33597045 2024-01-01 2024-12-31 33597045 2024-12-31 ifrs-full:SeparateMember 33597045 2023-12-31 ifrs-full:SeparateMember 33597045 2024-01-01 2024-12-31 ifrs-full:SeparateMember 33597045 2023-01-01 2023-12-31 ifrs-full:SeparateMember 33597045 2024-01-01 2024-12-31 0 33597045 2024-01-01 2024-12-31 1 33597045 2024-01-01 2024-12-31 0 33597045 2024-01-01 2024-12-31 1 33597045 2024-01-01 2024-12-31 2 33597045 2024-01-01 2024-12-31 3 33597045 2024-01-01 2024-12-31 4 33597045 2024-01-01 2024-12-31 5 33597045 2024-01-01 2024-12-31 6 33597045 2024-01-01 2024-12-31 7 33597045 2024-01-01 2024-12-31 8 33597045 2024-12-31 33597045 2023-12-31 33597045 2023-01-01 2023-12-31 33597045 2024-01-01 33597045 2023-01-01 33597045 2024-01-01 2024-12-31 0 33597045 2024-01-01 2024-12-31 1 iso4217:DKK xbrli:pure Regnskabsklasse C, stor virksomhed 2024-01-01 2024-12-31 Falck A/S Sydhavnsgade 18 2450 Copenhagen SV Denmark 4570333311 www.falck.dk 33597045 2025-02-25 Miguel Buxó <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Independent Auditor’s Report</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">To the shareholders of Falck A/S</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Opinion</td></tr><tr><td colspan="1">In our opinion, the Consolidated Financial Statements give a true and fair view of the Group’s financial position at 31 December 2024 and of the results of the Group’s operations and cash flows for the financial year 1 January to 31 December 2024 in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act. Moreover, in our opinion, the Parent Company Financial Statements give a true and fair view of the Parent Company’s financial position at 31 December 2024 and of the results of the Parent Company’s operations for the financial year 1 January to 31 December 2024 in accordance with the Danish Financial Statements Act. We have audited the Consolidated Financial Statements and the Parent Company Financial Statements of Falck A/S for the financial year 1 January to 31 December 2024 which comprise income statement, statement of financial position, statement of changes in equity and notes, including material accounting policy information for both the Group and the Parent Company, as well as statement of comprehensive income and statement of cash flows for the Group (“financial statements”).</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Basis for Opinion</td></tr><tr><td colspan="1">We conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Statement on Management’s Review</td></tr><tr><td colspan="1">Management is responsible for Management’s Review. Our opinion on the financial statements does not cover Management’s Review, and we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read Management’s Review and, in doing so, consider whether Management’s Review is materially inconsistent with the financial statements or our knowledge obtained during the audit, or otherwise appears to be materially misstated. Moreover, it is our responsibility to consider whether Management’s Review provides the information required under the Danish Financial Statements Act. Based on the work we have performed, in our view, Management’s Review is in accordance with the Consolidated Financial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statement Act. We did not identify any material misstatement in Management’s Review.</td></tr><tr><td colspan="1">Management’s Responsibilities for the Financial Statements</td></tr><tr><td colspan="1">Management is responsible for the preparation of Consolidated Financial Statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act and for the preparation of Parent Company Financial Statements that give a true and fair view in accordance with the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, Management is responsible for assessing the Group’s and the Parent Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting in preparing the financial statements unless Management either intends to liquidate the Group or the Parent Company or to cease operations,or has no realistic alternative but to do so.</td></tr><tr><td colspan="1">Auditor’s Responsibilities for the Audit of the Financial Statements</td></tr><tr><td colspan="1">Our objectives are to obtain reasonable assu- rance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: • Identify and assess the risks of material mis- statement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error as fraud may involve collusion, forgery, intentional omissions,</td></tr><tr><td colspan="1">misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and the Parent Company’s internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management. • Conclude on the appropriateness of Management’s use of the going concern basis of accounting in preparing the financial statements and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s and the Parent Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group and the Parent Company to cease to continue as a going concern.</td></tr><tr><td colspan="1">• Evaluate the overall presentation, structure and contents of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that gives a true and fair view. • Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the Consolidated Financial Statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinion.</td></tr><tr><td colspan="1">We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.</td></tr></table> Hellerup 2025-02-03 <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Management’s statement</td></tr><tr><td colspan="1">The Board of Directors and the Executive Committee have today considered and approved the annual report of Falck A/S for 2024.</td></tr><tr><td colspan="1">The consolidated financial statements have been prepared in accordance with IFRS Accounting Standards which have been adopted by the EU and additional requirements under the Danish Financial Statements Act.</td></tr><tr><td colspan="1">The Parent Company’s financial statements have been prepared in accordance with the Danish Financial Statements Act.</td></tr><tr><td colspan="1">In our opinion, the consolidated financial statements and the Parent Company’s financial statements give a true and fair view of the Group’s and the Parent Company’s assets, liabilities and financial position at 31 December</td></tr><tr><td colspan="1">2024, and of the results of the Group’s and the Parent Company’s operations, and the Group’s cash flows for the financial period 1 January - 31 December 2024.</td></tr><tr><td colspan="1">Furthermore, in our opinion, the Management’s review includes a fair review of developments in the operations and financial position of the Group and the Parent Company, the financial</td></tr><tr><td colspan="1">results for the year and the Group’s and the Parent Company’s financial position, as well as a description of the most significant risks and elements of uncertainty facing the Group and the Parent Company.</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">We recommend that the annual report is approved at the Annual General Meeting.</td></tr></table> Copenhagen 2025-02-03 12134000000 9218000000 2916000000 2404000000 71000000 50000000 -88000000 445000000 53000000 243000000 255000000 139000000 116000000 -57000000 -1000000 6000000 -64000000 52000000 52000000 0 540000000 50000000 -8000000 -45000000 237000000 53000000 79000000 719000000 389000000 164000000 34000000 43000000 1000000 -301000000 0 0 300000000 597000000 -297000000 121000000 -7000000 <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Governance</td></tr><tr><td colspan="1">Falck is aligned with the Recommendations on Corporate Governance issued by the Danish Committee on Corporate Governance and is preparing for alignment with the Corporate Sustainability Reporting Directive (CSRD) in 2025 reporting. At Falck, it remains a top priority to conduct business in accordance with strong corporate governance principles. Hence, the Board of Directors regularly reviews the Group’s corporate governance framework and policies in relation to activities, business environment and the Danish Recommendations on Corporate Governance (in the following referred to as the “Recommendations”). Falck’s corporate governance compliance is reported annually in accordance with the “comply or explain” principle set out in the Recommendations. The Comply or explain analysis is available at the corporate website www.falck.com/about-us/corporategovernance. The 2024 comply or explain analysis states that Falck adheres to all the Recommendations. This represents an improvement from last year. Since last year, Lene Skole has been replaced by Ingrid Bojner in the Audit Committee. Ingrid Bojner is considered independent. Furthermore, Peter Schütze is no longer considered a dependant</td></tr><tr><td colspan="1">member as he resigned from the Board of the Lundbeck Foundation in March 2024. Governance structure, board composition and responsibilities Partially fulfils ESRS 2 GOV-1 The role of the administrative, management and supervisory board* Falck operates a two-tier management system comprising the Board of Directors and the Executive Committee. This practice follows Danish legislation. There are no overlapping memberships between the two bodies. Moreover, retiring members of the Executive Committee are not permitted to join the Board of Directors immediately following their tenure. The shareholders have the ultimate decision- making power at Falck and may pass resolutions at the Annual General Meeting and Extraordinary General Meetings. At the Annual General Meeting, members are elected to the Board of Directors, and an independent auditor is appointed. The Board of Directors guides and supervises Falck’s activities, development, management and organisation. The Board of Directors acts in compliance with applicable legislation and convenes at least seven times a year or as required by special circumstances. The Board of Directors has nine members. Six members are elected by the shareholders, while three are elected by the employees of Danish group companies. Four out of six shareholder-elected members are considered independent.</td></tr><tr><td colspan="1">Shareholder-elected board members serve for one-year terms and employee-elected members for four-year terms. The most recent election of employee representatives for the Board of Directors was held in March 2021 for the 2021-2025 term. The current employee representatives are Vagn Flink Møller Pedersen, Stefan Fyhn Gregersen and Christian Jesper Engvad Madsen. The next employee election is scheduled for 2025. The Lundbeck Foundation is represented on the Board of Directors by Lene Skole (Deputy Chair), while KIRKBI is represented by Thomas Lau Schleicher. The other four shareholder-elected members are considered independent. None of the employee-elected members are deemed independent as defined by the Recommendations. The Executive Committee and Executive Management team Partially fulfils ESRS 2 GOV-1 The role of the administrative, management and supervisory board The Executive Committee is responsible for the day-to-day management and operation of Falck, which is conducted in accordance with the guidelines and recommendations set out by the Board of Directors and with the focus on developing and implementing strategies and significant initiatives. The Executive Committee is responsible for ensuring that the Board of Directors is informed of all material matters and that proposals and recommendations concerning the Group’s overall strategy and objectives are submitted to the Board of Directors. The Executive Committee consists of the Group CEO and the Group CFO.</td></tr><tr><td colspan="1">The Executive Committee has established an Executive Management team to undertake leadership of the day-to-day management. In addition to the Executive Committee members, the Executive Management team consists of the SVP, Employee and Labour Market services; the SVP, Direct Care; the SVP, Global Assistance; the SVP, Falck Eastern Europe; the SVP, Chief of Staff; the SVP, Falck Western Europe and Commercial; the SVP, Falck USA; the SVP, Falck LATAM and the VP CIO. Evaluation of the Board of Directors The Board of Directors has conducted an annual evaluation of the effectiveness of the Board of Directors, the processes supporting its work, individual board members’ contributions, the Chair’s performance and the Board of Directors’ interaction with the Executive Committee. The assessment was carried out by an external company as a standardised procedure to assure anonymity, thereby following the Recommen- dations. The quantitative board evaluations are two-fold with a collective and an individual online self-assessment. Every Board member and member of the Executive Committee has completed an online questionnaire. As it has been general practise for several years, the board evaluation was presented to and discussed collectively on the Board of Directors, and the Chair provided each Board member with feedback. The 2024 board evaluation results reported a high score. The evaluation highlighted a continued high level of trust among Board</td></tr><tr><td colspan="1">members in the performance and collaboration with the Executive Management. The Board believes it effectively ensures the necessary procedures for risk management and demonstrates significant insight into financial responsibilities. Furthermore, there was a strong overall assessment that the Board of Directors is highly committed to the sustainability strategy and target with a recommendation to continue and further develop this area. The evaluation indicates that the established board committees are functioning very well. Lastly, the board evaluation revealed certain focus areas for the coming year. Based on the Board’s discussions of the 2024 evaluation, it has been decided to focus on the following key areas in 2025: • Implementation of the Care for More ‘27 strategy • Progress on sustainability and ESG • Continued focus on digitalisation Board competencies and diversity - Partially fulfils ESRS 2 GOV-2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies The members of the Board of Directors must jointly possess the breadth and depth of competencies required to inspire, drive and oversee the development of Falck. The Board of Directors believes that members should be chosen based on their overall competencies and recognises the importance and beneficial effect of diversity with respect to experience, cultural and educational backgrounds and gender. The Board of Directors continued to surpass the 40/60% gender distribution target through a 50/50% distribution.</td></tr><tr><td colspan="1">All members of the Board of Directors hold equal rights and obligations. In 2022, the Board of Directors identified the following important competencies for the Board, which were maintained throughout 2024: • C-level experience • Strategic planning • ESG • Corporate governance • Customer relation management • M&amp;A • Industry-relevant experience • Contract-based business models • Subscription-based business models • Core market insights • Organisational development • Digitalisation • Technology innovation • Risk management Special competencies required from employee- elected members of the Board of Directors are: • Company knowledge • Balancing perspectives • Employee engagement • Internal communication Board activities - Partially fulfils ESRS 2 GOV-2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies The Board of Directors held eight ordinary board meetings, one extraordinary board meeting along with a constitutional meeting and a strategy seminar in 2024. The most significant activities were related to: • Implementation of Care for More ’27, including Digital Transformation</td></tr><tr><td colspan="1">• Implementation of the Corporate Sustainability Reporting Directive (CSRD), including approval of Falck’s Double Materiality Assessment (DMA) and updated ESG governance • Management of Group risks • Implementation of the safety strategy developed in 2023 The regular activities of the Board of Directors included discussions and approvals of: • Annual and interim reports, including sustainability reporting, remuneration reporting, forecast and targets • Acquisitions, divestments, tenders and business updates • Responses to engagement surveys, succession planning and approval of new competence profiles • Policies for various subject areas Furthermore, to support Falck’s strategic objectives and long-term value creation, the Board of Directors continuously evaluates Falck’s capital structure, including equity and debt levels, dividend policy, and capital allocation strategies. Six out of nine members of the Board of Directors had an attendance rate of 100%. For a detailed overview of the attendance rate, please refer to the table Meeting attendance 2024 on page 31 of this report. Internal controls The Board of Directors and the Audit Committee have the overall responsibility for overseeing the internal control environment and the effectiveness of internal controls. The Executive Committee leads the implementation and monitoring of an</td></tr><tr><td colspan="1">appropriate internal control environment. The internal control environment has been upheld by Internal Financial Controls, Quality Assurance and ISO Audit. Remuneration - Partially fulfils GOV-3 Integration of sustainability-related performance in incentive schemes Remuneration of the Board of Directors and the Executive Committee is governed by Falck’s Remuneration Policy, complying with the Recommendations. As detailed in the annual Remuneration Report, Falck’s short-term incentive programme is a one-year cash-based initiative focusing on financial, commercial and ESG KPIs. Additionally, there is a three-year cash-based long- term incentive programme focusing on financial and commercial KPIs. The Remuneration Policy and Report are available at www.falck.com/aboutus/ corporategovernance/remuneration.</td></tr></table><br><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="8">Governance</td></tr><tr><td colspan="8">Board committees</td></tr><tr><td colspan="8">The Board of Directors has established two committees to support its decision-making: An Audit Committee and a Remuneration and Nomination Committee.</td></tr><tr><td colspan="8">The Audit Committee In February 2024, the Board of Directors reappointed Peter Schütze as Chair of the Audit Committee. Further, Ingrid Bojner and Dorthe Mikkelsen were appointed members of the Audit Committee. The Audit Committee meets at least four times a year. Altogether, the Audit Committee held seven meetings during 2024 with a 100% attendance rate. Most significant activities during 2024 • The recommendation to approve the Annual Report 2023 and the interim reports • Discussion of future requirements in terms of control and assurance of sustainability reporting (e.g. CSRD) and discussion of methodology applied for the Double Materiality Assessment • Committee recommendations related to audit and compliance, IT and cybersecurity • Continued supervision of scoping and implementation progress of the finance system consolidation initiative, called Moneta • The recommendation to approve the Nordic Investment Bank (NIB) debt diversification • The recommendation to approve various policies. You can read more about the Audit Committee and its terms of reference in the Charter on falck.com.</td></tr><tr><td colspan="8">The Remuneration and Nomination Committee In February 2024, Niels Smedegaard was reappointed as Chair of the Remuneration and Nomination Committee. Dorthe Mikkelsen and Lene Skole were reappointed as members. The Remuneration and Nomination Committee meets at least twice a year. The Committee held three meetings during 2024 with a 100% attendance rate. Most significant activities during 2024 • Preparation of a succession plan and approval of new board competencies • The recommendation to approve certain sections of the Annual Report 2023 • The recommendation to approve the Remuneration Policy and Report, including bonus to the Executive Committee and Executive Management based on Short-Term Incentives (STI) and Long-Term Incentives (LTI) • The recommendation to approve various policies • The recommendation to approve the Board of Directors’ focus areas for 2025 • Approval of the Board evaluation process for 2025. You can read more about the Remuneration and Nomination Committee and its terms of reference in the Charter on falck.com.