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iso4217:DKK
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Regnskabsklasse C, stor virksomhed
<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="6">Summary of social data</td></tr><tr><td /><td>Unit</td><td>2024</td><td>2023</td><td>2022</td><td>2021</td></tr><tr><td>Global Employees</td><td># (total |F | M| U| n.d)</td><td>2,330 | 1,031 | 1,142| 1 | 156</td><td>2,243 | 970]</td><td>2168</td></tr><tr><td /><td /><td /><td>1,103 | - | 170</td></tr><tr><td>Employees in Denmark</td><td>(total F| M| U| md)</td><td>591 |216| 372|1|2</td><td>547</td></tr><tr><td>Employees in Poland</td><td># (total | F|M| U|n.d.)</td><td>582 | 349 | 233|0|0</td></tr><tr><td>Employees in Ukraine</td><td># (total | F| M| U|n.d)</td><td>547 | 268|279|0|0</td></tr><tr><td>Employees in Colombia</td><td>#(total | F| M| U| n.d.)</td><td>153 | 63| 90|0|0</td></tr><tr><td>Employees in China</td><td># (total | F| M| U| n.d.)</td><td>152 | 28 | 51|0|73</td></tr><tr><td>Employees in USA</td><td># (total | F| M| U| n.d.)</td><td>70 | 24| 35| 0|11</td><td>75</td></tr><tr><td>Employee in Costa Rica</td><td># (total | F| M| U|n.d.)</td><td>64|0|0|0|64</td></tr><tr><td>Permanent employees</td><td>#(total | F| M| U| n.d.)</td><td>2,272 | 997 | 1,120 | 1 | 154</td><td>2,038 | 946 |</td></tr><tr><td /><td /><td /><td>1,087 |-|5</td></tr><tr><td>Temporary employees</td><td># (total | F| M| U| n.d.)</td><td>30 | 16 | 13|0|1</td></tr><tr><td>Non-guaranteed hours employees</td><td># (total | F| M| U| n.d.)</td><td>28 | 18| 9|0|1</td></tr><tr><td>Cander distribution in Board of Directors</td><td>"% OF | MO</td><td>14 | 86</td><td>1486</td><td>25 |7</td></tr><tr><td>Cander reprimentation in Top</td><td># (F | M | U| n.d.)</td><td>3 |12|0|0</td><td>2191-1-</td></tr><tr><td>Management</td><td>% (F|M|Und)</td><td>20| 80|0|0</td><td>18 | 82|-|-</td></tr><tr><td>Employees under 30 years</td><td># %</td><td>482 | 21"</td><td>570 |27</td></tr><tr><td>Employee 30-50 years</td><td># %</td><td>1,311 | 56"</td><td>1,280|62</td></tr><tr><td>Employees over SO years old</td><td># %</td><td>148 | 6'</td><td>131 | 6</td></tr><tr><td>Employee Turnover</td><td># %</td><td>321 | 15.4</td></tr><tr><td>bargaining agreements (globally Employee covered by collective</td><td>%</td><td>3,5</td></tr><tr><td>bargaining agreements (EEA)</td><td>%</td><td>0</td></tr><tr><td>Employees covered by workers heparintentatives (globally)</td><td>%</td><td>0,9</td></tr><tr><td>EAA</td><td>%</td><td>0</td></tr><tr><td /><td>Unit</td><td>2024</td><td>2023</td><td>2022</td><td>2021</td></tr><tr><td colspan="6">Metrie Health and Safety</td></tr><tr><td>Employees covered by health and safety management systemm</td><td>%</td><td>100</td><td>100</td></tr><tr><td>Fatalities of 3Shape employees as result of work-related injuries and</td><td>#</td></tr><tr><td>work-related ill health Work-related accidents</td><td>#</td><td>3</td><td>3</td></tr><tr><td>Rate of work-related accidents Incidents,</td><td>%</td><td>0,8</td></tr><tr><td colspan="6">Complaints and Severe Human Rights Impacts</td></tr><tr><td>Reported incidents of discrimination</td><td /><td>5</td><td>4</td></tr><tr><td>Complaints Filed through channels for own workforce</td><td /><td>15</td><td>24</td><td>3</td></tr><tr><td>Fines, penalties and comperation related to incidents of discrimina- tion and complaints</td><td>DKK</td><td>0</td><td>0</td></tr><tr><td>Severe human rights issues connected to be workforce</td><td /><td>0</td><td>0</td></tr><tr><td>Fines, penalties, and compensation related to incidents of severe human rights issues</td><td /><td>0</td><td>0</td></tr><tr><td /><td>Unit</td><td>2024</td><td>2023</td><td>2022</td><td>2021</td></tr><tr><td colspan="6">Metric 3Shape specific KPI</td></tr><tr><td>Employees Global average Diversity & Inclusion</td><td>Score out of 10</td><td>8,4</td><td>8,3</td><td>8,2</td></tr><tr><td>Global average employee Engage- menticore</td><td>Score out of 10</td><td>8</td><td>8</td><td>7,9</td></tr><tr><td>Participation nice of Engagement</td><td>%</td><td>86</td><td>87</td><td>93</td></tr><tr><td>Nationaltien employed</td><td>@ (of nationaltien)</td><td>46</td><td>52</td><td>55</td><td>45</td></tr><tr><td>Global reach of employment</td><td># (of countries)</td><td>29</td><td>29</td><td>30</td><td>27</td></tr><tr><td>Cander distribution in Product Creation</td><td /><td>29|71|01|0</td></tr><tr><td>Cander distribution acrois manage- mint</td><td>% (F | M.| U| n.d.)</td><td>35|64|0.3|0</td></tr><tr><td colspan="6">35hape specific KOPla - Patients</td></tr><tr><td>Patients scanned using a TRIOS scanner</td><td>#</td><td>26557482</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="1">Social</td></tr><tr><td colspan="1">3Shape’s</td></tr><tr><td colspan="1">Commitment and</td></tr><tr><td colspan="1">Progress on Social</td></tr><tr><td colspan="1">Responsibility</td></tr><tr><td colspan="1">3Shape is dedicated to improving dental</td></tr><tr><td colspan="1">care, fostering an inclusive workplace,</td></tr><tr><td colspan="1">continuing to develop its human rights</td></tr><tr><td colspan="1">due diligence processes, ensuring ethical</td></tr><tr><td colspan="1">practices, and driving innovation to</td></tr><tr><td colspan="1">benefit patients globally.</td></tr><tr><td colspan="1">26.6m</td></tr><tr><td colspan="1">Patients scanned using a TRIOS</td></tr><tr><td colspan="1">scanner in 2024</td></tr><tr><td colspan="1">Own Workforce</td></tr><tr><td colspan="1">ESRS S1</td></tr><tr><td colspan="1">3Shape's employees</td></tr><tr><td colspan="1">3Shape is only as strong as the people who</td></tr><tr><td colspan="1">join. Employees are the company’s talent</td></tr><tr><td colspan="1">ambassadors, and the driving force behind its</td></tr><tr><td colspan="1">success. They are 3Shape’s future.</td></tr><tr><td colspan="1">3Shape policies to manage employee-related impacts, risks, and</td></tr><tr><td colspan="1">opportunities including enforcing due diligence processes to</td></tr><tr><td colspan="1">ensure fairness in all people processes include the Global Code of</td></tr><tr><td colspan="1">Conduct, Diversity & Inclusion Policy, Health and Wellbeing Policy,</td></tr><tr><td colspan="1">and local workplace accident prevention practices. Locations with</td></tr><tr><td colspan="1">over 20 employees have tailored Employee Handbooks that align</td></tr><tr><td colspan="1">with local labor laws and company values, covering culture, policies,</td></tr><tr><td colspan="1">and data processing.</td></tr><tr><td colspan="1">These policies apply to all employees and are supported by training</td></tr><tr><td colspan="1">on bias, stress management, well-being, and psychological safety.</td></tr><tr><td colspan="1">Mandatory Code of Conduct training includes information on</td></tr><tr><td colspan="1">non-discrimination and specifically covers gender, ethnic origin,</td></tr><tr><td colspan="1">race, religion, age, sexual orientation, parental and marital status.</td></tr><tr><td colspan="1">3Shape tracks policy outcomes through global surveys, monitors</td></tr><tr><td colspan="1">Code of Conduct training completion, and reviews grievance</td></tr><tr><td colspan="1">complaints. A Quarterly Compliance Council evaluates risks and</td></tr><tr><td colspan="1">opportunities, enabling planned actions and resource allocation.</td></tr><tr><td colspan="1">To learn more about 3Shape’s policies related to employees, see</td></tr><tr><td colspan="1">p.75.</td></tr><tr><td colspan="1">Diversity and inclusion</td></tr><tr><td colspan="1">CREATING AN INCLUSIVE WORKPLACE</td></tr><tr><td colspan="1">3Shape is dedicated to creating a diverse, equitable, and inclu-</td></tr><tr><td colspan="1">sive workplace where everyone can thrive. Embracing diversity of</td></tr><tr><td colspan="1">thought, the company values employees’ differences to challenge</td></tr><tr><td colspan="1">norms and drive growth. 3Shape fosters a safe environment where</td></tr><tr><td colspan="1">individuals can be themselves and express their opinions freely,</td></tr><tr><td colspan="1">guided by its Diversity and Inclusion (D&I) Policy.</td></tr><tr><td colspan="1">In 2024, 3Shape launched a Global D&I Roadmap focused on Talent</td></tr><tr><td colspan="1">Attraction, Culture, Development, Communication, and Networks,</td></tr><tr><td colspan="1">with initiatives reviewed annually. Highlights include</td></tr><tr><td colspan="1">• Talent attraction: Employees were trained in inclusive recruit-</td></tr><tr><td colspan="1">ment using bias-reducing software for job posts, recruitment</td></tr><tr><td colspan="1">guides for managers, and bias checkers in application processes.