrity, completeness and accuracy of data, including value chain data, with priority given to areas involving significant estimates and material risks of errors and misstatements. Control activities include a clear governance structure and segregation of duties: subject matter experts prepare ESG data, which is reviewed and controlled by ESG controllers to ensure compliance, and internal controls are in place to detect, mitigate and address material misstatements in sustainability reports. The Audit Committee monitors the financial and sustainability reporting process and the associated internal control and risk management systems, and has received in-depth training on the CSRD requirements.

(Section ESRS 2 SBM-1) Nilfisk describes its strategy, business model and value chain, with much of the disclosure incorporated by reference to the Management Review (report pages 17-18, 20, 22, 24, 25-32, 36 and 41) and the sustainability sections on pages 58 and 67. Founded in 1906, Nilfisk is a leading global provider of professional cleaning products and services, listed on Nasdaq Nordic (Copenhagen Mid Cap index). Its product portfolio covers floorcare (scrubber dryers, sweepers, combination machines), commercial and industrial vacuum cleaners, high-pressure washers, and aftermarket service, parts, accessories and consumables. Products are sold in more than 100 countries, with sales companies in more than 40 countries. Nilfisk maps material sustainability impacts, risks and opportunities across its value chain, distinguishing upstream (raw material extraction and suppliers), own operations, and downstream (product resale, use and end-of-life, including refurbishment and resale). Environmental impacts are closely linked to the manufacturing and use of products, including water usage, emissions, resource flows and substances of concern. A strategic response is renewing the product portfolio toward more sustainable products through refurbishing, upgrading and intentional sustainable design.

(Section ESRS 2 SBM-2) Nilfisk describes engagement with stakeholders and how their interests and views inform its strategy and business model, primarily on report page 73. The company presents a table of key stakeholder groups: customers (B2B and B2C), employees, investors and analysts, suppliers and workers in the value chain, local communities, and interest organizations (including civic and non-profit organizations and governments). For each group it sets out the type of engagement and collection of insights, the purpose of engagement, the outcomes, the relevant part of the value chain (own operations, upstream, downstream), the linked ESRS topics, and the internal subject-matter experts involved. Examples include daily engagement and co-creation with customers, a bi-annual global engagement survey for employees, external ESG ratings and investor calls for investors, and supplier due diligence, questionnaires and human rights assessments for suppliers. Nilfisk notes that internal SMEs act as proxies for external key stakeholders in the DMA, that it includes the views of affected stakeholders regarding its material IROs in its business processes, and that the Sustainability Steering Committee is regularly informed of new insights.

(Section ESRS 2 SBM-3) Nilfisk discloses its material impacts, risks and opportunities and their interaction with strategy and business model (report pages 71-72 and 74-77, with topical detail on pages 104, 117 and 119; a phase-in option is used). The material IROs derive from Nilfisk's Double Materiality Assessment, first conducted in 2023 and revised in 2024, and are presented in tables by ESRS topic, sub-topic and sub-sub-topic, indicating whether each is an impact, risk or opportunity, its place in the value chain, whether impacts are positive or negative and actual or potential, and the time horizon. Material topical standards are E1 Climate change, E2 Pollution, E3 Water and marine resources, E5 Circular economy, S1 Own workforce, S2 Workers in the value chain, S4 Consumers and end-users, and G1 Business conduct. E4 Biodiversity and S3 Affected communities are not material. Examples of disclosed IROs include Scope 1, 2 and 3 GHG emissions, natural disaster exposure (its Fort Pierce, Florida site was hit by Hurricane Milton with an expected revenue loss of about 7 mEUR), substances of concern including PFAS, water consumption, material scarcity, working conditions and health and safety, value chain workers' rights, and end-user safety and data privacy. A climate resilience analysis of physical and transition risks informed the DMA.

(Section ESRS 2 IRO-1) Nilfisk describes the processes to identify and assess material impacts, risks and opportunities (report pages 59, 66 and 69-70). It uses the Double Materiality Assessment, first done in 2023 and updated annually, considering both impact materiality (the inside-out perspective, assessing scale, scope, irremediability and likelihood of impacts on people and the environment) and financial materiality (the outside-in perspective, assessing financial significance of risks and opportunities and their likelihood). The DMA covers the entire value chain, including upstream, own operations and downstream. The methodology comprises scoping, mapping the value chain, stakeholder identification and engagement, generating a gross list of IROs (assessed on a gross basis without mitigation and cross-checked against ESRS sub-topics), and impact and financial assessment, followed by consolidation, Nilfisk Leadership Team approval and Audit Committee approval. Environmental IROs were identified through workshops with internal SMEs and climate-related screenings; a resilience analysis recognized physical and transition climate risks. According to SMEs, no significant biodiversity-related risks were identified and Nilfisk has no sites near biodiversity-sensitive areas. Governance IROs were identified with the Compliance team, evaluating regulations such as the EU Whistleblower Directive, UK Bribery Act, Foreign Corrupt Practices Act and OECD Guidelines. The outcome aggregates 9 ESRS topics and 21 sub-topics assessed as material.

(Section ESRS 2 IRO-2) Nilfisk provides an ESRS disclosure overview (report pages 128-130) listing the disclosure requirements covered by its sustainability statement, cross-referencing each to its location (Sustainability Statements, Management Review or Financial Statements) and page, with notes on incorporation by reference and phase-in options. All data points in the Environment, Social and Governance sections have been assessed as material according to the DMA. The overview shows which ESRS 2 general disclosures, and topical standard disclosures under E1, E2, E3, E5, S1, S2, S4 and G1, are reported. Nilfisk applies incorporation by reference for certain ESRS 2 disclosures placed in the Management Review and Remuneration Report, with items reported outside the Sustainability Statements clearly marked and covered by limited assurance from the external auditor. Phase-in options are used, for example for value chain data for metrics, information on ESRS sectors, and anticipated financial effects (such as E1-9, E2-6, E3-5 and E5-6, which are not reported). Nilfisk states it has not used the option to omit information related to intellectual property, know-how or results of innovation.