</td></tr><tr><td /><td>Board and committees</td><td /><td /><td>Board meetings</td><td /><td>Board committee</td><td>meetings</td></tr><tr><td>Name</td><td>Board</td><td>Audit</td><td>Remuneration and Nomination</td><td>Board meetings</td><td>Attendance</td><td>Audit</td><td>Remunerati Nomination</td></tr><tr><td>Niels Smedegaard</td><td>Chair</td><td /><td>Chair</td><td>••••••••••</td><td>90%</td><td /><td>•••</td></tr><tr><td>Lene Skole1</td><td>Deputy Chair</td><td>Member</td><td>Member</td><td>••••••••••</td><td>100%</td><td>•</td><td>•••</td></tr><tr><td>Ingrid Bojner</td><td>Member</td><td>Member</td><td /><td>••••••••••</td><td>100%</td><td>•••••••</td></tr><tr><td>Dorthe Mikkelsen</td><td>Member</td><td>Member</td><td>Member</td><td>••••••••••</td><td>100%</td><td>•••••••</td><td>•••</td></tr><tr><td>Thomas Lau Schleicher</td><td>Member</td><td /><td /><td>••••••••••</td><td>100%</td></tr><tr><td>Peter Schütze</td><td>Member</td><td>Chair</td><td /><td>••••••••••</td><td>100%</td><td>•••••••</td></tr><tr><td>Stefan Fyhn Gregersen (E)</td><td>Member</td><td /><td /><td>••••••••••</td><td>90%</td></tr><tr><td>Christian Jesper Engvad Madsen (E)</td><td>Member</td><td /><td /><td>••••••••••</td><td>100%</td></tr><tr><td>Vagn Flink Møller Pedersen (E)</td><td>Member</td><td /><td /><td>••••••••••</td><td>90%</td></tr><tr><td colspan="8">Mitigating risks to safeguard our business</td></tr><tr><td colspan="8">Risk management is an integral part of good management practice, and at Falck we are committed to embedding a strong risk culture across the organisation and ensuring that effective risk management is integrated into all activities and business processes. Falck has implemented a risk management framework outlining a consistent approach in the identification, assessment, treatment and monitoring of key risks. The risk management process is focused on supporting Falck’s strategy and plays an instrumental role in the decision-making of the Executive Management. The risk management framework enables Falck to protect and improve its value by addressing uncertainty in strategic planning. Overall, it aims to ensure a forward-looking risk management approach that provides a holistic view of all risks across the organisation. Falck continuously focuses on strengthening its risk culture to support the execution of its strategy and achieve business objectives.</td></tr><tr><td colspan="8">The established risk management process enables Falck to ensure that changes in both external and internal factors are adequately captured and reflected in the strategic and operational planning. The regular evaluation of the Group’s risk performance and the delivery on its objectives serve as an indicator of an efficient risk management process. In 2024, Falck focused on strengthening risk awareness and integrating risk management. The overall risk picture and progress on mitigating actions to the top risks for 2024 were monitored by the Executive Management, the Audit Committee and the Board of Directors on a regular basis. In 2025, Falck will continue to conduct risk training and workshops to further raise awareness and enable timely identification of both existing and emerging risks. For 2025, Falck will continue to focus on the same top risks as identified in 2024 with the exception of the ESG/Sustainability risk. This risk of non- compliance with the CSRD has been downgraded due to structured planning of Falck’s reporting towards alignment in 2025.</td></tr><tr><td colspan="8">A. Regulatory compliance risk B. Workforce shortage risk C. Cyber-attack risk D. Digital transformation demand E. Large public sector contract risk Compliance with relevant regulatory Staff shortages, influenced by external The risk of targeted or broader cyber- The healthcare sector is characterised There is a risk of failure to anticipate or requirements is a condition for Falck to and macroeconomic trends, continue to attacks on Falck’s systems, networks, by rapid innovation, digital influence changes in the governmental conduct its business. These regulatory pose a challenge. Attracting qualified products and services, as well as on the transformation and intense competition and regulatory environment which may requirements may be international, candidates in the labour market is confidentiality, availability and integrity driven by the introduction of compelling impact Falck’s customers and service national or local laws and regulations, difficult, particularly in fields such as IT, of Falck’s data, remains significant. new digital platforms. Automated delivery, altering the viability or as well as standards or analytics, customer intelligence and Such an attack could compromise processes, efficient IT platforms and profitability of the business. Falck’s recommendations of regulators or customer service. The most critical issue Falck’s cyber defences, potentially essential digital skills are crucial for business is subject to government and supervisory authorities with jurisdiction is the shortage of healthcare disrupting global operations and staying competitive with scalable regulatory policy, including insurance and in countries where Falck operates. Such professionals, which directly impacts hindering the delivery of products and business models and innovative services conduct rules such as minimum wage requirements might relate (without Falck’s operations. This situation leads services. Amid international conflicts that succeed in the healthcare market. requirements, reimbursement limitation of others) to the healthcare to increased retention costs for the and wars, the risk of severe state- mechanisms, changes to tax regimes and sector and medical standards, to the existing workforce and raises the risk of sponsored cyber-attacks has increased the interpretation of existing tax interaction with consumers and not meeting contractual obligations. substantially, compounding the ever- practices and pricing controls. The handling of personal data, or to Internal workforce shortages, resulting growing threat of cybercrime. significant governmental and regulatory conducting business within the frame of in understaffing and overtime, could responses to the pandemic have shown business ethics or competition law. negatively affect employee that future legislation, regulation and Failure to meet regulatory compliance engagement, health, safety and well- government funding decisions could have obligations may result in a range of being, potentially leading to increased a material impact on Falck. consequences such as prohibition from sick leave. This risk may harm Falck’s continuing operations, ban on bidding reputation as an attractive employer for public contracts, litigation from third and weaken its market position. parties, substantial fines and penalties and may have significant adverse impact on Falck’s reputation.</td></tr><tr><td colspan="8">Falck will continue to monitor changes Falck is pursuing a global approach to Falck is focused on further The development of a technology Falck will continue to closely monitor its in laws and regulations locally and attraction, employer branding, strengthening its risk-based modernisation roadmap and long-term contract pipeline to ensure globally and train the organisation to recruitment and onboarding. This cybersecurity framework and processes comprehensive plans for further timely action on identified commercial ensure compliance on a day-to-day strategy involves aligning and along with business continuity and digitalisation, including investment in opportunities. Also, potential strategic basis and maintain a dedicated focus on professionalising talent acquisition recovery plans for defined threats and upskilling employees, remains a key implications on Falck’s businesses privacy challenges in connection to cloud processes and tools, sharing best attacks. Full implementation of the focus. Further investments in new deriving from any future changes in services and medical records. Likewise, practices and upskilling personnel. cybersecurity fortification and recovery products or services are continually government or policy regulation will be Falck will continue training and Specific initiatives will be implemented plan will be ensured, following defined evaluated based on cost-return analysis evaluated to allow for adequate changes assessments of efficacy of processes to address challenges in critical areas, deadlines for all included actions. and their potential for broader access in to the strategy and business model. and controls on a yearly basis. such as actively using social media to Revision of the plan and deadlines, and targeted societies or locations. Falck will build awareness and pride, exploring re-prioritisation of its steps will also be continue to monitor external factors partnership opportunities and improving performed if necessary to secure and the pace of global digitalisation working conditions. feasibility and timely implementation. that may impact the company.</td></tr><tr><td colspan="8">Tax reporting</td></tr><tr><td colspan="8">Falck is committed to being a responsible taxpayer and actively supports measures to prevent aggressive tax planning and tax avoidance. In 2024, the total tax footprint amounted to 30% of the revenue in the 11 material countries. Falck’s tax policy The approach and commitment to ethical tax practices are emphasised in Falck’s Global Tax Policy on falck.com. The Tax Policy defines the fundamental principles for Falck’s tax matters in each jurisdiction, ensuring that Falck behaves as a good corporate citizen. The Tax Policy includes a commitment to being a responsible taxpayer, operating in a sustainable and responsible manner. It ensures that all tax obligations are fulfilled in accordance with applicable laws and regulations. Falck engages in constructive dialogues with governments and business groups, such as the Danish Chamber of Commerce. The policy also emphasises maintaining transparent and cooperative relationships with tax authorities and implementation of a tax strategy that is aligned with the business strategy and the corporate values.</td></tr><tr><td colspan="8">Tax footprint As part of the commitment to transparency, Falck shares the tax footprint to provide insights into the taxes borne (taxes financially borne by the Group) and collected (taxes collected on behalf of the Tax Authorities) in the material countries, which account for 95% of the total revenue in Falck. In this report, 11 out of 25 countries in which Falck operates are considered material. A material country is defined as a country in which Falck has one or several entities with combined gross revenue exceeding DKK 100 million. In 2024, Falck’s tax footprint amounted to DKK 3,447 million, representing 30% of total revenue. Out of this total, 33% was taxes borne and 67% was taxes collected.</td></tr><tr><td colspan="8">The largest contribution to taxes borne comes from taxes related to employees. This reflects that Falck is operating as a service provider with a solid employee base. The second-largest proportion of taxes borne relates to non- deductible Value Added Tax (VAT), which reflects that most services delivered by Falck are classified as VAT-exempt services. Taxes on profits are the third-largest amount. In terms of taxes collected, the main part consists of taxes on employees with the remaining amount corresponding to net VAT, which corresponds to the difference between the VAT collected on sales (output VAT) minus the deductible VAT paid on purchases (input VAT).</td></tr><tr><td colspan="8">Country-by-country reporting Falck's country-by-country reporting (CbCR) for the financial year 2024 adheres to the EU directive on disclosures of income tax information. The directive requires a taxpayer to publish this information by EU member state. The requirement is mandatory in Denmark from the 2025 reporting. For 2024 the countries reported separately below correspond to Falck’s seven most material countries representing 90% of Falck Group revenue. The remaining countries are grouped by region (EMEA other countries, North and Latin Americas and APAC). The information in this table is based on the EU directive and includes intercompany transactions. As a result, not all numbers in this section can be reconciled to Falck’s financial statements.</td></tr><tr><td colspan="8">Compared to the CbCR in the 2023 report the calculation of Revenue and Accumulated earnings has been changed to align with the EU Directive. Income tax numbers are now presented as a positive value if the net result is a tax payable and as a negative value if the balance is in favour of Falck, as per updated OECD guidelines. Tax governance Falck’s tax governance aims to ensure compliance with tax regulations and to systematically manage tax risks. This includes establishing clear roles and responsibilities within the organisation, providing regular training on tax matters and engaging with external tax advisers when necessary. The accountability and governance of tax matters, including tax risk management, is outlined in Falck’s Tax Policy.</td></tr><tr><td colspan="8">Falck has made the decision not to appoint a specific board member responsible for tax affairs. Falck takes the stance that the entire Board of Directors must collectively carry the responsibility for overseeing Falck’s tax affairs. This approach emphasises the priority of ensuring responsible tax practices and compliance. The Head of Group Tax provides regular updates to the Audit Committee and to the Board of Directors. Transfer pricing considerations From a transfer pricing perspective, Falck’s business model is designed for the entities in each country to operate and service their own country. Furthermore, within Falck, support activities are carried out at the headquarters level to assist the business, allowing each Falck entity to focus on core business operations. This operating model implies that the headquarters acts as a provider of support services to the entities benefiting from these services. Due to this decentralised model, Falck has relatively few types of intercompany transactions, primarily related to management services, which includes, but are not limited to, financial services, IT services, trademark and financing. Tax planning and use of tax incentives To maintain competitiveness, Falck uses incentives and tax relief measures implemented by governments in jurisdictions in which Falck has a substantial commercial presence. Falck does not engage in setting up artificial tax and legal structures in low or zero-tax rated jurisdictions or in non-cooperative jurisdictions. However, Falck may have a presence in low-rate or zero-rate jurisdictions if there is a substantive</td></tr><tr><td colspan="8">and commercial reason for operating there. As stated in Falck’s Tax Policy, Falck has one holding entity and an operating entity in Panama. The discontinuation process of the holding entity in Panama is underway. In 2024, Falck applied for a special Research and Development incentive for the IT employees in Poland, allowing them special deductions in the computation of their personal income tax liability and withholding taxes. Furthermore, Falck has applied a special tax credit in Colombia related to investments in development of authority-approved infrastructure projects in zones in Colombia. Apart from these incentives, no other specific tax incentives have been applied for. Tax inquiries, audits and litigation Occasionally, Falck undergoes tax audits pertaining to various tax matters such as VAT, Goods and Services Tax (GST), corporate income tax and transfer pricing. Currently, Falck is actively engaged in tax inquiries and audits in four countries, covering corporate income taxes, VAT/GST, special payroll tax and transfer pricing. These audits are progressing as expected, with constructive communication established with the local tax authorities.</td></tr><tr><td colspan="8">Board of Directors</td></tr><tr><td /><td>Niels Smedegaard Chair</td></tr><tr><td>Board member since</td><td>2016</td></tr><tr><td>Current term</td><td>2024-2025</td></tr><tr><td>Considered independent</td><td>Yes</td></tr><tr><td>Nationality</td><td>Danish</td></tr><tr><td>Born</td><td>1962</td></tr><tr><td>Profession</td><td>Professional board member</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td>Board positions</td><td>• ISS A/S (Chair) • Bikubenfonden (Chair) • Nordic Ferry Infrastructure (Chair) • DSV A/S (until AGM in March 2025) • UK P&amp;I • TT Club • Frederiksberg Fonden • Nikolai og Felix Fonden • Danish Board Leadership Society</td></tr><tr><td>Committee memberships</td><td>• Remuneration and Nomination Committee (Chair)</td></tr><tr><td /><td>Lene Skole Deputy Chair</td></tr><tr><td>Board member since</td><td>2015</td></tr><tr><td>Current term</td><td>2024-2025</td></tr><tr><td>Considered independent</td><td>No</td></tr><tr><td>Nationality</td><td>Danish</td></tr><tr><td>Born</td><td>1959</td></tr><tr><td>Profession</td><td>CEO of the Lundbeck Foundation and Lundbeckfond Invest A/S. Directorships in two subsidiaries</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td>Board positions</td><td>• Ørsted A/S (Chair) • ALK-Abelló A/S (Deputy Chair) • H. Lundbeck A/S (Deputy Chair) • Nordea Bank Abp (Deputy Chair)</td></tr><tr><td>Committee memberships</td><td>Remuneration and Nomination Committee</td></tr><tr><td /><td>Ingrid Bojner</td></tr><tr><td>Board member since</td><td>2023</td></tr><tr><td>Current term</td><td>2024-2025</td></tr><tr><td>Considered independent</td><td>Yes</td></tr><tr><td>Nationality</td><td>Swedish</td></tr><tr><td>Born</td><td>1973</td></tr><tr><td>Profession</td><td>Professional board member</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td>Board positions</td><td>• Apoteket AB • Schibsted Media ASA • New Republic PA AB (Chair) • Carnegie Investment Bank AB &amp; Carnegie Holding AB • Deezer S.A. • Swema AB &amp; Swema Instrument AB</td></tr><tr><td>Committee memberships</td><td>• Audit Committee</td></tr><tr><td /><td>Dorthe Mikkelsen</td></tr><tr><td>Board member since</td><td>2014</td></tr><tr><td>Current term</td><td>2024-2025</td></tr><tr><td>Considered independent</td><td>Yes</td></tr><tr><td>Nationality</td><td>Danish</td></tr><tr><td>Born</td><td>1967</td></tr><tr><td>Profession</td><td>Professional board member</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td>Board positions</td><td>• Elsass Fonden • Theramex HQ UK Limited • IMCD N.V.