</td></tr><tr><td colspan="1">8,4</td></tr><tr><td colspan="1">Global average Diversity</td></tr><tr><td colspan="1">& Inclusion score</td></tr><tr><td colspan="1">3Shape scores 8.4 out of 10 globally on</td></tr><tr><td colspan="1">Diversity and Inclusion</td></tr><tr><td colspan="1">• Culture: During Culture Day, 3Shape hosted a global D&I session</td></tr><tr><td colspan="1">with an external speaker who spoke on Neurodiversity and</td></tr><tr><td colspan="1">Communication. Post-event materials supported team discus-</td></tr><tr><td colspan="1">sions on D&I topics.</td></tr><tr><td colspan="1">• Development: Leadership and Growth training courses in</td></tr><tr><td colspan="1">Denmark inspired employee development and aligned with</td></tr><tr><td colspan="1">3Shape’s Leadership Principles.</td></tr><tr><td colspan="1">• Communication: A biannual D&I survey tracked progress, and the</td></tr><tr><td colspan="1">company updated its D&I Policy to reinforce its commitment and</td></tr><tr><td colspan="1">action framework.</td></tr><tr><td colspan="1">• Networks: Events like Ada Lovelace Day celebrated women in</td></tr><tr><td colspan="1">STEM*, while workshops for children, in partnership with schools</td></tr><tr><td colspan="1">and NGOs, promoted STEM and female role models.</td></tr><tr><td colspan="1">This roadmap underscores 3Shape’s commitment to fostering an</td></tr><tr><td colspan="1">inclusive, engaging, and forward-thinking workplace.</td></tr><tr><td colspan="1">Disabilities</td></tr><tr><td colspan="1">3Shape currently does not collect data on disabili-</td></tr><tr><td colspan="1">ties due to GDPR'*. Employees can, however, submit</td></tr><tr><td colspan="1">information voluntarily on unhidden and hidden</td></tr><tr><td colspan="1">disabilities through 3Shape’s HR system.</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="1">Human and labor rights</td></tr><tr><td colspan="1">ENGAGING WITH EMPLOYEES</td></tr><tr><td colspan="1">3Shape values open dialogue and employee</td></tr><tr><td colspan="1">feedback, ensuring concerns can be raised anon-</td></tr><tr><td colspan="1">ymously. Employees provide feedback through</td></tr><tr><td colspan="1">quarterly engagement surveys or file complaints</td></tr><tr><td colspan="1">via their manager, General Counsel, People &</td></tr><tr><td colspan="1">Culture, or the anonymous whistleblower system.</td></tr><tr><td colspan="1">Anonymous feedback loops, enabled by 3Shape’s</td></tr><tr><td colspan="1">survey tool, allow employees to engage in confi-</td></tr><tr><td colspan="1">dential dialogues with management and People &</td></tr><tr><td colspan="1">Culture, ensuring concerns are addressed effec-</td></tr><tr><td colspan="1">tively while maintaining anonymity. Employee</td></tr><tr><td colspan="1">engagement is overseen by the Senior Leadership</td></tr><tr><td colspan="1">Team.</td></tr><tr><td colspan="1">3Shape treats all grievance reports confidentially</td></tr><tr><td colspan="1">and with respect to privacy and data protection</td></tr><tr><td colspan="1">rights. See p. 69 and 76 to learn more about</td></tr><tr><td colspan="1">3Shape’s whistleblower system and related policy</td></tr><tr><td colspan="1">respectively.</td></tr><tr><td colspan="1">3Shape does not have a general process for</td></tr><tr><td colspan="1">providing remedy for material negative impacts</td></tr><tr><td colspan="1">on employees such as discrimination. Appropriate</td></tr><tr><td colspan="1">remedy is determined on a case-by-case basis.</td></tr><tr><td colspan="1">Similarly, 3Shape does not have an official proce-</td></tr><tr><td colspan="1">dure for assessing whether remedy provided is</td></tr><tr><td colspan="1">effective.</td></tr><tr><td colspan="1">No severe human rights issues and incidents</td></tr><tr><td colspan="1">connected to 3Shape's own workforce have</td></tr><tr><td colspan="1">occurred.</td></tr><tr><td colspan="1">FAIR COMPENSATION, COLLECTIVE</td></tr><tr><td colspan="1">BARGAINING COVERAGE AND</td></tr><tr><td colspan="1">SOCIAL DIALOGUE</td></tr><tr><td colspan="1">3Shape prioritizes fair compensation, ensuring</td></tr><tr><td colspan="1">employees receive wages that meet or exceed</td></tr><tr><td colspan="1">local minimum standards.</td></tr><tr><td colspan="1">Employee health and wellbeing</td></tr><tr><td colspan="1">GLOBAL HEALTH AND WELL-BEING</td></tr><tr><td colspan="1">3Shape is committed to promoting employee</td></tr><tr><td colspan="1">health and well-being through its Global Health</td></tr><tr><td colspan="1">and Well-being Policy, which aligns with the</td></tr><tr><td colspan="1">company’s values and workplace culture. To learn</td></tr><tr><td colspan="1">more about the policy, see p.75. Key actions in</td></tr><tr><td colspan="1">2024 include</td></tr><tr><td colspan="1">• Tracking and reporting: Monitoring employee</td></tr><tr><td colspan="1">health and well-being scores via global surveys</td></tr><tr><td colspan="1">and providing bi-annual updates to the Board</td></tr><tr><td colspan="1">on metrics such as incidents, safety inspec-</td></tr><tr><td colspan="1">tions, and training.</td></tr><tr><td colspan="1">• Awareness campaigns: Hosting events like</td></tr><tr><td colspan="1">Poland's "Health Week," featuring activities</td></tr><tr><td colspan="1">such as virtual reality relaxation sessions,</td></tr><tr><td colspan="1">massages, and nutrition consultations.</td></tr><tr><td colspan="1">• Continuous improvement: Developing</td></tr><tr><td colspan="1">new initiatives based on survey results and</td></tr><tr><td colspan="1">employee feedback.</td></tr><tr><td colspan="1">• Support resources: Offering guidance for</td></tr><tr><td colspan="1">managers and employees on addressing health</td></tr><tr><td colspan="1">and well-being issues.</td></tr><tr><td colspan="1">• Global resource center: Providing articles and</td></tr><tr><td colspan="1">tips for promoting better health and well-</td></tr><tr><td colspan="1">being.</td></tr><tr><td colspan="1">These actions aim to enhance awareness, support,</td></tr><tr><td colspan="1">and resources for all employees globally.</td></tr><tr><td colspan="1">Training and development</td></tr><tr><td colspan="1">3Shape supports employees' well-being by</td></tr><tr><td colspan="1">fostering professional and personal development.</td></tr><tr><td colspan="1">This includes offering training opportunities and</td></tr><tr><td colspan="1">encouraging ongoing development discussions</td></tr><tr><td colspan="1">between managers and employees. Although</td></tr><tr><td colspan="1">3Shape does not track training hours per</td></tr><tr><td colspan="1">employee, most employees participate in annual</td></tr><tr><td colspan="1">performance reviews and career development</td></tr><tr><td colspan="1">discussions. These processes are not manda-</td></tr><tr><td colspan="1">tory but are strongly encouraged, with global</td></tr><tr><td colspan="1">reminders sent to managers and employees</td></tr><tr><td colspan="1">at least twice a year. Managers may hold these</td></tr><tr><td colspan="1">discussions as frequently as they wish.</td></tr><tr><td colspan="1">The Individual Development Plan (IDP) framework</td></tr><tr><td colspan="1">helps employees reflect on their motivation,</td></tr><tr><td colspan="1">strengths, and development needs, serving as</td></tr><tr><td colspan="1">a tool for career planning. Employees can share</td></tr><tr><td colspan="1">their IDP with their managers to set milestones</td></tr><tr><td colspan="1">and plan for future growth.</td></tr><tr><td colspan="1">Job opportunities and development resources</td></tr><tr><td colspan="1">are shared on 3Shape’s intranet, promoting equal</td></tr><tr><td colspan="1">access to internal recruitment, training, and</td></tr><tr><td colspan="1">promotion opportunities.</td></tr><tr><td colspan="1">Local workplace accident prevention practices</td></tr><tr><td colspan="1">3Shape’s workforce employed in the assembly</td></tr><tr><td colspan="1">facilities in Poland and China are considered at</td></tr><tr><td colspan="1">potential higher risk of workplace accidents. This</td></tr><tr><td colspan="1">increased vulnerability is addressed by Occupa-</td></tr><tr><td colspan="1">tional Health and Safety trainings implemented</td></tr><tr><td colspan="1">locally in Poland as well as an Employee Safety</td></tr><tr><td colspan="1">Manual in China. To learn more about 3Shape’s</td></tr><tr><td colspan="1">workplace accident prevention practices, see</td></tr><tr><td colspan="1">p.75.</td></tr><tr><td colspan="1">Wellbeing of colleagues in Ukraine</td></tr><tr><td colspan="1">Amid the ongoing war in Ukraine, 3Shape remains</td></tr><tr><td colspan="1">dedicated to supporting and protecting its local</td></tr><tr><td colspan="1">employees during this time of crisis. Initiatives</td></tr><tr><td colspan="1">include a well-being program offering group</td></tr><tr><td colspan="1">and individual psychologist sessions, a tailored</td></tr><tr><td colspan="1">medical insurance program for veterans, and</td></tr><tr><td colspan="1">in-office services such as health checkups,</td></tr><tr><td colspan="1">massages, and vaccinations.