(Section ESRS E1-1, p 80, 82) Nilfisk states that it does not yet have a full 1.5C-aligned transition plan. Its current near-term Science Based Targets initiative (SBTi) targets are verified to a well-below 2.0C trajectory, and Nilfisk acknowledges that these near-term targets do not align with the ESRS requirements on a 1.5C aligned transition plan. In 2024, Nilfisk conducted a Net-Zero feasibility study to assess its readiness to reach the 2030 and 2050 reduction targets and to align its climate goals with a Net-Zero trajectory. The study concluded that Nilfisk has the potential to further reduce its emissions, but it has not been formalized in a budgeted and time-bound ESRS-aligned transition plan. Nilfisk has identified and quantified the effect of different decarbonization levers aligned with a well-below 2C trajectory and commits to adopt and communicate a transition plan towards a 1.5C target in 2025, using the results of the Net-Zero study to refine its climate targets and transition plan.

(Section ESRS E1-2, p 81-82) Nilfisk has a Climate Change and Energy policy owned by the EVP, Head of Marketing, Sustainability and Consumer Business, reviewed regularly and applied to the Nilfisk Group. It addresses three areas: climate change mitigation (defining the ambition to reduce Scope 1, 2, and 3 GHG emissions, targets, governance, activities, and the GHG accounting approach); energy efficiency (site and product energy efficiency, accounting principles, and governance, to be updated in 2025 to include actions on commercial opportunities from low-carbon products); and renewable energy deployment (setting the ambition to deploy and prioritize renewable energy options). The policy also outlines the annual process for evaluating climate risks and identifying opportunities, formalizing the link between climate change adaptation and Nilfisk's Enterprise Risk Management framework. Nilfisk also has a Global Vehicle policy, co-owned by the EVP Sustainability and the EVP People, Organization and Culture, reviewed bi-annually, setting region-specific electric vehicle targets to lower fleet emissions. A global environmental emergency preparedness and response SOP supports climate change adaptation. Scope 1, 2, and 3 emissions are monitored monthly and reported to the Nilfisk Leadership Team quarterly.

(Section ESRS E1-3, p 81-82) For Scope 1 and 2, Nilfisk acts on three decarbonization lever categories: energy efficiency, use of renewable energy, and switch of energy source. In 2024 it increased electric vehicles in its fleet from 64 to 140 cars, cutting 280 tonnes CO2eq, and aims to reduce fleet emissions by 50% by 2030 versus 2019. Energy-saving activities at four of eight sites are expected to reduce annual GHG emissions by about 270 tonnes CO2eq; 2025 measures such as molding process optimization, lighting, and solar panels are expected to cut Scope 1 and 2 emissions by 160 tonnes CO2eq. Renewable electricity actions (solar in Italy and China plus Energy Attribute Certificates) delivered a 2,960 tonnes CO2eq reduction in 2024, with 2,011 tonnes CO2eq expected in 2025; the share of renewable electricity rose from 42% to 52%. For Scope 3, product energy efficiency and energy source switching (e.g. the SC550 scrubber dryer using 27% less energy) plus 2025 launches are expected to reduce Scope 3 use-phase emissions by 14,400 tonnes CO2eq. On resources, 2024 R&D spend was 38.4 mEUR, of which 12 mEUR went to product development and 10 mEUR to capitalized R&D; an additional 7-10 mEUR is planned in 2025.

(Section ESRS E1-4, p 79-80, 83) Nilfisk has GHG emissions reduction targets for Scope 1, 2, and 3 that are verified and approved by the SBTi and aligned with a well-below 2C trajectory. The Scope 1 and 2 target is a 35% reduction in absolute market-based emissions by 2030 from a 2019 base year (22,718 tCO2eq base, 17,785 tCO2eq in 2024, 14,767 tCO2eq target for 2030), defined using the absolute contraction method. The Scope 3 target covers category 11 'use of sold products' and is a 48% reduction in GHG emissions intensity (tCO2eq per '000 EUR gross profit) by 2030 from a 2021 base year (5.62 base, 3.42 in 2024, 2.92 target for 2030), defined using the GEVA method; the associated absolute value for the target year is about 1,215,000 tCO2eq. Targets were defined in 2021 by the Product Management, R&D, and Sustainability functions and approved by the Nilfisk Leadership Team, with the Scope 1 and 2 absolute target and Scope 3 intensity target independently validated by SBTi. Nilfisk notes its actual performance is on the 1.5C target trajectory, though the near-term targets themselves are not yet 1.5C aligned.

(Section ESRS E1-5, p 84) Nilfisk's total energy consumption related to own operations (Scope 1 and 2, covering sites and fleet) was 89,875 MWh in 2024, broadly flat versus 89,961 MWh in 2023. Total energy consumption from fossil sources was 79,892 MWh (81,182 MWh in 2023), comprising 51,048 MWh from crude oil and petroleum products, 22,371 MWh from natural gas, and 6,473 MWh from purchased electricity, heat, steam and cooling from fossil sources. Nilfisk does not use coal or coal products. Total renewable energy consumption was 8,864 MWh (7,539 MWh in 2023), including 7,680 MWh of purchased renewable electricity, heat, steam and cooling, 1,087 MWh of self-generated non-fuel renewable energy, and 97 MWh of renewable fuel. Total consumption from nuclear sources was 1,119 MWh. The share of fossil sources in total energy consumption was 88.9% (down from 90.2%), nuclear 1.2%, and renewable sources 9.9% (up from 8.4%). As a manufacturer, Nilfisk is in a high climate impact sector; total energy consumption from these activities was 48,587 MWh in 2024, giving an energy intensity of 59.11 MWh/mEUR on 821.9 mEUR of related revenue.