</td></tr><tr><td>Committee memberships</td><td>• Remuneration and Nomination Committee • Audit Committee</td></tr><tr><td /><td>Thomas Lau Schleicher</td></tr><tr><td>Board member since</td><td>2020</td></tr><tr><td>Current term</td><td>2024-2025</td></tr><tr><td>Considered independent</td><td>No</td></tr><tr><td>Nationality</td><td>Danish</td></tr><tr><td>Born</td><td>1973</td></tr><tr><td>Profession</td><td>Chief Investment Officer, KIRKBI A/S</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td>Board positions</td><td>• Adapture Renewables Inc. • Topsøe Holding A/S • Ejner Hessel A/S • KIRKBI Burbo Extension Holding (UK) Limited, a fully owned subsidiary of KIRKBI A/S</td></tr><tr><td /><td>Peter Schütze</td></tr><tr><td>Board member since</td><td>2015</td></tr><tr><td>Current term</td><td>2024-2025</td></tr><tr><td>Considered independent</td><td>Yes</td></tr><tr><td>Nationality</td><td>Danish</td></tr><tr><td>Born</td><td>1948</td></tr><tr><td>Profession</td><td>Professional board member</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td>Board positions</td><td>• DSB SOV (Chair) • The Danish SDG Investment Fund (Chair) • Erhvervslivets Tænketank • Member of The Systemic Risk Council • Gösta Enboms Fond • Dronning Margrethe II’s Arkæologiske Fond (Chair)</td></tr><tr><td>Committee memberships</td><td>• Audit Committee (Chair)</td></tr><tr><td /><td>Stefan Fyhn Gregersen</td></tr><tr><td>Board member since</td><td>2021</td></tr><tr><td colspan="8">Current term</td></tr><tr><td /><td>2021-2025</td></tr><tr><td colspan="8">Considered independent</td></tr><tr><td /><td>No, elected by the employees</td></tr><tr><td colspan="8">Nationality</td></tr><tr><td /><td>Danish</td></tr><tr><td>Born</td><td>1987</td></tr><tr><td>Profession</td><td>Emergency Medical Technician, Falck Danmark A/S</td></tr><tr><td colspan="8">Competencies</td></tr><tr><td /><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td colspan="8">Board positions</td></tr><tr><td /><td>• Reddernes Landsklub (Chair)</td></tr><tr><td colspan="8">Committee memberships</td></tr><tr><td /><td>Christian Jesper Engvad Madsen</td></tr><tr><td>Board member since</td><td>2022</td></tr><tr><td>Current term</td><td>2021-2025</td></tr><tr><td colspan="8">Considered independent</td></tr><tr><td /><td>No, elected by the employees</td></tr><tr><td colspan="8">Nationality</td></tr><tr><td /><td>Danish</td></tr><tr><td>Born</td><td>1977</td></tr><tr><td colspan="8">Profession</td></tr><tr><td /><td>Physiotherapist, Falck Healthcare A/S</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td colspan="8">Board positions</td></tr><tr><td /><td>• Falck Healthcare A/S</td></tr><tr><td colspan="8">Committee memberships</td></tr><tr><td /><td>Vagn Flink Møller Pedersen</td></tr><tr><td>Board member since</td><td>2005</td></tr><tr><td>Current term</td><td>2021-2025</td></tr><tr><td>Considered independent</td><td>No, elected by the employees</td></tr><tr><td>Nationality</td><td>Danish</td></tr><tr><td>Born</td><td>1957</td></tr><tr><td>Profession</td><td>Rescue Officer, Falck Danmark A/S</td></tr><tr><td>Competencies</td><td>Please refer to Display of Competencies on page 32 for a detailed overview of the competences.</td></tr><tr><td colspan="8">Executive Management</td></tr><tr><td /><td>Jakob Riis President and Group CEO Member of the Executive Committee 2017 Danish 1966 MSc and PhD, Forestry and Econometrics, Faculty of Science, University of Copenhagen Prior to joining Falck, Jakob had a 20-year career with Novo Nordisk in commercial roles, i.e. as Executive Vice President North America, Executive Vice President China, Pacific &amp; Marketing and Senior Vice President Global Marketing. He is a member of Falck’s Executive Committee. • Subsidiaries of Falck Group • H. Lundbeck A/S</td></tr><tr><td colspan="8">Christian Baltzer Group CFO Member of the Executive Committee 2022 Danish 1978 MSc Actuarial Science, University of Copenhagen Prior to joining Falck, Christian held the position as CEO at Codan Denmark and has previously been Group CFO of Danske Bank and Tryg. He is a member of Falck’s Executive Committee. • Subsidiaries of Falck Group • Velliv, Pension &amp; Livsforsikring A/S</td></tr><tr><td colspan="8">Anette Damgaard SVP, Employee and Labour Market services 2018 Danish 1968 Master of Law, University of Copenhagen Anette joined Falck from a position as Chief Development Officer at Private Hospital Mølholm. Prior to that she was Managing Director at Private Hospital Heart Centre Varde and Head of Health Policy at The Danish Chamber of Commerce. She has also held management positions at the insurance companies Skandia, PFA and Pension Danmark. • Subsidiaries of Falck Group • Mariehjemmene Foundation (Chair)</td></tr><tr><td colspan="8">'Yann Hedoux SVP, Falck USA 2011 French 1974 International commercial executive, Fim France Prior to joining Falck, Yann held executive positions within M&amp;A, marketing, organisation, operational excellence and core operations at Carrefour in France, Spain and Latin America. In 2007, he joined the private equity fund Tribeca to become president of Group emi. Yann led Falck Latam as CEO in the period 2011 to 2020 when he joined the Executive Management. • Subsidiaries of Falck Group</td></tr><tr><td colspan="8">Lars Dam Jensen SVP, Falck Ambulance Western Europe and Commercial 2021 Danish 1972 Graduate Diploma in Business Administration, Copenhagen Business School. BA, Electronic Engineering, Universidad Politecnica de Valencia, Spain Lars joined Falck from a position in ISS where from 2011 to 2021 he was leading commercial execution both locally in the Danish and US subsidiaries and at global level. Prior to that he held various positions in Rockwool, Capgemini and TDC. • Subsidiaries of Falck Group</td></tr><tr><td colspan="8">Sonja Karaoglan SVP, Global Assistance 2023 Danish and Brazilian 1967 Executive MBA, AVT Business School, Denmark Sonja joined Falck from a position as European Business Manager at Agria Pet Insurance. Prior to that she was Customer Service Director at SEB Card and at BUPA International (former International Health Insurance Denmark). • Subsidiaries of Falck Group</td></tr><tr><td colspan="8">Nille Askvad Hviid Klæbel SVP, Direct Care 2024 Danish 1974 MSc, International Marketing and Management, Copenhagen Business School. MBA, Case Western Reserve University, US Nille joined Falck from a position as Global Group CEO at Atlas Antibodies. She has also been a member of Philips’ Global Leadership Team and has a background from several pharma companies. • T. Hansen Gruppen A/S • ROPCA ApS (Chair)</td></tr><tr><td colspan="8">Camilla Krohn SVP, Chief of Staff 2018 Danish 1972 Master of Law, University of Copenhagen. Executive MBA, Middlesex University, UK Camilla joined Falck from a similar position in COWI, which she held for 10 years. Prior to this, Camilla held a position as Head of Division in the Danish IT and Telecom Agency, among others. • Endpoint ApS</td></tr><tr><td colspan="8">Gorka Vigara de Otazu SVP, Falck LATAM 2021 Spanish 1984 Master’s degree in mechanical engineering, ICAI, Universidad Pontificia de Comillas, Madrid. MBA, Hass School of Business, University of California Berkeley, US Gorka joined Falck from a position as CEO of Falabella Insurance Colombia. Additionally, he has 7 years of experience from strategy consulting in both Accenture and McKinsey.</td></tr><tr><td colspan="8">Lars Tue Toftild SVP, Falck Eastern Europe 2017 Danish 1972 Graduate Diploma in Business Administration, Copenhagen Business School. Executive Master of Business Administration, RSM Erasmus University, Rotterdam Prior to joining Falck, Lars held various leadership positions in AP Moller-Maersk, DFDS and Blue Water Shipping. Lars joined Falck in 2017 as Managing Director of Falck Germany and in 2020 he became head of ambulance and fire activities in Europe. • Subsidiaries of Falck Group</td></tr><tr><td colspan="8">Henrik Amsinck VP, CIO 2022 Danish 1961 Master of Science (MSc) Economics, Aarhus University. IMD, Switzerland Henrik joined Falck from a position as CIO of the LEGO Group for 15 years and part of LEGO Corporate Management. In addition to this, Henrik has executive experience from the Fast-Moving Consumer Goods (FMCG) industry, telecom and confectionary industries. • DSB SOV • Eltronic A/S • Scandinavian Tobacco Group A/S</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Data Ethics</td></tr><tr><td colspan="1">Falck’s Data Ethics Policy is based on the basic principles of data ethics set out by the think tank DataEthics. It covers the following areas: • Purpose and usage: Human interests prevail over commercial interests. The data that we are legally required to store is held for the benefit of the individual. • Individual data control: Individuals should have primary control over the use of their own data. • Transparency: We strive to be transparent when we communicate purposes and interests of data usage to individuals via privacy notices and policies. • Accountability and governance: Efforts are made to reduce the risks to individuals and to mitigate undesirable social and ethical implications.</td></tr><tr><td colspan="1">A working group with representatives from global managements on data ethical matters. The global functions and business segments has been Data Ethics Policy, cf. section 99d, is available at established as an advisory board to local and global www.falck.com/data-protection.</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Sustainability statement</td></tr><tr><td colspan="1">Advancing sustainable healthcare is what we do In an ever-changing world, peoples’ We work closely with public healthcare healthcare needs and expectations authorities and provide a supplement to the established healthcare systems. In this regard, constantly evolve. we continuously aspire to: - • Ease critical moments to alleviate the The demand for individual and societal healthcare distress and negative impacts of critical services will rise steadily due to societal healthcare moments megatrends like ageing populations, a rising • Enable equal access - to deliver care to number of multimorbid individuals and scientific diverse populations advancements, which will lead to new treatment • Build resilient communities - to ensure opportunities and generate additional demand. adaptable and sustainable healthcare Meanwhile, healthcare systems throughout the for individuals and society world are already under immense pressure. Falck’s sustainability strategy is tightly linked In parallel, accelerating climate change is to the corporate strategy, Care for More ’27, as intensifying the demand for emergency care, both aim to deliver on these aspirations. We want necessitating more resilient response systems to advance sustainable healthcare while reducing and a robust healthcare sector overall. Last, but our climate impact. At the same time, we strive not least, the healthcare sector in itself accounts to secure a diverse, equal and safe workplace for 4-5% of global CO2 emissions1 built on trust. . Accordingly, healthcare services need to be Key achievements optimised and reinvented, and we need to In 2024, we progressed on our sustainability transform systems to meet the high demands strategy and targets in line with expectations and overcome future challenges. Solving the through the accomplishment of important healthcare system’s challenges requires milestones and deliverables, i.e.: partnerships across public and private actors. • Number of services delivered remained at a We need to create and scale new healthcare consistently high and stable level of 9.5 million solutions, ensuring safe treatment and better • CO2 emissions (scope 1) were reduced by 3.1% use of resources for the benefit of citizens, • Falck’s science-based emission targets for employees and society. scopes 1, 2 and 3 were approved by the Science Based Targets initiative (SBTi)</td></tr><tr><td colspan="1">• Engagement score among employees increased Finally, we have strengthened our ESG data to 76 (74) and thereby exceeded the target set foundation by establishing strong reporting • Gender diversity split for Senior Management processes and implementing new reporting was at 40%/60%, achieving the target of tools to ensure readiness for CSRD alignment. 40% of the underrepresented gender by 2025 • Lost Time Injury Rate (LTIR) improved In 2025, we will from 14.9 to 12.9 • Continue to optimise operations, reinvent • Employee Code of Conduct training was services and transform systems to advance executed with high levels of participation sustainable healthcare (91% in 2024), which has increased significantly • Continue to implement CO 2 reduction initiatives compared to 2022 (81%) for the operations and value chain • Continue to take good care of ourselves by Preparing for future EU legislation working on diversity, equality and inclusion While progressing on our sustainability strategy (DEI) and safety initiatives and targets, we proactively prepared for • Further invest in processes and tools to improve forthcoming EU legislation throughout 2024. sustainability across the value chain, including due diligence processes Falck is required to comply with the Corporate • Further strengthen the integration of Sustainability Reporting Directive (CSRD) in sustainability into the corporate strategy 2025. To prepare for this, we have revised this • Explore additional targets and metrics within year’s report structure and content of the areas already deemed material sustainability statement inspired by the European • Increase ESG data maturity, particularly within Sustainability Reporting Standards (ESRS). CO 2 emissions scope 3 and data regarding working conditions As part of preparing for future requirements, • Be ready for CSRD-aligned reporting and we have completed a preliminary Double limited assurance Materiality Assessment (DMA). The DMA guides us in relation to the priorities of our stakeholders and employees and defines the future reporting obligations and actions required to ensure progress in key areas while mitigating negative impacts and risks. The DMA outcome has not only underpinned but also expanded our sustainability strategy and governance, which were subsequently updated in 2024.</td></tr><tr><td colspan="1">Basis for preparation</td></tr><tr><td colspan="1">The sustainability statement encompasses Falck’s reporting on Environmental, Social and Governance (ESG) matters. From 2025, Falck will be obliged to comply with the EU Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS). The data included in the sustainability section have been consolidated according to the principles applied to the consolidated financial statements, and the reported data have been aligned with the reporting period of the consolidated financial statements. The aim of the 2024 report has been to adapt as much as possible to the fundamental structure of the ESRS and to include the disclosure requirements as far as possible. For a detailed overview of the ESRS disclosure requirements that have been partly included in this report, please refer to the tables at the beginning of each of the sections: General information, Environmental information, Social information, and Governance information. The remaining parts of the ESRS disclosure requirements, which are only partly covered this</td></tr><tr><td colspan="1">year and other disclosure requirements that are mandatory or material for Falck but not reported on this year, will be included in the 2025 Annual Report. General accounting policies and restatement principles The accounting policies have been applied consistently throughout the financial year and for comparative figures. The detailed and specific accounting policies and definitions are described next to the relevant data points and tables in the respective sections: General information, Environmental information, Social information, and Governance information. Baselines and comparative figures are restated as and when structural changes within Falck or changes in methodology collectively reach predefined significance thresholds. Restatement is also performed if material errors are identified in prior-year reporting. The materiality of any error is assessed on a case-by-case basis. Details regarding restatements can be found in the detailed accounting policy sections. The calculation of CO2 emissions uses estimation methods for scope 3 in general and for scope 1 and 2 where precise data are unavailable. Where estimates and extrapolations are applied for the different scopes of emissions, these are described in the Accounting policy and definitions, CO2</td></tr><tr><td colspan="1">emissions, total under Climate change on page 64. No other significant estimates or judgements have been used for the disclosures and data points included in the sustainability statement. For definitions of applied time horizons, please refer to Material impacts, risk and opportunities on page 57. Danish Financial Statements Act The sustainability statement covers statutory reporting on Corporate Social Responsibility (CSR) in accordance with section 99a of the Danish Financial Statements Act. The statutory statement on section 99d regarding data ethics can be found under Corporate Governance on page 30. External limited assurance Falck has obtained limited assurance as to the following sustainability data disclosed in this report: • CO2 emissions, scope 1 • Lost Time Injury Rate • Employee engagement (eSat score) The limited assurance has been provided to the lenders in regards to the ESG-linked bank loan facility.</td></tr><tr><td colspan="1">The limited assurance engagement was performed by the independent auditors performing the audit of Falck’s Financial Statements.</td></tr><tr><td colspan="1">Sustainability governance</td></tr><tr><td colspan="1">In 2024, we reviewed and updated our ESG governance based on the preliminary Double Materiality Assessment (DMA) results. However, the overall anchoring and accountability have been maintained. Falck’s Board of Directors approves targets, strategy and Double Materiality Assessment, the Audit Committee oversees ESG reporting processes and controls, and the Executive Management bears the overall responsibility, setting the direction and ambition for targets. The ESG data and reporting programme was continued in 2024, supporting our efforts in preparing for CSRD compliance in 2025 (it is a temporary programme). Management teams in relevant business units and global functions manage initiatives through workstreams. To capture all material and mandatory data points, we have revised and optimised the organisation of these workstreams so it reflects the DMA results. We monitor progress via an ESG dashboard and report externally on an annual basis and internally on a quarterly basis. In 2021, we established a long-term credit facility linked to selected ESG targets, including CO2 reduction (scope 1), Lost Time Injury Rate, and employee engagement.</td></tr><tr><td colspan="1">The Board of Directors and the Audit Committee receive regular updates on ESG matters, including updates on ESG reporting processes and controls. The Board of Directors has approved this Annual Report, the preliminary DMA results, the updated sustainability strategy, Falck’s ESG governance and the overall key activities for mitigating negative impacts and risks. The methodology applied for the DMA and the ongoing work to ensure a robust foundation for ESG reporting processes and controls have been recommended to the Board of Directors by the Audit Committee. Further information about the Board of Directors’ composition, experience, expertise, skills, and activities related to sustainability matters, as well as Falck’s overall governance structure, can be found in the section on Corporate Governance on page 28. ESG-related incentive scheme GOV-3 Integration of sustainability-related performance in incentive schemes Falck’s short-term incentive programme includes sustainability-related performance metrics. The ESG KPIs affect in total 20% of the incentive programme, and the incentives are linked to the performance as regards CO2 reduction (5%), employee engagement (5%) and Lost Time Injury Rate (10%); see section on Remuneration on pages 28 to 30 and the Remuneration Report on Falck’s global website for more details.</td></tr><tr><td colspan="1">Core elements of due diligence GOV-4 Statement on due diligence The table below provides an overview of how Falck applies the core elements of due diligence procedures for people and the environment and where these elements are presented in the sustainability statement.</td></tr><tr><td colspan="1">Risk management and internal controls GOV-5 Risk management and internal controls over sustainability reporting Falck is in the process of establishing governance for its sustainability reporting similar to the governance applying to Falck’s financial reporting. Material misstatement risks related to ESG reporting processes will be mitigated by effective controls for the data points in Falck’s 2025 report. Significant progress has been made in 2024. The Audit Committee monitors the progress of the maturity of ESG reporting processes and controls to ensure that Falck will be ready to comply with the CSRD requirements from 2025. The Executive Committee leads the implementation of appropriate internal controls over Falck’s sustainability reporting.