</td></tr><tr><td colspan="1">In 2024, 3Shape conducted its third annual</td></tr><tr><td colspan="1">company-wide charitable fundraiser for Ukraine,</td></tr><tr><td colspan="1">supporting the local NGO Superhumans – a</td></tr><tr><td colspan="1">modern medical and rehabilitation center</td></tr><tr><td colspan="1">providing prosthetics, reconstructive surgery, and</td></tr><tr><td colspan="1">rehabilitation for war victims (see p.60 for details).</td></tr><tr><td colspan="1">Despite the challenges of war, 3Shape has main-</td></tr><tr><td colspan="1">tained a stable workforce in Ukraine, ensuring</td></tr><tr><td colspan="1">employees receive essential care and assistance.</td></tr><tr><td colspan="1">Workers in the Value Chain</td></tr><tr><td colspan="1">Respecting human rights</td></tr><tr><td colspan="1">throughout the value chain</td></tr><tr><td colspan="1">3Shape collaborates globally with suppliers and</td></tr><tr><td colspan="1">partners, upholding sustainable and ethical</td></tr><tr><td colspan="1">practices and implementing human rights due</td></tr><tr><td colspan="1">diligence throughout the supply chain through</td></tr><tr><td colspan="1">its Policy on Sustainable Procurement and Global</td></tr><tr><td colspan="1">Sanctions Compliance Policy. Direct suppliers</td></tr><tr><td colspan="1">are requested to sign 3Shape’s Supplier Code of</td></tr><tr><td colspan="1">Conduct and complete a self-assessment aligned</td></tr><tr><td colspan="1">with international standards on human rights,</td></tr><tr><td colspan="1">labor, ethics, and the environment.</td></tr><tr><td colspan="1">3Shape’s Policy on Sustainable Procurement outlines actions to</td></tr><tr><td colspan="1">address impacts, risks, and opportunities related to value chain</td></tr><tr><td colspan="1">workers, including</td></tr><tr><td colspan="1">• Incorporating sustainability criteria in supplier selection.</td></tr><tr><td colspan="1">• Promoting fair labor practices and human rights through compli-</td></tr><tr><td colspan="1">ance with the Supplier Code of Conduct.</td></tr><tr><td colspan="1">• Monitoring compliance via mandatory self-assessments.</td></tr><tr><td colspan="1">• Engaging suppliers to address risks and drive improvements.</td></tr><tr><td colspan="1">• Offering grievance mechanisms through the whistleblower</td></tr><tr><td colspan="1">system.</td></tr><tr><td colspan="1">These actions are ongoing with no set time horizon and cover all</td></tr><tr><td colspan="1">upstream activities.</td></tr><tr><td colspan="1">Assessing and monitoring compliance</td></tr><tr><td colspan="1">3Shape strengthens human rights due diligence through supplier</td></tr><tr><td colspan="1">self-assessments, collecting data on environmental, social, and</td></tr><tr><td colspan="1">governance (ESG) responsibilities to monitor compliance with</td></tr><tr><td colspan="1">the Supplier Code of Conduct. This process ensures visibility</td></tr><tr><td colspan="1">into supplier performance, tracks effectiveness, and addresses</td></tr><tr><td colspan="1">non-conformities promptly.</td></tr><tr><td colspan="1">From 2025, 3Shape will implement on-site audits</td></tr><tr><td colspan="1">for critical suppliers annually and others based</td></tr><tr><td colspan="1">on risk profiles. Suppliers must address identified</td></tr><tr><td colspan="1">issues promptly, with verification of corrective</td></tr><tr><td colspan="1">actions. Relationships may be suspended or</td></tr><tr><td colspan="1">terminated if serious issues persist or corrective</td></tr><tr><td colspan="1">actions are not implemented.</td></tr><tr><td colspan="1">Channels for value chain</td></tr><tr><td colspan="1">workers to raise concerns</td></tr><tr><td colspan="1">3Shape’s whistleblower system allows employees</td></tr><tr><td colspan="1">and value chain workers to report concerns</td></tr><tr><td colspan="1">anonymously via a third-party operator, meeting</td></tr><tr><td colspan="1">human rights grievance mechanism require-</td></tr><tr><td colspan="1">ments. Publicly accessible on 3Shape’s website,</td></tr><tr><td colspan="1">it ensures safe reporting and diligent investiga-</td></tr><tr><td colspan="1">tion. For more information on the whistleblower</td></tr><tr><td colspan="1">system, see p.76.</td></tr><tr><td colspan="1">The Supplier Code of Conduct requires suppliers to</td></tr><tr><td colspan="1">provide grievance mechanisms for their workers,</td></tr><tr><td colspan="1">including secure internal reporting channels with</td></tr><tr><td colspan="1">whistleblower protection. 3Shape does not assess</td></tr><tr><td colspan="1">value chain worker awareness of grievance mech-</td></tr><tr><td colspan="1">anisms.</td></tr><tr><td colspan="1">Processes to remediate negative</td></tr><tr><td colspan="1">impacts for value chain workers</td></tr><tr><td colspan="1">3Shape’s Director of Litigation and Compliance</td></tr><tr><td colspan="1">oversees whistleblower reports, reviewed biannu-</td></tr><tr><td colspan="1">ally by the Audit & ESG Committe and shared with</td></tr><tr><td colspan="1">the CEO. In 2024, no violations of the Supplier</td></tr><tr><td colspan="1">Code of Conduct or human rights infringements</td></tr><tr><td colspan="1">were reported or observed across 3Shape’s value</td></tr><tr><td colspan="1">chain, requiring no remedial actions.</td></tr><tr><td colspan="1">Engaging with value chain workers</td></tr><tr><td colspan="1">3Shape engages with upstream value chain</td></tr><tr><td colspan="1">workers through supplier self-assessments and</td></tr><tr><td colspan="1">the anonymous whistleblower system but has not</td></tr><tr><td colspan="1">implemented broader engagement processes.</td></tr><tr><td colspan="1">Targets</td></tr><tr><td colspan="1">To reduce negative impacts and manage material</td></tr><tr><td colspan="1">risks and opportunities related to 3Shape’s supply</td></tr><tr><td colspan="1">chain and value chain workers, the company set a</td></tr><tr><td colspan="1">target of rolling out the supplier self-assessment</td></tr><tr><td colspan="1">to 100% of direct suppliers in 2024 and achieving</td></tr><tr><td colspan="1">a minimum 80% response rate. This target was</td></tr><tr><td colspan="1">exceeded with a total 89% response rate, which</td></tr><tr><td colspan="1">3Shape will continue to increase.</td></tr><tr><td colspan="1">Affected Communities</td></tr><tr><td colspan="1">3Shape's responsibility</td></tr><tr><td colspan="1">towards local communities</td></tr><tr><td colspan="1">ENSURING RESPECT FOR HUMAN RIGHTS AND</td></tr><tr><td colspan="1">ENGAGING WITH LOCAL COMMUNITIES</td></tr><tr><td colspan="1">3Shape is dedicated to lawful and ethical business practices,</td></tr><tr><td colspan="1">supporting internationally recognized human and labor rights</td></tr><tr><td colspan="1">through its Code of Conduct and Supplier Code of Conduct,</td></tr><tr><td colspan="1">including local communities. Compliance is monitored via training,</td></tr><tr><td colspan="1">a whistleblower policy accessible to all third parties, and a strong</td></tr><tr><td colspan="1">speak-up culture. No violations related to UN Global Compact prin-</td></tr><tr><td colspan="1">ciples or human rights issues in affected communities have been</td></tr><tr><td colspan="1">reported.</td></tr><tr><td colspan="1">3Shape is committed to respecting local cultures, regulations, and customs,</td></tr><tr><td colspan="1">aiming to support communities near its operations through donations,</td></tr><tr><td colspan="1">volunteering, and NGO partnerships. While no high-risk communities have</td></tr><tr><td colspan="1">been identified, this disclosure includes people living and working around</td></tr><tr><td colspan="1">3Shape sites.</td></tr><tr><td colspan="1">3Shape collaborates with local NGOs to support communities</td></tr><tr><td colspan="1">through donations, partnerships, and volunteer efforts, leveraging</td></tr><tr><td colspan="1">these organizations as representatives of local needs. While specific</td></tr><tr><td colspan="1">targets for local communities and indigenous peoples are not yet</td></tr><tr><td colspan="1">defined, 3Shape undertook various initiatives in 2024 to address</td></tr><tr><td colspan="1">identified impacts, risks, and opportunities.