(Section ESRS E1-6, p 85-86) In 2024, Gross Scope 1 GHG emissions were 14,476 tCO2eq (14,900 in 2023, 13,736 base year). Gross location-based Scope 2 emissions were 5,052 tCO2eq and gross market-based Scope 2 emissions were 3,309 tCO2eq. Total market-based Scope 1 and 2 emissions were 17,785 tCO2eq, down 22% versus the 2019 base year of 22,718 tCO2eq (target 14,767 for 2030). Total gross indirect Scope 3 emissions were 1,815,274 tCO2eq, up 6% year on year. Within Scope 3, category 11 'use of sold products' was 1,482,345 tCO2eq (down 13% versus 2023) and category 1 'purchased goods and services' was 332,929 tCO2eq. Scope 3 use of sold products is about 78% of Nilfisk's total footprint and is the dominant category, while Scope 1 and 2 together make up only about 1% of total emissions. Total market-based GHG emissions were 1,833,059 tCO2eq and total location-based emissions were 1,834,802 tCO2eq. GHG intensity was 1.78 tCO2eq/'000 EUR (market-based) and 1.79 (location-based) per net revenue. Direct biogenic emissions outside Scopes 1-3 were 4,705 tCO2eq. Scope 3 categories C2-C10 and C12-C15 are deemed not relevant or immaterial, representing an estimated 3% of total Scope 3 emissions excluded.

(Section ESRS E2-1, pp 87-88) Nilfisk states it is dedicated to reducing environmental impacts across the product life cycle and to minimizing pollution. For substances of concern, it acknowledges their presence in its machinery and processes and the risks these pose to human health and the environment, but discloses that it does not currently have a policy related to substances of concern, as it is still building the data structures needed to set guidelines; a Substances of Concern policy is forthcoming. Existing governing documents include the NACS 2020 Standard (Nilfisk Corporate Standard) for prohibiting and declaring substances, updated in 2024, and the Code of Conduct rule no. 6 Climate & Environment, which governs hazardous materials. For pollution from end-of-life products, the Product Circularity policy aims to reduce disposal impacts by improving product recyclability, repairability and durability, and the Code of Conduct also applies.

(Section ESRS E2-2, pp 87-88) On substances of concern, Nilfisk describes 2024 actions including a pilot project to gather PFAS information from suppliers, run with the Danish Technological Institute to build knowledge and assess supplier PFAS risks and explore lower-impact alternatives. It updated the NACS 2020 Standard for declarable substances, which now requires suppliers to avoid declarable substances where feasible and to declare phthalates and plasticizers above 0.1% concentration. It also established the NACS Master Data, a centralized database for chemical composition data, to be enhanced and IT-supported by 2025. For pollution from end-of-life products, Nilfisk concentrated on extending product lifespans through improved serviceability and refurbishment; the new SC550 scrubber dryer was designed for better serviceability, refurbishment activities were conducted across 12 countries (mainly Germany and the US), and a new metric was created to track waste-management maturity in sales countries. Rental and take-back offerings are being expanded in 2025.

(Section ESRS E2-3, pp 87-88) Nilfisk reports that it currently does not have a specific target for substances of concern but recognizes the importance of the issue and will develop a target in 2025; the target development process will assess the extent to which PFAS is included in scope. It states that the effectiveness of current policies and actions on substances of concern is not yet formally tracked. Separately, for pollution from end-of-life products, Nilfisk says it does not currently have a specific end-of-life target but recognizes its importance, and a target will be developed during 2025 and 2026. It notes that the effectiveness of current policies and actions in this area is not tracked in a formalized manner.

(Section ESRS E2-5, p 89) Nilfisk discloses metrics for substances of concern (SoC) and substances of very high concern (SoVHC) for 2024, split across six hazard classes. Total SoC is 245 tonnes in Class 1, 5 in Class 2, 3 in Class 3, 24 in Class 4, 2 in Class 5 and 2 in Class 6. Total SoVHC is 2,136 tonnes in Class 1 and 15 tonnes in Class 2. Of substances reported, 99% leave facilities as part of products, and of these 98% are lead compounds found in batteries. Hazard classes cover reproductive toxicity, carcinogenicity, germ cell mutagenicity, hazard to the aquatic environment, specific target organ toxicity (single exposure), and respiratory/skin sensitization. Figures are based on the annual amount of purchased chemicals for selected sites, with a conservative approach and a high degree of extrapolation. Entity-specific metrics show 38% of PFAS high-risk suppliers provided PFAS information, and 51% of products were sold in countries with low waste-management maturity.

(Section ESRS E3-1, p 91) Nilfisk acknowledges the importance of responsible water usage both in the use of its products and in production processes, and assesses this as a material issue from a salient human rights perspective. It states that although its production processes do not consume large amounts of water, it recognizes the environmental impact of water consumption. Water usage from products falls under the Product Circularity policy, which requires relevant Nilfisk functions to collect data, set targets and operationalize strategies to reduce water consumption. The Code of Conduct governs water-related activities under rule no. 6 Climate & Environment. For water at its own sites, Nilfisk says most water is consumed during product testing, water use at sites is relatively low, and the Code of Conduct guides employees to optimize water usage especially in water-scarce areas; it continuously monitors consumption to assess whether a specific site policy is needed.

(Section ESRS E3-2, p 91) Nilfisk reports actions to reduce water consumption from product usage and at its sites. In 2024 it implemented water-saving technologies in new floorcare products; the SC550 medium walk-behind scrubber dryer launched in 2024 includes water-saving settings in all standard configurations, with further water-conservation product developments expected by 2025 and 2026. In 2025 Nilfisk is launching three technology development projects aimed at reducing water consumption in high-pressure washers and floorcare machines, two expected to complete by end of 2026 and the third after 2026, aligned with the Product Circularity policy. For its own operations, Nilfisk currently runs two water recycling systems, one at its R&D center in Denmark and one at its manufacturing site in China, and will continuously assess the need for additional systems.