</td></tr><tr><td colspan="1">Sustainability strategy</td></tr><tr><td colspan="1">SBM-1 Strategy, business model and value chain</td></tr><tr><td colspan="1">Our efforts under the Care for More ‘27 strategy for delivering individual and societal care within preventative, acute and rehabilitative services are connected to the sustainability strategy. The value Falck creates by easing critical healthcare moments, enabling equal access and building resilient communities as outlined in the business model is supported by our environmental, social and governance targets and performance. In 2024, we updated the sustainability strategy to incorporate results from the preliminary DMA, while ensuring alignment with the purpose and the value Falck creates. The outcome of the DMA has not only reaffirmed but also expanded the sustainability strategy and commitments. We aspire to advance sustainable healthcare while reducing our climate impact. Simultaneously, we strive to ensure a diverse, equal and safe workplace built on trust. See our updated strategy on the following page. The plan for 2025 is to further integrate sustainability into Falck’s corporate strategy.</td></tr><tr><td colspan="1">Stakeholders SBM-2 Interests and views of stakeholders Falck partners with and supplements the public sector in delivering healthcare services. We have mapped stakeholders across the value chain and assessed whether each individual stakeholder or stakeholder group can be categorised as an affected stakeholder. Based on our services and this analysis, we have identified the following six groups as affected stakeholders of Falck’s business: Society at large • Adolescence 13-19 years - • Young adulthood 20-39 years - • Middle adulthood 40-59 years - • Late adulthood 60+ years - • Media • Nature Customers and end-users • Business to business (B2B) • Business to government (B2G) • Business to consumers (B2C) • Business to insurance (B2I) Politicians and interest groups • National, regional and municipal politicians and administration • Policy makers • Unions • Health organisations • Patient organisations • Partners</td></tr><tr><td colspan="1">Suppliers/collaborators • Innovation hubs/associations • Research institutions • Chamber of Commerce • External trainers Banks and investors • Analysts and investors • Investment banks • Financial journalists Employees • Current employees • Potential employees, i.e. healthcare students The section related to ESRS IRO-1 details the double materiality process under the section Double materiality process and method applied, and the section related to ESRS IRO-2 details the materiality assessment result under Double materiality result on page 53. In both sections, we describe how the stakeholder analysis has informed and affected impacts, risks and opportunities (IROs). Material impacts, risks and opportunities The material IROs identified during the preliminary materiality assessment are described and presented in tables under Material impacts, risks and opportunities on pages 57 to 59 and under Double materiality result on page 53. The identified material IROs which are reflected in the updated strategy and ESG governance relate to the following ESRS</td></tr><tr><td colspan="1">• E1 Climate change - • S1 Own workforce - • S4 Consumers and end-users - • G1 Business conduct - Sustainability Policy The updated Sustainability Policy on falck.com is aligned with Falck’s sustainability strategy, outlining our commitment to supporting society and contributing to socially, environmentally and economically sustainable development. It reaffirms Falck's status as a UN Global Compact signatory and Falck’s adherence to international standards such as the Universal Declaration of Human Rights, the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the Rio Declaration on Environment and Development, and the UN Convention against Corruption. The policy, which is applicable to all Falck employees, is accessible via Falck’s internal management system, GEMS, and Falck’s corporate website.</td></tr><tr><td colspan="1">Double materiality result</td></tr><tr><td colspan="1">A Double Materiality Assessment (DMA) has been carried out to assess Falck’s impact on the world and the risks and opportunities for Falck’s business within ESG topics. The preliminary DMA results show that several impacts, risks and opportunities (IROs) have been assessed as exceeding the applied materiality thresholds. Ten ESG topics were deemed material, and we have consequently started ESRS-inspired reporting on most of these topics this year and will elaborate further on the ESRS disclosure requirements in the 2025 reporting. The method applied is described under Double materiality process and method applied on page 54. The ten material topics are described in more detail in tables under Material impacts, risks and opportunities on pages 57 to 59. All non-material topics are displayed at the bottom left corner of the matrix to the right. These topics were deemed non-material due to the nature of Falck’s business.</td></tr><tr><td colspan="1">Double materiality process and method applied</td></tr><tr><td colspan="1">IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities</td></tr><tr><td colspan="1">During the period from September 2023 to March 2024, we conducted a preliminary DMA in accordance with the guidelines issued by the European Financial Reporting Advisory Group (EFRAG), an EU advisory board. In the course of this process, we shortlisted ESG topics and identified and scored impacts, risks and opportunities (IROs). This work comprised assessments of positive and negative impacts as well as risks and opportunities through a granular and explorative process using a bottom-up approach divided into four steps: 1. Understanding activities and business relationships, the context in which these operate (value chain) and affected key stakeholders 2.Identification of IROs across the value chain 3.Assessment of the IROs identified 4.Determination of material/non-material ESG topics for reporting In step 1, we performed explorative desk research on sustainability matters, which was supplemented by discussions with internal experts. In step 2, we supplemented these discussions with insights collected through interviews, further desk research and Falck’s risk register, which is part of the general enterprise risk management framework. Based on the stakeholder groups described in the section on Sustainability strategy on page 51, we</td></tr><tr><td colspan="1">conducted 18 semi-structured interviews with stakeholder representatives for each group to collect insights on potential and actual positive and negative impacts (Falck’s impacts on the world) and financial impacts on Falck’s business (risks and opportunities). In steps 3 and 4, IROs were assessed and materiality criteria applied. Following this bottom-up approach, we shortlisted 75 sustainability matters with corresponding IROs relevant to Falck. Double Materiality Assessment method The DMA excluded mitigation actions which are already part of Falck’s daily operations. This means that the assessments of ESG topics were based on inherent impacts, risks and opportunities. Assessment method and criteria Each IRO was assessed in accordance with the ESRS requirements, and impacts have been evaluated in terms of severity (scale, scope and irremediability) and likelihood, while financial risks and opportunities were evaluated in terms of magnitude and likelihood. Assessment of impact materiality To perform the impact assessment, we combined the three severity factors (scale, scope and irremediability) by averaging the scores for each</td></tr><tr><td colspan="1">impact, using a scale from 1-5. The severity score was then placed on the vertical axis and the likelihood of occurrence on the horizontal axis (see ‘The criteria for impact / financial materiality’ to the right). In the case of an actual impact, the likelihood score was always set to 5. In addition, severity took precedence over likelihood for human rights-related impacts, which is in line with ESRS 1. Assessment of financial materiality To assess the financial materiality, the magnitude score (scale 1-5) for each risk and opportunity was placed on the vertical axis and the likelihood of occurrence on the horizontal axis (see matrix). For both assessments, IROs with a high severity/ magnitude (scale 5) were deemed material irrespective of a very low/limited likelihood. However, if the likelihood was assessed to be high or certain/actual, only the IROs which were assessed to be at least significant were deemed material (see matrix). In summary, all IROs above the applied threshold (i.e., significant or essential) were assessed to be material topics for Falck. The topics can be: 1. Impact material 2.Financial material 3.Double material (impact and financial material) These applied threshold criteria are in line with the EFRAG guidance and aligned with Falck’s general enterprise risk management approach (ERM).</td></tr><tr><td colspan="1">Value chain</td></tr><tr><td colspan="1">The value chain is the foundation for defining and assessing the IROs, as it outlines our services and products from conception to delivery and end-of-life, defined as follows: • Upstream: Activities related to material extraction, manufacturing and maintenance • Operations: Activities include training, transport, sales and delivery of healthcare services and sales of products • Downstream: Activities include the outcome for end-users of our services, the use of products, and end-of-life, including waste and recycling. Due to differences in upstream, operations and downstream activities and stakeholders within Falck’s business, the value chain is divided into three parts: 1. Fleet dependent services 2. Non-fleet dependent services and 3. Physical products The value chain with its three parts is illustrated in the overview to the right and on the next page. Stakeholders are assessed based on their relationships to our upstream, operations and downstream activities, as also illustrated in the value chain overview.</td></tr><tr><td colspan="1">Material impacts, risks and opportunities</td></tr><tr><td colspan="1">All ten material sustainability topics disclosed in this statement are listed in the tables on this and the following pages. The tables assess each IRO's impact and financial materiality, indicating whether the impact is actual or potential, positive or negative, and whether the financial materiality is a risk or an opportunity. The materiality scoring is also described, and so is the relation to the value chain position and time horizon. A sustainability matter can be material in the short, medium or long term. The determination of time horizons for IROs is crucial in when impacts, risks or opportunities may occur. ESRS 1 defines standardised terms for time horizons and allows for entity-specific horizons for the medium and long term.</td></tr><tr><td colspan="1">We have defined time horizons for all IROs in line with the recommendations in the ESRS: • Short term: Falck’s reporting period as applied in this annual report. • Medium term: Up to 5 years following the short-term horizon. • Long term: More than five years following the short-term horizon.</td></tr><tr><td colspan="1">Working on material sustainability matters</td></tr><tr><td colspan="1">While already working and reporting on Falck's key sustainability matters, we are still in the process of establishing appropriate procedures and actions to fully mitigate impacts, risks and opportunities. The figure illustrates how we are working on material IROs, and we consider this approach to be in line with the requirements set out in the ESRS standards. Looking at the figure from the top, it is clear that the materiality assessment results form the basis of Falck’s sustainability strategy and are connected to the corporate strategy. The core of the sustainability due diligence procedures, displayed in the middle of the figure, is to administrate, review and update IROs. To mitigate and administrate those, we have established (or are in the process of establishing) appropriate policies, targets and actions, and we follow up on progress for the metrics and targets defined. The circle shape indicates that administrating impact, risks and opportunities is an on-going annual process.</td></tr><tr><td colspan="1">On this basis, the double materiality result will be reviewed on a regular basis, taking into consideration evolving structural changes in Falck, trends, underlying assumptions and context as well as regulatory changes. For the purpose of closing gaps in relation to CSRD readiness, we apply a structured approach for material topics. This includes a detailed plan for data gap closure to ensure readiness in due course and agreement of roles and responsibilities. Finally, to track progress as well as to promote data quality and efficiency, we have implemented a new reporting production tool. We are strengthening the ESG data foundation by establishing an ESG data warehouse. The ESG data warehouse will collect and validate data from both internal and external sources.</td></tr><tr><td colspan="1">Climate change</td></tr><tr><td colspan="1">Our approach The conclusions of the Intergovernmental Panel on Climate Change (IPCC) are clear: We must limit long-term average global temperature rise to no more than 1.5°C above pre-industrial levels to prevent millions of climate change-related deaths and avert severe health impacts on society. 2024 was the first year to cross the 1.5°C threshold1 showing the urgency for action. As a , healthcare company, we take responsibility for averting such impacts through our services and offerings.</td></tr><tr><td colspan="1">Transition plans E1-1 Transition plan for climate change mitigation By optimising operations, reinventing services and striving to transform the healthcare sector, we want to advance sustainable healthcare while reducing climate impact. We aim to further develop our business model and corporate strategy to support the Paris Agreement. To underline our commitment, we have submitted near-term (10-year) CO2 reduction targets to the Science Based Targets initiative (SBTi) covering scope 1, 2 and 3. SBTi has subsequently approved the targets which are: - • 50.4% absolute reduction of scope 1 GHG emissions by 2032 from a 2022 base year • 50.4% absolute reduction of scope 2 GHG emissions by 2032 from a 2022 base year • 30% absolute reduction of scope 3 GHG emissions by 2032 from a 2022 base year Our two CO2 targets since 2021 (50% CO2 reduction of total scope 1 by 2030 and 50% CO2 intensity reduction scope 1 (tonnes/revenue) by 2030) have been replaced by the new near-term science-based targets stated above. The overall plan to achieve the near-term targets is in place. In addition, we are developing localised transition plans for the entire business and our value chain to deliver reductions. From setting the first CO2 targets in 2021, we have worked systematically to reduce scope 1</td></tr><tr><td colspan="1">mobile combustion emissions. For smaller vehicles, electrification is simpler than for ambulances. All new company cars (company- paid cars provided to managers and selected employees) are required to be electric, and we are committed to electrifying as many as possible seated patient transport vehicles. We have committed to making 90% of the Danish seated patient transportation electric, with other locations following as infrastructure and operational requirements allow. Electric ambulances are currently being tested in Denmark and Spain. For ambulances and other larger vehicles, the transition is more complex, as electrification continues to pose challenges due to high performance requirements. This means that Falck needs to find levers beyond the electrification of vehicles. Impacts, risks and opportunities E1-IRO-1 Description of processes to identify and address We have identified the following material climate-related IROs based on our preliminary DMA. Climate change mitigation Emissions arising from Falck’s operational and upstream activities have a significant negative impact in the short, medium and long term. In our baseline year 2022, the most substantial portion (71%) of all our CO2 emissions originated</td></tr><tr><td colspan="1">from the value chain activities in scope 3, followed by scope 1 (25%) and scope 2 (4%). The main contributor to scope 3 emissions is the procurement of upstream goods and services, while mobile combustion is the principal contributor to scope 1 emissions and the second largest emissions category in our baseline. Therefore, we need to explore various mitigation measures across our operations and value chain, such as electrifying the fleet and transitioning to renewable energy sources, improving procurement policies, innovating business models, and value chain engagement. Financially, we see a significant risk related to the transition and expected cost increases stemming from current and future regulations, for example carbon taxes. We see this risk in the medium and long term. Climate change adaptation Falck’s service offerings have a significant, actual positive impact on climate change adaptation. This is because our ambulance, fire, travel security and assistance services contribute to societal preparedness against the physical and psychological risks posed by climate change. As physical risks and related regulatory requirements are increasing, climate change adaptation is also financially material to Falck. Our climate change adaptation activities are mainly relevant in the downstream operations (customers and end-users) in the short, medium and long term.</td></tr><tr><td colspan="1">Climate policies E1-2 Policies in place related to climate change mitigation and adaptation To support our sustainability efforts relating to the environment, we have implemented several policies and standards. All policies and standards can be found in Falck’s internal management system, GEMS, and the policies are also available on Falck’s global website. Environmental Policy and Standard Falck’s Environmental Policy on falck.com outlines the commitment to advance healthcare while reducing the climate impact from our activities. The policy describes our approach to taking action in a science-based manner, aligning with the Greenhouse Gas Protocol and reporting accordingly in the annual report. To support the efforts on climate change mitigation and adaptation, we introduced a new Environmental Management Standard in 2024. The standard reinforces our commitment to a science-based approach to addressing environmental impacts and encourages employees to consume resources responsibly. CO2 reductions in incentives schemes E1-GOV-3 Integration of Sustainability-related performance in Incentive schemes CO2 reduction is included in Falck’s short-term incentive programme as described under Corporate Governance on page 28 and under Remuneration on page 30.</td></tr><tr><td colspan="1">What we did in 2024 E1-3 Actions and resources in relation to climate change policies Key actions • We had our near-term (10-year) science-based targets approved by SBTi. • We developed our first Climate Transparency report (externally verified under ISO14064-1), covering scope 1, 2 and 3 baselines. • We developed localised SBTi-aligned transition plans for our Danish consumer-facing patient transport services, for roadside assistance services (both part of Individual Care Europe) and for Falck Teknik (part of Industrial Fire services). • We launched customer and supplier engagement initiatives. In 2025, we will • Develop more localised SBTi-aligned transition plans in Societal Care Europe and add other locations. • Further develop the framework of environmental standards and procedures. • Implement internal carbon pricing (shadow pricing). • Engage key strategic suppliers on climate performance and their transition plans. • Continue improving our GHG accounting procedures.