</td></tr><tr><td colspan="1">Initiatives to support local communities</td></tr><tr><td colspan="1">PROMOTING WOMEN IN STEM</td></tr><tr><td colspan="1">Copenhagen, Denmark</td></tr><tr><td colspan="1">In 2023, employees in 3Shape’s DK</td></tr><tr><td colspan="1">office initiated the project “Promoting</td></tr><tr><td colspan="1">Women in STEM” to promote diversity</td></tr><tr><td colspan="1">in the fields of science, technology,</td></tr><tr><td colspan="1">engineering and mathematics (STEM</td></tr><tr><td colspan="1">by addressing the underrepresenta-</td></tr><tr><td colspan="1">tion of women, encouraging young</td></tr><tr><td colspan="1">girls to pursue STEM careers, and</td></tr><tr><td colspan="1">reshaping perceptions of who can</td></tr><tr><td colspan="1">succeed in these fields. Together, the</td></tr><tr><td colspan="1">group organizes initiatives in collab-</td></tr><tr><td colspan="1">oration with schools in the Copen-</td></tr><tr><td colspan="1">hagen area and organizations such as</td></tr><tr><td colspan="1">‘Naturvidenskabernes Hus’ and’ Hello</td></tr><tr><td colspan="1">Ada’ to reach the local STEM commu</td></tr><tr><td colspan="1">nity. In 2024, the program impacted</td></tr><tr><td colspan="1">approximately 135 individuals through</td></tr><tr><td colspan="1">three workshops, demonstrating to</td></tr><tr><td colspan="1">children aged 7 to 15 how technology</td></tr><tr><td colspan="1">can address today's challenges and</td></tr><tr><td colspan="1">highlighting women’s roles in creating</td></tr><tr><td colspan="1">innovative solutions.</td></tr><tr><td colspan="1">SOWING THE SEED FOR</td></tr><tr><td colspan="1">FUTURE MECHANICAL</td></tr><tr><td colspan="1">ENGINEERS AT 3SHAPE</td></tr><tr><td colspan="1">Copenhagen, Denmark</td></tr><tr><td colspan="1">To make 3D modeling more accessible</td></tr><tr><td colspan="1">to students at the HTX school in Køge,</td></tr><tr><td colspan="1">Denmark, 3Shape Scanner Developer</td></tr><tr><td colspan="1">Bjørn Lindegaard teamed up with his</td></tr><tr><td colspan="1">teacher friend Jonas Lehmann to host</td></tr><tr><td colspan="1">a design and production workshop.</td></tr><tr><td colspan="1">During the workshop, 25 students</td></tr><tr><td colspan="1">created a variety of uniquely shaped</td></tr><tr><td colspan="1">acrylic blocks and prepared accompa-</td></tr><tr><td colspan="1">nying mechanical drawings. The goal</td></tr><tr><td colspan="1">of the initiative was to inspire students</td></tr><tr><td colspan="1">to consider a future in mechanical</td></tr><tr><td colspan="1">engineering – and perhaps someday</td></tr><tr><td colspan="1">even join 3Shape.</td></tr><tr><td colspan="1">RESTORING LOCAL HABITATS</td></tr><tr><td colspan="1">Cajica, Colombia</td></tr><tr><td colspan="1">To support the local habitat, 70</td></tr><tr><td colspan="1">3Shape employees planted 120 trees</td></tr><tr><td colspan="1">together with their families in the</td></tr><tr><td colspan="1">rural area of Cajicá, Cundinamarca in</td></tr><tr><td colspan="1">July 2024. The activities were carried</td></tr><tr><td colspan="1">out together with the family compen-</td></tr><tr><td colspan="1">sation fund, Compensar, and the</td></tr><tr><td colspan="1">foundation Esperanza y Vida which</td></tr><tr><td colspan="1">translates to ‘Hope and Life.’ The</td></tr><tr><td colspan="1">initiative impacts the town of Cajicá,</td></tr><tr><td colspan="1">home to approximately 90,000 resi-</td></tr><tr><td colspan="1">dents, addressing the high levels of</td></tr><tr><td colspan="1">environmental contamination.</td></tr><tr><td colspan="1">DONATION OF THREE E LAB</td></tr><tr><td colspan="1">SCANNERS TO MIRACLE</td></tr><tr><td colspan="1">CORNERS OF THE WORLD</td></tr><tr><td colspan="1">Tanzania</td></tr><tr><td colspan="1">In 2024 3Shape donated 3 E2 Lab</td></tr><tr><td colspan="1">scanners to the NGO Miracle Corners</td></tr><tr><td colspan="1">of the World with the purpose of</td></tr><tr><td colspan="1">initiating Digital Dentistry in the</td></tr><tr><td colspan="1">clinic, dental schools and dental labs</td></tr><tr><td colspan="1">in Tanzania. The donation aims to</td></tr><tr><td colspan="1">increase access to dental health to</td></tr><tr><td colspan="1">marginalized patients, which may be</td></tr><tr><td colspan="1">impaired by institutional (lack of avail-</td></tr><tr><td colspan="1">able clinics), spatial (distance required</td></tr><tr><td colspan="1">to travel) or resource limitations (poor</td></tr><tr><td colspan="1">populations). The donation took place</td></tr><tr><td colspan="1">in collaboration with Henry Schein.</td></tr><tr><td colspan="1">DENTAL CARE FOR</td></tr><tr><td colspan="1">DISABLED CHILDREN</td></tr><tr><td colspan="1">Cairo, Egypt</td></tr><tr><td colspan="1">In August of 2024 a group of dental</td></tr><tr><td colspan="1">professionals brought 3Shape TRIOS</td></tr><tr><td colspan="1">intraoral scanners to the Dar El Eman</td></tr><tr><td colspan="1">Center for disabled children to scan</td></tr><tr><td colspan="1">and after, provide dental treatment</td></tr><tr><td colspan="1">for 30 children. The team of 3Shapers</td></tr><tr><td colspan="1">and volunteer dental professionals</td></tr><tr><td colspan="1">was led by Dr. Ola El Gaml and efforts</td></tr><tr><td colspan="1">were supported by a local 3Shape</td></tr><tr><td colspan="1">reseller.</td></tr><tr><td colspan="1">ENSURING HEALTHY</td></tr><tr><td colspan="1">SMILES: ORAL CARE FOR</td></tr><tr><td colspan="1">UNDERPRIVILEGED CHILDREN</td></tr><tr><td colspan="1">Bogota, Colombia</td></tr><tr><td colspan="1">Oral care is crucial for children, and</td></tr><tr><td colspan="1">those in need are no exception. As</td></tr><tr><td colspan="1">a dental company, 3Shape wants to</td></tr><tr><td colspan="1">lend a helping hand to those in need</td></tr><tr><td colspan="1">and gain momentum in the dental</td></tr><tr><td colspan="1">care industry. In November of 2024</td></tr><tr><td colspan="1">a team of 25 3Shape volunteers and</td></tr><tr><td colspan="1">dentists visited a foundation for</td></tr><tr><td colspan="1">underprivileged children to carry out</td></tr><tr><td colspan="1">activities related to oral care, such as</td></tr><tr><td colspan="1">teaching how to brush teeth correctly.</td></tr><tr><td colspan="1">35 children between the ages of 5</td></tr><tr><td colspan="1">to 13 were involved, impacting their</td></tr><tr><td colspan="1">families as well.</td></tr><tr><td colspan="1">DONATIONS AND SUPPORT</td></tr><tr><td colspan="1">FOR WAR VICTIMS</td></tr><tr><td colspan="1">Ukraine</td></tr><tr><td colspan="1">3Shape actively supports medical and</td></tr><tr><td colspan="1">social initiatives in Ukraine through</td></tr><tr><td colspan="1">fundraising and charitable efforts. In</td></tr><tr><td colspan="1">2023, the company contributed to</td></tr><tr><td colspan="1">equipping a surgical room for war-af-</td></tr><tr><td colspan="1">fected individuals via a donation to</td></tr><tr><td colspan="1">the local NGO Hospitallers. In 2024,</td></tr><tr><td colspan="1">3Shape and its employees raised over</td></tr><tr><td colspan="1">658,900 DKK for Superhumans, a</td></tr><tr><td colspan="1">medical center providing prosthetics,</td></tr><tr><td colspan="1">reconstructive surgery, and rehabili-</td></tr><tr><td colspan="1">tation for war victims.</td></tr><tr><td colspan="1">658900</td></tr><tr><td colspan="1">DKK</td></tr><tr><td colspan="1">Raised for Superhumans</td></tr><tr><td colspan="1">in 2024</td></tr><tr><td colspan="1">Superhumans is a medical center providing</td></tr><tr><td colspan="1">prosthetics, reconstructive surgery, and rehabil-</td></tr><tr><td colspan="1">itation for war victims in Ukraine.</td></tr><tr><td colspan="1">Customers and Patients</td></tr><tr><td colspan="1">3Shape's responsibility towards</td></tr><tr><td colspan="1">customers and patients</td></tr><tr><td colspan="1">3Shape’s purpose is to enable superior dental</td></tr><tr><td colspan="1">care for every patient, every time. Innovation</td></tr><tr><td colspan="1">drives 3Shape to create technology that advances</td></tr><tr><td colspan="1">dental health and well-being. 3Shape solutions</td></tr><tr><td colspan="1">enhance patient comfort, improve education and</td></tr><tr><td colspan="1">communication, foster trust, and support informed</td></tr><tr><td colspan="1">decisions. With proven clinical accuracy, they deliver</td></tr><tr><td colspan="1">precise treatments and better outcomes, ensuring</td></tr><tr><td colspan="1">healthier smiles and lasting oral health.</td></tr><tr><td colspan="1">INCREASING ACCESS AND AFFORDABILITY</td></tr><tr><td colspan="1">FOR DENTAL PATIENTS</td></tr><tr><td colspan="1">3Shape collaborates with industry organizations to expand patient</td></tr><tr><td colspan="1">access to its products and works with legislators to align regulations</td></tr><tr><td colspan="1">with innovation, ensuring safe and impactful technologies.</td></tr><tr><td colspan="1">In 2024, 3Shape focused on revising Denmark’s public aid scheme</td></tr><tr><td colspan="1">for oral care to improve access to advanced dental technology.