(Section ESRS E3-3, p 91) Nilfisk reports that it recognizes the importance of monitoring product water usage and is currently developing a target for product water usage, which it expects to finalize by 2025. It states that the effectiveness of these policies and actions is currently not tracked in a formalized manner. For water at its own sites, Nilfisk discloses that it does not currently have a target for water at its sites but will continuously assess the need for one, and that the effectiveness of these actions is currently not tracked in a formalized manner.

(Section ESRS E3-4, p 92) Nilfisk reports total water consumption of 99,356.6 m3 in 2024. Of this, 5,857.0 m3 is consumed in areas at water risk, including areas of high-water stress. Total water recycled and reused is 15,493.0 m3, total water stored is 312.0 m3, and changes in water storage are nil. By measurement approach, 77.6% is from direct measurement, 18.1% from sampling and extrapolation, and 4.3% from best estimates. The water intensity ratio is 96.7 m3/mEUR, calculated as water consumption divided by net revenue. Water risk at sites with 20 or more employees is assessed using the WWF Water Risk Filter. Separately, entity-specific total water consumption from product usage is 29,109,941.0 m3, with high-pressure washers representing 74% of the total water consumption of Nilfisk products; a high degree of estimates was used for this metric.

(Section ESRS E5-1, pp 93-94) Nilfisk's main policy is the Product Circularity policy, which encompasses six key themes aimed at reducing resource inflows and usage. It is overseen by Nilfisk's SVP, Head of Product Portfolio, and undergoes regular reviews for alignment with sustainability trends. The policy applies to Nilfisk's operations and focuses on minimizing the use of virgin resources. It mandates data collection, target setting, concept operationalization, and roadmap definition for increasing recycled content, and also aims to reduce waste by enhancing recyclability, repairability, and durability. The policy's intent is internal, and suppliers will be made aware of its effects through regular business interactions. Nilfisk's Code of Conduct also governs activities related to resource inflows (no. 9 Product certification and no. 10 Quality) and waste (no. 6 Climate & Environment), with more detail in section G1 Business conduct.

(Section ESRS E5-2, pp 93-94) On resource inflows, Nilfisk's strategic priority 'Service-as-a-Business' addresses global resource challenges and plastic waste pollution. Nilfisk is committed to using recycled plastic and declaring recycling levels of post-consumer and post-industrial plastics at product level. In 2024 it initiated a project to overcome technical challenges with recycled plastics, expected to complete in 2025, and integrated recycled plastics into several new products, including the SC550 with post-consumer recycled plastics available in 2025. On resource outflows, Nilfisk participated in the CirkEL project funded by the Danish Environmental Protection Agency, analyzing reuse, refurbishment, and recycling of floorcare products and developing a methodology to calculate product recyclability rates (expected to conclude in 2025). It focused on product serviceability and refurbishment, standardized waste stream categorization across all manufacturing sites, provided waste handling training at ISO-certified sites, and worked to extend product durability through planned maintenance and fixed service agreements.

(Section ESRS E5-3, pp 93, 95) Nilfisk has one target, on resource inflows. It has voluntarily committed to consuming at least 1,280 tonnes of recycled plastics annually by 2028, using 2023 as the baseline year. This is to be achieved by incorporating a minimum of 30% recycled content from post-consumer and post-industrial plastics into selected products. Recycled plastics consumed rose from 337 tonnes in 2023 to 365 tonnes in 2024, which the report states aligns with planned progress towards the 2028 target. The target was set in consultation with key internal stakeholders and is monitored and reported to the Nilfisk Leadership Team once a year; from 2025 a process will track progress quarterly. Nilfisk currently does not have a target for resource outflows or waste but will continuously assess the need for one, and the effectiveness of these policies and actions is currently not tracked in a formalized manner.

(Section ESRS E5-4, p 95) Nilfisk reports resource inflows as weight of products and materials. The total weight of products and technical and biological materials was 77,845 tonnes in 2024. The percentage of biological materials (and biofuels used for non-energy purposes) is reported as not applicable. The absolute weight of recycled materials used to manufacture products and services (including packaging) was 16,118 tonnes, representing 21% recycled materials. Most resources consumed come from the purchase of components and raw materials used to manufacture products, and more than 94% of the recycled materials used are steel and aluminum. Weights from direct suppliers are calculated by converting supplier spend data into weight for selected suppliers (with estimates and extrapolations for the remainder), while indirect supplier weights are estimated from OPEX data. A conservative approach means no recycled materials are reported from indirect suppliers due to low tonnage and lack of data.

(Section ESRS E5-5, p 96) Nilfisk reports resource outflows covering products and materials plus waste. Expected product durability versus industry average is reported as: floor cleaning & maintenance 4.8 years, high-pressure washers 7.6 years, vacuum cleaners 7.4 years, and others 6.6 years; Nilfisk notes no industry average for its product durability exists, so durability cannot yet be compared. Repairability, assessed using the French Repairability Index, is reported for consumer products: average repairability rate of consumer high-pressure washers 8.5 points and consumer vacuum cleaners 6.5 points. On recyclable content, the rate of recyclable content in products is 80% and in product packaging is 48%. Product recyclability rates are estimated using expert knowledge and weighted averages by product category, and packaging recyclability is calculated from the weight of each material type multiplied by global average recyclability rates. A high degree of estimation has been used across these metrics.

(Section ESRS E5-5, p 96) Total waste generated in 2024 was 4,096.3 tonnes, of which non-recycled waste was 1,111.8 tonnes, giving a percentage of non-recycled waste of 27.1%. Total hazardous waste was 22.0 tonnes and total radioactive waste was reported as not applicable. Waste diverted from disposal was split by treatment: preparation for reuse not applicable, recycling 10.3 tonnes, and other recovery operations 3.5 tonnes for hazardous waste; and preparation for reuse 108.7 tonnes, recycling 2,862.0 tonnes, and other recovery operations 241.1 tonnes for non-hazardous waste. Waste directed to disposal was split: hazardous waste 8.2 tonnes (incineration 3.3, landfill 1.0, other disposal operations 3.9); non-hazardous waste 862.5 tonnes (incineration 43.7, landfill 809.2, other disposal operations 9.6). Waste is reported on the basis of invoices or data from waste collectors for selected representative Nilfisk sites split into manufacturing and non-manufacturing, with extrapolations used for the remaining sites and a medium degree of extrapolations applied.