</td></tr><tr><td colspan="1">Targets and metrics E1-4 Targets related to climate change mitigation and adaptation In 2021, Falck established two climate-related targets relating to direct CO2 emissions, one measured in absolute terms and the other relative to revenue. As mentioned above, these targets have now been replaced by the near-term (10-year) science-based targets approved by SBTi. Falck has not set net zero targets, and only intends to once we have demonstrated effective progress towards our near-term targets.</td></tr><tr><td colspan="1">CO2 reductions Our CO2 emissions from mobile combustion (scope 1) have decreased by 3,764 tonnes since 2022 (baseline year) and by 1,411 tonnes since 2023 to 44,782 tonnes in 2024. This is an 7.8% decrease since 2022 and a 3.1% decrease since 2023. The decrease is mainly due to the exit from CO2-intensive ambulance contracts in Western Europe and increased electrification of our fleet. Carbon credits E1-7 GHG removals and GHG mitigation projects financed - through carbon credits Falck does not use any carbon credit-financed GHG removal and Falck does not have any GHG mitigation projects. EU Taxonomy Falck is currently assessing the effects of the implementation of the EU Taxonomy, pursuant to Article 8 of EU Regulation 2020/852 (the Taxonomy Regulation), which Falck must adhere to from 2025. Accounting policy and definitions CO2 emissions The indicator is defined as total CO2e emissions (CO2 equivalent) measured in tonnes. CO₂e is categorised into three scopes according to the methodology of the Greenhouse Gas Protocol Corporate Standard (GHG Protocol). The three scopes reflect where the emissions appear across the value chain and to what extent the company has control over those emissions. Scope 1 emissions refer to direct burning of fossil fuels by either mobile (vehicles) or stationary (generators, heating systems, etc.) combustion.</td></tr><tr><td colspan="1">Other scope 1 emissions (such as fugitive emissions from air conditioning or fire suppression systems) are not material for Falck. • Scope 2 emissions refer to indirect emissions from the consumption of electricity purchased (or otherwise brought within Falck’s organisational boundary) to operate machinery, • lighting, charging of vehicles or other equipment. Furthermore, scope 2 includes emissions from the consumption of heat, cooling and steam purchased (or otherwise brought within Falck’s organisational boundary) to heat and cool office spaces and buildings. Scope 3 emissions are the most significant for Falck and pertain to emissions from sources that • Falck neither owns nor directly controls (other indirect emissions). Falck accounts for the following material scope 3 GHG Protocol category emissions (emissions exceeding the 1% threshold): • Categories 1 &amp; 2, Purchased goods and services • &amp; capital goods: All upstream emissions from</td></tr><tr><td colspan="1">Products include both goods (tangible products) and services (intangible products). • Category 3, Upstream fuel and energy: Emissions related to the production and distribution of fuels and energy purchased and consumed by Falck in the reporting year that are not included in scope 1 or scope 2. • Category 4, Upstream transportation and distribution: Emissions from the transportation of products purchased in the reporting year, delivered from Falck’s direct suppliers to our own operations by vehicles not owned or operated by Falck (including multi- modal shipping where multiple carriers are involved in the delivery of a product, but excluding fuel and energy products). • Category 5, Waste generated in operations: Emissions from third-party disposal and treatment of waste generated in Falck-owned or Falck-controlled operations in the reporting year. This category includes emissions from the disposal of both solid waste and wastewater. • Category 6, Business travel: Emissions from the transportation of employees for business-</td></tr><tr><td colspan="1">related activities in vehicles owned or operated by third parties, such as aircraft, trains, buses and passenger cars. • Category 7, Employee commuting: Emissions from the transportation of employees between their homes and their worksites. Emissions from employee commuting may arise from automobile travel, bus travel, rail travel, air travel and other modes of transportation. • Category 9, Downstream transportation and distribution: Emissions from the transportation of products sold by Falck, delivered to customers by vehicles and facilities not owned or controlled by Falck. • Category 12, End-of-life treatment of sold products: Emissions from waste disposal and treatment of products sold by Falck (in the reporting year) at the end of their life. CO2 emissions are calculated in accordance with the GHG Protocol based on an operational control model, which is in line with the financial control model. The emissions reported by Falck are in line with the scope of the consolidated financial statements. For scope 1 emissions, the number of litres (separated by fuel type and type of combustion) is multiplied by the relevant emission factor from the UK Government GHG Conversion Factors for Company Reporting (UK GOV, 2023). The emission factors are updated annually. For certain locations, it has not been possible to obtain exact fuel data from our suppliers or internal systems. In these cases, emissions were</td></tr><tr><td colspan="1">calculated based on one of three types of data: kilometre data; expenditure data; estimations and/or extrapolations based on key business or operational metrics. Scope 2 emissions are calculated based on electricity consumption data (kWh) for Falck facilities and vehicles as well as heat consumption data (GJ) for Falck facilities. The consumption amounts are applied to either UK Government GHG Conversion Factors, Association of Issuing Bodies (AIB) factors or in limited cases another appropriate emission factor. Where primary activity data were not available, expenditure or proxy (extrapolated) data were used to estimate scope 2 emissions. When using expenditure data or the spend-based method, the amount of purchased electricity or heat is multiplied by a relevant spend-based emission factor. When using a proxy method, the electricity and heat consumption is extrapolated based on a similar operation and geographic location based on the number of FTEs. Emissions from purchased electricity are calculated using both the location-based and market-based methods, but only market-based numbers are included in this report. The location-based method calculates total emissions using the grid's average emission factors for the specific geographic area. The market-based method uses emission factors for the residual mix, which is the electricity mix excluding the portion with a known origin, such as those identified through Energy Attribute</td></tr><tr><td colspan="1">Certificates (EACs). Falck does not currently use any EACs, but prioritises market-based emissions reporting as it will show progress from any future investments in renewable energy. Scope 3 emissions are primarily calculated by multiplying the expenditures for each category by the relevant emission factor. If the supplier has provided specific emission factors or if more accurate data are available (e.g. kilometres for travel), those are used. If not, generic industry emission factors are applied, taking into account the activity, geography and any other relevant information to provide a more accurate estimate of emissions. Scope 3 emissions from waste management are calculated using Falck's waste generation data and national statistics on waste management routes, with proxies used when data are unavailable. This includes waste from Falck's operations and end-of-life treatment of sold products. The climate change impact from fuel, electricity and heat production and distribution is based on input data from mobile combustion, purchased electricity and purchased heat. Reported CO2 emissions are calculated for Falck entities and operations which are part of the current group structure (i.e. excluding entities divested in prior years). The details are covered by Falck’s recalculation standard. In line with the GHG Protocol, biogenic emissions (from biofuels) are reported separately and are not included as part of scopes 1, 2 or 3.</td></tr><tr><td colspan="1">Restatement In accordance with Falck’s restatement principles, CO2 emissions from mobile combustion (scope 1) reported in the 2023 Annual Report have been restated from 2021 due to methodological changes and data quality improvements. Specifically, emissions stemming from biofuel are now separately reported, emissions stemming from Industrial Fire services are now included and the emission factors used, which were previously sourced from the US Environmental Protection Agency (EPA), are now sourced from the UK Department for Environment, Food and Rural Affairs (DEFRA). These changes resulted in reported emissions (measured in total tonnes) restated for 2021 from 54,504 tonnes to 54,531 tonnes, for 2022 from 53,544 to 48,546 and for 2023 from 50,788 to 46,193. Accounting policy and definitions CO2 emissions, relative CO2 emissions, relative, are defined as indicator CO2 emissions, total tonnes, divided by revenue in millions of DKK from the current group structure (i.e. excluding entities divested in prior years) and excluding antigen testing activities. Restatement CO2 emissions, relative for 2021, 2022 and 2023 reported in the 2023 Annual Report have been changed due to the changes in CO2 emission figures mentioned above. Thus, CO2 emissions, relative, have been restated for 2021 from 4.86 to 4.65, for 2022 from 4.53 to 4.04 and for 2023 from 4.26 to 3.88.</td></tr><tr><td colspan="1">Own workforce</td></tr><tr><td colspan="1">Our approach We are committed to care, and to care for others, we need to take care of ourselves. That is why we continuously promote engagement, diversity, health and safety among our employees. We want Falck to be an attractive and healthy workplace that allows everyone to thrive and develop across - countries and cultures, genders, age and diversity of thought. Being a people business, we are dedicated to fostering an employee-centric culture where every individual has the opportunity to share their ideas, concerns and needs. We recognise that the key drivers of an attractive and healthy work environment can vary from person to person, influenced by individual values, personal situations, experience levels and life circumstances.</td></tr><tr><td colspan="1">Processes for engaging with employees S1-2 Processes for engaging with own workforce Falck continuously provides opportunities for all employees to offer feedback and ideas throughout their entire lifecycle with the company, using various listening mechanisms. This approach allows us to collect valuable employee feedback, which drives analytics to identify potential challenges, enabling us to take corrective action. By addressing employee concerns and fostering a supportive work environment, we ensure that employees feel heard and valued. We use a combination of tools to gather employee feedback, including: • Value Talks • Falck Global Engagement survey • Onboarding and exit surveys and interviews • Engaging with employee representatives Value Talks All managers are encouraged to conduct yearly dialogues with their employees. This provides an additional opportunity for employees to voice any concerns and feedback directly to their manager. Falck provides specific training for managers to prepare an engaging dialogue to connect with employees. Falck’s Global Engagement survey Each year, we conduct a global employee engagement survey as a way to continuously improve Falck as an attractive and healthy place to work. Read more about the results of this year’s Engagement survey below.</td></tr><tr><td colspan="1">It is mandatory for all managers to act upon employee feedback through the employee engagement survey and document a concrete action plan. In 2024, 5,000 actions were implemented across organisational levels. These plans are created in collaboration with employees to ensure they focus on what matters most to them. Onboarding and exit surveys The onboarding survey is for all new Falck employees and provides an opportunity to give feedback early on in a confidential way. Employees are invited to provide comments on their experience during the first months of employment, including feedback on their managers. Exit surveys include questions on diversity, inclusion, respectful treatment and ethics. This helps us gauge the workplace environment and identify any areas in need of attention. These questions are also part of the onboarding and Global Engagement survey, allowing us to track developments during the employees’ engagement with Falck. Engaging with employee representatives In Europe, our employee representatives are part of the European Work Council. Falck organises three meetings with the European Work Council - one official meeting in November or December and two informal meetings during the year, to follow up on the employee engagement survey and related topics. The annual meeting is held to discuss employee-related topics, e.g., ESG, Diversity, Equality and Inclusion (DEI) and the Falck Global Engagement Survey.</td></tr><tr><td colspan="1">Policies related to our own workforce S1-1 Policies related to own workforce Falck has several policies in place to support the engagement of our own workforce, including the Employee Code of Conduct, DEI efforts, health and safety and working conditions. All relevant policies can be found in the internal management system, GEMS, and on the corporate website falck.com. Employee Code of Conduct Falck’s Employee Code of Conduct outlines Falck’s Winning Behaviours: Three guiding principles on how we act towards customers, society and each other. Furthermore, the Code of Conduct requires that all Falck employees must comply with applicable laws, policies, standards and procedures, holding each other accountable and reporting any violations. The policy explains the roles and responsibilities of employees and managers in upholding these principles, including clear guidance on what is expected from Falck employees regarding the covered topics: respecting people, health and safety, anti-bribery and anti-corruption, conflicts of interest, gifts and hospitality, communication, safeguarding information and responsibility to the environment. The policy also includes Falck’s zero-tolerance statement for unethical business conduct, corruption and bribery. The Employee Code of Conduct applies to all Falck employees and contractors and is part of mandatory training.</td></tr></table><br><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="11">Health and Safety Policy</td></tr><tr><td colspan="11">The goal of Falck’s Health and Safety Policy is to integrate attention to health and safety into our culture. The focus of the policy is on our employees, who should be able to thrive in a safe and healthy work environment. The policy describes Falck’s approach to health and safety based on measurable targets, clear roles and responsibilities and prioritisation of suppliers and business partners meeting Falck’s standards. The policy applies to all Falck employees. Employees are covered by insurance policies, including worker’s compensation. The duration of time away from work in connection with occupational injuries is determined by the injured party’s private medical practitioner. The health and safety policy is further described in specific standards and procedures within Falck’s internal</td></tr><tr><td colspan="11">management system (GEMS) as well as in the Employee Code of Conduct. Human Rights Policy The Human Rights Policy establishes ethical guidelines and communicates our dedication to protect human rights for employees and external stakeholders, including business partners and customers. Our approach to human rights covers human rights protection; labour conditions; child labour and young workers; forced, bonded labour and human trafficking; work hours, wages, and compensation; trade union-bargaining as well as discrimination and harassment. The Global People &amp; Culture department is responsible for detailing the supporting activities. Leaders at every level within Falck are accountable for consistently upholding the policy, and all employees are expected to adhere to its guidelines. As and when the policy is revised, local People &amp; Culture directors must engage with local labour unions and employee representatives. The policy also refers to Falck Alert, our whistleblower system, and reinforces our DEI and Health and Safety Policies. The Human Rights Policy was updated in 2024 and applies to everyone associated with Falck and encompasses both internationally and locally protected human rights, ensuring that Falck employees and others are safeguarded against any human rights violations. All employees receive training on Falck’s Human Rights Policy as part of their Employee Code of Conduct training.</td></tr><tr><td colspan="11">What we did in 2024 S1-4 Taking action on material impacts, risks and opportunities Key actions • We aimed to engage with all managers to create actions targeting low engagement scores (&lt;60 on a 0-100 scale) in four areas: • Engagement / satisfaction &lt;60 • Respectful treatment &lt;60 • Recommend immediate manager &lt;60 • Safety environment &lt;60 • We analysed 25,000 comments from the engagement survey to develop action plans. • We created 5,000 actions across Falck to improve employee engagement. • We improved employee data maturity by creating dashboards for management, following up on data sourcing and aligning local and global processes. • We improved onboarding processes based on feedback from onboarding surveys. In 2025, we will • Maintain the overall Falck employee engagement score (76). • Ensure all managers share the survey results with their teams and create an action plan by February 2025. • Require teams with scores below 60 in the following areas: Engagement, Recommend manager, Respectful treatment, and Safety to develop an action plan for improvement by February 2025.