</td></tr><tr><td colspan="1">By collaborating with stakeholders like Tandlægeforeningen (The</td></tr><tr><td colspan="1">Dental Association), Ansatte Tandlægers Organisation (Employees'</td></tr><tr><td colspan="1">Dentists' Organisation), and Danske Tandplejere (Danish Dental</td></tr><tr><td colspan="1">Hygienists), and engaging in forums like Healthcare Denmark and</td></tr><tr><td colspan="1">the Danish Chamber of Commerce, 3Shape advocated for the bene-</td></tr><tr><td colspan="1">fits of digital dentistry and public oral health care support.</td></tr><tr><td colspan="1">TRACKING PROGRESS TOWARDS ENSURING</td></tr><tr><td colspan="1">SUPERIOR DENTAL CARE</td></tr><tr><td colspan="1">3Shape tracks the number of patients scanned with a TRIOS scanner</td></tr><tr><td colspan="1">every year. 3Shape has set an ambitious goal to reach 100 million</td></tr><tr><td colspan="1">patients by 2029.</td></tr><tr><td colspan="1">26.6m</td></tr><tr><td colspan="1">patients scanned using a TRIOS</td></tr><tr><td colspan="1">scanner in 2024</td></tr><tr><td colspan="1">Ensuring the safety, performance</td></tr><tr><td colspan="1">and usability of products</td></tr><tr><td colspan="1">Maintaining high standards of safety, perfor-</td></tr><tr><td colspan="1">mance, and usability are vital to 3Shape’s</td></tr><tr><td colspan="1">customers. 3Shape’s Regulatory Affairs team</td></tr><tr><td colspan="1">gathers insights on product safety, performance,</td></tr><tr><td colspan="1">and usability through surveys, scanner usage</td></tr><tr><td colspan="1">data, and customer complaints, with engagement</td></tr><tr><td colspan="1">frequency tailored to each product. Effectiveness</td></tr><tr><td colspan="1">is assessed through feedback from dentists and</td></tr><tr><td colspan="1">resellers.</td></tr><tr><td colspan="1">Pursuing customer happiness and loyalty</td></tr><tr><td colspan="1">3Shape utilizes quarterly Net Promoter Score</td></tr><tr><td colspan="1">(NPS) surveys to measures customer satisfaction</td></tr><tr><td colspan="1">and loyalty across regions and products. The</td></tr><tr><td colspan="1">survey collects insights on product ownership,</td></tr><tr><td colspan="1">satisfaction drivers, perceived value, and chal-</td></tr><tr><td colspan="1">lenges, helping 3Shape analyze trends and iden-</td></tr><tr><td colspan="1">tify factors shaping customer experiences. This</td></tr><tr><td colspan="1">feedback guides targeted improvements and is</td></tr><tr><td colspan="1">reported to top management quarterly. Addition-</td></tr><tr><td colspan="1">ally, 3Shape’s Customer Success team provides</td></tr><tr><td colspan="1">training and support.</td></tr><tr><td colspan="1">DATA PRIVACY AND ETHICS</td></tr><tr><td colspan="1">33Shape is committed to safeguarding data</td></tr><tr><td colspan="1">privacy from production to direct sales and use</td></tr><tr><td colspan="1">of products. 3Shape is certified according to BSI</td></tr><tr><td colspan="1">ISO 27701 for Privacy Information Management</td></tr><tr><td colspan="1">System to ensure compliance with customers'</td></tr><tr><td colspan="1">privacy and data security. 3Shape’s Data Ethics</td></tr><tr><td colspan="1">Policy governs ethical management of customer</td></tr><tr><td colspan="1">and patient personal data.</td></tr><tr><td colspan="1">HANDLING COMPLAINTS AND</td></tr><tr><td colspan="1">PROVIDING REMEDIATION</td></tr><tr><td colspan="1">3Shape prioritizes addressing stakeholder</td></tr><tr><td colspan="1">complaints and feedback. The Customer Care</td></tr><tr><td colspan="1">team oversees the complaints process, with</td></tr><tr><td colspan="1">Regulatory Affairs involved in cases related to</td></tr><tr><td colspan="1">safety. While resellers or third parties often</td></tr><tr><td colspan="1">manage initial complaint channels, safety-related</td></tr><tr><td colspan="1">complaints are forwarded to 3Shape for remedi-</td></tr><tr><td colspan="1">ation, such as scanner replacements, remote or</td></tr><tr><td colspan="1">on-site support.</td></tr><tr><td colspan="1">For severe incidents, including serious patient</td></tr><tr><td colspan="1">health injuries, an emergency contact list allows</td></tr><tr><td colspan="1">dentists and resellers to reach 3Shape directly.</td></tr><tr><td colspan="1">Immediate action is taken, and incidents are</td></tr><tr><td colspan="1">reported to authorities per local regulations.</td></tr><tr><td colspan="1">Contact details are provided via the 3Shape</td></tr><tr><td colspan="1">Partner Portal and user manuals distributed with</td></tr><tr><td colspan="1">all products including detailed instructions for</td></tr><tr><td colspan="1">reporting complaints to ensure awareness. Feed-</td></tr><tr><td colspan="1">back mechanisms are anonymous where appro-</td></tr><tr><td colspan="1">priate. Whistleblower protection policies explicitly</td></tr><tr><td colspan="1">prohibit retaliation against individuals who report</td></tr><tr><td colspan="1">incidents or concerns and are communicated</td></tr><tr><td colspan="1">internally and externally.</td></tr><tr><td colspan="1">Using an intraoral scanner,</td></tr><tr><td colspan="1">such as a 3Shape TRIOS,</td></tr><tr><td colspan="1">reduces gag reflex, nausea,</td></tr><tr><td colspan="1">breathing difficulty and</td></tr><tr><td colspan="1">patient anxiety compared</td></tr><tr><td colspan="1">to traditional mold-based</td></tr><tr><td colspan="1">impression methods.*</td></tr><tr><td colspan="1">ENGAGING WITH CUSTOMERS</td></tr><tr><td colspan="1">Engaging leading industry experts</td></tr><tr><td colspan="1">Since its founding, 3Shape has prioritized innova-</td></tr><tr><td colspan="1">tion aligned with dentists' needs driving product</td></tr><tr><td colspan="1">development. For example3Shape collaborates</td></tr><tr><td colspan="1">with dentists to gather insights on improving</td></tr><tr><td colspan="1">patient experiences and dental health outcomes.</td></tr><tr><td colspan="1">Dentist feedback on TRIOS scanners is system-</td></tr><tr><td colspan="1">atically collected, reviewed, and integrated into</td></tr><tr><td colspan="1">product adjustments. Collaboration is closely</td></tr><tr><td colspan="1">monitored to ensure effectiveness, with special</td></tr><tr><td colspan="1">attention to the scanners’ functionality for all</td></tr><tr><td colspan="1">patients, including children and other marginal-</td></tr><tr><td colspan="1">ized groups.</td></tr><tr><td colspan="1">Safety-impact complaints are documented in an</td></tr><tr><td colspan="1">internal vigilance tracker, detailing the incident,</td></tr><tr><td colspan="1">remediation actions, investigation outcomes, and</td></tr><tr><td colspan="1">authority reporting. Resellers and dentists are</td></tr><tr><td colspan="1">trained to identify and report incidents to 3Shape</td></tr><tr><td colspan="1">and the effectiveness of remediation efforts is</td></tr><tr><td colspan="1">assessed through NPS surveys and post-market</td></tr><tr><td colspan="1">surveillance activities.</td></tr><tr><td colspan="1">3Shape does not require business partners to</td></tr><tr><td colspan="1">maintain remediation channels for dentists and</td></tr><tr><td colspan="1">patients.</td></tr><tr><td colspan="1">TAKING ACTION ON MATERIAL IMPACTS</td></tr><tr><td colspan="1">ON CUSTOMERS AND PATIENTS</td></tr><tr><td colspan="1">Measures to track and improve the effectiveness</td></tr><tr><td colspan="1">of actions to address the impact on patients and</td></tr><tr><td colspan="1">dentists are governed by 3Shape’s Quality and</td></tr><tr><td colspan="1">Information Security Policy, overseen by Execu-</td></tr><tr><td colspan="1">tive Management.</td></tr><tr><td colspan="1">To learn more about the poli-</td></tr><tr><td colspan="1">cies and processes governing</td></tr><tr><td colspan="1">engagement with customers,</td></tr><tr><td colspan="1">see p. 77.</td></tr></table>