Nilfisk describes policies related to its own workforce in the Policies and actions section (pp 104-109). Its global Human Rights policy encompasses labor rights and extends across the entire value chain including the own workforce. Related policies guide commitments to just and favorable conditions of work, equal treatment and non-discrimination, the right to form and join trade unions, the right to rest and leisure, and safe and healthy working conditions. Named policies include the Working Hour policy (approved by the EVP Head of People, Organization, and Culture, reviewed annually, limiting working hours to a maximum of 48 hours per week including overtime); the Labor and Employee Rights policy (upholding rights to collective bargaining and union membership, reviewed annually); the Code of Conduct including health and safety in rule no. 7; the Occupational Health and Safety policy supported by the Global Health and Safety manual; the Code of Conduct and Global Diversity, Equity, and Inclusion policy (reviewed bi-annually); the Global Harassment and Discrimination policy with a zero-tolerance stance on harassment and discrimination (reviewed annually); the Training and Skills Development policy (reviewed annually, overseen by the Global Head of Learning and Development, approved by the EVP Head of People, Organization, and Culture); and the Data Privacy policy (reviewed regularly, with approval and accountability held by the Global Head of Compliance). On adequate wages, Nilfisk states it plans to implement a policy on adequate wages by 2025 with relevant targets. (Section ESRS S1-1, pp 104-109)

Nilfisk describes engaging with its own workforce (p 104). Employee engagement on human rights is facilitated through dialogue processes between employees and managers. Nilfisk conducts quarterly global town hall meetings, bi-annual engagement surveys, works council meetings, health and safety committee meetings, and annual performance conversations. These fixed interactions drive dialogue between the leadership team and employees. The EVP, Head of People, Organization, and Culture, and the Nilfisk Leadership Team ensure workforce engagement is promoted and that feedback is integrated into the decision-making process. The Nilfisk Leadership Team meets with the European Works Council at least once a year, often four to five times annually, with six employees representing over 1,300 colleagues. The effectiveness of engagement is assessed through employee engagement survey participation ratings and results from employee representative meetings. (Section ESRS S1-2, p 104)

Nilfisk describes processes to remediate negative impacts and channels for its own workers to raise concerns (p 104). Nilfisk encourages employees to report concerns through its grievance mechanisms, including direct reporting to managers, HR Business Partners, the Global Compliance Officer, or via Nilfisk's whistleblower system. Each grievance is investigated thoroughly, and retaliation against good faith reporters is prohibited, as outlined in the Code of Conduct and Whistleblower policy. Employees are made aware of these mechanisms through policy guidelines and communication campaigns. Nilfisk offers measures to provide and/or enable remedy for human rights impacts through a process available to its own workforce. The effectiveness of and trust in the grievance mechanisms are assessed through bi-annual employee engagement surveys, where employees rate their confidence in the response to serious misconduct. (Section ESRS S1-3, p 104)

Nilfisk reports actions taken on material impacts on its own workforce across working time, social dialogue, adequate wages, health and safety, diversity, measures against violence and harassment, gender equality and equal pay, and training and skills development (pp 105-109). On working time, Nilfisk is implementing time tracking systems in EU countries where required, with full implementation in Denmark, Hungary, Germany, and Spain targeted by the end of 2025, and uses the bi-annual engagement survey and whistleblower process to gather input on work-life balance. On social dialogue, Nilfisk supports country-bound works councils where mandatory. On adequate wages, in 2024 it began assessing its living wage status, a process continuing into 2025. On health and safety, in 2024 it appointed and trained Site Safety Partners, implemented a standard Safety Incident reporting tool, promoted near-miss reporting and online training, provided targeted training on mental health, driver safety, office safety, and services, enrolled all sites in the global Health and Safety manual, and completed ISO 45001 certifications. On diversity, in 2024 it launched e-learning programs completed by more than 1,000 employees, with diversity in recruitment guidelines for management positions planned for 2025 and the 'Women of Nilfisk' network in the US. On violence and harassment, grievance mechanisms are provided and a zero-tolerance policy is to be made available to all employees in the first half of 2025 with global training roll-out by 2026. On gender equality and equal pay, a job architecture framework supports equal pay and in 2024 the unadjusted gender pay gap improved to 19% from 21% in 2023. On training and skills development, Nilfisk uses a 70-20-10 model and a Learning Management System, trains leaders, and offers mandatory training in local languages. (Section ESRS S1-4, pp 105-109)

Nilfisk reports targets related to its own workforce (pp 103, 109-110). Working times and social dialogue: 90% employee participation in the engagement survey by 2025 (88.5% in 2024). Health and safety: recordable injury frequency rate below 10.5 (5.7 in 2024, which surpassed the target). Diversity: 40% of the underrepresented gender in top management by 2030, with a mid-term target of 34% by 2026 (31% in 2024); and 37.5% of the underrepresented gender on the Board of Directors by 2027, set according to the definition of equal representation in Danish legislation for a board of eight people (14% female in 2024). Measures against violence and harassment: by 2027, 95% of managers and 50% of employees trained on harassment and discrimination (training to be launched in 2025). Training and skills development: 25% employee participation in regular performance and development reviews by 2025 (12.4% in 2024). Gender diversity targets are monitored quarterly and results are presented to the Nilfisk Leadership Team. (Section ESRS S1-5, pp 103, 109-110)

Nilfisk reports the characteristics of its employees (p 111). Total employees at the end of 2024 were 4,813 (1,350 female, 3,406 male, 1 other, 56 not disclosed), up from 4,676 in 2023. In 2024, permanent employees numbered 4,406 (1,218 female, 3,183 male, 1 other, 4 not disclosed) and temporary employees numbered 407 (132 female, 223 male, 52 not disclosed); there were no non-guaranteed hours employees. Total headcount increased by 137, corresponding to 3.0%; female employees increased by 63 (5.0%) and male employees by 61 (1.8%). Headcount per country in 2024: Hungary 862 (799 in 2023), US 683 (749), China 592 (605), and rest of the world 2,676 (2,523). Hungary, the US, and China each account for more than 10% of the workforce. In 2024, 822 employees left the company (833 in 2023). Employee turnover for all employees was 17% (18% in 2023) and for permanent employees 15% (16% in 2023). Headcount excludes contingent workers, employees on leave, and terminated employees, and cannot be reconciled with Note 3.1 of the Financial Statements as that represents full-time equivalents. (Section ESRS S1-6, p 111)

Nilfisk reports the characteristics of non-employees in its own workforce (p 112). In 2024, non-employees in the own workforce comprised 85 self-employed people and no people provided by undertakings primarily engaged in employment activities, for a total of 85 non-employees. Non-employees are defined as contingent workers providing work for Nilfisk but not on the Nilfisk payroll, counted as the number of individuals contracted by Nilfisk at the end of the reporting period irrespective of the extent of working hours. (Section ESRS S1-7, p 112)

Nilfisk reports collective bargaining coverage and social dialogue (p 112). In 2024, 27% of employees were covered by collective bargaining agreements. Coverage rate data is provided for EEA countries with more than 50 employees representing more than 10% of employees, and estimated by region for non-EEA regions, with workplace representation reported for the EEA only; the disclosed coverage-rate band table shows no reported entries across the 0-19%, 20-39%, 40-59%, 60-79%, and 80-100% bands (APAC and Americas listed as regions). The coverage percentage is calculated by dividing the number of employees covered by collective bargaining agreements in each country by the total number of employees in that country, reported for countries with at least 50 employees representing at least 10% of the total workforce, and by region outside the EEA. In 2024, over 1,300 employees were covered by collective agreements on working conditions. (Section ESRS S1-8, p 112)

Nilfisk reports diversity metrics (p 113). Gender distribution at top management levels in 2024: male 42 (69%) and female 19 (31%), total 61 (100%), compared with male 44 (70%) and female 19 (30%), total 63 in 2023; the 2030 target is 60% male and 40% female. Distribution of employees by age group in 2024: under 30 years old 543 (11%), 30-50 years old 2,927 (61%), and over 50 years old 1,343 (28%), total 4,813 (100%), compared with 514 (11%), 2,899 (62%), and 1,263 (27%), total 4,676 in 2023. Top management levels are defined as the highest-ranking management level (the Nilfisk Leadership Team) and their direct reports with people management responsibilities. (Section ESRS S1-9, p 113)

Nilfisk reports on adequate wages (p 113). In 2024, employees in Singapore were paid below the applicable adequate wage benchmark: 2 employees, corresponding to 7.4% of employees in that country. In total, 2 employees, corresponding to 0.1% of employees, were paid below the applicable adequate wage benchmark. The list of countries where at least one employee is paid under the adequate wage published by Wageindicator.org is provided, with the published wage compared to the employee's Total Base Pay. (Section ESRS S1-10, p 113)

Nilfisk reports social protection (p 114). All employees are covered, through public programs or benefits offered by Nilfisk, against loss of income due to sickness, employment injury and acquired disability, parental leave, and retirement. Employees are not all covered against unemployment starting from when the own worker is working from the undertaking. Hong Kong and Japan are not covered by protection, and the following countries are only covered in case of involuntary termination: Argentina, Mexico, Australia, India, New Zealand, Singapore, Czech Republic, Greece, Italy, Portugal, Spain, Türkiye, and United Arab Emirates. (Section ESRS S1-11, p 114)

Nilfisk reports on persons with disabilities (p 114). In 2024, the percentage of employees with disabilities was 0.5%. The percentage is calculated as the number of employees with disabilities divided by the total number of employees, where persons with disabilities are defined as employees that have reported a disability and provided supporting documentation based on the countries' legislation. (Section ESRS S1-12, p 114)

Nilfisk reports training and skills development metrics (p 114). Total employees who participated in regular performance and development reviews in 2024 was 12.4%, with an average of 1.5 training hours (target 25% for 2025). By gender: male 12.5% and 1.4 hours, female 12.7% and 1.8 hours, non-binary not reported, and not declared 2.4% and 1.0 hours. The participation percentage is calculated as the number of employees that completed the yearly performance and career review divided by the total number of employees invited to the review. The average number of training hours is the total training hours divided by the total number of employees who completed any training in Nilfisk's Learning Management System, categorized by gender. (Section ESRS S1-13, p 114)

Nilfisk reports health and safety metrics (p 115). The percentage of people in the own workforce covered by a health and safety management system in 2024 was 26.5% for employees, 0.8% for non-employees, and 27.3% in total (defined as those working at an ISO 45001 certified site). There were no reported fatalities as a result of work-related injuries and ill health for own workers or for other workers working on Nilfisk's sites in 2024. Recordable work-related accidents for employees in 2024 numbered 49, with a rate of 5.7 (target rate below 10.5 for 2025); no figure is reported for non-employees. No cases of recordable work-related ill health were reported for employees or non-employees in 2024. Days lost to work-related injuries and fatalities from work-related accidents, work-related ill health, and fatalities from ill health related to employees was 1,617 in 2024; none reported for non-employees. The recordable injury frequency rate (TRIFR) is the number of recordable injuries in a defined period times 1,000,000 divided by total worked hours in the same period. (Section ESRS S1-14, p 115)

Nilfisk reports work-life balance metrics (p 116). In 2024, 97% of employees were entitled to take family-related leave. The percentage of entitled employees that took family-related leave in 2024 was 9% for male, 12% for female, and 10% in total. The percentages are calculated as the number of employees entitled to (or that took) family-related leave divided by the total number of employees, categorized by gender where applicable. (Section ESRS S1-15, p 116)

Nilfisk reports remuneration metrics (p 116). The gender pay gap, as the average pay level between female and male employees, was 19% in 2024 (21% in 2023). The annual total remuneration ratio of the highest paid individual to the median annual total remuneration for all employees was 52:1 in 2024 (62:1 in 2023). The unadjusted gender pay gap is the difference between the average gross hourly earnings of men and women expressed as a percentage of men's average gross hourly earnings, calculated from total base salary excluding other compensation and excluding employees on leave. The annual total remuneration ratio is calculated by dividing the CEO's annualized compensation (including base salary, short-term, and long-term incentives) by the median employee compensation (including base salary and target incentives) at year-end. (Section ESRS S1-16, p 116)

Nilfisk reports incidents, complaints, and severe human rights impacts (p 116). In 2024, there were 5 incidents of discrimination, including harassment. Other than these, no additional complaints were filed through the designated channels for raising concerns, and there were no related penalties or compensations. There were no severe human rights issues, incidents, or related fines. The metric counts incidents, complaints, and severe human rights incidents reported via the whistleblower system or internally. (Section ESRS S1-17, p 116)

(Section ESRS S2-1, pp 117-118) Nilfisk's policies on value chain workers are set out in its Global Human Rights policy and its Supplier Code of Conduct. Value chain workers materially impacted by Nilfisk's business model are those in the upstream supply chain, typically in manufacturing and mining industries in regions with a high risk of workers' rights violations. The 2024 Human Rights policy covers all aspects of human rights for Nilfisk's own operations and value chain, prioritizing actions based on material topics from the DMA and on the severity and likelihood of impacts. It requires partners to comply with national laws and international standards including the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the Ten Principles of the UN Global Compact. It details a six-step process based on the OECD Due Diligence Guidance and is available on Nilfisk's intranet and websites. The Supplier Code of Conduct, updated in 2024, sets human rights commitments and expectations for all suppliers and is part of the contractual obligation with direct suppliers, covering forced labor, child labor, and human trafficking. The EVP, CFO owns the Supplier Code of Conduct.

(Section ESRS S2-2, p 118) Nilfisk engages indirectly with value chain workers through several processes. New direct suppliers undergo an approval process that includes questionnaires on sustainability, legal, and compliance standards; in 2024, 395 suppliers were assessed for sustainability. The primary form of engagement is through annual on-site assessments by the Nilfisk compliance team. In 2024, Nilfisk conducted 25 assessments and interviews with high-risk suppliers, providing insights into worker perspectives, particularly workers vulnerable due to the nature of their work or location. Through regular supplier assessments (questionnaires and on-site audits), Nilfisk requests insights into labor conditions and specific management systems implemented by suppliers, with focus areas including environmental and climate impacts, labor rights, health and safety, and anti-corruption. Based on audit findings, Nilfisk provides detailed training or guidance. Nilfisk also assesses strategic suppliers through the Sedex Member Ethical Trade Audit performed by a third party, ensuring transparency on labor, health and safety, environmental, and business ethics conditions for key suppliers and its manufacturing sites.

(Section ESRS S2-3, p 118) Workers in Nilfisk's value chain can make use of existing channels to interact with Nilfisk. Under the Supplier Code of Conduct, suppliers and business partners are required to ensure their employees can report concerns through the suppliers' own grievance mechanisms or Nilfisk's whistleblower system. In 2024, no violations of human rights issues were reported or identified. The Whistleblower policy provides value chain workers with a safe reporting mechanism, assures independent and fair assessment, and offers effective remediation proportionate to the grievance that occurred. Nilfisk directs readers to section G1 Business conduct for more detail on remediation and channels to raise concerns.

(Section ESRS S2-4, pp 117-118) Nilfisk identified potential negative impacts to individual value chain workers in the supply chain relating to health and safety, workers' rights, gender inequalities, and harassment and violence at suppliers. It mitigates these through policies, actions, targets, and supplier due diligence. The due diligence approach addresses supplier risks across legal, compliance, and sustainability dimensions and is applied to current and new, direct and indirect suppliers. Nilfisk aims for annual screenings of all direct suppliers, a target met in 2024, and screens direct and selected indirect suppliers based on spend and risk; in 2024 it defined high-risk categories across sourcing category, geographical area of production, and strategic importance. Actions include introducing the independent SMETA (Sedex Members Ethical Trade Audit) for selected strategic suppliers. The updated Supplier Code of Conduct will be extended to additional key suppliers, with a goal of at least 70% of selected suppliers signing in 2025. In 2025, Nilfisk will establish a Sustainable Sourcing policy on its due diligence process for the coming CSDDD and will join Ethical Trading Denmark.

(Section ESRS S2-5, p 117) Nilfisk has set a target that 70% of selected suppliers sign the Supplier Code of Conduct, described as a measure to minimize business risk. The 2024 value is reported as N/A and the 2025 progress target is 70%, framed as progress towards a 2030 target. Nilfisk states it respects human and labor rights and actively seeks to reduce the risk of adverse impact on workers in its value chain in collaboration with its global network of suppliers.

(Section ESRS S4-1, pp 119-120) Nilfisk's policies related to consumers and end-users cover human and labor rights, privacy, and the security and health and safety of persons. Its Human Rights policy, detailed in section S2, extends to customers and end-users and outlines a four-step process to ensure alignment with international standards. The Human Rights Policy, IT Security Policy, and Customer Health and Safety policy address the human rights topics considered material to consumers and end-users: the Right to Privacy, the Right to Access to Information, and the Right to Health and Safety. The Customer Health and Safety policy, overseen by the EVP, Head of Operations and the VP, Legal and General Counsel, is implemented by the Quality Assurance department, with Quality and Environmental Management systems ensuring quality reports including end-user health and safety observations are addressed promptly. The IT Security policy, aligned with ISO 27001 and 27002, is owned and reviewed annually by the IT Security Steering Committee led by the CIO. An Information Security Vulnerability Disclosure policy, overseen by the CISO, promotes responsible disclosure. Code of Conduct rule no. 10 covers product certification and quality rules.

(Section ESRS S4-2, p 119) Nilfisk engages with customers to understand and address their needs, reinforcing its commitment to IT safety through regulatory compliance. Nilfisk has received reports from its downstream value chain regarding product malfunctions and incidents that do not conform to health and safety standards. Nilfisk is investigating an allegation of a potential defect in one of its products that may have caused personal injury and states it is diligently working to establish the facts and take appropriate action. To date, there have been no reports concerning privacy or access to information. Nilfisk also gathers customer insights: customer training is described as crucial for safe product usage, and the collection of customer insights continuously informs product development, with comprehensive training and support provided for end-users.

(Section ESRS S4-3, p 119) Nilfisk offers remedies for human rights impacts through a process available to customers and end-users, and directs readers to section G1 Business conduct for more detail. For IT security matters, Nilfisk acknowledges companies representing end-users as legitimate representatives for IT security information, and states that all business relationships can raise concerns through corporate channels. External parties can report vulnerabilities on Nilfisk's website for prompt mitigation, supported by the Information Security Vulnerability Disclosure policy overseen by the CISO. Nilfisk again refers to section G1 Business conduct for further information on these channels.

(Section ESRS S4-4, pp 119-120) Nilfisk identified a potential negative impact to the security of end-users of professional floorcare products, typically involving single product malfunctions, and a risk in IT security breaches of machines potentially affecting GDPR and privacy. To prevent negative impacts, Nilfisk invests significantly in product safety, including IT security, employee training, and activity monitoring, and plans to integrate new IT security measures and develop automated testing solutions. It maintains stringent quality control in manufacturing, collaborates with third parties for testing and certification, and drives continuous improvement guided by customer feedback. New product launches emphasize ergonomic, user-friendly design: the 2025 Nilfisk Dryft micro-scrubber dryer and the 2024 SC550 walk-behind scrubber dryer. On IT resilience, all Nilfisk employees undergo cyber security training using AI and behavioral science, with tailored training planned for five departments in 2025, and Nilfisk collaborates with third parties to comply with NIS2 and the EU Cyber Resilience Act. Advanced machines with tracking functionalities can deactivate tracking for customers that prioritize data security. If a product is assessed to put end-user health and safety at risk, Nilfisk may halt distribution or initiate a recall campaign.

(Section ESRS S4-5, pp 119, 121) Nilfisk reports targets across privacy and the security and health and safety of persons. For privacy, the target is 100% of new office employees to receive phishing training within three months of onboarding; the 2024 result was 87%, in line with the plan towards the 100% target for 2025, and the target is monitored and reported to the IT Steering Committee annually. For security of a person and health and safety, Nilfisk has set an annual target of zero product recalls to avoid unacceptable levels of risk to end-user health and safety; the number of product recalls was 0 in 2024, meeting the target, with a target of 0 for 2025. Nilfisk also states it prioritizes customer health and safety by developing ergonomic cleaning solutions. Both targets were set in consultation with key internal stakeholders.

(Section ESRS G1-1, pp 123-125) Nilfisk states that good governance and its Code of Conduct are fundamental to how it conducts business and interacts with stakeholders. The Code of Conduct, approved by the Board of Directors and implemented by the Compliance Team, covers own operations and the value chain and includes an Integrity policy plus 11 rules of behavior, among them anti-corruption, competition compliance, data privacy, foreign trade controls, fraud and conflicts of interest, health and safety, information security, labor rights, and diversity and inclusion. It is available to all stakeholders in multiple languages and is supported by the Nilfisk Governance Framework, a web portal of binding operational rules for areas such as Sales, Service, R&D, Communications, and Finance. Concerns can be raised through a confidential, anonymous multilingual whistleblower system that complies with the EU Whistleblower Directive (2019/1937), or internally to managers, HR, or the Compliance Team. All reports of possible legal or Code of Conduct violations are investigated independently of the management involved, with conclusions reported to the Audit Committee and General Counsel. By the end of 2024, more than half of the global workforce had completed the online Code of Conduct training, and nearly 90% of manufacturing site employees had received in-person training. The 2024 Code of Conduct participation rate was 63%, against a 90% target for 2025.

(Section ESRS G1-3, pp 125-126) Nilfisk describes how it prevents and detects corruption and bribery. It actively opposes bribery as a company and as a participant in the UN Global Compact and the OECD's Business and Industry Advisory Committee. Corruption risks are evaluated in high-risk functions such as transport, logistics, and customs clearance, and high-risk markets are identified using Transparency International's Corruption Perception Index. Anti-corruption is governed by the Integrity policy and anti-corruption rule no. 1 in the Code of Conduct, which prohibits directly or indirectly offering, giving, or receiving anything of value to secure an improper business advantage. Key risks are managed annually through Enterprise Risk Management, a third-party due diligence tool, and a new supplier compliance questionnaire. In 2024 Nilfisk introduced a Supplier Code of Conduct prohibiting suppliers from engaging in bribery on its behalf, and new sales terms prohibit dealers from doing so. Anti-corruption training is part of the Code of Conduct training and is completed once every two to three years by at-risk employees. In 2024, 57% of functions-at-risk were covered by training programs and 38% received training. Potential breaches can be reported through the whistleblower system, with all reports following the Code of Conduct investigation process led by the Compliance Manager.

(Section ESRS G1-4, p 126) Nilfisk reports metrics on incidents of corruption or bribery under the heading convictions and fines for violation of anti-corruption and anti-bribery laws. For 2024, the number of convictions for violation of anti-corruption and anti-bribery laws is reported as none, and the amount of fines for violation of anti-corruption and anti-bribery laws is also reported as none (both shown as a dash in the table). The accounting policy explains that this metric represents the number of reported incidents regarding any convictions or fines for the violation of anti-corruption or anti-bribery laws.