</td></tr><tr><td colspan="11">Targets and metrics S1-2 Processes for engaging with own workforce Since 2021, we have worked towards a target of increasing the employee engagement score to 75 by 2025, but in 2024 we increased this target to 76. This score is based entirely on employee responses to the question: "How happy are you with working at Falck?". Employee engagement target 76 Engagement score (eSat) in 2025 Baseline year 2021: 72 Progress Engagement score (eSat) 74 76 72 2022 2023 2024 Baseline year: 2022</td></tr><tr><td colspan="11">Employee engagement increased The engagement score for the Falck Group increased from 74 in 2023 to 76 in 2024, driven by positive developments in almost all business units. Therefore, we revised the 2025 target to maintain the high 2024 level (76). The specific focus on teams with low scores, particularly on four selected questions (scores below 60 in four key areas), has resulted in fewer low-scoring teams compared to 2023. The overall employee engagement measured for the aggregated European business segments was 76 in 2024. The engagement score among employees in Societal Care Europe reached 75, while the score reached 78 in Individual Care Europe and 76 in Industrial Fire services. In the Americas, the overall employee engagement score was 77 in 2024. Employees in the Individual Care LATAM business segment reported an engagement score of 81, while the equivalent score in Societal Care US came to 62. Apart from the increased engagement (eSat) score, other very positive developments have been registered, as illustrated in the employee engagement survey 2024 overview. Purpose score remains at very high level The score on Falck’s purpose was again very high, at 86, compared to the external global benchmark (79) from Glint Inc. The score is based on responses to the statement: “The work I do at Falck is meaningful to me”. The purpose score was unchanged from 2023 (86), indicating that Falck provides a purpose-</td></tr><tr><td colspan="11">driven and meaningful workplace where employees contribute to saving and improving lives every day. In the coming years, we will strive to continuously improve employee engagement and implement more actions and initiatives to support the main asset - our employees. This year’s result shows that we are on the right track. Employee engagement survey 2024 (change compared to 2023 results) • 21,790 invited (+278) • 27 questions (+1) • 23 scores improved (-1) • 0 scores deteriorated (0) • 72% response rate (same response rate as in 2023) • 25,203 comments (-1,086) • 25 countries included (+1) Purpose • score of 86 on purpose (86) “The work I do at Falck is meaningful to me” Recommend Manager • score of 80 on recommend manager (+2) “I would recommend my manager to others”</td></tr><tr><td /><td>Societal Care</td><td>Individual</td><td>Industrial Fire</td><td>Europe Total</td><td>Societal Care</td><td>Individual</td><td>The Americas</td><td>Global</td><td>Total</td></tr><tr><td /><td>Europe</td><td>Care</td><td>services</td><td /><td>US</td><td>Care</td><td>total</td><td>functions</td></tr><tr><td /><td /><td>Europe</td><td /><td /><td /><td>LATAM</td></tr><tr><td>Number of male permanent employees</td><td>3512</td><td>1,144</td><td>1889</td><td>6545</td><td>2211</td><td>1,929</td><td>4140</td><td>315</td><td>11000</td></tr><tr><td>Number of female permanent employees</td><td>1219</td><td>2116</td><td>178</td><td>3513</td><td>812</td><td>1684</td><td>2496</td><td>246</td><td>6255</td></tr><tr><td>Number of permanent employees</td><td>4731</td><td>3260</td><td>2067</td><td>10058</td><td>3023</td><td>3613</td><td>6636</td><td>561</td><td>17255</td></tr><tr><td>Number of male temporary employees</td><td>620</td><td>71</td><td>200</td><td>891</td><td>-</td><td>793</td><td>793</td><td>13</td><td>1697</td></tr><tr><td>Number of female temporary employees</td><td>388</td><td>158</td><td>18</td><td>564</td><td>-</td><td>582</td><td>582</td><td>10</td><td>1156</td></tr><tr><td>Number of temporary employees</td><td>1008</td><td>229</td><td>218</td><td>1455</td><td>-</td><td>1375</td><td>1375</td><td>23</td><td>2853</td></tr><tr><td>Number of male non-guaranteed hours employees</td><td>3670</td><td>442</td><td>226</td><td>4338</td><td>-</td><td>32</td><td>32</td><td>34</td><td>4404</td></tr><tr><td>Number of female non-guaranteed hours employees</td><td>713</td><td>138</td><td>10</td><td>861</td><td>-</td><td>9</td><td>9</td><td>51</td><td>921</td></tr><tr><td>Number of non-guaranteed hours employees</td><td>4383</td><td>580</td><td>236</td><td>5199</td><td>-</td><td>41</td><td>41</td><td>85</td><td>5325</td></tr><tr><td>Number of permanent employees</td><td>4731</td><td>3260</td><td>2067</td><td>10058</td><td>3023</td><td>3613</td><td>6636</td><td>561</td><td>17255</td></tr><tr><td>Number of temporary employees</td><td>1008</td><td>229</td><td>218</td><td>1455</td><td>-</td><td>1375</td><td>1375</td><td>23</td><td>2853</td></tr><tr><td>Number of non-guaranteed hours employees</td><td>4383</td><td>580</td><td>236</td><td>5199</td><td>-</td><td>41</td><td>41</td><td>85</td><td>5325</td></tr><tr><td>Total number of employees</td><td>10122</td><td>4069</td><td>2521</td><td>16712</td><td>3023</td><td>5029</td><td>8052</td><td>669</td><td>25433</td></tr><tr><td>Number of male employees</td><td>7802</td><td>1657</td><td>2315</td><td>11774</td><td>2211</td><td>2754</td><td>4965</td><td>362</td><td>17101</td></tr><tr><td>Number of female employees</td><td>2320</td><td>2412</td><td>206</td><td>4938</td><td>812</td><td>2275</td><td>3087</td><td>307</td><td>8332</td></tr><tr><td>Total number of employees</td><td>10122</td><td>4069</td><td>2521</td><td>16712</td><td>3023</td><td>5029</td><td>8052</td><td>669</td><td>25433</td></tr><tr><td colspan="11">Employee characteristics S1-6 Employee characteristics The tables in this section provide details about the employee base across business segments in Europe and the Americas, with respect to gender split and type of employment. Employees per segments The majority of Falck’s 25,433 employees work in Europe, which is 66% of the total workforce. The largest business segment, Societal Care Europe, employs over 10,000 people, which is 40% of the total workforce. More than 8,000 employees are employed in the Americas. The majority of Falck’s employees are employed on permanent contracts (68%), while the share of temporary employees make up 11% of the total workforce. Employees with non-guaranteed hours constitute 21%, mostly found in Societal Care Europe. These employees are critical for Falck in allowing us to respond to fluctuating demands in emergency healthcare. The split between employees with guaranteed and non-guaranteed hours is not currently available for Societal Care US, but it is expected to be presented in next year’s report. The gender balance in our Societal Care business segments shows a higher representation of men, with 77% in Europe and 73% in the US. Conversely, women in Individual Care Europe make up a larger share (59%) More information about gender split . and Falck's actions to improve diversity can be found in the section Diversity, equality and inclusion on page 73.</td></tr><tr><td /><td>Denmark</td><td>Sweden</td><td>Norway</td><td>USA</td><td>Colombia</td><td>Germany</td><td>Poland</td><td>Spain</td><td>Other</td><td>Total</td></tr><tr><td>Number of male permanent employees</td><td>2577</td><td>375</td><td>211</td><td>2224</td><td>1528</td><td>1098</td><td>154</td><td>1206</td><td>1627</td><td>11000</td></tr><tr><td>Number of female permanent employees</td><td>1156</td><td>995</td><td>484</td><td>889</td><td>1187</td><td>445</td><td>59</td><td>369</td><td>671</td><td>6255</td></tr><tr><td>Number of permanent employees</td><td>3733</td><td>1370</td><td>695</td><td>3113</td><td>2715</td><td>1543</td><td>213</td><td>1575</td><td>2298</td><td>17255</td></tr><tr><td>Number of male temporary employees</td><td>138</td><td>146</td><td>50</td><td>-</td><td>741</td><td>152</td><td>205</td><td>167</td><td>98</td><td>1697</td></tr><tr><td>Number of female temporary employees</td><td>154</td><td>127</td><td>72</td><td>-</td><td>516</td><td>95</td><td>45</td><td>66</td><td>81</td><td>1156</td></tr><tr><td>Number of temporary employees</td><td>292</td><td>273</td><td>122</td><td>-</td><td>1257</td><td>247</td><td>250</td><td>233</td><td>179</td><td>2853</td></tr><tr><td>Number of male non-guaranteed hours employees</td><td>2672</td><td>-</td><td>-</td><td>-</td><td>-</td><td>692</td><td>887</td><td>32</td><td>121</td><td>4404</td></tr><tr><td>Number of female non-guaranteed hours employees</td><td>385</td><td>-</td><td>-</td><td>-</td><td>-</td><td>156</td><td>347</td><td>19</td><td>14</td><td>921</td></tr><tr><td>Number of non-guaranteed hours employees</td><td>3057</td><td>-</td><td>-</td><td>-</td><td>-</td><td>848</td><td>1234</td><td>51</td><td>135</td><td>5325</td></tr><tr><td>Number of permanent employees</td><td>3733</td><td>1370</td><td>695</td><td>3113</td><td>2715</td><td>1543</td><td>213</td><td>1575</td><td>2298</td><td>17255</td></tr><tr><td>Number of temporary employees</td><td>292</td><td>273</td><td>122</td><td>-</td><td>1257</td><td>247</td><td>250</td><td>233</td><td>179</td><td>2853</td></tr><tr><td>Number of non-guaranteed hours employees</td><td>3057</td><td>-</td><td>-</td><td>-</td><td>-</td><td>848</td><td>1234</td><td>51</td><td>135</td><td>5325</td></tr><tr><td>Total number of employees</td><td>7082</td><td>1643</td><td>817</td><td>3113</td><td>3972</td><td>2638</td><td>1697</td><td>1859</td><td>2612</td><td>25433</td></tr><tr><td>Number of male employees</td><td>5387</td><td>521</td><td>261</td><td>2224</td><td>2269</td><td>1942</td><td>1246</td><td>1405</td><td>1846</td><td>17101</td></tr><tr><td>Number of female employees</td><td>1695</td><td>1122</td><td>556</td><td>889</td><td>1703</td><td>696</td><td>451</td><td>454</td><td>766</td><td>8332</td></tr><tr><td>Total number of employees</td><td>7082</td><td>1643</td><td>817</td><td>3113</td><td>3972</td><td>2638</td><td>1697</td><td>1859</td><td>2612</td><td>25433</td></tr><tr><td colspan="11">Employees per main markets The majority of Falck’s 25,433 employees work in Denmark (7,082), Colombia (3,972), the US (3,113), Spain (1,859), Poland (1,697) and Sweden (1,643). Across all countries, most employees are on permanent contracts (68%), while temporary employees make up 11% of the workforce, and 21% are on non-guaranteed hours contracts. We strive for diversity and inclusion in various areas, including recruitment, training, and workplace culture. Regarding the gender split across Falck, 67% of employees are men, where this high distribution is seen in Denmark (76%), US (71%), Germany (74%), Spain (76%) and Poland (73%). Conversely, in our Swedish and Norwegian markets, the majority of employees are women (68% in both countries). Employee turnover rate The turnover rate increased slightly to 30.6% in 2024 from 28.2% in 2023. Turnover remains high in certain areas, particularly Individual Care LATAM (50.2%) and in Societal Care US (41.3%). Therefore, attraction and retention of staff continues to be both a risk and a focus area going forward.</td></tr><tr><td colspan="11">Accounting policy and definitions, Type of employment Permanent employees are defined as employees who have an employment contract with Falck for guaranteed hours and without an ending date. Temporary employees are defined as employees who have an employment contract with Falck for guaranteed hours and with a fixed ending date. Non-guaranteed hours employees are defined as employees who have an employment contract with Falck, but who do not have a guarantee of a minimum or fixed number of working hours. This includes employees who are only called on duty if a catastrophe occurs and therefore have a limited employment relationship with Falck. Accounting policy and definitions, Employee engagement survey Employee engagement is defined as the average employee engagement score on the question “How happy are you with working at Falck?” in the annual Falck Global Engagement survey for the relevant financial year. It is measured on a scale of 0-100. The survey was conducted by the Global People &amp; Culture department using the Glint system in autumn 2024. All employees invited to participate in the survey must have at least one employment contract with Falck (permanent contract or temporary contract) and must have started their employment before a decided cut-off date (24 August in 2024). The following groups are not included in the employee engagement survey: • Employees who ended their employment before a decided cut off date (14 October in 2024).</td></tr><tr><td colspan="11">• Freelancers/sub-contractors (defined as individuals who have a work contract with Falck but do not receive the same benefits as an employee) and employees with non- guaranteed hours due to the limited employment relationship with Falck. Accounting policy and definitions, Employee characteristics and employee turnover rate The gender composition for all employees is shown by business segment, and all employees are furthermore divided into age groups. The employees included in these tables are employees who have at least one employment contract with Falck (permanent contract or temporary contract). Employee data are managed centrally in compliance with the General Data Protection Regulation (GDPR) guidelines. In most instances, Falck is not currently recording if employees identify as non-binary. However, in the future, all employees will have the option to choose a gender category that aligns with their identity. To comply with GDPR regulations, the 'non-binary' category is merged with the 'men' category in disclosed gender diversity figures in this report. The employee turnover rate is defined as the number of employees who left the organisation during the year (regardless of the reason for their departure), expressed as a percentage of the average number of employees (headcount) for the same period.</td></tr><tr><td colspan="11">Diversity, equality and inclusion Impacts, risks and opportunities S1-SBM-3 Material impacts, risks and opportunities If we neglect equal treatment, diversity, equality and inclusion, Falck risks causing significant negative impacts on our own workforce, such as discrimination and harassment. This potential negative impact could occur in our own operations relating to our own workforce and is relevant in the short, medium and long term. Financially, there is a significant risk of reputational damage and costs from harassment claims, if Falck fails to meet societal expectations and regulations on equal treatment, diversity, equality and inclusion. This risk could affect our workforce in the short, medium and long term.</td></tr><tr><td colspan="11">What we did in 2024 S1-4 Taking action on material impacts, risks and opportunities Key actions • We added an inclusion question to the Global Engagement Survey to enhance the DEI focus. • We expanded Employee Code of Conduct training to create harassment and discrimination awareness. • We provided global e-learning courses on bias, including unconscious and interviewing bias, for talent acquisition and hiring managers. • We began development of a job architecture framework to enable more advanced gender pay gap analysis. • We enhanced dashboards and granted managers access to DEI data, showing gender diversity by workforce. • We updated our DEI Policy to incorporate equality. In 2025, we will • Commit to a workplace free from harassment and discrimination, by encouraging leaders to address any 'Inclusive Workplace' scores of 1 or 2 on a 5-point engagement survey scale by discussing them with their own leaders and the People &amp; Culture team. • Aim to increase the percentage of employees working in a harassment- free environment from 95% to 97%.</td></tr><tr><td colspan="11">Targets and metrics S1-5 Targets related to managing impacts, risks and opportunities for DEI To promote gender diversity at management levels and generate a positive cascading effect, we have set targets for equal representation at a minimum of 40% of the underrepresented gender at three levels of the Falck organisation; the Board of Directors, Executive Management and Senior Management.</td></tr><tr><td colspan="11">Senior Management diversity target achieved An important milestone was reached for our Senior Management level, as we strive towards a representation of the underrepresented gender of at least 40% by 2025. We achieved this target in 2024 as the current representation is 40%. In addition, we have maintained the target level of gender representation on the Board of Directors with a 50/50 split. At the Executive Management level, we have achieved a 36/64 gender composition. According to the guidelines issued by the Danish Business Authority this composition meets the criteria for equal representation, as it aligns with the closest possible ratio to a 40/60 split.</td></tr><tr><td colspan="11">Accounting policy and definitions, Gender diversity For the Falck Group, this indicator measures the percentage of individuals from the underrepresented gender on the Board of Directors, in the Executive Management team, in the Senior Management team, as well as among other Falck managers and all Falck employees at the end of the year. Executive Management is responsible for the day-to-day management and operations of Falck. The Senior Management team consists of managers who report to an Executive Management member and have at least one employee reporting to them. Other management include managers who do not report to an Executive Management member and have at least one employee reporting to them. All employees include employees who have at least one employment contract with Falck (permanent contract or temporary contract).</td></tr><tr><td colspan="11">Gender composition The bar charts illustrates the gender composition across various business segments, highlighting areas of opportunity for better gender balance. At total level, 33% of Falck’s employees are women and 67% are men. The most balanced gender representation is seen in Individual Care Europe and LATAM, with 59% and 45% women, respectively. In Societal Care Europe and US, women constitute 23% and 27%, respectively of the total, which presents an opportunity for increased women’s representation in this area. Overall, while men are predominant in most segments, these insights can guide efforts towards fostering a more equitable workplace. Particularly within the Ambulance and Fire businesses, where most employees are men. This is a historical and structural issue; however, we are in the process of implementing new aids to minimise heavy lifting and hence lower physical entry requirements. Age composition The chart shows Falck’s age composition by age group. 26% of our workforce are aged under 30, 48% are between 30-50 years of age and 26% are over 50 years of age. In our view, this is a diverse age composition. Training and skills S1-13 Training and skill development Our people are our most important asset, and we strive to create a positive impact on our workforce by offering engaging training and development opportunities that enable our employees to achieve their potential and</td></tr><tr><td colspan="11">'ambitions. This commitment benefits our operations in the short, medium and long term. We are in the process of defining further metrics for the training and skills area, but Falck generally offers the following training and skills platforms and opportunities: • Global academy, an online platform accessible to all Falck employees offering courses in English, Danish, Spanish and German and to some extend also in Norwegian and Polish • Falck Learning provides the following e-learning courses: • Improve leadership skills • Enhance clinical excellence • Become better at recruiting • Grow as a facilitator • We provide frontline training for our employees involved in emergency response and safety services. Human rights S1-17 Incidents, complaints, and severe human rights impacts Our commitment to providing remedies for human rights impacts is reflected in our procedures and remediation processes. Please refer to the section regarding Remediation processes on page 86 for more information on how we remediate potential negative human rights impacts.</td></tr><tr><td colspan="11">Health and safety Impacts, risks and opportunities S1-SBM-3 Material impacts, risks and opportunities The preliminary DMA showed significant potential negative impacts in the event that Falck neglects health and safety. Such neglect could result in accidents and negative mental health</td></tr><tr><td colspan="11">impacts on our own workforce. Furthermore, there is a significant potential financial risk of reputational damage and direct costs of health and safety incidents. The impacts and risks related to health and safety are connected to Falck’s own operations and to protecting Falck’s own workforce and contractors in the medium and long term.</td></tr><tr><td colspan="11">Targets and metrics S1-5 Targets related to managing impacts, risks and opportunitie Falck has established targets for reducing the lost time injury rate and for zero fatalities: Lost Time Injury Rate target Lost Time Rate &lt;8.8 Injury (10% y-o-y-reduction) in 2027 Baseline year 2021: 17.1 Fatalities target 0 Fatalities</td></tr><tr><td colspan="11">In 2024, 562 (586 in 2023) Lost Time Injuries were recorded, and this resulted in an LTIR of 12.9 (14.9 in 2023). While we saw a significant decrease this year, Falck is dedicated to reduce the rate further, acknowledging the efforts needed to reach the 2027 LTIR target of less than 8.8. The chart below shows that the category of manual handling injuries causes the most absence days (29%). The category includes injuries when transporting or supporting an object or a person by hand or bodily force. The category slip, trip and fall injuries is the second largest (23%). In 2025, Falck will launch initiatives to reduce these injuries. External factors like a car hitting an ambulance account for 18%. Other causes, like poor road infrastructure and equipment defects, account for 30%.