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<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 3Shape Holding 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">We have audited the consolidated financial statements and the parent company financial statements of 3Shape Holding A/S for the financial year 1 January 31 December 2024, - which comprise income statement, compre- hensive income, balance sheet, statement of changes in equity, cash flow statement and notes, including material accounting policy information, for the Group and the Parent Company. The consolidated financial state- ments and the parent company financial statements are prepared in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act. In our opinion, the consolidated financial state- ments and the parent company financial state- ments give a true and fair view of the financial position of the Group and the Parent Company at 31 December 2024 and of the results of the Group's and the Parent Company's operations and cash flows for the financial year 1 January 31 December 2024 in accordance with IFRS - Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.</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 additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the "Auditor's responsibilities for the audit of the consolidated financial statements and the parent company financial statements" (hereinafter collectively referred to as "the financial state- ments") section of our report. 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">Independence</td></tr><tr><td colspan="1">We are independent of the Group in accord- ance 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.</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 the Management's review</td></tr><tr><td colspan="1">Management is responsible for the Manage- ment's review. Our opinion on the financial statements does not cover the Management's review, and we do not express any assurance conclusion thereon.</td></tr><tr><td colspan="1">In connection with our audit of the finan- cial statements, our responsibility is to read the Management's review and, in doing so, consider whether the Management's review is materially inconsistent with the financial statements, or our knowledge obtained during the audit, or otherwise appears to be materially misstated. Moreover, it is our responsibility to consider whether the Management's review provides the information required under the Danish Financial Statements Act. Based on our procedures, we conclude that the Management's review is in accordance with the financial statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We did not identify any material misstatement of the Management's review.</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">Management's responsibilities for the financial statements</td></tr><tr><td colspan="1">for the financial statements Management is responsible for the prepara- tion of consolidated financial statements and parent company financial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act and for such internal control as</td></tr><tr><td colspan="1">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, Manage- ment 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></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">Auditor's responsibilities for the audit of the financial statements</td></tr><tr><td colspan="1">Our objectives are to obtain reasonable assur- ance as to whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assur- ance, but is not a guarantee that an audit conducted in accordance with ISAs and addi- tional 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</td></tr><tr><td colspan="1">expected to influence the economic decisions of users taken on the basis of the financial statements. As part of an audit conducted in accordance with ISAs and additional requirements appli- cable in Denmark, we exercise professional judgement and maintain professional scepti- cism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, inten- tional omissions, misrepresentations or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group's and the Parent Company's internal control.</td></tr><tr><td colspan="1">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 state- ments or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Group and the Parent Company to cease to continue as a going concern. Evaluate the overall presentation, structure and contents of the financial statements, including the note disclosures, and whether the financial statements represent the underlying transactions and events in a manner that gives a true and fair view.</td></tr><tr><td colspan="1">. Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the group financial statements We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any signif- icant deficiencies in internal control that we identify during our audit.</td></tr></table>
Copenhagen
2025-03-06
<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">The Board of Directors and the Executive Management have today considered and approved the Annual Report of 3Shape Holding A/S for the financial year that ended 31 December 2024.</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">The consolidated financial statement and parent financial statement have been prepared in accordance with the International Financial Reporting Standards as adopted by the EU and disclosure requirements of the Danish Financial Statements Act.</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">In our opinion, the consolidated financial statements and the parent financial statements give a true and fair view of the financial position of the Group at 31. december 2024 and of the results of their operations and consolidated cash flows for the financial year 1 January 31 December 2024. -</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">Further, in our opinion, the Management's review gives a fair review of the development in the Group's and the Parent Company's operations and financial matters, the results for the year and the Group's and the Parent Company's financial position.</td></tr><tr><td colspan="1">In our opinion the ESG performance data included in the Management’s review represent a fair and balanced view of the Group’s sustainability performance and social responsibility and are prepared in accordance with the stated accounting policies.</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 be approved at the annual general meeting.</td></tr></table>
Copenhagen
2025-03-06
402130000
-169409000
-236817000
1073198000
-211523000
8776000
11029000
-750365000
-794787000
66888000
-373000
3Shape Holding A/S
Holmens Kanal 7,
1060 Copenhagen K
Denmark
31473233
www.3shape.com
2025-04-10
Henriette Stakemann
2024-01-01
2024-12-31
<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">Corporate Governance</td></tr><tr><td colspan="1">3Shape has a two-tier management structure consisting of the Board of</td></tr><tr><td colspan="1">Directors (BoD) and the Senior Leadership Team (SLT). There is no overlap</td></tr><tr><td colspan="1">between members. The BoD is accountable for the overall strategic</td></tr><tr><td colspan="1">management and organization of the Group's business and operations.</td></tr><tr><td colspan="1">On behalf of the shareholders, the BoD oversees 3Shape's organization,</td></tr><tr><td colspan="1">day-to-day management, and results.</td></tr><tr><td colspan="1">The BoD sets guidelines on the day-to-day responsibilities and</td></tr><tr><td colspan="1">obligations of the SLT. The BoD and the SLT further assess 3Shape’s</td></tr><tr><td colspan="1">business processes, organization, strategy, risks, objectives, and</td></tr><tr><td colspan="1">controls. 3Shape's BoD is governed by a set of rules. These rules are</td></tr><tr><td colspan="1">reviewed annually by the BoD and updated as necessary.</td></tr><tr><td colspan="1">The BoD has seven members and has appointed a chairperson and</td></tr><tr><td colspan="1">two vice chairpersons. The BoD represents broad international</td></tr><tr><td colspan="1">business experience and skills considered relevant to 3Shape. The</td></tr><tr><td colspan="1">BoD evaluates its work annually and determines once a year the</td></tr><tr><td colspan="1">qualifications, experience, and skills needed for the BoD to perform</td></tr><tr><td colspan="1">its tasks best. All board members are up for election at each Annual</td></tr><tr><td colspan="1">General Meeting.</td></tr><tr><td colspan="1">The BoD meets seven times yearly and holds extraordinary meet-</td></tr><tr><td colspan="1">ings when required. The Board’s annual wheel covers all essential</td></tr><tr><td colspan="1">business areas.</td></tr><tr><td colspan="1">The BoD has organized itself with two standing committees: the</td></tr><tr><td colspan="1">Innovation Committee and the Audit & ESG Committee.</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="1">OWN SHARES</td></tr><tr><td colspan="1">As of 31 December 2024, 3Shape Holding A/S owned 22,461</td></tr><tr><td colspan="1">shares which corresponds to 0.45% of the total shares. The BoD has</td></tr><tr><td colspan="1">decided that 3Shape Holding A/S can own 100,000 own shares.</td></tr><tr><td colspan="1">3Shape Senior Leadership Team</td></tr><tr><td colspan="1">Jakob Vishof Paulsen</td></tr><tr><td colspan="1">Chief Executive Officer</td></tr><tr><td colspan="1">Born: 1977</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: Danish</td></tr><tr><td colspan="1">Joined 3Shape in: 2025</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="1">Kristian Krag Nielsen</td></tr><tr><td colspan="1">Chief Financial Officer</td></tr><tr><td colspan="1">Born: 1980</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: Danish</td></tr><tr><td colspan="1">Joined 3Shape in: 2020</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="1">Niclas Blohm</td></tr><tr><td colspan="1">Chief Technology Officer</td></tr><tr><td colspan="1">Born: 1973</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: Swedish</td></tr><tr><td colspan="1">Joined 3Shape in: 2023</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="1">.Henriette Stakemann</td></tr><tr><td colspan="1">Vice President Legal, IP & Sustainability / General Counsel</td></tr><tr><td colspan="1">Born: 1972</td></tr><tr><td colspan="1">Gender: Female</td></tr><tr><td colspan="1">Nationality: Danish</td></tr><tr><td colspan="1">Joined 3Shape in: 2021</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="1">Rune Fisker</td></tr><tr><td colspan="1">Senior Vice President of Product Strategy</td></tr><tr><td colspan="1">Born: 1972</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: Danish</td></tr><tr><td colspan="1">Joined 3Shape in: 2000</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="1">Pernille Riis Johansen</td></tr><tr><td colspan="1">Vice President and Head of People & Culture</td></tr><tr><td colspan="1">Born: 1972</td></tr><tr><td colspan="1">Gender: Female</td></tr><tr><td colspan="1">Nationality: Danish</td></tr><tr><td colspan="1">Joined 3Shape in: 2021</td></tr><tr><td colspan="1">MATVEJ GOLYSHEV</td></tr><tr><td colspan="1">Senior Vice President of Strategy and business development</td></tr><tr><td colspan="1">Born: 1984</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: German</td></tr><tr><td colspan="1">Joined 3Shape: 2024</td></tr><tr><td colspan="1">WITOLD SALANDYK</td></tr><tr><td colspan="1">Senior Vice President of Production, Supply Chain, and Quality</td></tr><tr><td colspan="1">Born: 1977</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: Polish</td></tr><tr><td colspan="1">Joined 3Shape: 2024</td></tr><tr><td colspan="1">JOHN CUSACK</td></tr><tr><td colspan="1">Senior Vice President and General Manager, North America</td></tr><tr><td colspan="1">Born: 1972</td></tr><tr><td colspan="1">Gender: Male</td></tr><tr><td colspan="1">Nationality: Irish</td></tr><tr><td colspan="1">Joined 3Shape: 2017</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="1">Sustainability Governance</td></tr><tr><td colspan="1">ESG GOVERNANCE BODY</td></tr><tr><td colspan="1">3Shape’s sustainability responsibilities are governed by the ESG</td></tr><tr><td colspan="1">Governance Body, composed of the Board of Directors (BoD), the</td></tr><tr><td colspan="1">Senior Leadership Team (SLT), the Audit & ESG Committee, and the</td></tr><tr><td colspan="1">ESG team. These governance bodies ensure material sustainability</td></tr><tr><td colspan="1">impacts, risks and opportunities are addressed as part of 3Shape's</td></tr><tr><td colspan="1">overall strategy and in decisions on major transactions when rele-</td></tr><tr><td colspan="1">vant. As of December 2024, there were 20 executive members of</td></tr><tr><td colspan="1">the ESG Governance Body and 10 non-executive members**.</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="1">Board of Directors</td></tr><tr><td colspan="1">3Shape’s commitment to sustainability starts at the highest level,</td></tr><tr><td colspan="1">with oversight of the company’s sustainability work anchored with</td></tr><tr><td colspan="1">the BoD. They review 3Shape’s Sustainability Strategy bi-annually</td></tr><tr><td colspan="1">and approve new policies and the annual Sustainability Statements.</td></tr><tr><td colspan="1">The BoD’s responsibilities are reflected in 3Shape’s Articles of Asso-</td></tr><tr><td colspan="1">ciation and the Rules of Procedures for the BoD. In 2024, 3Shape</td></tr><tr><td colspan="1">adopted its commitment to sustainability and responsible business</td></tr><tr><td colspan="1">into its Articles of Association.</td></tr><tr><td colspan="1">Audit and ESG Committee</td></tr><tr><td colspan="1">In 2024, 3Shape’s ESG Committee was integrated into the Audit</td></tr><tr><td colspan="1">Committee – becoming the Audit & ESG Committee (A&ESGC)</td></tr><tr><td colspan="1">with the purpose of strengthening the integration of business</td></tr><tr><td colspan="1">strategy, risk management and sustainability. The A&ESGC ensures</td></tr><tr><td colspan="1">the incorporation of relevant experience from top management,</td></tr><tr><td colspan="1">the BoD, and 3Shape's investor EQT. It is constituted by 3Shape’s</td></tr><tr><td colspan="1">General Counsel and Vice President, the CFO, the Senior Manager of</td></tr><tr><td colspan="1">Sustainability, two Board members including the BoD ESG Ambas-</td></tr><tr><td colspan="1">sador, as well as an EQT Subject Matter Expert and EQT Observer.</td></tr><tr><td colspan="1">The Committee meets quarterly to oversee assessment of sustain-</td></tr><tr><td colspan="1">ability-related impacts, risks, and opportunities. The Committee</td></tr><tr><td colspan="1">agenda is set by the A&ESGC annual wheel. The primary duties</td></tr><tr><td colspan="1">and responsibilities, as defined in the A&ESG Committee Charter,</td></tr><tr><td colspan="1">include (but are not limited to)</td></tr><tr><td colspan="1">• To endorse 3Shape's Sustainability Strategy and ESG policies prior</td></tr><tr><td colspan="1">to BoD approval</td></tr><tr><td colspan="1">• To track the execution of 3Shape’s Sustainability Strategy</td></tr><tr><td colspan="1">• To evaluate and oversee appropriate level of ESG assurance</td></tr><tr><td colspan="1">• To assist and oversee ESG value creation for 3Shape</td></tr><tr><td colspan="1">ESG Team and Senior Leadership Team</td></tr><tr><td colspan="1">The overall responsibility for defining and operationalizing 3Shape’s</td></tr><tr><td colspan="1">Sustainability Strategy resides with the ESG Team, chaired by the</td></tr><tr><td colspan="1">Senior Manager of Sustainability and overseen by the SLT and the</td></tr><tr><td colspan="1">A&ESGC. The ESG Team is responsible for implementing policies</td></tr><tr><td colspan="1">and assessing and managing impacts, risks, and opportunities on</td></tr><tr><td colspan="1">an ongoing basis. The ESG Team reports quarterly to the SLT and</td></tr><tr><td colspan="1">A&ESGC on setting and progress towards ESG targets. Finally, the</td></tr><tr><td colspan="1">ESG Team reports to the Compliance Team on a quarterly basis to</td></tr><tr><td colspan="1">assess management of sustainability-related risks as part of the</td></tr><tr><td colspan="1">Company's Compliance Risk Management system.</td></tr><tr><td colspan="1">EXPERTISE AND SKILLS OF 3SHAPE’S ESG GOVERNANCE BODY</td></tr><tr><td colspan="1">Members of the ESG Governance Body represent various skills and exper-</td></tr><tr><td colspan="1">tise in assessing material impacts, risks, and opportunities, supported</td></tr><tr><td colspan="1">by EQT's sustainability experts and the BoD’s ESG Ambassador. The</td></tr><tr><td colspan="1">BoD comprises individuals with experience and skills related to 3Shape’s</td></tr><tr><td colspan="1">industry, products, geographical locations, and business leadership. The</td></tr><tr><td colspan="1">ESG Team is regularly updated on legal regulations and industry</td></tr><tr><td colspan="1">requirements related to 3Shape's sustainability impacts, risks and</td></tr><tr><td colspan="1">opportunities through participation in networks and seminars</td></tr><tr><td colspan="1">about international developments within ESG. 3Shape also relies on</td></tr><tr><td colspan="1">external experts and networks to assist with major sustainability projects.</td></tr><tr><td colspan="1">SUSTAINABILITY MATTERS ADDRESSED BY</td></tr><tr><td colspan="1">3SHAPE’S ESG GOVERNANCE BODY</td></tr><tr><td colspan="1">In 2024, the following material sustainability topics have been</td></tr><tr><td colspan="1">addressed by the ESG Governance Body</td></tr><tr><td colspan="1">• Energy consumption, renewable energy procurement and green-</td></tr><tr><td colspan="1">house gas emissions</td></tr><tr><td colspan="1">• Circular economy and end-of-life of products</td></tr><tr><td colspan="1">• Own workforce, with a focus on diversity and inclusion, employee</td></tr><tr><td colspan="1">satisfaction, and work environment</td></tr><tr><td colspan="1">• Workers in the value chain and supplier sustainability</td></tr><tr><td colspan="1">• Health impact on patients</td></tr><tr><td colspan="1">• Ethical business conduct</td></tr><tr><td colspan="1">• Responsible governance and risk management</td></tr><tr><td colspan="1">SUSTAINABILITY-RELATED PERFORMANCE</td></tr><tr><td colspan="1">IN INCENTIVE SCHEMES</td></tr><tr><td colspan="1">3Shape’s sustainability-related performance is integrated into the</td></tr><tr><td colspan="1">performance assessment of the General Counsel, whereby 20% of</td></tr><tr><td colspan="1">performance is assessed against ESG criteria, including implemen-</td></tr><tr><td colspan="1">tation of the Sustainability Strategy and overall progress on sustain-</td></tr><tr><td colspan="1">ability metrics and goals. Sustainability performance metrics are</td></tr><tr><td colspan="1">not included in remuneration policies, and 3Shape has not enforced</td></tr><tr><td colspan="1">variable compensation dependent on ESG metrics.</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">Risk Management</td></tr><tr><td colspan="1">RISK MANAGEMENT AND RESILIENCE</td></tr><tr><td colspan="1">3Shape’s approach to risk management serves as a foundational</td></tr><tr><td colspan="1">element of its commitment to sustainable growth and operational</td></tr><tr><td colspan="1">excellence. By conducting systematic internal assessments, the</td></tr><tr><td colspan="1">company integrates risk awareness and mitigation into its organi-</td></tr><tr><td colspan="1">zational structures and processes. This proactive strategy ensures</td></tr><tr><td colspan="1">that risks are effectively identified and managed while enabling the</td></tr><tr><td colspan="1">organization to remain agile in an ever-changing business environ-</td></tr><tr><td colspan="1">ment.</td></tr><tr><td colspan="1">ROBUST INTERNAL CONTROLS</td></tr><tr><td colspan="1">3Shape’s internal control system is designed to anticipate and</td></tr><tr><td colspan="1">address the challenges the company faces. Overseen by the Senior</td></tr><tr><td colspan="1">Leadership Team (SLT), the system undergoes continuous refine-</td></tr><tr><td colspan="1">ment to ensure optimal functionality. Enterprise risk management</td></tr><tr><td colspan="1">plans are reviewed quarterly by SLT, while the Board of Directors</td></tr><tr><td colspan="1">conducts an annual evaluation of the framework and its mitigation</td></tr><tr><td colspan="1">activities.</td></tr><tr><td colspan="1">Management teams across functions and regions contribute</td></tr><tr><td colspan="1">to a comprehensive risk profile by assessing and reporting risks</td></tr><tr><td colspan="1">specific to their areas of responsibility. Risks are evaluated using</td></tr><tr><td colspan="1">a two-factor matrix that considers both their potential impact</td></tr><tr><td colspan="1">and likelihood. These assessments inform the implementation of</td></tr><tr><td colspan="1">targeted mitigation measures, ensuring that risk-related informa-</td></tr><tr><td colspan="1">tion is effectively communicated throughout the organization and</td></tr><tr><td colspan="1">to relevant stakeholders.</td></tr><tr><td colspan="1">DUAL-FOCUSED RISK STRATEGY</td></tr><tr><td colspan="1">3Shape’s risk management strategy addresses both industry-spe-</td></tr><tr><td colspan="1">cific challenges and risks unique to the company. In the dental and</td></tr><tr><td colspan="1">audio industries, innovation is a key driver of success, particularly as</td></tr><tr><td colspan="1">digital transformation reshapes dental practices. Operating within</td></tr><tr><td colspan="1">such dynamic sectors demands foresight and adaptability.</td></tr><tr><td colspan="1">In addition,3Shape’s global value chain exposes the company to</td></tr><tr><td colspan="1">macroeconomic and geopolitical risks that could disrupt opera-</td></tr><tr><td colspan="1">tions. Strategic mitigation measures are essential to maintaining</td></tr><tr><td colspan="1">production continuity and addressing these complexities.</td></tr><tr><td colspan="1">CURRENCY AND FINANCIAL RISK MANAGEMENT</td></tr><tr><td colspan="1">As a global company, 3Shape generates revenue in EUR, USD, and</td></tr><tr><td colspan="1">CNY, while incurring costs in various currencies, including USD and</td></tr><tr><td colspan="1">PLN. To manage associated currency risks, the company closely</td></tr><tr><td colspan="1">monitors exchange rate fluctuations. Excess liquidity is secured by</td></tr><tr><td colspan="1">placing funds with financial institutions holding high external credit</td></tr><tr><td colspan="1">ratings, safeguarding the company’s financial resources.</td></tr><tr><td colspan="1">By embedding risk management into its operations and strategy,</td></tr><tr><td colspan="1">3Shape ensures resilience and positions itself for sustainable growth</td></tr><tr><td colspan="1">in an evolving global landscape.</td></tr><tr><td colspan="1">SUSTAINABILITY-RELATED RISKS</td></tr><tr><td colspan="1">3Shape has assessed sustainability related risks as a result of the</td></tr><tr><td colspan="1">preliminary Double Materiality Assessment (DMA). 3Shape uses the</td></tr><tr><td colspan="1">DMA results to define the Sustainability Strategy and subsequent</td></tr><tr><td colspan="1">targets and actions.</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">GENDER DIVERSITY</td></tr><tr><td colspan="1">Gender diversity remains an important focus of</td></tr><tr><td colspan="1">3Shape’s diversity efforts.</td></tr><tr><td colspan="1">In 2021, 3Shape pledged to Dansk Industri’s</td></tr><tr><td colspan="1">Diversity Pledge, aiming for 35% of the underrep-</td></tr><tr><td colspan="1">resented gender across management by 2025,</td></tr><tr><td colspan="1">whereby management is defined as all managers</td></tr><tr><td colspan="1">with people management responsibilities. As of</td></tr><tr><td colspan="1">2024, the gender representation was 35% of the</td></tr><tr><td colspan="1">underrepresented gender across management. In</td></tr><tr><td colspan="1">2025, 3Shape will adjust its target to ensure that it</td></tr><tr><td colspan="1">is both realistic and impactful.</td></tr><tr><td colspan="1">Gender diversity in Product Creation</td></tr><tr><td colspan="1">3Shape has implemented targeted actions to</td></tr><tr><td colspan="1">improve gender diversity in its Product Creation</td></tr><tr><td colspan="1">department*, aiming for 40% representation of</td></tr><tr><td colspan="1">the underrepresented gender by 2029. Key initia-</td></tr><tr><td colspan="1">tives in 2024 include</td></tr><tr><td colspan="1">• Leadership training: Inclusive Leadership and</td></tr><tr><td colspan="1">Bias Awareness training for the top 120 leaders</td></tr><tr><td colspan="1">in Product Creation.</td></tr><tr><td colspan="1">• D&I guide for leaders: A practical guide and</td></tr><tr><td colspan="1">toolbox to help leaders foster team discussions</td></tr><tr><td colspan="1">and create a safe, inclusive environment.</td></tr><tr><td colspan="1">• Engagement sessions: Monthly leader sparring</td></tr><tr><td colspan="1">sessions and quarterly breakfast discussions</td></tr><tr><td colspan="1">for all employees to promote D&I dialogue and</td></tr><tr><td colspan="1">collaboration with allies and ambassadors.</td></tr><tr><td colspan="1">• Transparency: A D&I Intranet page to share</td></tr><tr><td colspan="1">diversity metrics, activities, news, and track</td></tr><tr><td colspan="1">progress toward targets.</td></tr><tr><td colspan="1">In 2025, 3Shape plans to launch a leadership</td></tr><tr><td colspan="1">network to support both new and experienced</td></tr><tr><td colspan="1">leaders in Product Creation, encouraging shared</td></tr><tr><td colspan="1">learning and collaboration.</td></tr></table>
Årsrapport
30700228
EY Godkendt Revisionspartnerselskab
Cortex Park Vest 3
5230 Odense M
xWizard version 1.1.1355.0, by EasyX Aps. www.easyx.eu
2023-01-01
2023-12-31
Ledelsespåtegning
Revisionspåtegning
Grundlag for konklusion
Konklusion
0
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4522000
Cash generated from operations before changes in working capital
4817000
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-175000
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12225000
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581329000
Dividends received from subsidiaries
845000000
202537000
172868000
Jørgen Falkebo Jensen (CEO)
Tais Clausen
(Chair)
Nikolaj Deichmann
(Vice chair)
Jørgen Falkebo Jensen
Karsten Munk Knudsen
Scott Anderson
Mads Munkholt Ditlevsen
Heather Jordan Cartwright
Cash flows from operating activities before change in working capital
1479424000
Cash flows from operating activities before change in working capital
1375327000
Additions of intangible anisets
-193180000
Additions of intangible anisets
-169723000
Acquisition of other than right-of-use assests
-18343000
Acquisition of other than right-of-use assests
-35170000
Proceeds from disposal of Financial assets
1062000
Repayment of leie liabilities (principal portion)
-42169000
Repayment of leie liabilities (principal portion)
-38029000
964079000
1012947000
1030594000
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EY Godkendt Revisionspartnerselskab
30700228
Henrik Kronborg Iversen
State Authorised Public Accountant
mne24687
Morten Weinreich Larsen
State Authorised Public Accountant
mne42791
30700228
EY Godkendt Revisionspartnerselskab