</td></tr><tr><td colspan="11">Zero fatalities We do not accept fatalities as part of delivering our services. We did not suffer any fatalities in 2022, 2023 or 2024. Our goal is to maintain zero- fatality operations in the long term.</td></tr><tr><td colspan="11">Accounting policy and definitions, Lost Time Injury Rate The Lost Time Injury Rate (LTIR) is calculated by determining the number of lost time injuries per million working hours. A lost time injury (LTI) refers to a work-related incident causing the injured person to be unable to continue normal work and resulting in absence from work from the day after the injury. An incident is considered to be work-related if the incident or exposure in the workplace caused or contributed to the condition or significantly aggravated a pre-existing condition. Contagious diseases are not included unless a direct causal link can be established. Furthermore, incidents where an employee suffers an injury while commuting from home to work or vice versa are not included.</td></tr><tr><td colspan="11">Working hours include regular working hours, overtime, on-call and any additional hours or shifts and absences. The scope of reporting includes all Falck employees who have at least one employment contract with Falck (permanent contract or temporary contract) as well as contractors working for Falck (freelancers/sub-contractors, defined as individuals who have a work contract with Falck but are not entitled to the same benefits as an employee). The reporting encompasses injuries that occurred within the reporting year and were reported before mid- January of the following reporting year. Restatement LTIR for 2021, 2022 and 2023 reported in the Annual Report 2023 have been restated due to errors found in the calculation of working hours for a few Falck entities. Thus, LTIR has been restated for 2021 from 16.5 to 17.1, for 2022 from 14.3 to 14.8 and for 2023 from 14.2 to 14.9. The target for 2027 remains unchanged. Fatalities This indicator encompasses any fatalities that occur in connection with a work-related incident, regardless of the time elapsed between the injury and the subsequent death. The scope of this indicator includes Falck employees, freelancers and subcontractors.</td></tr><tr><td colspan="11">Working conditions</td></tr><tr><td colspan="11">Impacts, risks and opportunities S1-SBM-3 Material impacts, risks and opportunities Our Double Materiality Assessment (DMA) showed significant potential negative impacts if there is low engagement amongst our staff. The potential negative impact relates to low staff engagement in the case of poor wage-related and non-wage-related employment conditions, including unequal wages between people with the same job level and between genders. The potential low engagement could have a negative impact on our own operations in the short, medium and long term horizon. Wage-related working conditions Adequate wages S1-10 Adequate wages Falck compensates employees based on the conditions in the relevant industry and local labour market, and in accordance with terms of applicable local collective bargaining agreements. In addition, Falck adheres to all relevant local laws and regulations relating to working conditions, including adequate wages, also in countries where there is no minimum wage in place (e.g. in Denmark). Over the coming years, we are implementing a job architecture and a global Human Resource Information System (HRIS), known as PeopleHub, across various countries. Among other benefits, these initiatives will provide a foundation for increased transparency and enable the</td></tr><tr><td colspan="11">monitoring of wage levels. We will establish these monitoring processes as the system is rolled out. Work-life balance S1-15 Work-life balance As part of our engagement survey, we ask employees about their work-life balance. In 2024, Falck’s employees scored 75 in average in regards to this question, which was 2 points higher than last year’s result and 3 points above the external benchmark. We see variances across countries, but our engagement survey provides an initial overview of our employees’ assessment of work- life balance. In addition, Falck encourages all managers to have a dialogue with their team members on work-life balance based on findings from the engagement survey and in connection with Value Talks and on-going dialogues. Non-wage-related working conditions Collective bargaining and social dialogue S1-8 Collective bargaining and social dialogue Working conditions are highly regulated by collective agreements and local legislation. Falck maintains close dialogues with unions and employee representatives (e.g. through the European Works Council and national councils) to ensure the best possible output of the collective agreements, both for employees and for Falck. We have collective bargaining agreements in place in the majority of the countries in which we operate.</td></tr><tr><td colspan="11">Social impact on end-users</td></tr><tr><td colspan="11">Our approach Falck contributes to driving societal value by providing individual and societal care, and each time we complete an ambulance trip, provide a treatment or deliver rehabilitation services, - we typically improve at least one person's life sometimes with significant impact. By optimising services, for example by converting to electric vehicles, by reinventing services, for example by providing telecare instead of physical consultations, and by transforming healthcare systems, for example by providing healthcare at home, we advance sustainable healthcare on a daily basis.</td></tr><tr><td colspan="11">Data Ethics Policy S4-1 Policies related to consumers and end-users Falck’s Data Ethics Policy on falck.com outlines the overall ethical principles guiding us in how we use data in accordance with the principle that human interests prevail over data. Falck is committed to being transparent and to explaining our purpose of and interest in using data through privacy notices. This policy applies to all employees and partners working with Falck. Ownership of the Data Ethics Policy lies with the Chief Information Officer (CIO). We have set up a data ethics working group composed of representatives from global functions and business segments. This group acts as an advisory board, offering guidance to both local and global management on matters related to data ethics. The working group has the responsibility of the development of Falck's data ethics principles and will regularly report to the Executive Management on data ethics concerns.</td></tr><tr><td colspan="11">Social impact on end-users Impacts, risks and opportunities S4-SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model The most material topic for Falck in terms of - both impact and financial materiality is the - health and safety related to consumers/end- users. We consider this as our social impact. Falck has an actual, essential and positive impact on society given the nature of our core business of providing healthcare services across the world. Furthermore, there is a material and essential financial opportunity for Falck in capturing the societal evolution of healthcare needs and in continuing to innovate our services for the benefit of end-users and the societies we operate in. Thus, we see an opportunity in innovating our own operations as well as downstream activities in the short, medium and long term.</td></tr><tr><td colspan="11">Services delivered</td></tr><tr><td /><td>2024</td><td>2023</td><td>2022</td></tr><tr><td>Total</td><td>9526000</td><td>9436000</td><td>9577000</td></tr><tr><td>Europe</td><td>5494000</td><td>5566000</td><td>5547000</td></tr><tr><td>Societal Care Europe</td><td>2363000</td><td>2638000</td><td>2697000</td></tr><tr><td>Ambulance</td><td>877000</td><td>1167000</td><td>1194000</td></tr><tr><td>Patient transport</td><td>1474000</td><td>1455000</td><td>1487000</td></tr><tr><td>Fire services and prevention</td><td>12000</td><td>16000</td><td>16000</td></tr><tr><td>Individual Care Europe</td><td>2502000</td><td>2297000</td><td>2222000</td></tr><tr><td>Healthcare treatment and guidance</td><td>1658000</td><td>1452000</td><td>1410000</td></tr><tr><td>Patient transport</td><td>453000</td><td>461000</td><td>430000</td></tr><tr><td>Roadside and civil assistance</td><td>239000</td><td>260000</td><td>286000</td></tr><tr><td>Travel and security assistance</td><td>152000</td><td>124000</td><td>96000</td></tr><tr><td>Industrial Fire services</td><td>629000</td><td>631000</td><td>628000</td></tr><tr><td>Fire services and prevention</td><td>2000</td><td>7000</td><td>9000</td></tr><tr><td>Safety equipment and guidance</td><td>627000</td><td>624000</td><td>619000</td></tr><tr><td>Americas</td><td>4032000</td><td>3870000</td><td>4030000</td></tr><tr><td>Societal Care US</td><td>775000</td><td>788000</td><td>800000</td></tr><tr><td>Ambulance</td><td>775000</td><td>788000</td><td>800000</td></tr><tr><td>Individual Care LATAM</td><td>3257000</td><td>3082000</td><td>3230000</td></tr><tr><td>Healthcare treatment and guidance</td><td>1155000</td><td>948000</td><td>1118000</td></tr><tr><td>Patient transport</td><td>70000</td><td>72000</td><td>76000</td></tr><tr><td>Healthcare at home</td><td>2032000</td><td>2062000</td><td>2036000</td></tr><tr><td colspan="11">Targets and metrics S4-5 Targets related to managing material negative impacts, advancing positive impacts and managing impacts, risks and opportunities The number of services we provide is crucial to the societies and communities we serve. Therefore, we measure and monitor the number of services and track developments both across and within these services. Social impact metric Number of services delivered</td></tr><tr><td colspan="11">9.5 million services delivered Our highly skilled staff delivered 9.5 million healthcare services in 2024, which was an increase of 1% compared to 2023. The number of services delivered remains consistently high and stable. The changes in the volume of healthcare services provided in 2024 show: • The number of Individual Care services increased in both Europe and LATAM. In Europe, the increase was caused by stronger demand for Falck’s pay-on-use services from corporate and public customers, especially in Norway and Sweden. Furthermore, the number of travel and security assistance services increased by 28,000 from 2023 to 2024 due to stronger demand. In LATAM, the increase was mainly due to a notable rise in the use of our services, prompted by higher uncertainty in the market following politically driven changes to the healthcare system. • The number of services within Societal Care Europe decreased by 275,000 from 2023 to 2024, mainly due to a decline in the ambulance operations contract portfolio as a result of Falck ceasing operations in Stockholm, Sweden, and a reduced contract volume in Denmark. Preventive, acute and rehabilitative care Broadly speaking, our services can be categorised into three main areas, all playing a crucial role for improving health: • Preventive care aims to prevent illnesses, injuries or accidents from occurring (e.g. health education programmes, occupational health courses and first-aid/safety training).</td></tr><tr><td colspan="11">• Acute care aims to relieve people suffering from an illness, condition or accident (e.g. ambulance services, physical and mental health treatments). • Rehabilitative care aims to help people recover and regain their abilities after suffering from an illness, injury or accident (e.g. physical therapy to support strength and mobility, occupational therapy to help people regain the skills needed for daily living and working and follow-up mental health services to help people recover from mental health conditions). Across our organisation, we delivered the majority of our services within acute care, accounting for 57% (66%), thereby supporting many people in their time of most need. This included ambulance services and virtual consultations. Our preventive services account for another large and growing part of our services, adding up to 34% (29%). These services are crucial in helping people avoid critical health situations or workplace incidents. Although our rehabilitative care services are not as prevalent, representing 9% (5%) of our services, these services are equally important as Falck helps individuals recover and regain their independence, often through physical or occupational therapy.</td></tr><tr><td colspan="11">Accounting policies and definitions, Number of services The number of services is defined as the sum of healthcare services provided by Falck in Europe and the Americas. The numbers are rounded to the nearest thousand. All services have equal weight, given the definition specific to the type of service. Societal Care contributes with the number of ambulance trips, patient transports and callouts/ interventions from the public fire services business in Denmark. A trip and a callout/intervention is defined as a response</td></tr><tr><td colspan="11">to a specific incident (scene) by a specific vehicle and team that accepted the call for help at that incident. A specific incident may contain several responses. Responses which are subsequently cancelled are included in the number of services. Falck considers a service delivered if the team was dispatched, even if it does not involve the provision of medical care or transportation to patients. These dispatches can involve informal assessments or confirmations that no treatment is necessary, which reflect our role in ensuring public safety and health. The included number of cancelled responses amounts to approximately 10% in recent years. Prevention services provided by the fire services business are currently not included in the disclosed number of services due to a lack of data. Individual Care Europe contributes with various types of health services, i.e. healthcare treatment and guidance. Furthermore, Individual Care Europe contributes with patient transport, roadside and civil assistance and travel and security assistance. The definitions are as follows: • Health services: Unique treatments, consultation, cases, training sessions and services, including billable cancellations. If a treatment/consultation/case/training/service includes several patients/clients, the session is multiplied by the number of participants. • Labour market services: Unique training sessions and services, including billable cancellations. If a training/service includes several clients, the session is multiplied by the number of participants. • Courses/Other: Unique training sessions and services, including billable cancellations. If a</td></tr><tr><td colspan="11">training session or service includes several clients, the session is multiplied by the number of participants. • Patient transport services: Unique trips, including billable cancelled trips. If a single trip includes several patients, the number of patients is counted. • Roadside and civil assistance: Unique trips, including billable cancelled trips. • Travel and security assistance: Unique assistance cases, excluding cancelled cases. Industrial Fire services contributes with callouts/ interventions related to private commercial customers. A service is defined as a response to a specific incident (scene) by a specific vehicle and team that accepted the call for help at that incident. Responses which are subsequently cancelled are included in the number of services if the team was dispatched. Furthermore, Industrial Fire services contributes with the delivery of service inspections related to safety equipment. Sales of safety equipment and fire safety guidance are currently not included as a service as reporting processes have not yet been fully implemented. Individual Care LATAM contributes with the number of virtual consultations, including healthcare treatment and guidance services, patient transport services and physical consultations and treatments mainly in the patient’s home (Healthcare at home). The consultations and treatments are defined as: unique consultations, treatments and services, including billable cancellations. The definition of patient transports is identical to the definition mentioned under Individual Care Europe.</td></tr><tr><td colspan="11">As mentioned above under both Individual Care Europe and Individual Care LATAM, billable cancelled services, including no-shows or very late cancellations, are included in the number of services for all business areas within Individual Care. Falck considers a service delivered if the provider’s time was blocked, even if it does not involve the provision of the service. The included number of cancelled services amounts to approximately 1% in recent years. The number of services is also specified by treatment types according to the following definitions: • Preventive: Services provided to prevent an accident, injury or illness. • Acute care: Services that provide treatment of an acute condition. • Rehabilitative: Services that provide rehabilitation after an acute condition.</td></tr><tr><td colspan="11">Data privacy Impacts, risks and opportunities S4-SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model There is a significant financial risk related to data privacy given the high number of patients and the importance of their trust in Falck’s ability to handle sensitive information in connection with data threats. Therefore, we see a potential long- term risk in our own operations as well as downstream, specifically for our customers and their health-related data.</td></tr><tr><td colspan="11">Our approach People and societies rely on us every day, which requires us to be a trusted business partner. Trust is vital to our licence to operate, and it is essential that we conduct business in a way that never breaches the trust of our employees, partners, customers or the communities in which we operate. Unfair competition and unethical behaviour lead to higher costs and the erosion of trust. We conduct our business based on integrity and high ethical standards and in compliance with applicable laws, regulations and in-house policies. We seek to be transparent in the way we operate, being committed to competing for business on fair terms and exclusively on the merits of our services.</td></tr><tr><td colspan="11">We carry out our activities according to corporate governance principles and proactively seek to identify and mitigate compliance risks. Falck’s winning behaviours Our ways of working are embedded in our winning behaviours, which guides our attitude and daily activities. We are committed to care • We build trust • • Together, we create more value Business conduct policies G1-1 Business conduct policies and corporate culture To support our corporate culture and governance, Falck has several policies in place in addition to the policies already outlined for our employees in the social section. All policies can be found in our internal management system, GEMS, and for the most part also on the Falck global website. Anti-Corruption Statement Falck’s Anti-Corruption Statement on falck.com has been updated in 2024 and outlines Falck’s unwavering commitment to combating corruption and maintaining a zero-tolerance policy in respect of any form of bribery or corruption. This commitment is underpinned by a robust ethical foundation, exemplified by our Employee Code of Conduct, which includes comprehensive training on Anti-Bribery, Anti-Corruption, Gifts and Hospitality, and Conflicts of Interest. Falck ensures compliance with all applicable laws and expects the same from our business partners, which is outlined in our Supplier Code of Conduct. The Falck Alert whistleblower system is available 24/7 for</td></tr><tr><td colspan="11">employees, business partners and third parties to report any concerns. By providing continuous training and resources, we empower our employees to effectively identify and combat corruption. The responsibility for upholding these standards and providing necessary training lies with Falck’s management. Whistleblower Policy Falck’s Whistleblower Policy on falck.com outlines the approach, scope and procedure for reporting misconduct. The policy also describes the, whistleblower system, nature of reports, data protection, management responsibility and compliance requirements. It applies to all employees. Global Statement on Modern Slavery and Human Rights Falck’s Global Statement on Modern Slavery and Human Rights on falck.com outlines the policies and actions taken by Falck to promote human rights and prevent modern slavery in its business and supply chain. It draws reference to Falck’s Employee Code of Conduct, Human Rights Policy, Health and Safety Policy and DEI Policy as well as the Supplier Code of Conduct. The policy also describes our due diligence process for screening suppliers and vendors in ‘high-risk’ countries. We have developed a set of criteria for supplier screening, especially for suppliers hailing from high-risk countries or when certain categories of goods are involved. These criteria undergo a review every six months, encompassing sanctions legislation, the corruption track record of a country and its human rights standing, among other items.</td></tr><tr><td colspan="11">Furthermore, the Global Statement on Modern Slavery and Human Rights describes the risk management process and mitigation strategies, including the human rights and modern slavery training included in the Employee Code of Conduct training. Third-Party Due Diligence Policy The Third-Party Due Diligence Compliance Policy and Procedure is supported by an external platform used to screen suppliers to confirm that third parties have not been found to commit acts of modern slavery or other human trafficking violations. The platform also screens vendors for information relating to sanctions, adverse media and items of enforcement. It is part of our Supplier Code of Conduct on falck.com. Supplier Code of Conduct At Falck, we consider our suppliers to be essential partners for our mission to deliver high-quality, sustainable healthcare solutions. Our Supplier Code of Conduct has been updated in 2024 and outlines fundamental standards and expectations for business ethics, legal compliance, human and labour rights, health and safety, and environmental sustainability. This Code is mandatory for all suppliers, agents and their direct and indirect sub- suppliers, requiring them to uphold our values and contribute to a responsible and sustainable supply chain. The Code emphasises the importance of ethical behaviour, adherence to laws and the protection and promotion of human rights. It also mandates that suppliers take proactive steps to minimise their environmental impact. To maintain transparency and accountability, Falck reserves the</td></tr><tr><td colspan="11">right to conduct audits to verify compliance and may terminate contracts with suppliers who fail to meet our standards. Additionally, our whistle- blower system, Falck Alert, allows for the confidential reporting of concerns without fear of retaliation, reinforcing our commitment to integrity and ethical conduct. Remediation processes S1-3 Remediation processes for negative impacts to own workforce S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concern G1-1 Business conduct policies and corporate culture Employees, consumers, end-users, third-parties, and all other stakeholders have access to Falck’s whistleblower system, Falck Alert. Please refer to the section on Whistleblower protection including set-up and governance on page 88 for more information about Falck Alert. The global policies on diversity, equality and inclusion (DEI), human rights, health and safety, and other key areas form the foundation for fostering a diverse, safe and healthy workplace. Compliance with these policies is monitored locally and supported by feedback and grievance mechanisms for our employees. We have established multiple channels in addition to Falck Alert to ensure that employees can raise concerns safely and confidentially. The following channels are directly available to the workforce: • Workers’ council • Annual employee engagement survey • Incident reporting system, including safety observations • Health and safety meetings via workers’ council and workers’ safety representation</td></tr><tr><td colspan="11">• Mandatory Employee Code of Conduct training where employees are informed about available grievance options and systems When negative impacts are identified through any of our feedback channels, we have processes in place to promptly address and remediate these issues. Remediation Falck has not identified, caused or contributed to any material adverse impacts with respect to human rights, labour rights, environment or anti- corruption. However, please refer to the section Whistleblower protection including set-up and governance on page 88 for more information about actions taken based on reported cases in our whistleblower set-up, where individual remedy may have been provided.</td></tr><tr><td colspan="11">Corporate culture Impacts, risks and opportunities G1-1 Business conduct policies and corporate culture Conducting our business in a responsible manner is crucial for Falck. Business misconduct poses a significant potential negative impact if it were to occur, both for the environment and society. Furthermore, compliance breaches become more likely if we do not prioritise conducting our business with integrity and transparency. We see this potential negative impact in our own operations in the medium and long term.</td></tr><tr><td colspan="11">Targets and metrics The Employee Code of Conduct provides our employees with a common understanding of the way we conduct business and promotes high ethical standards for everyone at Falck, and we are committed to ensuring that all full-time employees are trained accordingly every two years, either online or in person in order to foster a culture of integrity and trust. Code of Conduct training target s Full-time 100% employees trained every two year Baseline year 2021: 55%</td></tr><tr><td colspan="11">Mandatory Employee Code of Conduct training The training covers all topics comprised by our Employee Code of Conduct, including: • Respecting people (human rights, labour rights, etc.) • Health and safety • Anti-bribery and anti-corruption • Conflicts of interest • Gifts and hospitality • Communication • Safeguarding information • Speak up • Our responsibility to the environment Increased completion rate In 2024, we saw increased levels of participation, compared to 2022. During 2024, several steps were taken to improve this year’s Code of Conduct training efforts and results. As a result, we have seen a significant improvement in the completion rate by full-time employees to 91% (81%).</td></tr><tr><td colspan="11">Accounting policy and definitions Employee Code of Conduct training As part of the Employee Code of Conduct training, we assess the completion rate at the end of each training period. This is measured as the percentage of Falck's full-time employees those with at least - - one full-time employment contract with Falck who have completed the training. This assessment is conducted every two years. New employees are required to complete the Employee Code of Conduct training as part of their onboarding. Employees who are on long-term leave during the training period are excluded. In 2024, unforeseen circumstances prevented the majority of the 1,000 full-time employees in Uruguay from completing the training during the reporting period. While these employees will be encouraged to complete training as soon as possible, they are not included in the completion percentage for 2024. If included, the percentage completion rate would be 87% instead of 91%. Supplier audits at stable levels The Supplier Code of Conduct is part of the audit criteria applied for audits of critical suppliers. In cases where due diligence screenings reveal a particularly severe risk, Falck seeks to consider and carry out additional reviews and/or audits. In 2024, Falck conducted four audits of global, critical suppliers, the same number of cases as in 2023. In 2025, we expect to increase the number of supplier audits to seven and to set further requirements to ensure we have auditing rights in respect of all our suppliers. Furthermore, we expect to increase the number of supplier audits by also auditing IT and IT security suppliers.</td></tr><tr><td colspan="11">Whistleblower protection including set-up and governance Impacts, risks and opportunities G1-1 Business conduct policies and corporate culture Protecting whistleblowers and having strong reporting mechanisms in place for reporting on misconduct is a top priority for Falck. Insufficient protection of people reporting misconduct poses a significant potential negative impact on our own workforce, our value chain and society in general, as it would cause the number of incidents reported and people willing to report incidents to drop, leading to undetected incidents. We see this potential negative impact in our own operations in the medium and long term. Whistleblower set-up We actively promote a global speak-up culture. Our whistleblower system, Falck Alert, is available 24/7 to all employees, business partners and third parties. We continuously encourage employees to report concerns about irregularities or improper actions that fail to comply with applicable laws and regulations, the Employee and Supplier Codes of Conduct or in-house policies. Whistleblower governance We worked continuously on optimising and strengthening our governance in 2024. We have established an Alert Advisory Board serving as a sparring or consultancy body to support the Falck Alert team in cases of high materiality. Meetings are held on a regular basis with the Community Forum Board, which consists of different internal stakeholders.</td></tr><tr><td colspan="11">Targets and metrics To emphasise its priority and importance, we have set a ratio target for our whistleblower reporting system to be above 1 report per 100 employees. This level of cases would be a strong indication of employees trusting the system and knowing they can use it without fear of retaliation.</td></tr><tr><td colspan="11">The reporting ratio for 2024 was 2.16, indicating that it is an established, accessible and trusted whistleblower system. In 2024, we received 408 reports (322 in 2023), of which 67% were anonymous (59% in 2023). This is in line with a weighted average for organisations within the NAVEX Global database1 Individuals . filing a report are guaranteed protection from retaliation, and all cases are treated confidentially. The cases reported via Falck Alert fall within the following top-five categories</td></tr><tr><td colspan="11">1. Misconduct or inappropriate behaviour (28%): Reports related to various inappropriate behaviour making people uncomfortable or creating a hostile working environment 2.Discrimination and harassment (21%): Reports related to sexual harassment, discriminatory treatment and bullying 3.Compliance with laws and standards (10%): Reports related to non-compliance, for example with our standards for uniforms or similar 4.Leadership (9%): Reports related to various managerial issues, e.g. leadership style, communication and fair distribution of work 5.Working conditions (8%): Most reports related to staff shortages. Out of 408 cases reported, 23 led to termination of employment, 12 led to written warnings and 20 to additional instructions or guidance. Accounting policies and definitions, Whistleblower reporting ratio The whistleblower reporting ratio is calculated by dividing the number of cases reported during the year by the average FTEs for the same year and multiplied by 100. FTEs are calculated based on the number of hours worked by all Falck employees who have at least one employment contract with Falck (permanent or temporary contract). The definition of an FTE varies from country to country, typically ranging from 150 to 200 hours per month. An average FTE is 170 hours per month. The total hours worked by all employees are divided by this FTE equivalent to determine the number of full-time equivalent employees.</td></tr><tr><td colspan="11">Anti-corruption and bribery Impacts, risks and opportunities G1-3 Prevention and detection of corruption and bribery We see a significant risk of reputational damage should corruption and bribery incidents occur among suppliers and our operations in the medium and long term. From a gross risk perspective, the likelihood exists due to the geographical scope of Falck’s operations. Preventing corruption and bribery G1-3 Prevention and detection of corruption and bribery G1-4 Confirmed incidents of corruption or bribery Falck has a zero-tolerance approach to any form of direct or indirect, passive or active bribery or corruption, and we use the Falck Alert whistle- blower system in conjunction with employee training to monitor and assess this area. There were no anti-bribery or anti-corruption- related fines or convictions or any legal cases related to these matters against Falck or its employees in 2024. To maintain high ethical conduct in these areas, the Code of Conduct training that took place this year included a special module regarding anti-bribery.</td></tr><tr><td /><td>Unit</td><td>Target</td><td>2024</td><td>2023</td><td>2022</td><td>2021</td></tr><tr><td /><td /><td /><td /><td /><td>Baseline year</td></tr><tr><td colspan="11">Environment</td></tr><tr><td>- CO2 emissions, total scope 11</td><td>Total tonnes</td><td>50.4% reduction in 2032 (Baseline 2022)</td><td>44782</td><td>46193</td><td>48546</td><td>54531</td></tr><tr><td>- CO2 emissions, relative scope 1</td><td>Tonnes/revenue (DKK million)</td><td /><td>3,69</td><td>3,88</td><td>4,04</td><td>4,65</td></tr><tr><td>- CO2 emissions, total scope 26</td><td>Total tonnes</td><td>50.4% reduction in 2032 (Baseline 2022)</td><td>-</td><td>-</td><td>7177</td><td>-</td></tr><tr><td>- CO2 emissions, total scope 36 Social</td><td>Total tonnes</td><td>30% reduction in 2032 (Baseline 2022)</td><td>-</td><td>-</td><td>143560</td><td>-</td></tr><tr><td colspan="11">Social</td></tr><tr><td>Number of services delivered</td><td>Number of services</td><td /><td>9526000</td><td>9436000</td><td>9577000</td><td>8497000</td></tr><tr><td>Employee engagement2</td><td>Number (0-100 scale)</td><td>76 in 2025</td><td>76</td><td>74</td><td>72</td><td>72</td></tr><tr><td>Gender diversity, Executive Management2</td><td>Underrepresented gender / total, %</td><td>40%</td><td>36%</td><td>40%</td><td>40%</td><td>40%</td></tr><tr><td>Gender diversity, Senior Management</td><td>Underrepresented gender / total, %</td><td>40% by 2025 &lt;8.8 in 2027 (10% reduction y-o-y)5</td><td>40%</td><td>38%</td><td>33%</td><td>n/a</td></tr><tr><td>Lost Time Injury Rate (LTIR)2</td><td>LTIs per 1 million working hours</td><td>&lt;8.8 in 2027 (10% reduction y-o-y5</td><td>129</td><td>149</td><td>148</td><td>171</td></tr><tr><td>Fatalities</td><td>Number</td><td>Zero</td><td>0</td><td>0</td><td>0</td><td>1</td></tr><tr><td colspan="11">.Governance</td></tr><tr><td>Employee code of conduct training</td><td>% of employees trained in a given year</td><td>All full-time employees trained every two years</td><td>91%</td><td>N/A3</td><td>81%</td><td>55%</td></tr><tr><td>Whistleblower reporting ratio</td><td>Number of reports per 100 employees</td><td>&gt;1</td><td>2,16</td><td>1,7</td><td>1,62</td><td>1,32</td></tr><tr><td colspan="11">1) For the purpose of the ESG-related bank agreement, the baseline year for the scope 1 target is 2021</td></tr><tr><td colspan="11">2) The baseline year is 2021 for this target</td></tr><tr><td colspan="11">3) The Code of Conduct training is executed every two years, and therefore no data for 2023</td></tr><tr><td colspan="11">4) In 2024, the employee engagement target was revised from 75 to 76 in 2025</td></tr><tr><td colspan="11">5) LTIR figures have been restated, including the baseline, however the 2027 target remains the same. See the accounting policy for further details</td></tr><tr><td colspan="11">6) Progress on CO2 emissions, total scope 2 and 3 will be reported in the Annual Report for 2025 -</td></tr></table> <table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Diversity, Equality and Inclusion (DEI) Policy</td></tr><tr><td colspan="1">Falck's Diversity, Equality and Inclusion Policy was updated in 2024 and emphasises the commitment to diversity, inclusion, equality, respect and anti-discrimination. Falck defines diversity as intersectional and multifaceted, meaning it includes those with visible and/or hidden differences as well as diverse backgrounds and mindsets. We commit to an inclusive culture where all employees feel valued and empowered to speak up without fear of retaliation. Furthermore, we underline our commitment to ensuring equal opportunities and a balanced gender composition, especially at management level. The policy applies to all Falck employees. Information regarding respecting all employees is conveyed through the Employee Code of Conduct training, which employees must participate in every two years. All new employees take the training in connection with their onboarding.</td></tr></table> Årsrapport 30700228 EY Godkendt Revisionspartnerselskab Cortex Park Vest 3 5230 Odense M xWizard version 1.1.1379.0, by EasyX Aps. www.easyx.eu 2023-01-01 2023-12-31 Revisionspåtegning Grundlag for konklusion Konklusion 0 7552000000 1763000000 2000000 9317000000 38000000 0 38000000 9355000000 136000000 6768000000 6904000000 2425000000 6000000 2431000000 4000000 16000000 20000000 2451000000 9355000000 7634000000 1732000000 1000000 9367000000 23000000 7000000 30000000 9397000000 136000000 6937000000 7073000000 2298000000 1000000 2299000000 1000000 24000000 25000000 2324000000 9397000000 5000000 5000000 34000000 0 0 49000000 217000000 -202000000 -26000000 -176000000 5000000 7000000 28000000 -1000000 7000000 846000000 98000000 724000000 -17000000 741000000 Jacob Riis President and CEO Christian Baltzer CFO Niels Smedegaard Chair Lene Skole Deputy Chair Dorthe Mikkelsen Vagn Flink Møller Pedersen Employee representative Ingrid Bojner Thomas Lau Schleicher Stefan Fyhn Gregersen Employee representative Peter Schütze Christian Jesper Engvad Madsen Employee representative 5683000000 684000000 1067000000 952000000 180000000 55000000 8621000000 35000000 369000000 1433000000 11000000 254000000 304000000 2406000000 11027000000 136000000 -389000000 4357000000 4104000000 0 4104000000 2745000000 651000000 142000000 81000000 23000000 3642000000 359000000 695000000 50000000 311000000 793000000 1073000000 3281000000 6923000000 11027000000 5704000000 710000000 907000000 1052000000 289000000 54000000 8716000000 36000000 408000000 1222000000 2000000 223000000 190000000 2081000000 10797000000 136000000 -325000000 4234000000 4045000000 0 4045000000 2635000000 717000000 185000000 81000000 19000000 3637000000 357000000 714000000 52000000 251000000 669000000 1072000000 3115000000 6752000000 10797000000 11913000000 9253000000 2660000000 2230000000 56000000 47000000 -53000000 386000000 24000000 205000000 205000000 -129000000 334000000 51000000 2000000 5000000 48000000 382000000 382000000 0 481000000 47000000 -9000000 -40000000 203000000 24000000 132000000 554000000 200000000 121000000 4000000 101000000 0 -184000000 254000000 -11000000 1484000000 1625000000 -384000000 -14000000 18000000 190000000 186000000 PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab 33771231 Lars Baungaard State Authorised Public Accountant mne23331 Tue Stensgård Sørensen State Authorised Public Accountant mne32200 33771231 PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab