FULLTEXT DEL 5 AV 6
Årsredovisning 2025
criteria, such as design for durability, repairability, disassembly, and recyclability. There is also no applicable EU Ecolabel pathway for these products. As a result, we have reported our alarm equipment as not aligned. We have also assessed our investment in computers and telecom hardware by collecting and reviewing information from third parties and consider that all invested products currently do not fulfil the technical screening criteria and receive sufficient evidence to meet the do no significant harm criteria, and the minimum safeguards to be able to report the investment as Taxonomy-aligned. • 6.5 Transport by motorbikes, passenger cars, and commercial vehicles – as we have electric vehicles within the organisation, we have assessed whether this part could be reported as aligned. We have collected and reviewed information from our leasing partners to assess whether our vehicles meet the substantial contribution, do no significant harm, and minimum safeguard criteria. However, we have not been able to receive enough evidence to fulfil all the criteria to be compliant with the regulation, so we have reported these as eligible but not taxonomy-aligned. • 7.7 Acquisition and ownership of buildings – We have collected and reviewed information from our leasing partners for buildings and branches to assess whether they meet the substantial contribution, do no significant harm, and minimum safeguard criteria. We have concluded that they do not meet all the regulatory criteria, so we have reported these as eligible but not aligned. Verisure will continue to assess internally and together with third parties to strive to meet the criteria for alignment in the reporting for the future. Turnover Our total turnover includes all revenue reported in the consolidated income statement on the line ‘revenue’. The Company’s revenue is mainly generated from recurring monthly fees in the portfolio segment, which account for approximately 85% of the Company’s total revenue. The rest comes from installation fees in the customer acquisition segment and invoiced services. Our activities are not currently Taxonomy- eligible, as mentioned previously, security activities are not included in the taxonomy as of today. Capital Expenditures (CapEx) Our total CapEx includes the acquisition of property, plant, and equipment. Most of our property, plant, and equipment is related to the alarm equipment installed at our customers' premises. The remaining part mainly covers IT equipment, telecom hardware and furniture. Our investments in intangible assets, excluding goodwill, include part of our customer portfolio and other intangible assets. The customer portfolio includes contract portfolios. Customer acquisition costs, which are the incremental costs for obtaining a contract, have been excluded from the calculation. Other intangible assets are primarily computer software, development costs, and trademarks. Additionally, new and extended contracts were reported as right-of-use assets for the year. For 2025, CapEx also included investments from business combinations. For more details on each of the asset types, see note 11 (Leases), note 17 (Property, plant, and equipment), note 19 (Customer portfolio), and note 20 (Other intangible assets). Details related to business combinations can be found both in note 5 (Business combinations) as well as on separate lines in note 11, note 17, note 19 and note 20 in the Consolidated Financial Statements in this report. Eligible CapEx covers investments made with suppliers whose activities are taxonomy-eligible in the 2025 financial year. In 2025, we invested in alarm equipment for installation at our customers’ premises, computers, other IT equipment, and telecom hardware (CE 1.2 Manufacture of electrical and electronic equipment). We also signed new and extended lease contracts for vehicles (CCM 6.5 Transport by motorbikes, passenger cars, and light commercial vehicles) and leased buildings (CCM 7.7 Acquisition and ownership of buildings). Our installers and salespeople use the majority of our vehicle fleet. Our leased buildings include headquarters in each of our countries and branches. Otherwise, none of our other investments are linked to taxonomy-eligible activities. We can only assess purchases from suppliers as taxonomy- aligned if we have verified that the supplier’s activities meet the Taxonomy requirements. To confirm that an economic activity is taxonomy-aligned, we must aim to make sure that the technical screening criteria for substantial contribution and doing no significant harm to other environmental objectives are met. Moreover, the supplier must have all processes in place to support minimum safeguards. This year, we could not verify with certainty that our suppliers’ activities met all the criteria, so we have therefore reported these investments as eligible but not taxonomy-aligned. As commented in the E1-1: Transition plan for climate change mitigation & E1-8: Internal carbon pricing section of the Climate Change chapter, we do not need to significantly increase our new and prolonged expenditure to achieve our direct emissions targets for 2030. Instead, we need to reallocate a larger proportion of our new contracts and prolonged contracts of car leasing towards zero or low-emission cars. We have already started this process, but we must also consider the pace of public charging infrastructure deployment to avoid operational risk. Operating Expenditures (OpEx) Our total OpEx, as defined by the Taxonomy, includes research and development, building renovations, short-term and low- value leases, maintenance and repair, and any other direct costs for day-to-day servicing of alarm equipment installed at our customers' sites and telecom hardware. These costs cover both work we do ourselves and activities we outsource to third parties, supporting the continued effective functioning of our assets. We have identified that the main part of OpEx that is eligible but not taxonomy-aligned, which is related to alarm equipment, IT and telecom hardware (CE 1.2 Manufacture of electrical and electronic equipment). The remaining part is related to leased vehicles (CCM 6.5 Transport by motorbikes, passenger cars and light commercial vehicles), and leased buildings (CCM 7.7 Acquisition and ownership of buildings). Sustainability Statement Environmental Disclosures continued 196 Verisure plc | Annual Report 2025 ===== SIDA 199 ===== Proportion of turnover, CapEx, OpEx from products or services associated with Taxonomy-eligible or Taxonomy aligned economic activities – disclosure covering year 2025 (summary KPIs) Financial year 2025 KPI Total P roportion of Taxonomy eligible activities T axonomy aligned activities P roportion of Taxonomy aligned activities B reakdown by environmental objectives of Taxonomy aligned activities P roportion of enabling activities P roportion of transitional activities N ot assessed activities considered non-material T axonomy aligned activities in previous financial year (2024) P roportion of Taxonomy aligned activities in previous financial year (2024) C limate Change Mitigation C limate Change Adaptation W ater C ircular Economy P ollution B iodiversity ( 1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) €m % €m % % % % % % % % % % €m % Turnover 3,745 0% - 0% 0% - - 0% - - - - - - - CapEx 903 65% - 0% 0% - - 0% - - - - - - - OpEx 190 99% - 0% 0% - - 0% - - - - - - - Proportion of CapEx from products or services associated with Taxonomy-eligible or Taxonomy aligned economic activities – disclosure covering year 2025 (activity breakdown) Reported KPI (CapEx) Financial year 2025 Economic Activities Code T axonomy eligible KPI (Proportion of Taxonomy eligible activities CapEx) T axonomy aligned KPI (monetary value of CapEx) T axonomy aligned KPI (Proportion of Taxonomy aligned CapEx) B reakdown by environmental objectives of Taxonomy aligned activities E nabling activity T ransitional activity P roportion of Taxonomy aligned activities in Taxonomy eligible C limate Change Mitigation C limate Change Adaptation W ater C ircular Economy P ollution B iodiversity ( 1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) % €m % % % % % % % (E where applica ble) (T where applic able) % Transport by motorbikes, passenger cars and light commercial vehicles CCM6.5 7% 0 0% 0% - - - - - - - 0% Acquisition and ownership of buildings CCM7.7 4% 0 0% 0% - - - - - - - 0% Manufacture of electrical and electronic equipment CE1.2 54% 0 0% - - - 0% - - - - 0% Sum of alignment per objective Total KPI (CapEx) 65% 0 0% 0% - - 0% - - - - 0% Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 197 ===== SIDA 200 ===== Proportion of OpEx from products or services associated with Taxonomy-eligible or Taxonomy aligned economic activities – disclosure covering year 2025 (activity breakdown) Reported KPI (OpEx) Financial year 2025 Economic Activities Code T axonomy eligible KPI (Proportion of Taxonomy eligible OpEx) T axonomy aligned KPI (monetary value of OpEx) T axonomy aligned KPI (Proportion of Taxonomy aligned OpEx) E nvironmental objective of Taxonomy aligned activities E nabling activity T ransitional activity P roportion of Taxonomy aligned in Taxonomy eligible C limate Change Mitigation C limate Change Adaptation W ater C ircular Economy P ollution B iodiversity ( 1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) % €m % % % % % % % (E where applica ble) (T where applicab le) % Transport by motorbikes, passenger cars and light commercial vehicles CCM 6.5 1% 0 0% 0% - - - - - - - 0% Acquisition and ownership of buildings CCM 7.7 2% 0 0% 0% - - - - - - - 0% Manufacture of electrical and electronic equipment CE. 1.2 95% 0 0% - - - 0% - - - - 0% Sum of alignment per objective Total KPI (OpEx) 99% 0 0% 0% - - 0% - - - - 0% Sustainability Statement Environmental Disclosures continued 198 Verisure plc | Annual Report 2025 ===== SIDA 201 ===== S1 Social Disclosures Own Workforce S1-ESRS 2 SBM-3: How Our Workforce Impacts, Risks, and S1-ESRS 2 SBM-3 Opportunities Shape Verisure’s Strategy At Verisure, our workforce25 is addressed through four interrelated material topics that, together, enable a holistic approach to people and talent management across the Company. These topics – Diversity, Equity, Inclusion & Belonging (DEIB); Employee Health, Safety & Well-being; Talent Management and Sustainable Engagement; and Employee Relations – reflect how we support, develop, and engage our colleagues, while offering safe, inclusive, and high-performing workplaces aligned with our business strategy. The perspectives of our stakeholders that inform the IROs related to our own workforce are addressed in the section ESRS 2 SBM-2: Stakeholder Engagement and Priorities of Our Sustainability Strategy chapter and in the Section 172(1) Statement of the Strategic Report. The material IROs related to Our Workforce are presented below, structured around these Verisure-specific topics, which collectively correspond to the ESRS S1 topic. The legend explaining the type of IRO, value chain location, and time horizon is provided in section ESRS 2 SBM-3: Our Material Impacts, Risks and Opportunities. Diversity, Equity, Inclusion & Belonging ESRS Verisure Material Topic Impacts, Risks, and Opportunities Type of IRO Value Chain Location Time Horizon S1 Diversity, Equity, Inclusion & Belonging (DEIB) Encouraging gender equity and fair compensation through inclusive development and merit-based progression, while monitoring talent development and evaluation processes to support fair treatment throughout the employee lifecycle. Diversity, Equity, Inclusion & Belonging (DEIB) Promoting a diverse and inclusive workplace fosters innovation, enhances problem-solving, and improves brand reputation – opening new market opportunities and increasing access to diversity-linked funding. By implementing DEIB initiatives, we foster an inclusive culture where colleagues feel respected and valued, leading to higher engagement, reduced turnover, and stronger team performance. Diverse teams broaden perspectives, fuelling innovation and driving sustainable competitive advantage. Our global DEIB strategy is built on a broad approach that recognises Verisure’s role as an employer, a business, and a social actor, applying to all our employees. By playing these three roles, we believe we can unlock the full value of our human capital, strengthen long-term competitive advantage, and enhance our positive impact on the communities we serve. As an employer, fostering an inclusive workplace across the employee lifecycle is an integral part of our culture. Our objective is to generate merit-based access to opportunities while identifying and addressing potential bias within key people practices. Discrimination and harassment of any kind are strictly prohibited in all our people processes, including recruitment, compensation, job assignments, promotions, and support. The engagement of our colleagues is essential to the successful implementation of this strategy, as building an inclusive culture requires shared responsibility and everyday commitment across our Company. Throughout 2025, we reached key milestones, advanced our strategy, and made progress on our DEIB KPIs across our countries and functions. This roadmap includes programmes with a shared purpose and collaborative initiatives that, where applicable, enable consistent implementation and monitoring. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information V e r i s u r e p l c | A n n u a l R e p o r t 2 0 2 5 199 25) Unless otherwise stated, references to our workforce refer exclusively to employees and exclude contingent workers. ===== SIDA 202 ===== Verisure evaluates DEIB aspects of its workforce by integrating workforce data analysis, conducting employee engagement initiatives, and maintaining ongoing communication with local management and human resources teams. This includes considering characteristics such as gender, age, or disability status, among others, as well as local context. Insights gathered through employee surveys, Speak Up channels, and DEIB engagement mechanisms are used to identify situations requiring attention to support the effective decision-making process on this topic. As a business, we achieve excellence by developing high- performance, diverse teams which foster innovation and effectively serve and protect a broader range of market segments. By embracing diversity in our teams and leadership, we are better equipped to understand the unique needs and preferences of various customer groups, which enables us to innovate and develop tailored solutions, and expand our reach into new and underserved market segments. We also work to eliminate systemic bias in our business practices and strategies while leveraging the diversity of our suppliers and partners as a competitive advantage. As a social actor, we leverage DEIB to increase our positive impact on the communities in which we operate. By investing in job opportunities and inclusive employment practices, we are a driving force for employment and a positive influence in the labour market. Through this approach, we aim to strengthen our social contribution and uphold our responsibility to society across our footprint. Information related to the identification and management of risks associated with forced or compulsory labour and child labour within Verisure’s own workforce is addressed in the S1 Employee Relations section, which describes the relevant types of operations and geographic areas, as well as the measures in place to prevent and mitigate such risks. Our Holistic Approach to DEIB Verisure as an Employer Verisure as a Business Verisure as a Social Actor Promote diversity, equity inclusion and belonging across the Company Promote diversity that reflects our customers and the communities we serve, driving innovation across our business. Enhance social impact by better protecting vulnerable population and providing job opportunities to diverse range of candidates in our communities. DIVERSITY Enable diverse representation across career moments, functions, and geographies aligned with our customers and society. EQUITY Apply a merit-based system for everyone while addressing unconscious bias in key processes. INCLUSION Create an inclusive environment that fosters a sense of Belonging. DEIB dimensions Recruitment Retention Progress, Growth & Recognition Rewards Support Key enablers Operational enablers • Systems, processes and tools • Policies and regulations • Training and learning Tracking enablers • Monitoring • Governance Activation and Communication Enablers • Leadership activation • Internal and external communication • Best practice sharing • Gender • Age • Disability status • Nationality • Sexual orientation & gender identity • Socio-economic background • Race & ethnicity • Religion • Life stage Sustainability Statement Social Disclosures continued 200 Verisure plc | Annual Report 2025 ===== SIDA 203 ===== Employee Health, Safety & Well-being ESRS Verisure Material Topic Impacts, Risks, and Opportunities Type of IRO Value Chain Location Time Horizon S1 Employee Health, Safety, & Well-being Embedding a safety-first culture through continuous training and awareness programmes empowers colleagues to take ownership of risk prevention, reinforcing a shared sense of accountability and care. Employee Health, Safety, & Well-being Implementing a well-established company-wide Health & Safety Management System – supported by measures such as regular training, ergonomic equipment, and smart incident monitoring – enables data- driven decision-making, reduces workplace accidents and injuries, lowers insurance and legal exposure, and strengthens the Company’s value proposition. In 2025, we continued to work globally on the safety of our people, focusing on maintaining health and safety standards and promoting holistic well-being, encompassing emotional, mental, social, physical, and financial aspects. We take the safety and health of our colleagues very seriously, promoting their holistic well-being as professionals and as individuals. Our duty of care supports the provision of safe working environments, which are governed by local regulations and our Code of Conduct, which includes a specific section on Health and Safety, raising awareness particularly on road safety and the use of Company cars, given the wide scope of our field- based operations. We never engage in or tolerate any form of violence in the workplace. In addition, all country operations have established local Health & Safety management systems aligned with local legal requirements. These systems typically provide a framework for identifying, monitoring, and managing workplace health and safety risks. This contributes to the protection of our workforce and the continuous improvement of occupational health and safety practices, which are supported by specific training and guidelines for teams exposed to specific risks. In addition, in several countries, dedicated leaders or Work Environment Committees are responsible for implementing awareness policies and running campaigns. Talent Management and Sustainable Engagement ESRS Verisure Material Topic Impacts, Risks, and Opportunities Type of IRO Value Chain Location Time Horizon S1 Talent Management and Sustainable Engagement By regularly analysing employee feedback to understand how they feel and think, the Company fosters a culture of trust and continuous improvement, enhancing overall well-being and engagement. Talent Management and Sustainable Engagement The ongoing global shortage of tech talent, combined with rapid innovation in digital security and automation, may hinder Verisure’s ability to reskill or upskill its workforce quickly enough. This could lead to project delays, increased outsourcing costs, and reduced competitiveness, ultimately impacting revenue growth and operational efficiency. At Verisure, Talent Management and Sustainable Engagement are fundamental to our human capital strategy. As a Company built on the belief that we are people protecting people, we recognise that attracting, developing, and retaining a skilled, engaged, and purpose-driven workforce is essential to delivering long-term value for our customers and stakeholders. Our approach focuses on fostering a high-performance, values-driven culture where colleagues are empowered to grow, contribute, and thrive. By integrating structured talent processes, continuous learning opportunities, and data-driven insights, we support the evolution of our organisational capabilities in line with the needs of the business. This helps us build a workforce that is equipped to support Verisure’s long-term mission and growth. Verisure’s focus on talent management and engagement also helps mitigate key people-related risks. One of the most material risks we face is the global shortage of critical skills – particularly in technology and digital security – combined with strong competition for top talent. Without a robust talent strategy, such shortages could slow innovation, delay strategic projects, or increase reliance on external providers. To address this, we invest in strategic workforce planning and capability development: continuously reskilling and upskilling our people in emerging areas, strengthening our employer brand, and maintaining solid succession plans. This helps us build and retain the in-house expertise needed to support our technology-driven growth, related to the identified risk. Talent Management at Verisure combines our STAR performance framework, the annual Talent Review and Succession Planning cycle, and multiple avenues for professional growth. Together, these processes strengthen Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 201 ===== SIDA 204 ===== our leadership pipeline, promote internal mobility, and support a culture of meritocracy, fairness, and access to opportunities across all countries and functions. Sustainable Engagement is also a cornerstone of this strategy. Through our annual global survey, we measure engagement, organisational enablement, and empowerment, and use the insights to drive action plans at the country, functional, and team levels. In addition to the annual survey, we run regular pulse surveys to gather timely feedback throughout the year, enabling us to monitor trends, anticipate needs and respond quickly to colleague input. This continuous feedback loop enables us to adapt our people practices in real time to help maintain their relevance to the needs of our workforce. Employee relations ESRS Verisure Material Topic Impacts, Risks, and Opportunities Type of IRO Value Chain Location Time Horizon S1 Employee Relations A potential disregard for colleagues’ non-working time and prolonged high-stress conditions could lead to fatigue, burnout, and reduced attentiveness – undermining performance, increasing turnover, and compromising service quality. Employee Relations Providing wages that are sufficient to meet basic living costs enables colleagues to live with dignity, financial stability, and personal autonomy – fostering well-being, motivation, and long-term engagement. Employee Relations Potential insufficient communication with colleagues or ineffective social dialogue mechanisms could lead to labour strikes or collective disputes. These disruptions can result in service gaps, customer dissatisfaction and ultimately, in revenue losses and operational inefficiencies. We are committed to respecting fundamental human rights through the United Nations Global Compact principles and agenda, including fair employment conditions internally and across our supply chain. We aim to create a culture in which our people and stakeholders act responsibly and create value where we operate. We uphold high moral, ethical, and legal standards, striving to do the right thing at all times. Our commitment to integrating respect for human rights into our global operations and value chain is robust and aligns with the UN Guiding Principles on Business and Human Rights. We implement this commitment through our Compliance programme, which includes our Code of Conduct along with several additional policies and standards. Our Code of Conduct applies to our entire organisation, including our directors, managers, and other colleagues, as well as subcontractors and other collaborators. Everyone in the organisation is expected to understand and comply with our Code of Conduct. Our Code of Conduct sets the standards for everything we do and provides specific guidance on: • The global standard we must follow in our daily work, guiding us in our day-to-day decision-making. • Our responsibility in how we act, how we manage and how we respect Human Rights and Labour Standards at all times in our Company and through our value chain. • Our interactions with colleagues, customers, suppliers, partners, government officials, and other stakeholders, including our competitors. Our Code of Conduct includes a specific section, reinforcing our commitment to Human Rights and Labour Standards within our Company and throughout our value chain, clearly stating our opposition to any form of modern slavery, forced labour, child labour, or human trafficking. For further details, please refer to the Verisure Code of Conduct subsection in the G1-1: Business Conduct Policies and Corporate Culture section of the G1 Ethics & Integrity chapter. To complement our Code of Conduct and focus on raising awareness and monitoring this matter with other stakeholders within our value chain, our ESG supplier assessments and both online and on-site audits of compliance with our Supplier Standards and Ethical Code have not revealed any material employment risks within our supply chain, including instances of child or forced labour. For more information on this topic, please refer to section S2-4: How We Address Labour Risks and Opportunities in Our Supply Chain. Our Code of Conduct is also complemented by a global Anti- Harassment and Non-Discrimination Policy that reaffirms the Company’s zero-tolerance for any form of discrimination or harassment. Our Verisure Anti-Harassment and Non- Discrimination Policy clearly defines both harassment and discrimination, provides guidance on the various forms they can take, and outlines how to behave if you are a victim or witness to such behaviour. This aims to raise awareness and help train our colleagues to identify such behaviour. Furthermore, Verisure provides various channels for colleagues and stakeholders to report any form of harassment or discrimination they have experienced or witnessed, either anonymously or personally. Our Compliance Programme team is responsible for tracking details of all discrimination and harassment complaints received through various channels, including line management, HR, Legal, senior management, and a dedicated Speak Up platform. In addition, we are committed to maintaining a healthy compensation strategy for all our colleagues. Our approach to remuneration is comprehensive, incorporating both fixed and variable cash components, benefits, and long-term incentive plans. We also prioritise flexibility in our compensation measures and investment in training opportunities. Sustainability Statement Social Disclosures continued 202 Verisure plc | Annual Report 2025 ===== SIDA 205 ===== Our remuneration framework is deliberately structured to reward performance, with a clear emphasis on long-term value creation over short-term cash outcomes. Reflecting this philosophy, a greater proportion of total compensation is delivered through long-term incentives, in which more than 500 colleagues across our Company participate. This broad-based equity participation reinforces an entrepreneurial ownership mindset, and directly links rewards to sustained strategic progress and shareholder value generation. By weighting remuneration towards long-term performance, we maintain strong alignment between our leadership, our long-term strategy, and the interests of our shareholders. Our action plan is based on the following principles: • Legal compliance - We adhere to local legal requirements in employee relations matters, including remuneration, which is increased for colleagues who demonstrate strong performance. • Consistency across countries and businesses - In our pursuit of equality, we strive to develop and maintain coherent compensation practices, policies, processes, systems, and timelines across the 18 countries in which we operate and within our functions. • Monitor market competitiveness - We carefully monitor external and internal indicators of competitiveness to inform our salary decisions. At least once a year, we compare these indicators to market benchmarks, which are regularly updated from leading worldwide compensation data providers. We also leverage market intelligence from our high-volume recruitment efforts as we continue to grow. We review pay equity among peers, taking into account time in a position, alongside performance and talent assessments. • Pay for performance - As a results-driven organisation with high standards for achievement, our cash compensation decisions are guided by an objective merit matrix that considers both annual performance and comparative positioning. We believe our colleagues should share in the benefits of the results they contribute to, which is why we place significant emphasis on compensation components tied to both Company and individual performance, especially for leadership positions. To engage regularly with our colleagues and enhance our performance, we actively seek qualitative and quantitative feedback through various channels. One key method is our Sustainable Engagement survey, which informs our decision- making by helping us manage current and potential impacts and gain insights into risks and opportunities. We also have direct engagement methods, such as our STAR Performance Management Process. This process includes three key moments for gathering input: assessing the past year, establishing priorities for the upcoming year, and discussing opportunities for individual growth. Further information is disclosed in S1-13 : Training and Skills Development. These engagement points are also completed through engagement with the work council, employee representatives, and the forum, wherever they are in place. Policies Related to Our Workforce S1-1 We aim to create a culture in which our people and stakeholders act responsibly and deliver value where we operate. We implement this commitment through our Compliance programme, which includes our Code of Conduct along with several Company policies and standards. Our Code of Conduct sets the standards for everything we do. It provides guidance on our day-to-day decision-making, how we compete, and how we interact with colleagues, customers, suppliers, partners, government officials, and other stakeholders. It applies to everyone in our organisation, including all colleagues - regardless of role, function or geography - as well as contractors and collaborators. Compliance is mandatory for all. To facilitate effective implementation, the Code of Conduct is embedded into specific policies and standards and supported by training and awareness initiatives, enabling its full integration across our Company. Our Code of Conduct emphasises our adherence to the principles set out in the United Nations Global Compact (UNGC), the OECD (Organisation for Economic Co-operation and Development) Guidelines for Multinational Enterprises, and the International Labour Organisation (ILO) conventions and guidance. We recognise human rights as fundamental standards and are committed to upholding them within our Company and promoting their respect across our supply chain. This includes a strong stance against modern slavery, human trafficking, forced or child labour, discrimination, and harassment, as well as the protection of freedom of association and the right to collective bargaining. In terms of child or forced labour risks within our workforce, Verisure operates in 18 countries across Europe and Latin America. Our primary operations involve field sales personnel and field installers/maintenance staff who work directly with customers to sell our services and install or repair our devices. We also have office-based employees. All of our staff, including both employees and non-employees, are above the age of 18, except for trainees and apprentices in certain countries participating in legally regulated internship or apprenticeship programmes. Due to the type of work and the countries we operate in, there is no significant risk of child or forced labour among our workforce in any of our countries or operations. In 2025, we further updated our Code of Conduct to reinforce our commitment to protecting our Company, our people, and our values, and to support complete alignment with the Verisure Compliance Control Framework. This update included an enhanced focus on preventing and addressing fraud, identifying and managing conflicts of interest, protecting confidential and inside information, and safeguarding our Company’s image and reputation. This latest version of our Code of Conduct also reflects the integration and alignment of key Verisure policies that underpin our approach to people management, including the Verisure Diversity, Equity, Inclusion, & Belonging Policy. This policy reinforces our commitment to non-discrimination, the protection of human rights, and the Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 203 ===== SIDA 206 ===== safeguarding of vulnerable groups. It sets out the principles that guide diversity-conscious practices and foster a respectful, equitable, and inclusive culture of belonging. These efforts cover different DEIB dimensions such as gender, age, disability, nationality, sexual orientation and gender identity, socio- economic background, race and ethnicity, religion, and life stage. A key focus of this update was integrating and aligning these new Company policies, including: • The Diversity, Equity, Inclusion & Belonging Policy, which establishes principles that promote a diversity-conscious and inclusive experience, essential for our engagement with internal and external stakeholders. Scope: all employees. • The Corporate Social Responsibility Policy, which communicates our commitment to the communities across our footprint and guides the implementation of cohesive CSR actions across all our geographies and functions. Scope: all employees. • The Artificial Intelligence (AI) Policy, which promotes a trustworthy, ethical, and legally compliant use of AI technology in accordance with our Company’s values and objectives. Scope: all employees, contingent workers, and other stakeholders. • The Share Dealing Policy, which sets out the restrictions that apply to trading in Securities. Scope: all employees. • The Social Media Policy, which sets out the principles and rules for using social media to minimise risks to our business, brand, and reputation. Scope: all employees. • The Information Policy, which explains how information within the Company should be assessed, disclosed, or protected in line with applicable regulations. Scope: all employees. The Code of Conduct is complemented by a set of key Company policies and standards that further support our commitments to our workforce, including, among others: • Verisure Anti-Harassment and Non-Discrimination Policy, which demonstrates that we have zero-tolerance for discrimination or harassment based on any characteristic across all our operations. Scope: all employees and any company or affiliated entity of Verisure at any given time. • Verisure Speak Up Policy, which explains the types of misconduct that should be reported and how to raise concerns. Scope: all employees, contingent workers, shareholders, former employees, and prospective employees who have started the recruitment process or negotiations to join a legal entity in the Company. Further information about Compliance governance can be found in the G1-1: Business Conduct Policies and Corporate Culture section of the G1 Ethics & Integrity chapter. Processes for Engaging Employees S1-2 and Representatives on Workforce Impacts, Risks, and Opportunities We have established processes to engage with our own workers and, where applicable, workers’ representatives on matters related to actual and potential impacts, enabling regular dialogue, feedback, and consultation through a range of channels across our Company. Verisure provides various channels for colleagues and stakeholders to report concerns about inappropriate workplace conduct. These channels include line management, HR, Legal, senior management, our dedicated Speak Up platform, and the annual Sustainable Engagement Survey. These engagement processes help us identify, validate, and prioritise actual and potential impacts by enabling timely insights from colleagues, detecting issues, and informing management responses. In addition, where applicable, Verisure engages with colleagues through established employee representative bodies, including Trade Union Representatives, Works Councils, and Employee Delegates, as part of our ongoing social dialogue. This is further detailed in the section on S1-8: Collective Bargaining Coverage and Social Dialogue. In several countries, Work Environment Committees or Workers’ Safety Representatives are in place. These committees or representative bodies are generally responsible for occupational health and safety matters and serve as a formal channel of communication between colleagues and management. They operate in accordance with local regulations and, as required by local law, are consulted on topics such as risk assessments, preventive measures, and work-related accidents. Depending on the country, these committees or representatives may be elected by colleagues or trade unions. Verisure engages its own workforce on Diversity, Equity, Inclusion, & Belonging through structured governance and dialogue mechanisms. These include the DEIB Committee, which oversees its roadmap and validates key actions. The Committee also holds country dialogues with local teams; the Ambassadors Network; and Affinity Groups that foster collaboration, employee input, and help identify emerging needs. Verisure gains insight into the perspectives of potential vulnerable groups within its workforce through these targeted DEIB engagement mechanisms. It also analyses disaggregated results from employee engagement surveys. In relation to Talent Management, our Sustainable Engagement survey is our primary gauge of organisational health and a core mechanism for engaging with colleagues. The survey is designed to help us understand how engaged, energised, and enabled our people are, and to measure the evolution of these results over time. Sustainability Statement Social Disclosures continued 204 Verisure plc | Annual Report 2025 ===== SIDA 207 ===== This survey is held in the last quarter of each year. Following the survey, we obtain results for the Sustainable Engagement index and its drivers using different segmentations. Based on these results, we produce and share country reports, analyses, and implement action plans to continue enhancing our colleagues' engagement year after year. The participation rate in our 2025 survey was >90%, consistently exceeding our 85% target. In terms of results, the overall Sustainable Engagement score reached >85%, exceeding the target threshold of >80%. Our colleagues’ satisfaction with our DEIB efforts is reflected in their responses to the Sustainable Engagement survey, particularly their responses to the question about diversity and inclusion support in the workplace. In 2025, the Diversity category became the highest-performing category in the Sustainable Engagement survey. 12 countries improved their scores compared to last year and 12 out of 17 participating countries are above country norms26 including our largest geographies: Spain, France, and Brazil. As in previous years, the key drivers for Sustainable Engagement in our organisation for 2025 were leadership, company strategy, working environment, and professional growth and development. Feedback gathered through Verisure engagement mechanisms is systematically analysed and integrated into management decision-making and action planning at both global and local levels. Insights from employee surveys, dialogue forums, and representative bodies inform the prioritisation of initiatives, the design of targeted action plans, and the monitoring of progress over time. This structured feedback loop embeds employee perspectives into policies, practices, and ongoing improvement initiatives across our Company. • Functions: The overall score aligns with our key customer- facing functions (Sales and Operations), accounting for 66% of total Sustainable Engagement Survey responses, where employee engagement directly drives customer satisfaction. • Employee Net Promoter Score (eNPS): We have observed a positive trend across all items, notably: • eNPS for Product and Services: 7 p.p. increase from last year. • eNPS as Employer: 7 p.p. increase since last year. • These positive trends are consistent across most countries. We continue to launch regular pulse checks in all our countries. This allows us to capture our colleagues' feedback, monitor it regularly, and provide real-time insights from their responses so we can act on their needs. Human Resources Directors (HRD) and Country Managers are responsible for driving effective engagement under the leadership of our Chief Human Resources, Communications, and ESG Officer and our Management Team. >90% >85% PARTICIPATION RATE IN 2025 SUSTAINABLE ENGAGEMENT SURVEY OVERALL SCORE IN 2025 Processes to Address Workforce S1-3 Impacts and Channels for Raising Concerns Working time has been identified as a key topic through our DMA, informed by employee engagement surveys and country- level dialogue. It is managed in line with applicable legislation and initiatives that promote employee well-being and, where possible, flexibility. Particular attention is given to roles with defined working patterns, such as night shifts and field sales, recognising that sustained high workloads or insufficient respect for non-working time may increase fatigue and impact well-being. To address this, Verisure has implemented processes to support healthy working conditions, promote work-life balance, and enable timely identification of concerns. Colleagues can raise issues through multiple channels outlined in the Verisure Speak Up Policy, including managers, HR, Legal/Compliance, employee representatives, and the Speak Up platform. The platform is globally available 24/7, allows users to report anonymously if they want to, and is also accessible to external stakeholders. Substantiated cases are monitored through Quarterly Compliance Reporting to identify risks and define appropriate actions. The following sections outline actions, metrics, and targets across four material workforce topics: Diversity, Equity, Inclusion, & Belonging; Employee Relations; Employee Health, Safety & Well-being; and Talent Management and Sustainable Engagement. Where ESRS S1 disclosures apply to multiple topics, they are reported once in the most relevant section, except for S1-8 and S1-11, which are addressed from complementary perspectives to guarantee full ESRS compliance without unnecessary duplication. For further information related to the Speak Up channel and procedures, please refer to the Speak Up Framework and Policy section. In relation to actions taken to provide remedy to potential negative impacts, please refer to section S1-15: Work- Life Balance Metrics and G1-1: Business Conduct Policies and Corporate Culture. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 205 26) Country Norm reflects the average scores of all organisations within a specific country that participate in the provider’s annual survey benchmark database. ===== SIDA 208 ===== Diversity, Equity, Inclusion & Belonging (DEIB) Actions on Material Workforce S1-4 Impacts and Approaches to Risk Mitigation and Opportunity Realisation Embedding diversity, equity, inclusion, and belonging across the entire employee lifecycle is essential to shaping our culture, strengthening engagement, and enabling long-term performance. From the outset, we apply fair, equitable, and merit-based recruitment processes, supported by measures to identify and mitigate potential bias or discrimination. Our focus extends from retention to career growth, promoting access to opportunities for career advancement, and working to close the gender pay gap. Verisure’s DEIB initiatives are developed with guidance from local teams and/or the global DEIB team to support alignment with the DEIB Strategic Framework and help make a positive impact. In addition, the Verisure Diversity, Equity, Inclusion & Belonging Committee acts as the governing body responsible for monitoring the progress and impact of DEIB initiatives. The management of DEIB-related material impacts is supported by a dedicated global DEIB team, complemented by locally allocated resources in each country. These teams work in close collaboration with cross-functional people-related functions, including HR and other relevant corporate areas, to facilitate consistent implementation and effective management. Recruitment In 2025, we strengthened our commitment to diversity and inclusion by focusing on the first stage of the employee experience: attracting and recruiting talent. • Inclusive Job Postings: We reviewed job descriptions across the Company and provided guidance to support the use of inclusive, accessible language and requirements. We also incorporated a DEIB statement reaffirming Verisure’s commitment to creating a workplace where people of all backgrounds, identities, and experiences feel valued and welcome. • Visibility of Women Role Models: Across our markets, we implemented targeted employer branding strategies to elevate the visibility of diverse role models – particularly women. These initiatives helped position Verisure as an inclusive employer, especially in roles where representation has historically been lower, such as sales. • ‘The Voice’: In Spain, a dedicated recruitment event was held to implement blind recruitment for telesales roles. This new edition involved more than 300 participants, in which candidates were assessed exclusively on voice performance to help eliminate unconscious bias. • In 2025, we launched the Hiring with Excellence (HwE) e-learning initiative to strengthen our recruitment practices and consistently deliver a great candidate experience when hiring top talent. Additionally, some countries delivered targeted sessions to mitigate unconscious bias, with a focus on LGBTIQ+ inclusion. • Graduate Programme: We strengthened our graduate programme for junior technology profiles to attract and develop younger talent within our Company. Retention In 2025, we focused on talent retention by strengthening our culture and creating an inclusive workplace across functions and geographies, prioritising areas that required additional support. Key initiatives included: • Exit Survey Analysis: We reviewed offboarding survey data through a DEIB lens to understand attrition drivers and address unconscious bias in our retention strategies. • As a local best practice, France has in place the Disability Allies’ Network, whose mission is to support colleagues with disabilities in their day-to-day work, challenge misconceptions, and promote the inclusion of people with disabilities, as well as enhance their employment experience within the Company. Progression, Growth, and Recognition At Verisure, we are committed to supporting the development and growth of diverse talent by providing opportunities at every stage of their careers. Through mentoring, training programmes, and leadership initiatives, we support inclusion at all levels of our Company. Some examples of key initiatives include: • In Italy, Verisure obtained the voluntary UNI/PdR 125:2022 certification. This framework supports the implementation of a structured internal management system for gender equality across key areas including culture, governance, people processes, gender pay equity, and work-life balance. This certification is a key enabler of Verisure’s local DEIB strategy, helping to promote gender equity and meritocracy while strengthening employee well-being, employer branding, and long-term competitiveness. • Spain announced the third edition of She Leads in 2025 – an initiative designed to promote women’s leadership, personal growth, and professional development. The programme provides participants with the resources, insights, and mindset to reach their full potential and drive positive change within our organisation. Sustainability Statement Social Disclosures continued 206 Verisure plc | Annual Report 2025 ===== SIDA 209 ===== Culture In 2025, we provided support tools to help colleagues integrate inclusion into their daily work and team management. These include digital resources that promote an inclusive culture, embedded in our decision-making, communication, and collaboration processes. • DEIB Awareness: As a core part of our DEIB Strategic Framework, we implemented a structured DEIB calendar with key moments throughout the year to focus on the diversity dimensions that are strategic for us and foster a more inclusive culture across our workforce, such as International Women’s Day, Pride, International Day of Persons with Disabilities, and our global Diversity week. For each occasion, we defined specific actions such as gamification, inspirational talks, awareness campaigns, or training. Additionally, some countries complemented global initiatives with locally developed initiatives, such as Italy's Inclusion Week. • DEIB Training: Each year, we provide not only training sessions but also tailored content for specific audiences, supporting both people management and the overall employee experience. In 2025, this included the launch of dedicated training on age diversity or culture bridging, among others. • Global Benchmark: In 2025, we participated for the second time in the Global Benchmark from Workplace Pride, which is designed to assess and guide LGBTIQ+ policies and practices among employers worldwide. This assessment supports the continued development of our DEIB and LGBTIQ+ initiatives. The 2025 edition reflected a marked improvement in our performance, with results exceeding the overall median score. • DEIB Partnerships: Across our geographies, we work with a range of partners to support the deployment of our diversity strategy at the local level. These collaborations help advance our priorities across key areas such as gender equity, disability inclusion, and LGBTIQ+ inclusion, reinforcing our efforts to foster more inclusive workplaces in line with local contexts. For example, Argentina collaborated with Mocha Celis and France collaborated with Le Refuge to raise awareness about social and labour inclusion of the LGBTIQ+ community. • Early Education: As part of our commitment to supporting women and girls in science, we launched the fourth edition of the Technovate Verisure Girls Club in Spain. Through this initiative, young girls from our colleagues’ families participate in a mentoring programme, with our mentors supporting their development as future tech entrepreneurs and leaders. DEIB Ambitions S1-5 We aim to achieve a more gender-diverse organisation, particularly within our Sales and Technology functions and leadership roles, given their strategic importance to the business and their relevance in workforce representation. In particular, we aspire to increase women’s representation globally to 40% and 33% in leadership positions27 by 2030. These ambitions were defined based on country-level projections and growth expectations. They were agreed with local entities, resulting in a consolidated global ambition for the Company that was approved and reviewed in the ESG Governance cycle28. We use 2022 as the baseline year for the defined targets, when the women share overall was 37.5%, and 27.1% in leadership positions. At the end of 2025, women represented 38.5% of Verisure’s global workforce, with 30.9% of leadership positions held by women. Both figures show steady progress toward our gender representation ambitions. Compared with 2024, the global representation of women rose by 0.2 p.p., while the representation of women in leadership increased by 2.6 p.p. Women at Verisure: 2030 Ambition Women’s representation 38.5% 30.9% 2025 Women representation 2025 Women in leadership roles Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 207 27) Leadership positions refers to the company-wide leadership team, in addition to local and functional leadership teams. 28) Further information about ESG governance can be found in section ESRS 2 GOV-1 & GOV-2: Leadership Oversight and Governance of Sustainability. 40% Ambition by 2030 33% Ambition by 2030 ===== SIDA 210 ===== TOTAL EMPLOYEE NUMBER BREAKDOWN BY GENDER 29 As a percentage of total headcount active at the end of the period RepresentationS1-6 We are committed to fostering diverse representation across all levels of our organisation, with a focus on lowering barriers for key diversity dimensions outlined in our DEIB Framework: gender, age, disability, nationality, sexual orientation and gender identity, socio-economic background, race and ethnicity, religion, or life stage. Our goal is to prevent and manage potential inequalities throughout the employee lifecycle related to these identities, especially where they are considered social priorities. At Verisure, we are proud of our team of 30,54730 dedicated and engaged colleagues (29,84331 excluding Mexico). In 2025, we expanded our teams and increased our talent pool by 1,287 professionals. As we continue to grow, we prioritise attracting and retaining best-in-class talent, fostering a supportive culture where everyone can thrive and develop professionally alongside us. We take a holistic approach to diverse representation across our workforce, recognising and valuing various forms of diversity. We constantly monitor the evolution of our strategy using different KPIs. To provide an inclusive environment, our people processes are reviewed on a regular basis by relevant areas such as Talent or DEIB. This data is sourced from the Company’s HR Information System (HRIS) and is used by the People Analytics team to develop dashboards that monitor employee- related indicators and support comprehensive analysis. Information on employee headcount by gender 31 December 2025 Gender Number of employees (headcount)32 Male33 18,330 Female34 11,499 Other35 9 Not Reported36 5 Total Employees 29,843 Total number of employees in countries with 50 or more employees representing at least 10% of total number of employees 31 December 2025 Country Number of employees (headcount) Spain 9,817 France 3,996 Brazil 3,332 Total 17,145 Sustainability Statement Social Disclosures continued 208 Verisure plc | Annual Report 2025 29) 'Other’ and ‘Not disclosed’ categories are not shown separately and account for the remaining 0.1%. 30) Total employee headcount at the end of the period, consistent with the average number of employees presented in note 8 - Employees and Directors of the consolidated financial statement. 31) In this report, the terms ‘employees’ is equivalent to ‘colleagues, which refer to both permanent and temporary staff, including students. For this reporting period, we provided information solely about our colleagues, excluding contingent workers. 32) Calculated using all active permanent and temporary colleagues headcount, including students, at the end of the period. The figure excludes Mexico. 33) Employees included in the category ‘Male’ correspond to Verisure employees who identified as ‘Men’. This definition prevails in all the report. 34) Employees included in the category ‘Female’ correspond to Verisure employees who identified as ‘Women’. This definition prevails in all the report. 35) Employees included in the category ‘Others’ correspond to Verisure employees who did not disclose their gender in our HRIS, labelled internally as ‘Not Declared. This definition prevails in all the report. 36) Employees included in the category ‘Not reported’ correspond to Verisure employees whose gender is not recorded in our HRIS, labelled internally as ‘not informed’. This definition prevails in all the report. 2022 2023 2024 2025 Female n Male 62.4% 62.1% 61.6% 61.4% 38.5%38.3%37.8%37.5% 62.4% 28,137 28,556 29,843 ===== SIDA 211 ===== Information on employees by contract type, broken down by gender (headcount) 31 December 2025 Female Male Other* Not disclosed Total Number of employees (headcount) 11,499 18,330 9 5 29,843 Number of permanent employees (headcount) 10,567 16,893 4 4 27,468 Number of temporary employees (headcount)37 718 1,180 5 0 1,903 Number of non-guaranteed hours employees (headcount)38 76 192 0 0 268 Number of full time employees (headcount) 8,472 16,285 6 4 24,767 Number of part-time employees (headcount) 3,027 2,045 3 1 5,076 (*) Gender as specified by the employees themselves. Employee Attrition: Using the standard methodology, the Company recorded an overall turnover rate of 39.6%39 in 2025. This figure is significantly shaped by our business model and, in particular, the structure of our sales organisation. In our largest markets, it is challenging to recruit talent with prior experience in our specific go-to-market approach. As a result, the first four months of employment serve as a clearly defined and mutually transparent phase within the selection process and contractual framework. During this period, new hires complete training while both they and the Company assess suitability for the role. Given the scale of our sales force, this model has a notable effect on reported attrition; therefore, turnover excluding sales employees with less than four months’ tenure provides a more meaningful view of workforce stability. By adopting this adjusted approach, our employee turnover rate stands at 28.4%40, providing a more accurate representation of our organisation. Additionally, employee voluntary turnover remains around 14%41. Moving forward, we will continue to focus on strengthening talent retention and optimising these metrics, leveraging the insights gained from our surveys and other feedback mechanisms. Diversity Metrics S1-9 As part of our commitment to properly cater to our diverse customer base, we value age diversity as an important component of our strategic framework42. We recognise the valuable contributions of all generations currently active in the labour market. We work to offer job opportunities where younger talent and more senior talent are included, leveraging their skills, abilities, experience, expertise, and know-how to better serve our purpose. Professionals under 30 comprise 31.1% of our team, those over 50 represent 11.7% of our workforce, and 57.2% of our talent is between 30 and 50 years old. As part of our ongoing governance and monitoring of gender diversity across leadership levels, the Management Team43, currently comprises three women and eleven men, representing 21% and 79% respectively. These figures provide a transparent view of the current composition while reinforcing the importance we place on diversity as a core element of our leadership agenda. Furthermore, our diversity is also reflected in our colleagues, who represent 122 nationalities across our global operations. This diverse workforce enhances innovation, promotes cross- cultural understanding, and enables us to better serve the communities in which we operate. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 209 37) In this calculation, temporary employees exclude those classified as students. Unless specified, student employees are included in all headcount figures throughout the rest of this report. 38) Non-guaranteed hours employees are employed without a guarantee of a minimum or fixed number of working hours. Casual employees, employees with zero-hour contracts, and on-call employees are examples that fall under this category. 39) We calculated the numerator by counting employee departures (headcount) during the reporting period. The denominator comprises the number of employees (headcount) who have worked at the Company during the same period. The calculation includes both permanent and temporary staff, as well as students. 40) We calculated the numerator using employee departures excluding sales exits occurring before four months and the denominator includes employees active at any point during the reporting period excluding sales exits occurring before four months. This headcount accounts for permanent and temporary employees, including students. 41) We calculated the numerator using voluntary employee departures excluding sales exits occurring before four months and the denominator includes employees active at any point during the reporting period excluding sales exits occurring before four months. This headcount accounts for permanent and temporary employees, including students. 42) Metrics related to own workforce are only monitored internally using internal operational and human resources data, complemented, where relevant, by information provided by local entities. Methodologies are based on consolidated reporting processes shared within our geographies, using consistent definitions and calculation criteria for a better comparability over time. 43) The Verisure’s Management Team is what we consider as top management in compliance with the ESRS standards. ===== SIDA 212 ===== Distribution of employees by age group as a percentage of total headcount at the end of the period. 9,288 31.1% 17,064 57.2% 3,484 11.7% n Under 30 years old n Between 30 and 50 years old n Over 50 years old RewardsS1-16 We also work to provide fair remuneration for all our colleagues across functions, geographies, and organisational levels, based on merit and annual base payments, regardless of gender. In our ongoing commitment to transparency and fairness, we have closely analysed our remuneration metrics, focusing, among other topics, on the gender pay gap. Furthermore, the Company has developed a common global framework, system, and process to regularly monitor and analyse compensation to avoid pay gaps and address any unfair or unjustified disparity. The gender pay gap, which measures the difference in average pay levels between women and men employees, is a key indicator of fair compensation within our organisation. In 2025, our unadjusted gender pay gap was 12.5%. As multiple factors can affect the pay levels of employees, we have applied a more detailed methodology, considering additional aspects such as actual time worked, type of work, and level of contribution of each role, among others. This approach produces an adjusted figure that we call the ‘Equal Pay for Equal Job’ Gender Pay Gap. Our Equal Pay for Equal Job Gender Pay Gap stands at 1.2%. At Verisure, the ratio of the annual remuneration for our highest-paid employee to the median annual remuneration of all employees (excluding the highest-paid employee) was 45.9 in 2025. Most of our colleagues also receive performance-based incentives linked in some cases to sales performance or achievement, in other cases to operations effectiveness for sales and operations roles, and to financial KPIs for the remaining functions (including part-time employees). Understanding the context behind these figures is essential. Our data compilation methodology involves collecting salary data from all employees with accuracy and consistency. Any significant changes to the data, such as adjustments for part- time employees or organisational structure changes, have been documented and considered in our analysis. Additionally, data on industry benchmarks, economic conditions, and organisational policies have been taken into account to provide a comprehensive understanding of our remuneration metrics. By continuously monitoring and improving our pay practices, we aim to foster an inclusive and equitable workplace for all colleagues. For further information on methodology, please refer to sections BP-1 & BP-2: About this Sustainability Statement section of Our Sustainability Strategy chapter. Employee Health, Safety, & Well-being Actions on Material Workforce S1-4 Impacts and Approaches to Risk Mitigation and Opportunity Realisation Protecting the health and safety of our colleagues is a priority and a key element of our duty of care. Occupational health and safety has been identified as a material topic due to its potential adverse health impacts associated with our activities. Health and safety risks are primarily managed at the local level through established occupational health and safety management frameworks, reflecting local regulatory requirements and operational contexts. These frameworks support the prevention of work-related injuries and illnesses and contribute to safer working environments. Local management is responsible for conducting and monitoring risk assessments and implementing appropriate policies, preventive measures, and training programmes. While risk assessments are performed locally, the Company has identified key health and safety risks common at the global level too. In particular, road traffic accidents represent one of the most significant risks, given the number of colleagues who use company vehicles frequently for customer visits. To mitigate this risk, road safety measures are implemented at country level through tailored prevention initiatives and training programmes adapted to local conditions. In addition, the Company’s Code of Conduct explicitly addresses road safety, setting clear expectations regarding responsible driving behaviour, compliance with traffic regulations, and the safe use of company vehicles. Sustainability Statement Social Disclosures continued 210 Verisure plc | Annual Report 2025 ===== SIDA 213 ===== Our road-safety training initiatives reflect a unified commitment to fostering a safety-first culture and protecting the well-being of all colleagues. Our programmes focus on enabling participants to understand everyday driving risks, recognise the impact of human factors, and adopt safer behaviours in their daily journeys. Through interactive content, practical simulation exercises, and guided reflection, colleagues gain greater awareness of how attitude, attention, and preparedness influence safety on the road for the drivers and others. Furthermore, to enhance oversight and effectiveness, work- related injuries and occupational illnesses indicators are monitored at a global level. In 2025, the Company implemented a global process for reporting health and safety incidents on a regular basis. This process enables consistent record-keeping, and supports the identification of trends across countries, which can support local measures and corrective actions, in line with internal and external reporting requirements. In addition, in jurisdictions where required by law, employee health and safety is further supported through Work Environment Committees or Workers’ Safety Representatives. These bodies provide formal consultation and communication channels between employees and management and contribute to identifying risks and implementing practical safety improvements in line with local legislation. As required by the ESRS, it is important to note that we have not identified any significant impact on our workforce stemming from our efforts to transition to greener and climate- neutral operations. Any new knowledge or skills required in the market have been minimal. For more information, please refer to section ESRS 2 SBM-3: Our Material Impacts, Risks, and Opportunities. Employee Health, Safety, and Well-S1-5 Being Ambitions The Company’s targets related to its own workforce matters are primarily defined through a compliance-based management approach44. This approach focuses on adhering to applicable labour, health and safety, and ethical conduct requirements, supported by targeted quantitative and qualitative monitoring mechanisms. Verisure fosters a preventive safety culture, promoting employee awareness and strengthening continuous improvement mechanisms across its operations. Under Employee Health, Safety & Well-being, one quantitative target has been established: • Code of Conduct training: To promote ethical behaviour, compliance with internal policies, and respect for workplace health and safety requirements, a quantitative target has been established for the completion of the Code of Conduct e-learning. As the Code of Conduct includes a dedicated section on Employee Health and Safety, high completion rates are essential to reinforce all colleagues understand the standards expected of them. The Company has set a minimum expected completion rate of 90% for all employees. Completion rates are monitored regularly at the global and country level, and follow-up actions are implemented where participation falls below the defined threshold. At the end of 2025, the overall completion rate achieved was 91%, while in 2024, used as our baseline year, it was 89%. Health and safety performance is managed through continuous monitoring, preventive controls, and governance oversight, with the objective of reinforcing a safety-first culture and limiting adverse impacts: • Health & Safety incidents and occupational ill-health reporting: Work-related accidents and cases of occupational ill-health are monitored through the Verisure Health and Safety Reporting Framework. Incidents are reported on a quarterly basis, enabling consistent data collection, trend analysis, and the identification of areas requiring preventive or corrective actions. This includes breaches of internal policies or applicable regulations related to health and safety. The Reporting Framework supports governance oversight, facilitates timely escalation and remediation, and contributes to the management of material risks related to employee health and safety. • In addition to incident-based metrics, employee well-being is monitored through the Well-being category of the Sustainable Engagement Survey, which provides quantitative insight into perceived workload, stress levels, and overall health-related experience at work. Collective Bargaining Coverage S1-8 and Social Dialogue In several countries, social dialogue with colleagues is supported through established Work Environment Committees or Workers’ Safety Representatives. These bodies serve as formal consultation and communication channels between colleagues and management, primarily in relation to occupational health and safety matters. They operate in accordance with applicable local legislation and, where required, are consulted on topics such as workplace risk assessments, preventive health and safety measures, and the investigation of work-related accidents and incidents. Depending on national frameworks, members of these committees or safety representatives are appointed or elected by employees and/or trade unions. These mechanisms contribute to employee representation, facilitate ongoing dialogue on health and safety issues, and support the identification and mitigation of workplace risks in line with local regulatory and collective labour frameworks. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 211 44) These commitments are shared with the Employee Relations topic. ===== SIDA 214 ===== Social ProtectionS1-11 In relation to health and safety, social protection arrangements provide coverage for work-related injury, occupational illness, or acquired disability, either through statutory schemes or company-provided insurance and benefit arrangements, depending on local requirements. In certain countries, sickness- and injury-related benefits, including those related to work-related accidents or ill health, exceed minimum statutory requirements. These arrangements help mitigate adverse impacts associated with workplace injuries or health conditions and support employee security and recovery, in line with applicable legal and regulatory frameworks. Health and Safety Indicators S1-14 and Results Our duty of care enables us to provide safe working environments, which are governed by local regulations and our Code of Conduct. Our Code of Conduct includes a specific section on Health & Safety to further reinforce our commitment to protecting the health and safety of our colleagues. We are committed to protecting the health and safety of our colleagues across all the countries in which we operate. Our colleagues are supported by country-based health and safety management frameworks aligned with local legislation45. These systems typically provide a framework for identifying, monitoring, and managing workplace health and safety risks, contributing to the protection of our workforce and the continuous improvement of occupational health and safety practices. 13 of our countries hold the ISO 45001 certification. Of these, 10 countries are certified at the level of our Alarm Receiving Centres (ARCs), while three countries hold company-wide certifications. ISO 45001 recognises that an organisation has an effective Occupational Health and Safety (OH&S) management system in place, demonstrating a structured approach to managing workplace health and safety risks and promoting continuous improvement. In addition, it is important to highlight that most of our countries offer an Employee Assistance Programme (EAP), providing free and confidential health assessments, short-term counselling, referrals, and follow-up services. Where EAPs are available, all colleagues can access them. In 2025, two fatalities were reported and confirmed among our permanent or temporary colleagues as a result of declared work-related ill health or accidents. One fatality resulted from a car accident that occurred while the employee was returning home after work. The other happened during working hours, when the employee began to feel unwell while carrying out installation work and subsequently lost consciousness. Due to data privacy constraints, the Company does not know the cause of this fatality. In addition, two fatalities occurred during working hours in Spain in 2025 and, as of 31 December 2025, remain pending classification as either work-related or non-work-related. These incidents were not directly connected to work activities such as alarm sales or installation tasks. 2025 Number Percentage / Rate Total number of employees covered by an H&S management system 29,843 100% Number of fatalities as a result of work- related injuries and work-related ill health 2 Number and rate of recordable work- related accidents 661 12.42 Number of cases of recordable work- related ill health 4 Number of days lost to work-related injuries, fatalities from work-related accidents, work-related ill health, and fatalities from ill health 35,002 Regarding the previous table, ‘Total number of employees covered by a H&S management framework’, refers exclusively to our colleagues covered by an H&S management framework based on legal requirements and/or recognised standards or guidelines. ‘Number of fatalities as a result of work-related injuries and work-related ill health’, covers both permanent and temporary colleagues. 'Number and rate of recordable work-related accidents', only applies to our permanent colleagues. The calculation methodology has been based on the following steps: • Total number of days worked in 2025 (calculated as the days between hire and termination date), minus the total number of days of leave of absence and time off. • The resulting number is then divided by seven to obtain the total number of weeks worked per country. • The number is then multiplied by the standard full time working hours in each country. • Following this, the respective number of cases is divided by the total number of hours worked by our employees, and the result is multiplied by 1,000,000. This makes the rate represent the number of respective cases per one million hours worked. The ‘work-related injuries and fatalities from work-related accidents, work-related ill health, and fatalities from ill health’, indicator follows these considerations: • The calculation for lost days focuses on the number of days lost due to work-related accidents for all colleagues, as well as the days lost due to work-related ill health. • The methodology also counts the first and last days of absence as lost days. • Incidents that occur during the commute to and from work are not included in the calculation, as these fall outside the Company's responsibility. Sustainability Statement Social Disclosures continued 212 Verisure plc | Annual Report 2025 45) This information applies only to employees, referred to as ‘colleagues’, and does not include non-employees in our own workforce. ===== SIDA 215 ===== Talent Management and Sustainable Engagement Actions on Material Workforce S1-4 Impacts and Approaches to Risk Mitigation and Opportunity Realisation At Verisure, our focus on the well-being and development of our people is central to sustaining a resilient organisation capable of long-term success. Through our Talent Management and Sustainable Engagement approach, we support colleagues across all functions so they feel engaged, enabled, equipped, supported, and empowered to thrive in a high-performance, values-driven environment. By integrating structured talent and development processes with continuous listening and a strong culture of feedback, we are able to anticipate workforce needs, strengthen organisational capabilities, and foster a motivated and purpose-driven workforce. Our approach plays a critical role in mitigating key people- related risks, particularly the global shortage of critical skills and increasing competition for technology and digital security talent. Without proactive talent processes, these risks could affect innovation, delay strategic priorities, or increase dependency on external expertise. To address this, we invest in strategic workforce planning, reskilling and upskilling programmes, and robust succession planning. These actions help us attract, develop, and retain the talent required to advance our technology-driven transformation and support business continuity. In relation to the identified risk associated with the global shortage of tech talent, Verisure’s Sustainable Engagement framework generates insights on employee experience and development needs, informing action plans that strengthen retention, internal mobility, and continuous upskilling. A core element of managing workforce impacts is enabling that employee feedback directly informs organisational actions. Our Sustainable Engagement survey is a central mechanism for identifying risks early and translating insights into action. Through our annual engagement survey and periodic pulse checks, we gather real-time insights on organisational enablement, empowerment, and cultural drivers. These insights inform targeted action plans at country, functional, and team levels, supporting rapid responses to emerging workforce needs and ongoing alignment with colleagues’ expectations. Our Talent Management practices, including our STAR performance framework, annual Talent Review and Succession Planning process, and our internal development and mobility processes, enable us to systematically identify, grow, and retain high-potential individuals. These processes help us build a strong and diverse leadership pipeline, address future capability gaps, and strengthen the internal bench for key positions across countries and functions. By promoting meritocracy, fairness, and access to opportunities, we reinforce people practices that continue to foster a healthy, engaged, and future-ready workforce. Taken together, these initiatives provide an integrated approach to workforce management that enhances resilience and prepares Verisure for future challenges and opportunities. By proactively addressing people-related risks and accelerating capability building, we reinforce our ability to innovate and deliver strong performance over the long term. As the organisation evolves, our continued investment in our people remains a key driver of sustainable growth. Talent Management and Sustainable S1-5 Engagement Ambitions As part of our commitment to listening to colleagues and strengthening a culture built on trust and continuous improvement, we set two key objectives for our Sustainable Engagement Survey46: achieving at least 85% participation and reaching an overall engagement score of >80%, ambitions which were defined and approved by the Management Team, as well as reviewed regularly with HR Functions leaders. In 2021, the overall Sustainable Engagement score was >80%, while participation reached >85%. This year, we surpassed both targets, reflecting not only our people's strong willingness to share feedback but also a solid level of overall engagement. These results reinforce the survey’s role as a critical tool for guiding our cultural and organisational development. They are shared across multiple forums with colleagues at different leadership levels, including the Management Team. Each country is equipped with the resources and processes required to analyse engagement results, identify key priorities, and implement customised action plans that strengthen employee engagement. Training and Skills Development S1-13 Performance and Career Development Our ‘STAR’ approach to performance management and career development is one of our key enablers for having the best possible talent in every position. Over the past few years, we have devoted significant time and resources to improving our performance management processes and increasing the number of colleagues participating in regular performance and development reviews. All our frontline and specific operations teams undergo a performance appraisal process based on frequent touchpoints. In 2020, we launched our STAR programme, focused mainly on non-frontline positions, establishing four key moments for Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 213 46) These ambitions were defined based on the annual survey provider’s recommendations regarding what is considered a ‘high’ range, and subsequently refined to reflect our specific context. ===== SIDA 216 ===== managers and colleagues to assess their priorities for the year, discuss personal achievements, explore opportunities for individual growth, and review performance. In 2024, we evolved the model by enhancing the quality of our talent discussions and improving overall efficiency. As a result of these improvements, our STAR participants now have three key formal conversations with their managers during the year, providing our teams with a more comprehensive overview of talent performance. We internally track a performance completion ratio, which measures the number of STAR participants who complete the performance assessment process against the total eligible STAR population. This ratio stands at 85%, reflecting in-progress participation while the campaign remains open. The campaign closes at the end of March, at which point completion historically reaches 100%. In 2025, we completed our fifth full cycle of the STAR programme. Approximately 33% of our total active colleagues participated in the STAR programme, a total of 9,952 colleagues. Among STAR participants, women accounted for about 39.6%, men for about 60.4%, and others for 0.08%47. Considering all colleagues who participated in any performance appraisal process within the Company (including STAR and other performance processes), the percentage rises to around 84% of the total active workforce. Among total participants, approximately 38% were women, 62% were men, and others and those not reported accounted for 0.02%. For the population that follows a different performance appraisal process, primarily Sales and Operations, performance is evaluated and rewarded based on individual results and commission schemes, measured monthly through clearly defined individual KPIs. Our strong culture of feedback and performance management, along with our reskilling and re-staffing programmes, is not only highly appreciated by our colleagues but also has a significant impact on the growth and performance of our people. Every year, we conduct our Talent Review and Succession Planning exercise to assess our talent, identify current and future gaps, and create action plans to accelerate the development of our people and improve their engagement. In 2025, more than 3,700 colleagues participated in this process. As a result, we have continued to accelerate the development of our leaders, while increasing both the quantity and quality of identified successors for key leadership positions. Our leaders are relatively young, but experienced, and include a balanced mix of internal promotions and external hires. Women now represent 30.9% of our leadership team, up 2.6 p.p. from 2024. Similarly, our successors to leadership positions are top- performers who combine youth and proven experience. Against the backdrop of a global technology talent shortage, coverage of technology leadership positions and quality of successors remain key risk areas. Even so, both the proportion of technology leadership roles with identified successors and the share of those successors rated as high performers are above the levels observed across the overall leadership population. Taken together, the outcomes of the 2025 Talent Review demonstrate a solid and increasingly resilient leadership and succession pipeline, supported by a sustained focus on people development and continuous improvement of our leadership and talent processes. Training and Growth At Verisure, we are focused on developing and nurturing a high- performance organisation. We continue to invest in different initiatives aimed at growing our talent, both individually and collectively. The Verisure RISE Leadership Model is foundational to our people development activities. This model outlines the expectations the Company has of its leaders and those that our colleagues can expect from them. The model is based on four essential pillars: • Role Model Responsible Ownership: Acting as a long-term owner, always putting the customer first, thinking and acting big, and being accountable and responsible. • Inspire & Drive Outstanding Performance: Motivating others to achieve high performance, prioritising and making decisions with an analytical approach, and executing with excellence. • Strengthen and Grow a High-Performance, Diverse Organisation: Building high-performance and diverse teams and fostering a culture of learning by setting continuously higher standards for our people. • Empower and Lead with Courage, Integrity, and Purpose: Inspiring our people and honouring our mission and purpose by leading with confidence, positive energy, and genuine empathy and humility. In 2025, we deepened the integration of the Verisure RISE Leadership Model into our key processes, such as Hiring and Staffing, Performance Management, and Talent Review. We also continued running specific deployment workshops across our functions and countries to further embed this model in the development of our leaders. Our RISE Leadership Model and its four pillars form the foundation of our Leadership Academy, which aims to develop both our current and future leaders. The offering within the Leadership Academy is diverse, incorporating various learning approaches such as formal training, social training, and learning by doing. Formal Training In 2025, we offered >585,00048 training hours to our colleagues (including both online and in-person training), which breaks Sustainability Statement Social Disclosures continued 214 Verisure plc | Annual Report 2025 47) Individuals recorded under the gender categories 'Other’ and ‘Not reported’ have been consolidated into a single category referred to as ‘Others.’ 48) Training hours conducted in 2025 by Verisure colleagues who were still active as of 31 December 2025. ===== SIDA 217 ===== down to an average of ~19.649 training hours per colleague. These hours include functional and role-related skills training, critical digital capabilities, including AI; as well as courses aimed at improving our colleagues’ soft skills and well-being. We also improved our global Learning Dashboard to enable more systematic and efficient tracking of training hours across countries. >585,000 HOURS INVESTED IN TRAINING BY OUR COLLEAGUES (INCLUDING BOTH ONLINE AND IN-PERSON TRAINING) In-Person Training: In 2025, we continued to offer numerous in-person training sessions for managers, further expanding the reach of our global Leadership Academy. These programmes were delivered across various business areas, countries, and levels of (manager) experience, with high participation from leaders who actively facilitated sessions. Online Training: One key milestone in 2025 was the digitalisation of our RISE Leadership Academy content. While our RISE Framework defines the core leadership expectations in our organisation, training delivery has historically relied on in-person initiatives delivered in countries that chose to implement them. To support the rapid and continuous reskilling and upskilling of our leaders, we are transforming this content into e-learning formats that provide constant availability and consistency across the organisation. These changes help our leaders stay up to date with our leadership expectations and evolving standards. This initiative will continue in the coming years, with the aim of releasing training in multiple languages to maximise reach across our organisation. Critical Digital Capabilities: For several years, we have invested in building critical competencies across data analytics, cloud technologies, cybersecurity, and Artificial Intelligence, enabling our people to be equipped to drive Verisure's ongoing digital transformation and deliver measurable impact across the business. As part of this journey, we are advancing our AI transformation across the organisation. This includes embedding AI capabilities into our ways of working and strengthening the skills of our people to unlock sustainable business impact. For further details on our AI strategy and initiatives, please refer to the AI at Verisure in the Strategic Report. Together, these multi-year initiatives reinforce our commitment to building one of the most digitally capable workforces in our industry, driving innovation, resilience, and sustainable long- term growth. Dashboard: Another key milestone in 2025 was the introduction of a new Global Learning Insights Platform, created to elevate how we monitor and accelerate capability building across our markets. Moving beyond a traditional reporting tool, this solution provides a harmonised, country-level perspective on both digital and in-person formal training activity, supporting consistent measurement and transparency across countries. By equipping Learning Owners with real-time intelligence on the evolution of training hours within their organisations, the platform enables proactive decision-making, faster identification of development gaps, and more agile deployment of targeted upskilling initiatives. This enhanced visibility strengthens our ability to drive a culture of continuous learning and to align capability development with strategic business priorities across all countries. Social Learning We also continued fostering the development of our people through social learning. In 2025, we significantly increased the use and impact of our customised 360° feedback process, based on our RISE Model, with more than 500 Verisure managers participating. The process strengthened leadership capabilities by helping participants gain deeper self-awareness of their strengths and development areas through structured debrief sessions with specialised coaches. It also helped democratise the understanding of the Verisure RISE Leadership Model across our organisation. In parallel, we built an internal network of trained 360° debriefers, enabling us to scale the process sustainably and support leaders in leveraging their feedback. Together, both internal and external debriefing approaches fostered a strong feedback culture, encouraged open and constructive conversations, and embedded feedback as a key driver of development across Verisure. We continued to develop and expand our mentoring programmes and coaching offering to help our managers grow, providing customised support where and when needed. We also built an increasingly solid network of dependable external coaches and internal mentors. Through targeted interventions, further improved leadership effectiveness and performance, particularly in leadership teams that needed help to diagnose and build collective capacity to address business and organisational challenges. Learning by Doing We continued focusing on the professional growth of our colleagues through a ‘learning by doing’ approach, which remains our default and primary method for developing our people. Every year, colleagues eligible for the STAR process meet with their managers to discuss their objectives and development needs. Together, they co-design individual development plans that detail each person’s growth objectives and outline how to achieve them, including on-the-job training plans for the upcoming year. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 215 49) Average training hours = Total training hours conducted in 2025 by Verisure colleagues who were still active as of 31 December 2025/Total number of Verisure colleagues active on 31 December 2025. ===== SIDA 218 ===== In 2025, we also created over 500 individual action plans for our key talent. Within this broader effort, and mindful of the ongoing global shortage of technology talent. These covered both short-term, on-the-job learning and mid- to long-term goals, such as potential role changes, stretch assignments, and international mobility opportunities. These experiences expose our leaders to new realities (new geographies/areas), continuously challenging them to grow, and advancing our approach to ‘learning by doing’. Progress against these plans is tracked throughout the year to help leaders apply their development objectives in practice, gain hands-on experience, and build the skills and capabilities outlined in their action plans. This ongoing cycle of planning, action, and follow-up helps embed learning into day-to-day work, enabling colleagues to develop effectively as they take on new challenges. Table 11 – Training metrics 31 December 2025 Average training hours offered to and completed by employee Male 19.9 Female 19.0 Other 33.7 Not Reported 32.4 Total by employee 19.6 Employee Relations Actions on Material Workforce S1-4 Impacts and Approaches to Risk Mitigation and Opportunity Realisation The Company addresses material impacts and risks related to employee relations through a combination of compliance processes, employee engagement mechanisms, and governance oversight, aimed to make sure fair working conditions, open dialogue, and early identification of workforce-related risks. Verisure’s Employee Relations are managed locally, with support from the global ERLR (Employee Relations and Labour Relations) team as needed, to facilitate a consistent and aligned approach across all geographies. Compliance with labour and employment regulations is a core element of our approach. All compliance incidents are consolidated and monitored through the Company’s Quarterly Compliance Reporting process. This process enables the identification of key compliance risks, the monitoring of trends over time, and the definition of appropriate remediation and preventive actions. The effectiveness of these actions is regularly reviewed through management oversight and follow- up at the global and country levels. In parallel, the Company promotes active employee engagement and open communication to mitigate risks in employee relations and support a positive, inclusive working environment. Colleagues can express concerns, provide feedback, and engage with the organisation through multiple channels, including employee engagement surveys, direct access to Human Resources, internal communication platforms, and regular meetings and feedback sessions with team leaders. These mechanisms support the timely identification of potential issues related to working conditions, well-being, or inappropriate conduct, and enable local management to take appropriate action. To further strengthen the identification and management of workforce-related compliance risks, Verisure launched a Compliance Control Framework in 2025. As part of this framework, minimum mandatory controls were implemented across all countries to support compliance with applicable labour and employment laws. The framework enhances consistency, supports risk mitigation, and helps prevent adverse impacts on colleagues. Finally, in addition to the above, in 2025, a due diligence exercise on Employee Relations matters was conducted in six of our countries. This exercise was run by an external law firm for complete independence and assessment, with the objective of providing each participating country with a clear picture of where they stand in terms of Employee Relations matters and potentially identifying areas for improvement. In relation to actions taken to provide remedy to potential negative impacts, please refer to section S1-15: Work-Life Balance Metrics and G1-1: Business Conduct Policies and Corporate Culture. Employee Relations AmbitionsS1-5 Employee relations targets are therefore focused on maintaining adherence to applicable labour and employment legislation, internal policies, and operational procedures, rather than on the systematic use of quantitative performance targets across all workforce topics. This approach reflects the nature of the identified material impacts and risks, which are managed through preventive controls, monitoring mechanisms, and timely remediation, supported by governance oversight at the global and country levels. Under employee relations, progress in managing material workforce-related impacts and risks is monitored through one established quantitative target: • Code of Conduct training: A quantitative target has been set for completing the Code of Conduct e-learning, with a minimum completion rate of 90% for all employees. Completion rates are regularly monitored by different Sustainability Statement Social Disclosures continued 216 Verisure plc | Annual Report 2025 ===== SIDA 219 ===== stakeholders including HRDs and other senior leaders, and follow-up actions are taken when participation falls below the defined threshold. As of the end of 2025, the global completion rate was 91%, compared to 89% in our baseline year, 2024. In addition, Employee Relations monitors the following metrics to support the management of workforce-related impacts and risks: • ERLR reporting: ERLR matters, including court rulings, sanctions, penalties, and human-rights incidents, are reported every quarter through the global ERLR Reporting Framework. This enables the timely identification, escalation, and management of labour-related risks and adverse impacts. • Compliance (and Ethics) incidents reporting: Compliance incidents are reported quarterly through global compliance reporting. • Speak Up reporting on harassment and discrimination: Complaints are reported quarterly through global compliance reporting. In order to monitor the identified potential negative impact associated with disregard for employees’ non-working time and prolonged high-stress conditions, Verisure conducts an annual Sustainable Engagement Survey. The survey provides quantitative results across several categories, including Well- being, Working Environment, Leadership, and overall Sustainable Engagement. In particular, the Well-being category helps us detect elevated stress levels, fatigue risks, and potential burnout trends, allowing for early identification of workforce pressure that could undermine performance, increase turnover, or impact service quality. For positive impacts related to adequate wages and financial stability, relevant outcome indicators include Sustainable Engagement results under Compensation & Benefits. Further information on Sustainable Engagement is addressed in the S1-2: Processes for Engaging Employees and Representatives on Workforce Impacts, Risks, and Opportunities. For the identified potential risk of ineffective social dialogue mechanisms, monitoring includes survey results under Working Environment. Further information is addressed in the section S1-8: Collective Bargaining Coverage and Social Dialogue. In addition, countries have access to operational monitoring tools and metrics that support local management of workforce- related risks and opportunities, including: • HR dashboards, covering KPIs such as turnover and performance. • Compliance dashboards, covering compliance incidents and Speak Up cases related to harassment and discrimination. Compliance and workforce-related metrics are regularly reported to the Compliance Committee and Audit and Risk Committee, providing oversight at the appropriate governance levels. To further strengthen the management of labour-related and human rights risks, additional qualitative controls were implemented in 2025 in selected countries through external audits and due diligence activities, including in LatAm, Portugal, and Italy. These actions enhance risk identification, strengthen internal controls, and support continuous improvement in the management of material workforce-related impacts. Collective Bargaining Coverage and S1-8 Social Dialogue We support our colleagues’ employment rights to associate freely and bargain collectively, as stated in our Code of Conduct, which allows them to choose associations based on their needs and preferences. 11 of our countries have well-established local employee representation systems, including Trade Union Representatives, Works Councils, and Employee Delegates. This includes the Netherlands, where a Works Council was formally established in 2025. These bodies play a key role in promoting social dialogue and consultation at the local level, supporting constructive engagement between management and employee representatives on work-related matters. Across the European Economic Area (EEA), approximately 61.5% of our colleagues are represented by these employee representation bodies. Additionally, 13 of our countries apply one or more CBAs, most of which are external agreements at the national and/or sectoral level. As a result, 82.7% of our colleagues are covered by a CBA (92.3% within the EEA50 and 57.6% outside EEA). Our largest markets, Spain and France are fully covered by CBAs. These social dialogue channels enable us to engage with our colleagues and their representatives on a variety of topics, including business decisions, compliance programmes, and other initiatives. Through this ongoing dialogue, we aim to promote transparency, mutual trust, and a collaborative working environment across all our countries. Total number of employees in countries with 50 or more employees representing at least 10% of total number of employees Collective Bargaining Coverage Social dialogue Coverage Rate Employees - EEA Employees - Non EEA Workplace representation (EEA only) 0 - 19% - - - 20 - 39% - - - 40 - 59% - - - 60 - 79% - - Spain 80 - 100% Spain; France Brazil France Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 217 50) The table on this page presents information about CBA and Workplace Representation (applicable only to the EEA) for the countries where we operate, provided that we have at least 50 colleagues, and they represent at least 10% of our total workforce. These countries include Spain, France, and Brazil. ===== SIDA 220 ===== Adequate WagesS1-10 A significant proportion of our employees are covered by CBAs. These agreements typically set salary levels above the statutory minimum wage. These wage floors are consistent with the principles of adequate remuneration and help guarantee that our baseline pay practices remain aligned with recognised l i v i n g - w a g e e x p e c t a t i o n s . Beyond regulatory compliance, we reinforce this commitment by regularly benchmarking our compensation structure against market data and industry standards. These assessments allow us to identify potential gaps, adjust salary ranges upward when needed, and seek to confirm that all colleagues receive remuneration that reflects both their contribution and external l a b o u r - m a r k e t c o n d i t i o n s . O u r l a t e s t i n t e r n a l a n a l y s i s c o n f i r m s that all employees are compensated at or above the a d e q u a t e - w a g e t h r e s h o l d , a s d e f i n e d b y c o l l e c t i v e b a r g a i n i n g outcomes and independent market benchmarks. We continuously monitor wage trends across all geographies in which we operate and promptly address any deviations to uphold our standards of fairness. We view adequate wages not only as a compliance requirement but as an essential component of our social responsibility. By having in place transparent processes, ongoing evaluation, and continuous improvement, we aim to maintain a workplace where every colleague feels valued and fairly rewarded. We will continue to evaluate, disclose, and strengthen our wage practices to uphold high standards of equity and responsible employment. Social ProtectionS1-11 All colleagues are covered by social protection programmes, either through statutory public schemes or through company- provided benefits, depending on the country of employment. These programmes provide income protection in situations such as sickness, unemployment, parental or adoption leave, and retirement, in line with applicable labour and social security legislation. Where company-provided benefits complement public schemes, they are designed to support fair and stable employment conditions and mitigate risks related to income loss during periods of absence. Coverage and benefit levels are determined in accordance with local legal requirements and employment frameworks. Sustainability Statement Social Disclosures continued 218 V e r i s u r e p l c | A n n u a l R e p o r t 2 0 2 5 ===== SIDA 221 ===== Work-Life Balance MetricsS1-15 At Verisure, we recognise the importance of work-life balance and flexibility in supporting employee well-being, engagement, and performance. A hybrid working model is in place, offering eligible colleagues greater flexibility regarding where and when they work, subject to local regulations and operational requirements. This model is supported by office environments designed to promote collaboration, creativity, and connection. Depending on the country or function, eligible colleagues may work remotely for up to two days per week, adjust their start and end times within a defined flexibility window, and use designated work-from-another-location periods, allowing greater flexibility during holiday and summer periods while supporting work-life balance. In several countries, these arrangements go beyond statutory requirements and complement additional local benefits. For example, in France, an Equality and Quality of Work Conditions Plan is in place, including flexible working provisions for personal life events such as marriage or bereavement, time off to care for dependent relatives, and flexible working arrangements in specific functions, including Operations, to support the balance between professional and personal life. In addition, all colleagues are entitled to family-related leave in accordance with local legislation. For parental leave, most countries provide extra-statutory support, either in terms of duration or compensation. All countries provide at least 12 weeks of maternity leave, while 16 countries offer 16 weeks or more, either as maternity leave or as parental leave for the care of a newborn. During these periods, all countries provide at least 70% of base salary coverage, with nine providing 100% coverage. In most countries, average commission or bonus components are also included in compensation coverage. Most countries also offer the option to take extended paid or unpaid leave, with durations ranging from nine months to more than a year. These extended leaves are generally unpaid, although social security benefits may apply in certain jurisdictions. Reduced working hours are also available in most countries, allowing colleagues to temporarily reduce their working hours until their child reaches a certain age. The applicable age thresholds vary by country, ranging from one year in Portugal to 12 years in Spain (or 13 years in accordance with our internal policy). These arrangements typically involve a proportional reduction in salary, although social security schemes in some countries may provide partial compensation. Finally, child sickness care is available in 12 of our 18 countries, under varying conditions and durations. In terms of compensation, in some countries, the employer covers the cost of this leave, whereas in others it is unpaid but may be partially compensated by social security. Percentage of entitled employees taking family-related leave (breakdown by gender) 2025 Gender Percentage Total 16.92% Male 50.95% Female 49.05% Incident Management S1-17 In 2025, we had no severe human rights claims or complaints filed by either our colleagues or third parties51. We did not pay any fines, penalties, or compensation requirements for human rights violations. Additionally, we had no cases of non- compliance with the UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights at Work, or OECD Guidelines for Multinational Enterprises. We continued partnering with our countries to effectively address complaints regarding discrimination, harassment, and physical violence. Our efforts to effectively detect and address potential cases of harassment, discrimination, and physical violence are reinforced by the Verisure Speak Up Policy, our global Verisure Speak Up platform, our Verisure Anti-Harassment and Non- Discrimination Policy, and our Verisure Diversity, Inclusion, Equity, and Belonging Policy. In 2025, 307 complaints52 of alleged harassment, discrimination, or physical violence were reported by our workforce (0.49 per 100 active headcounts53). Of these, 109 were substantiated and confirmed as incidents54, leading to disciplinary action in 100 cases, including 47 dismissals. This represents a ratio of 0.17 incidents per 100 total active headcounts55. No complaints filed with the National Contact Points for OECD Multinational Enterprises have been reported. Additionally, in 2025, the Company paid a total of €102,002 in fines, penalties, and compensation related to claims of discrimination and harassment. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 219 51) Severe human rights claims include, but are not limited to: forced labour, human trafficking, and child labour. Additionally, severe human rights violations may encompass damages that are considered severe due to the number of employees involved or because the damage in question is irremediable. 52) A complaint represents an allegation or concern formally raised, regardless of whether the allegation is substantiated or not after assessment/investigation. Complaints come through multiple channels (Speak Up platform, HR or Legal team, manager, etc.). Only closed complaints, those that have been fully processed and concluded, are counted. 53) Complaints per 100 active headcount ratio is calculated by dividing the number of incidents by the total number of active employees and contingent workers during the reporting period, then multiplying by 100. 54) An incident refers to a substantiated case of non-compliance with the regulation or internal rules performed by our own workforce (employees and contingents). The total number of discrimination, harassment and physical violence incidents is as follows: Harassment – 79, Discrimination – 13, and Physical Violence – 17. 55) Incidents per 100 active headcount ratio is calculated by dividing the number of incidents by the total number of active employees and contingent workers during the reporting period, then multiplying by 100. ===== SIDA 222 ===== S2 Social Disclosures Sustainable Sourcing Sustainable Sourcing Across Our Value ChainS2-ESRS 2 SBM-3 As outlined in the ESRS 2 IRO-1: Our Double Materiality Assessment Process section of Our Sustainability Strategy, we have identified Sustainable Sourcing as one of our ESG-related material topics. Our identified IROs related to Workers in the value chain are presented below. The legend explaining the type of IRO, value chain location, and time horizon is provided in section ESRS 2 SBM-3: Our Material impacts, Risks, and Opportunities. ESRS Verisure Material Topic Impacts, Risks, and Opportunities Type of IRO Value Chain Location Time Horizon S2 Sustainable Sourcing Our Supplier Standards and Ethical Code promote fair labour practices and safe conditions across the value chain, strengthening workforce stability, supporting service quality, and reducing legal or reputational risks while creating long-term value. Sustainable Sourcing P o t e n t i a l s u b - p a r s u s t a i n a b i l i t y p e r f o r m a n c e a m o n g o u r s u p p l i e r s a n d a c r o s s the broader value chain could lead to reputational harm and potential ESG regulatory enforcement. The DMA incorporates inputs from our suppliers and other key stakeholders. We conducted a survey to gather the qualitative insights needed to assess the scale of our IROs and inform the materiality model. Stakeholder perspectives relevant to sustainable sourcing are addressed in the section ESRS 2 SBM-2: Stakeholder Engagement and Priorities of Our Sustainability Strategy and in the Section 172(1) Statement of the Strategic Report. Our Supplier Standards and Ethical Code provide an opportunity to strengthen responsible practices across our value chain by promoting fair labour conditions, safe working environments, and ethical conduct among suppliers. However, a r i s k o f s u b - p a r s u s t a i n a b i l i t y p e r f o r m a n c e a m o n g s u p p l i e r s h a s been identified, especially given the diversity of our global supply chain and the evolving regulatory landscape. The opportunity and the risk therefore interact closely: while our Standards set expectations and drive positive outcomes, the a s s o c i a t e d r i s k p r o m o t e s t h a t w e m a i n t a i n r o b u s t d u e - d i l i g e n c e processes, assess supplier practices continuously, and monitor c o m p l i a n c e a c r o s s t h e E S R S S 2 s u b - t o p i c s t o m i t i g a t e p o t e n t i a l impacts. Verisure has developed a comprehensive understanding of the risks faced by workers with certain characteristics, those working in specific contexts, and individuals engaged in particular activities. This insight has been garnered through a combination of risk assessments, stakeholder consultations, and continuous monitoring. Our commitment to safeguarding all workers is reflected in our policies and practices, which are designed to mitigate risks and promote a safe and inclusive working environment. Our value chain is composed of several types of workers: (i) upstream workers from our suppliers and business partners, and (ii) downstream workers, including the guards managed by third parties we send for on-site assistance, who are also considered our suppliers, and all the emergency services provided by official bodies, such as the police, medical assistance, or fire brigade who should not be considered part of our suppliers. We have several types of suppliers56: • Strategic suppliers: Support the success and strategic goals of Verisure by delivering essential products and services that contribute to business continuity and drive performance across the entire organisation, beyond individual country operations. Strategic suppliers account for 54% of spend, while representing just 2% of the supplier pool. This group includes Third-Party Logistics (3PL) suppliers and the majority of product suppliers, among others: Sustainability Statement 220 V e r i s u r e p l c | A n n u a l R e p o r t 2 0 2 5 56) Verisure’s Procurement function manages around 82% of the total spend of the global organisation. The remaining spend corresponds mainly to marketing media, and purchase orders below €10k, in accordance with the Procurement Policy. The distribution of spend across the different supplier categories is calculated based on this 82%. ===== SIDA 223 ===== • 3PL suppliers: External companies to whom Verisure outsources logistics and supply chain operations, covering functions such as warehousing, transportation, inventory management, order fulfilment, and reverse logistics. These suppliers act as specialised logistics partners, managing a significant part of Verisure’s physical distribution activities. • Strategic product suppliers: Suppliers that provide the components and parts for the alarm devices commercialised by Verisure. • Important suppliers: • Suppliers whose spend is equal to or greater than 1% of total country spend, or who are crucial to Company activities. • Suppliers with annual spend over €500,000. • Important suppliers account for 22% of total spend and represent 3% of the supplier pool. • Standard suppliers: Suppliers that do not meet the criteria for strategic or important status. Standard suppliers account for 24% of total spend and represent around 95% of the supplier pool. Additionally, suppliers are catego rised by tier, based on their position and relationship within the supply chain: • Tier-1 suppliers: Companies from which we purchase products, or services directly. They hold a direct commercial and contractual relationship with us. • Tier-2 suppliers: Companies providing materials, components, or specialised services to Tier-1 suppliers, but not directly to us. They have no contractual relationship with us. • Tier-3 suppliers: Companies supplying goods or services to Tier-2 suppliers, placing them further upstream in the supply chain. Our Sustainable Sourcing Strategy, published in 2023, outlines our efforts and is supported by our Procurement Policy and the following annexes: our Supplier Standards and Ethical Code, our Supplier Diversity Programme, and our Due Diligence process. Our Due Diligence process upholds respect for human rights and environmental sustainability throughout our Company's supply chain and among our suppliers. Most of the 18 countries where we operate are in Europe, benefiting from a robust framework of national and EU labour laws. In 2023 and 2024, we implemented a monitoring process to prevent sourcing from regions identified as being at risk of manufacturing involving child or forced labour. Since then, we have monitored the manufacturing regions for our EMS Tier-2 suppliers, specifically avoiding sourcing from the Xuar region in China. Supplier Ethical Data Exchange Platform (SEDEX) assessments indicate that certain geographies where we source present potential risks of child or forced labour, particularly India (contact centre and uniforms) and China (alarm products and batteries). Our Due Diligence process shows no high risks among our monitored suppliers. We are also reviewing our EMS Tier-2 suppliers by mapping their countries of origin, integrating them into our eSourcing tool, and requiring them to sign our Supplier Standards and Ethical Code. Some components are manufactured in China and other APAC countries that SEDEX flags for higher risks related to child or forced labour. We are closely monitoring these suppliers. Policies Related to Value Chain S2-1 Workers We are firmly committed to sustainable sourcing, upholding high standards of integrity and expecting the same from our suppliers. To integrate ESG principles into our procurement processes, we have developed a Sustainable Sourcing Strategy and a roadmap through to 2030. This roadmap encompasses the concept of Sustainable Sourcing. This roadmap covers ESG risk management, due diligence, and impact assessment within our sphere of influence. Our draft Procurement Policy – currently pending final approval – outlines processes to identify potential risks during the qualification and sourcing phases, before we enter into agreements with suppliers. As part of this, suppliers must provide information about their operations, which we complement with checks against third-party databases to identify potential risks related to finance, legal compliance, ESG issues, data privacy, and information security. Our Procurement Organisation reviews the submitted documents and certifications to assess each supplier’s profile, including company size, organisational structure, financial indicators, and escalation procedures for critical incidents. To qualify, suppliers must also demonstrate compliance with legal obligations concerning taxes, social security, and labour contracts. Key risk-management measures include conducting a Supplier Risk Assessment during qualification and requiring adherence to our Supplier Standards and Ethical Code. By accepting these standards, suppliers affirm their legitimacy, regulatory compliance, and commitment to fundamental principles on Human Rights, Labour, Environment, and ethical business conduct57. Our global Procurement and Supply Chain Director holds the most senior accountability for implementing sustainable sourcing policies. However, the draft Procurement Policy applies to all colleagues across Verisure, including headquarters, countries, and all subsidiaries. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 221 57) It should be emphasised that the workers employed by our suppliers are not part of our workforce, and our interactions occur with the representatives of their companies rather than directly with individuals within the value chain. ===== SIDA 224 ===== Our Supplier Standards and Ethical Code As a member of the UN Global Compact, we are committed to responsible sourcing and to driving positive impacts throughout our supply chain. In 2023, we publicly outlined our strategic objectives for the sustainability of our value chain. We have defined our commitments, approach, and roadmap, complete with clear and measurable objectives. Our Supplier Standards and Ethical Code, outlined in Annex 1 of the draft Procurement Policy, aligns with the 10 Principles of the UN Global Compact and reflects our commitment to responsible and ethical business practices. By agreeing to our Code, suppliers commit to respecting internationally recognised human rights frameworks, including: • The UN International Bill of Human Rights • The Universal Declaration of Human Rights • The International Covenant on Economic, Social, and Cultural Rights and the International Covenant on Civil and Political Rights and its two Optional Protocols • The United Nations Guiding Principles on Business and Human Rights. This commitment includes preventing child labour, forced labour, human trafficking, and other exploitative or abusive practices, and requires suppliers to implement appropriate measures to safeguard the rights and dignity of their workers. Our Supplier Standards and Ethical Code apply to all suppliers approved by our global Procurement and Supply Chain team to conduct business with us. This document is available for reference on our website. We encourage suppliers to use our website’s Speak Up platform to confidentially report any suspected violations of our code or applicable regulations. In 2025, no grievances were reported against our supply chain practices. If needed, we will provide support to any supplier requiring help to implement the Supplier Standards and Ethical Code. Since 2022, we have required all suppliers to accept and follow these Supplier Standards to participate in our tenders and secure contracts. As of 2025, 99.96% of suppliers registered and qualified in our eSourcing management tool have signed the Supplier Standards and Ethical Code. Additionally, 100% of our Strategic and Important suppliers have submitted all required documentation to confirm their commitment to our standards. This requirement reinforces our expectation that all suppliers comply with our business ethical standards, including: • Compliance with all applicable laws and regulations: Suppliers must adhere to all relevant laws, regulations, and standards that pertain to their industry and the countries where they operate. • Security: Suppliers are responsible for maintaining robust security at all production and warehousing locations. They must implement supply chain security measures to prevent unauthorised movement of cargo in outbound shipments. Each supplier facility must have documented security procedures that confirm adequate security controls are in place. • Employment practices: We expect our suppliers to respect their employees and make continual efforts to improve their working conditions. This includes providing fair wages and benefits, reasonable working hours, avoidance of child labour and forced labour, non-discrimination, freedom of association, safe working conditions, and adherence to human rights standards. • Conflict Minerals: We expect our suppliers to conduct due diligence to identify any potential presence of conflict minerals in goods delivered to us. We may also require them to provide relevant documents, information, and evidence as necessary. • Gift and Gratuity Policy: Our colleagues are prohibited from soliciting or accepting any gifts, gratuities, or other monetary incentives as a condition of conducting business. We expect suppliers to report any such requests or demands to us and to refrain from offering gifts or gratuities before or during the business relationship. • Bribery, corruption, and fraud: Suppliers must comply with all relevant laws and regulations regarding bribery, corruption, and fraud. They must not engage in any form of bribery, payment, or improper advantage with public officials, international organisations, or third parties, either directly or indirectly. We also require our suppliers to maintain a compliance verification process to support compliance with these regulations. • Freedom of expression and data protection: Our suppliers must respect the rights to privacy and freedom of expression within their operations. We expect all suppliers to implement robust security controls and take necessary precautions to prevent unauthorised data disclosures, thereby protecting the interests of data subjects. All these initiatives form a crucial part of our Sustainable Sourcing Strategy, which we will continue to develop over the coming years. Processes for Engaging with Value S2-2 Chain Workers About Impacts We recognise that workers in our value chain may be affected by the activities of our suppliers and business partners. As part of our responsible sourcing framework, we have established mechanisms to safeguard fair working conditions and allow concerns to be raised. While we do not directly engage with workers employed by our suppliers, we seek to understand and address worker-related matters in our value chain through established indirect engagement channels. These mechanisms allow us to exercise leverage and promote responsible labour practices across our value chain, including: • Formal communication with suppliers and their authorised representatives • Contractual obligations embedded in the Supplier Standards and Ethical Code • The availability of our Speak Up grievance mechanism. Sustainability Statement Social Disclosures continued 222 Verisure plc | Annual Report 2025 ===== SIDA 225 ===== All workers in our supply chain can confidentially report grievances or concerns through the Verisure Speak Up channel, which we reference in our Supplier Standards and Ethical Code and make publicly accessible via our corporate website. The Speak Up platform is accessible to internal and external stakeholders, including suppliers, customers, former colleagues, and candidates. For example, a supplier’s representative may use the Speak Up channel to report a potential labour rights concern, such as a health and safety incident, which then triggers our review and follow-up process. After implementing this grievance mechanism, the Procurement and Supply Chain Director formally communicated its availability and functionality to suppliers registered in our eSourcing system. We investigate reports received through the Speak Up channel in line with our internal policies and procedures. Where concerns are substantiated, outcomes may include corrective actions, contractual enforcement measures, remediation requirements, or other supplier management decisions. In this way, perspectives raised through the grievance mechanism inform our approach to managing actual and potential impacts within our value chain. We engage on an ad hoc basis when concerns are raised, and do not operate structured, recurring consultation forums with value chain workers. We assess the effectiveness of this engagement mechanism by monitoring the number and nature of reported cases, reviewing investigation outcomes, tracking resolution timelines, and evaluating corrective actions taken. Management periodically reviews findings to identify potential systemic issues and inform improvements to supplier oversight processes. We do not conduct targeted outreach to specific categories of value chain workers who may be particularly vulnerable or marginalised. However, our supplier due diligence and risk assessment processes help us identify contexts where labour- related risks may be heightened, and the principles set out in our Supplier Standards and Ethical Code apply to all workers within our supply chain. We have not adopted a general, proactive engagement process directly involving value chain workers beyond the mechanisms described above. Processes to Remediate Negative S2-3 Impacts and Channels for Value Chain Workers to Raise Concerns We are committed to addressing and remediating negative impacts affecting workers in our value chain whenever we identify them. If we determine that we have caused or contributed to a negative impact, or are directly linked to it through business relationships, we aim to use our influence to put suitable corrective and remedial measures in place. Our general approach to remediation forms part of our responsible sourcing and business conduct framework. When we identify potential or actual negative impacts through due diligence, supplier monitoring, or grievance mechanisms, we engage with the relevant supplier to investigate the matter, determine root causes, and define corrective action plans. Channels for Raising Concerns Value chain workers can raise concerns directly with us through the Speak Up channel. This mechanism is accessible to external stakeholders and allows concerns to be submitted confidentially and, where permitted by law, anonymously. For more information about the Speak Up channel, see section S2-2 : Processes for Engaging with Value Chain Workers About Impacts section. Tracking, Monitoring, and effectiveness We assess and investigate concerns raised through the channel in line with our internal policies, standards, and applicable laws. We categorise cases by subject matter, and define appropriate actions based on our findings. Substantiated cases may result in corrective actions, remediation requirements, disciplinary measures, or contractual consequences. Awareness, Trust, and Protection against Retaliation Our Speak Up Framework includes safeguards to protect individuals who raise concerns in good faith. Verisure prohibits retaliation and is committed to protecting the identity of individuals who report concerns or are involved in investigations, in accordance with our Business Conduct policies (see more in G1-1: Business Conduct Policies and Corporate Culture in the G1 Ethics & Integrity chapter). Verisure does not conduct direct surveys or consultations with value chain workers to assess awareness levels. How We Address Labour Risks and S2-4 Opportunities in Our Supply Chain Due Diligence Process We acknowledge that our operations have a meaningful impact on people and the environment, and we recognise our responsibility to prevent, mitigate, and minimise adverse effects across the value chain. Through our Due Diligence process, we proactively identify the most significant human rights, and environmental risks in our supply chain. Our Procurement team leads this process, supported by a cross-functional group that includes Procurement Compliance, Direct and Indirect Procurement, and Supply Chain Risk Management teams. In 2025, we enhanced our due diligence process for our suppliers, including Tier-2 suppliers, and EMS subcontractors. In line with the value chain worker opportunity highlighted in our DMA, we are extending due diligence across additional supplier tiers to help improve labour practices and safeguard workers’ rights throughout the value chain. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 223 ===== SIDA 226 ===== Our ambition is for our key suppliers to develop and apply their own due diligence processes, which helps them to better understand and oversee the practices of their subcontractors. We require suppliers to comply with our expectations on employment rights, human rights, health and safety, fair wages, and the prohibition of child and forced labour, as well as maintaining zero-tolerance for discrimination. To reinforce these expectations, we are embedding ESG requirements into procurement templates (RFQs, tenders, award documents, contracts, and SLAs58) and incorporating ESG performance into our Supplier Evaluation process. By strengthening supplier expectations and processes, we aim to drive positive impacts by improving labour conditions and protecting workers’ rights across our value chain. Our Sustainable Sourcing Strategy includes a due diligence framework that identifies the most significant human rights and environmental risks within our supply chain. In 2025, supplier risk assessments did not reveal any human rights issues or incidents. Our due diligence process includes the following key steps: • Supplier risk assessment in qualification: Since 2022, we have partnered with Bureau Van Dijk (now Moody’s) to evaluate financial, legal, and ESG risks during the supplier qualification phase. By the end of 2025, 100% of our Strategic and Important suppliers and 22% of all our suppliers qualified in the eSourcing tool (Jaggaer-Bravo) had received an ESG rating. Following the strategic partnership between Moody’s and MSCI in 2025, we are migrating ESG ratings to the MSCI database, which will provide ratings for several standard suppliers that have not yet received a rating by Moody’s. Suppliers without an external ESG rating must complete an ESG questionnaire during the qualification phase in our eSourcing tool. This questionnaire evaluates their ESG performance and policies, assigning a score based on their responses. The key areas of focus include: • An established environmental policy and compliance procedures • A strategy to address climate change, and procedures to measure and monitor environmental impacts • A code of conduct covering labour rights and working conditions • Procedures to support compliance with the code of conduct on labour rights and working conditions • A due diligence process to identify potential negative impacts on human rights and the environment within the supply chain • A grievance mechanism that allows stakeholders to raise concerns related to ESG matters • A Corporate Governance Code. If suppliers cannot accept our Supplier Standards and Ethical Code, we review their own code for alignment before doing business with them. In 2025, we enhanced our due diligence process among our suppliers by joining SEDEX, aiming to perform ESG ratings for Tier-1 and Tier-2 suppliers not rated by Moody’s or MSCI, and to conduct on-site audits through SEDEX-approved audit companies, following the internationally recognised Sedex Members Ethical Trade Audit (SMETA) methodology. • Supplier Standards and Ethical Code. Please refer to S2-1 for more information. • Supplier audits: We conduct annual supplier audits, either on- site or online, using self-assessment questionnaires for our Strategic Product Manufacturers and Third-Party Logistics suppliers59. These audits allow us to monitor various aspects of their business operations, including financial performance, ESG practices, and working conditions within their facilities. During these audits, we assess supplier compliance with labour laws, health and safety regulations, environmental standards, human rights, business ethics, and other pertinent topics. Suppliers unwilling to join SEDEX and follow this process must provide a Responsible Business Alliance (RBA) audit report or a similar valid report, with action plans in place for non-conformities. Non-compliances identified through SEDEX, RBA, or online assessments are addressed through supplier action plans with defined deadlines, monitored through follow-up reviews, with corrective actions. • Due Diligence on EMS Tier-2 suppliers: In 2023, we began mapping Bills of Materials from our EMS Tier-2 suppliers to identify potential impacts on human rights, labour, and the environment arising from component manufacturers’ ESG practices. This process includes assessing country risks, compliance with environmental standards – such as the EU Restriction of Hazardous Substances in Electrical and Electronic Equipment (RoHS) Directive and the EU Registration, Evaluation, Authorisation, and Restriction of Chemicals (REACH) Regulation – adherence to conflict minerals regulations, and reviewing ESG third-party ratings. In 2024, we extended our mapping to Tier-3 product plastic suppliers and began engaging with our Original Design Manufacturers (ODMs) to follow up on the due diligence practices in their supply chains. Regarding conflict minerals, we require our Strategic and Important suppliers to demonstrate that none of the components they supply contain 3TG metals originating from covered countries (the Democratic Republic of the Congo and adjoining nations). • Grievance mechanism: All supply chain workers can report concerns confidentially through our Verisure Speak Up channel, which we reference in our Supplier Standards and Ethical Code and make publicly available on our corporate website. For more information about the Speak Up platform, see section S2-2: Processes for Engaging with Value Chain Workers About Impacts. • ESG due diligence requirement letter in supplier contracts: In 2025, we began incorporating ESG due diligence requirements into our framework agreements with strategic suppliers. Sustainability Statement Social Disclosures continued 224 Verisure plc | Annual Report 2025 58) Service Level Agreement. 59) For online audits. ===== SIDA 227 ===== Currently, 92% of suppliers in scope have already signed the ESG requirement letter, committing to implement due diligence procedures across their operations. In 2025, our ESG supplier assessments, as well as online and on- site audits and compliance assessments against our Supplier Standards and Ethical Code, did not reveal any human rights issues. This includes no cases of child labour, forced labour, or human trafficking. Supplier Risk Assessment We identify and address potential risks faced by supply chain workers through risk assessments, stakeholder consultations, and continuous monitoring, demonstrating our commitment to promoting a safe and inclusive working environment. Throughout 2025, we regularly engaged with our Strategic Product Suppliers and Third-party Logistics Providers to assess their ESG impacts and develop mutual improvement plans. We also monitored their ongoing sustainability initiatives. By supporting continuous ESG performance improvements among key partners, these engagements contribute to better working conditions and positive impacts for value chain workers, in line with our DMA opportunity. We hold biannual meetings with each strategic product and logistics supplier to review KPIs related to: • Energy consumption • Green Energy utilisation • GHG emissions • Waste management. Notably, 92% of our product and logistics spend goes to suppliers who actively share their ESG efforts with us. The breakdown of these initiatives is as follows: • 90% of suppliers have established CO2eq emission reduction targets • 70% have waste reduction targets • 80% have renewable energy goals • 100% hold ISO 9001 certification • 100% have an environmental policy in place • 95% hold ISO 14001 certification • 55% have obtained either Occupational Health and Safety Assessment Series (OHSAS) or ISO 45001 certification • 75% have a CSR Policy and 60% a DEI policy • 75% have a Supplier Code of Conduct. By incorporating sustainability considerations into our risk management practices, we aim to improve resilience and working conditions, promote responsible business behaviour, and build long-term value for all stakeholders. Supplier Diversity Programme We are committed to integrating sustainability and diversity into all procurement practices and to supporting suppliers in acting responsibly. As part of this commitment, we launched our Supplier Diversity Programme in early 2023 to formally promote diversity within our supply chain. In line with the value chain worker opportunities identified in our DMA, this programme promotes equal access to tenders for minority and vulnerable suppliers, creating positive social impact. The categories of diverse suppliers include: • SMEs (Small and Medium Enterprises): Businesses with fewer than 100 employees • MOBs (Minority-Owned Businesses): Businesses with more than 50% minority ownership • WOBs (Women-Owned Businesses): Businesses with more than 50% women ownership • WISEs (Work Integration Social Enterprises): Businesses where most employees are people with disabilities or from vulnerable groups • SDBPs (Strong Diverse Business Practices): Companies that demonstrate robust diversity through established policies and implemented processes, including: • A Supplier Diversity Programme that addresses gender, ethnicity, age, disability, and other minorities representation • Governance and procedures that promote diversity in the workplace • Targets and reporting mechanisms that monitor the percentage of women in both staff and management positions • An Equal Pay Policy that aims for parity between men and women. Currently, 44% of our supplier base consists of diverse suppliers. The breakdown is as follows: • 5.7% are WOBs, MOBs, and WISEs • 25.4% are SMEs • 13% are SDBPs. Our goal is to increase the representation of MOBs, WOBs, and WISEs, aiming to reach 10% of qualified diverse suppliers by 2030. In 2026, we will continue to expand engagement with SMEs, WOBs, MOBs, and WISEs, prioritising partners with strong diversity strategies and governance structures. Our Procurement and Supply Chain team monitors potential suppliers for compliance with our diversity criteria. When a supplier qualifies as a diverse business and can provide the requested product or service, we are committed to inviting them to participate in tender awards, allowing them to compete on equal footing with other suppliers. A designated supplier diversity sponsor oversees compliance with the Supplier Diversity Programme, builds a diverse supplier pool, provides training to buyers, and tracks our progress against targets. Our Procurement and Supply Chain department manages all sustainability-related actions concerning workers in our supply chain, allocating resources to address our current IROs. Notably, all colleagues in this department have sustainability- focused goals incorporated into their professional performance objectives. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 225 ===== SIDA 228 ===== Measuring Progress on Sustainable S2-5 Sourcing Targets Our approach to sustainable sourcing is guided by clear annual targets and measured performance, driving progress in supplier engagement, ESG integration, and supplier diversity. To accelerate our impact, we have reinforced our commitments to the 2030 targets. Our new targets: • Supplier acceptance of our Ethical Code60: • 100% by 2025 • Strategic product suppliers evaluated via audit61: • 100% by 2025 • 80% via on-site audits by 2030 • Suppliers rated in ESG62: • 100% of strategic and important suppliers by 2025 • 50% of standard suppliers (>€100k spend) by 2030 • Diverse suppliers (WOBs, MOBs, and WISEs) qualified63: • 10% by 2030 These targets were originally set in 2021 and reassessed in 2025 by the global Procurement & Supply Chain organisation and approved by the Board. Our targets were set using a practical, risk-based, and capacity-driven approach rather than a formal methodology. Supplier Ethical Code acceptance targets reflect our ability to roll out requirements across procurement. Audit and ESG-rating targets focus on reducing supply-chain ESG risks and increasing supplier engagement over time. Targets for diverse supplier qualification aim to promote diversity and inclusion within our supplier pool. Progress against these targets is monitored quarterly through defined performance indicators, allowing us to track implementation, assess effectiveness, and support continuous improvement across our supplier base64. Our performance in 2025: • 99.96% of suppliers registered in the eSourcing Tool and qualified to do business with us have signed the Supplier Ethical Code. • 100% of our Strategic Product suppliers have been audited by our Procurement Organisation, and 45% were evaluated via on-site audits. For more information regarding supplier audits, please refer to the Due Diligence Process section under S2-4. • 100% of our Strategic and Important suppliers qualified in the eSourcing tool (Jaggaer-Bravo) have been rated in ESG, and 17% of standard suppliers (> €100k spend) qualified in our eSourcing tool have been rated in ESG. • 5.7% of enterprises qualified to do business with us are women-owned, minority-owned, and work integration social enterprises. Detailed information can be found in the Supplier Diversity Programme section of this chapter. In October 2025, we successfully achieved an 82% in the ISO 20400 Sustainable Procurement audit review (vs 79.5% in 2024), and we aim to confirm this guideline standard in 2027. These targets align with our commitment to the four strategic objectives of the UN Sustainable Development Goals, following the guidelines of the ISO 20400. These objectives have been clearly communicated to the organisation and are monitored regularly. Our four strategic objectives are: • To minimise our impact on the environment • To use resources efficiently • To protect human and labour rights • To promote access to opportunities and inclusion. Sustainability Statement Social Disclosures continued 226 Verisure plc | Annual Report 2025 60) Baseline year: 2021. Baseline value: 0% supplier acceptance of our Suppliers Standards & Ethical Code in 2021. 61) Baseline year: 2021. Baseline value: 0% strategic product suppliers evaluated via audit. In 2025, we added a target for on-site audits since the 100% of our strategic product suppliers have been audited online by 2025. 62) Baseline year: 2021. Baseline value: 0% suppliers rated in ESG in 2021. In 2025, we extended this target to standard suppliers as the target for strategic and important has been reached in 2025. 63) Baseline year: 2021. Baseline value: 0% suppliers qualified (including all types of diverse suppliers) in 2021. In 2025, we have reassessed this target in order to promote, among all diverse suppliers, WOBs, MOBs & WISEs suppliers. 64) It should be emphasised that the workers employed by our suppliers are not part of our workforce, and our interactions occur with the representatives of their companies rather than directly with individuals within the value chain. They have not been engaged in setting the targets and are neither communicated on targets’ performance. ===== SIDA 229 ===== S3 Social Disclosures Community Impact Our Community Impact Approach and Strategic FrameworkS3-ESRS 2 SBM-3 As outlined in the ESRS 2 IRO-1: Our Double Materiality Assessment Process section of Our Sustainability Strategy, we have identified Community Impact as one of our ESG-related material topics. Our identified IROs related to Affected Communities are presented below. The legend explaining the type of IRO, value chain location, and time horizon is provided in section ESRS 2 SBM-3: Our Material Impacts, Risks, and Opportunities. ESRS Verisure Material Topic Impacts, Risks, and Opportunities Type of IRO Value Chain Location Time Horizon S3 Community Impact Direct and indirect job creation contributes to the social and economic development of local communities. Community Impact By harnessing our colleagues’ volunteering time, skills, expertise, and other resources, Verisure’s community impact initiatives promote social and labour inclusion for vulnerable groups. Beyond providing peace of mind to our customers, Verisure is proud to make a significant positive impact in the communities we serve by promoting social inclusion and by creating direct employment opportunities for our colleagues and indirect jobs for our suppliers. We also understand that our responsibility to society extends beyond the bounds of our business. The perspectives of our stakeholders that inform the identification of our IROs related to our community impact are addressed in the ESRS 2 SBM-2: Stakeholder Engagement and Priorities section of Our Sustainability Strategy and in the Section 172(1) Statement of the Strategic Report. Verisure includes within the scope of its disclosures all affected communities that are reasonably likely to experience material impacts arising from our own operations and value chain activities. These communities primarily include local areas where we operate, as well as vulnerable individuals and groups supported through community initiatives and job seekers benefiting from direct and indirect employment opportunities. Impacts may arise directly through Verisure’s operations, as well as indirectly through business relationships with suppliers and partners. The material impacts identified primarily relate to specific groups within these communities, including vulnerable individuals and groups identified in our CSR Strategic Framework. Our CSR strategy focuses on supporting vulnerable populations in need of protection in the communities where we operate, through volunteering and ad hoc initiatives. This approach enables us to make a significant difference by leveraging our expertise, geographical footprint, and the nature of our business. We monitor metrics related to affected communities internally using operational and human resources data, and, where relevant, information provided by local entities and social partners involved in community initiatives. Our methodologies are based on consolidated reporting processes shared across our geographies, applying consistent definitions and calculation criteria for better comparability over time. These metrics are not subject to external validation or assurance. Our global CSR strategy, formalised in 2023, provides a unified framework for guiding our social impact initiatives. This framework sets shared priorities while allowing local flexibility, supporting initiatives that foster inclusion, empowerment, and access to opportunities for specific vulnerable individuals and groups. It also enables us to respond to different community needs across our geographies, and helps us mitigate potential negative impacts. Our ESG Operative Committee monitors and validates the impact of our CSR strategy at the Company level and manages its implementation across our geographies and functions. As part of the ESG structure, our ESG team oversees the development of the CSR strategy across our geographies, aiming to maximise positive impact by sharing best practices and implementing global initiatives. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information V e r i s u r e p l c | A n n u a l R e p o r t 2 0 2 5 227 ===== SIDA 230 ===== Verisure Corporate Social Responsibility Strategic Framework VISION/MISSION ‘We protect what matters most by having a positive impact on our communities.’ DIRECT BENEFICIARIES More vulnerable populations in need of protection in our communities, including disadvantaged children, elderly people, vulnerable women, and other groups at risk of social exclusion. INITIATIVES, PROJECTS We leverage the time, expertise, and knowledge of our colleagues and close communities to enhance the safety and security of our communities both now and in the future. Additionally, we selectively offer our products and services for protection, along with targeted financial donations. LEGAL UMBRELLA We provide the appropriate legal vehicle for each initiative, Verisure, a foundation, an association, or collaborations. GEOGRAPHIC SCOPE We focus on supporting the communities in the geographies where we operate. In exceptional cases, we also contribute to important global causes, focusing on the communities we are connected to. Key Enablers OPERATIONAL Values: Verisure Star CSR Policy Guidelines Collaborations with entities TRACKING KPI Monitoring By collaborator. By project. Governance Decision-making on a global level, budget allocation, project approval COMMS/ MARKETING Logo & visual assets External/Internal Communication Best practice sharing Policies Related to Affected S3-1 Communities We uphold high moral, ethical, and legal standards in our business practices, understanding that how we engage is fundamental to our impact on our communities. In 2024, Verisure approved a global CSR Policy, making it accessible to all our colleagues. This policy communicates our commitment and engagement with communities across our footprint to colleagues and other relevant stakeholders. It also serves as a reference to guide the consistent implementation of CSR initiatives across all our geographies and functions. Our CSR policy supports key IROs, including direct and indirect job creation as a driver of social and economic development in local communities, and the promotion of social and labour inclusion for vulnerable groups through employees’ volunteering time, skills, and expertise. We embed oversight and monitoring of CSR-related commitments within our broader governance and control framework. This Policy should be read in conjunction with the Verisure Code of Conduct and the Verisure Anti-Bribery Policy. The positive social impacts identified in our IRO assessment are intrinsically linked to the principles in our Code of Conduct, which establishes the ethical framework for the responsible delivery of our services. We are committed to upholding human rights and labour standards in the communities where we operate, both in our operations and throughout our supply chain. This commitment is guided primarily by our Code of Conduct and Speak Up Policy (see section S1-1: Policies Related to Our Workforce section in the S1 Own Workforce chapter), and secondarily by our Supplier Standards and Ethical Code, which is supported by our Supplier Due Diligence processes (see section S2-1: Policies Related to Value Chain Workers of the S2 Sustainable Sourcing chapter). Further information about Compliance governance, policies, and procedures can be found in section G1-1: Business Conduct policies and Corporate Culture of the G1 Ethics & Integrity chapter. Community Engagement ProcessesS3-2 We engage with affected communities through both regular and ad hoc structured dialogue mechanisms, enabling us to identify needs, assess potential impacts, and align our actions with strategic priorities. Regular engagement occurs at least annually, whereas ad hoc engagement is initiated in response to specific projects, community needs, or significant developments related to our activities. We work with local non- governmental organisations (NGOs) to identify and address specific social needs and opportunities related to employability, developing initiatives that align with our CSR Framework and are relevant to the communities we serve. Sustainability Statement Social Disclosures continued 228 Verisure plc | Annual Report 2025 ===== SIDA 231 ===== Our CSR strategy is grounded in a strong commitment to building meaningful and lasting relationships with the communities where we operate, particularly by forming alliances that support vulnerable groups such as disadvantaged children, elderly people, vulnerable women, and other groups at risk of social exclusion. In France and Spain, this commitment is supported through dedicated associations and foundations that serve as key platforms for community engagement, working closely with local stakeholders to channel resources effectively and support initiatives that generate long- term social value. In Spain, for example, we assess awareness and perception of our CSR initiatives through a biannual Brand Track survey, gathering insights from a representative sample of the country’s population to monitor progress and guide improvements. For more information about initiatives that generate a positive impact for affected communities, see S3-4 : Our CSR Impact. At Verisure, Human Resources Directors (HRDs) and country managers are responsible for driving effective community engagement under the leadership of our Chief Human Resources, Communications, and ESG Officer and our Management Team. Finally, in Spain and France, our community impact strategy is supported by two corporate entities that enable us to focus our efforts and maximise the impact of our CSR performance: the Verisure Foundation and the Verisure Association. Verisure Foundation in Spain The Verisure Foundation, based in Spain, is a corporate foundation officially registered with the Spanish Ministry of Justice since November 2023. It plays a key role in implementing our CSR strategy in Spain and is committed to delivering projects that create a tangible impact in our communities. At the Verisure Foundation, ethics and transparency are embedded in our DNA, guiding every action and collaboration. This commitment is reflected in our adoption of leading international compliance standards, which strengthen stakeholder trust and support the long-term sustainability of our work. To reinforce this approach, it obtained UNE 19601 and ISO 37001 certifications, underscoring our dedication to compliance excellence and the prevention of criminal and corruption risks. Verisure Association in France In 2024, our French subsidiary officially established its corporate association, L’Association Verisure. The association supports a major national cause: assisting victims of domestic and family violence, particularly women and children. In the same year, l’Association Verisure launched a partnership with the French association ‘FEMMES avec…’ to support Verisure colleagues and customers who have experienced domestic violence. The Verisure Association has also been marked by rich exchanges and cooperation with numerous external stakeholders, including public authorities, judicial and security institutions, companies, and specialised associations. Our CSR Impact S3-4 Verisure’s CSR action plan is organised around global lines of action that provide a common framework for integrating initiatives across our geographies. Through these actions – community volunteering initiatives, direct and indirect job creation – Verisure reinforces its role as a trusted social actor and contributes to community well-being, while respecting fundamental rights. The effectiveness of these actions is assessed through defined performance indicators, stakeholder feedback, and regular internal reviews, allowing us to monitor progress and adjust initiatives where necessary. Verisure Volunteer Programme At Verisure, we empower our colleagues to engage in the communities where we operate in community support activities by providing an increasing range of opportunities through our Volunteer Programme. The implementation timeline of the Verisure Volunteer Month is established on a yearly basis in line with local community needs and business growth. We encourage our colleagues to dedicate their time and skills to volunteering activities, fostering a sense of belonging and pride in our collective efforts to support the communities we serve by living our DNA. In 2025, 1,659 Verisure volunteers, 597 more volunteers than in the previous year, dedicated a remarkable 6,340 hours, an increase of 1,997 hours compared to the previous year, to addressing community needs – living our DNA by Making a Difference. In 2024, we launched the Verisure Volunteer Month, a global initiative designed to unify and enhance our volunteer activities across all countries. During the second edition of the Verisure Volunteer Month in May 2025, we organised 67 volunteering opportunities that engaged 923 colleagues across our geographies. The following examples illustrate volunteering initiatives supported across our geographies and focus areas: With a strong focus on corporate volunteering, the Verisure Foundation in Spain partners with local NGOs and drives in- house programmes aligned with our global CSR objectives. In 2025, it reached more than 12,200 beneficiaries across Spain, thanks to the dedication of 598 volunteers, who contributed over 2,656 hours to social initiatives. Beneficiary data is compiled through post-activity reporting processes and information provided by partner organisations. While based on the available data, figures may include reasonable estimates and are subject to standard reporting limitations. These efforts include tackling school bullying, promoting employment opportunities for vulnerable groups, and addressing unwanted loneliness among older adults. As an example, over the course Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 229 ===== SIDA 232 ===== of one week, a team of 19 volunteers took responsibility for operating the Teléfono Dorado, a national free helpline supporting older people experiencing emotional isolation. In Peru, colleagues participated in a volunteer activity in collaboration with the Asociación de las Bienaventuranzas, focused on fostering meaningful human connections and supporting local residential care homes. Volunteers improved the living environment through cleaning activities, supported daily operations by assisting in the kitchen, and spent time accompanying residents through conversation and attentive listening. This included creative spaces for painting and drawing activities to encourage self-expression and creativity. Colleagues from Argentina invested their time supporting families in vulnerable contexts in collaboration with Hábitat para la Humanidad. Volunteers took part in implementing housing improvements in La Matanza, in the western area of Buenos Aires, as well as in Italy, where Verisure colleagues participated in a community initiative supporting older adults in collaboration with Associazione Salvamamme. Over two days in May, 50 volunteers dedicated their time and skills organising recreational and well-being activities designed to foster connection, inclusion, and joy among elderly participants. In Brazil, 60 colleagues participated in two social initiatives held in the city centre of São Paulo in collaboration with Associação Mãos na Massa. Across two days in May, we supported people experiencing homelessness through welcoming, active listening, and direct engagement. We distributed meals funded by Verisure, reaching approximately 800 individuals. Finally, in Sweden, Verisure continued its collaboration with Östergötlands Stadsmission in 2025, where colleagues volunteered to refurbish one of the organisation’s supported housing facilities (HVB) in Linköping for women affected by gender-based violence and other vulnerable situations. The Verisure Association in France supported Les Papillons, an organisation dedicated to helping children who are victims of domestic violence. In this context, a volunteer and solidarity initiative was organised, raising €11,420 through the involvement of 700 donation boxes placed by employees in partner local shops. In December 2025, Les Papillons organised another event for the children of Verisure employees, focusing on school bullying. Verisure Academy for Protection We provide comprehensive awareness, training and educational resources on CSR-related topics to our colleagues and external audiences, focusing on protecting vulnerable people across our footprint. As part of the Verisure Academy for Protection, we launched a pilot training programme for our Alarm Receiving Centre (ARC) teams to identify and manage potential cases of gender-based violence, contributing to early detection and rapid communication with relevant authorities and supporting more effective and targeted emergency responses. The objective is to progressively extend this training programme to all local ARCs during 2026. This initiative aims to strengthen the capacity of frontline colleagues to recognise warning signs, respond appropriately, and act with sensitivity when handling alerts that may involve situations of violence against women. The initial pilot, with participants from the Spanish ARC team, reflects our commitment to responsible practices and to equipping our teams with the knowledge and tools needed to support affected individuals, while contributing to improved protection outcomes for vulnerable groups. Further information in relation to early detection and rapid communication to increase the efficiency of public security resources is addressed in S3-2 : Community Engagement Processes. In France, the Verisure Association has implemented a domestic violence prevention and response programme for its 300 managers. This programme highlights the impact of domestic violence, the importance of supporting victims, and its direct link to Verisure’s mission: protecting people. In 2025, this training programme continued to equip Verisure teams to respond appropriately when they witness, detect, or suspect situations of domestic violence, taking into account the realities of their roles. The training provides practical tools to identify risk situations, listen and respond appropriately, and take action without putting themselves at risk, while respecting professional boundaries and legal obligations. As a result, 474 employees received one full day of in-person training across France. These sessions targeted teams in direct contact with those we protect, including sales managers, field maintenance teams, and monitoring centre teams. Job Creation In relation to direct and indirect job creation that contributes to the social and economic development of local communities, we take pride in fostering opportunities for professional growth and greater social inclusion by creating jobs and offering career pathways in the regions where we operate. Job creation is intrinsically linked to business growth and monitored on a yearly basis. Over the past year, we have created 1,287 new jobs across Europe and Latin America, representing an increase of 868 jobs compared to the previous year. Additionally, as a result of the acquisition of ADT, 704 employees have joined our workforce, of which 20 represent newly created Verisure positions, distinct to former ADT employees. We provide meaningful career prospects that promote individual development and contribute to the well-being of families within our local communities. We firmly believe in employment as a powerful driver of social inclusion. As an example, members of the recruitment team and HR Business Partners in Argentina participated in an initiative in collaboration with Fundación EMPUJAR, supporting young people from vulnerable backgrounds in their first steps towards the labour market. Through virtual mock interviews, colleagues shared practical guidance on communication skills, navigating recruitment processes with confidence, and improving CVs to strengthen future applications. This initiative reflects our commitment to empowering young people and creating real opportunities for those at the beginning of their professional journey. Sustainability Statement Social Disclosures continued 230 Verisure plc | Annual Report 2025 ===== SIDA 233 ===== Many of our colleagues, particularly in Sales and Operations, hail from diverse educational and professional backgrounds. We are committed to nurturing their potential by providing training and equipping them with the skills necessary for leadership and career growth within our organisation. Our most significant investment in training is in our Sales and Operations academies, where we offer the most structured programmes, supported by a large number of internal trainers drawn from our top-performing sales managers. Lastly, it’s important to highlight that most of our team leaders and managers in Sales began their careers in entry-level positions. This approach is a deliberate aspect of our business strategy, as we prioritise the growth and development of talent based on merit and motivation, rather than solely on educational qualifications. Job creation is an ongoing commitment aligned with the Company’s business growth strategy, with actions implemented continuously in line with operational needs. Further information about job creation is provided in section S1-6 : Representation of our S1 Own Workforce chapter. Other lines of action As a pioneering and transformative initiative in the fight against unwanted loneliness among older adults, Desoledad was born within the Verisure Foundation. It is a dynamic space for social collaboration that integrates knowledge, experience, and solutions, aspiring to become a benchmark in the fight against social isolation. With the launch of the Desoledad report, Verisure Foundation has taken a further step: it represents a commitment to a comprehensive, preventive intervention model that places older people at the centre. Its main lines of action include providing purposeful emotional support, activating community networks for early detection of risk situations, and responsibly using technology to bridge the digital divide without losing human contact. The next steps of the Desoledad project focus on strengthening its strategic framework through the creation of an Expert Committee to provide rigour and governance, launching in 2026 a social innovation pilot to generate evidence on purpose-driven support for older adults, and deploying a structured line of socialisation initiatives designed to enhance community impact and enable future scalability of the model. Finally, in addition to the CSR actions, we remain responsive to the urgent needs of our communities, such as natural disasters, by providing support to the communities where we operate. Measuring Progress on Community S3-5 Impacts While Verisure has no externally communicated CSR quantitative targets related to affected communities, our approach to managing impacts, risks, and opportunities in our communities is guided by clear policies and long-term commitments related to our impact. Our ambition is evaluated through quantitative indicators disclosed in S3-4 : Our CSR Impact. We evaluate the performance and effectiveness of our actions in relation to the material IROs identified for affected communities through the following quantitative indicators. These metrics are monitored annually through the CSR reporting process and consolidated at Company’s level. Direct and indirect job creation contributes to the social and economic development of local communities. The following metrics are used to assess performance and effectiveness in relation to this IRO: • Total net employee hires By harnessing our colleagues’ volunteering time, skills, expertise, and other resources, Verisure’s community impact initiatives promote social and labour inclusion for vulnerable groups. The following metrics are used to assess performance and effectiveness in relation to this IRO: • Number of employees participating in at least one volunteering activity • Number of hours spent in volunteering activities by employees • Number of beneficiaries reached Beneficiary data is compiled through post-activity reporting processes and information provided by partner organisations. While based on available data, figures may include reasonable estimates and are subject to standard reporting limitations. In particular, beneficiary numbers may combine direct and indirect beneficiaries, and in certain cases rely on reporting methodologies defined by partner organisations. Our ambition is to increase the scale and reach of our community impact annually, strengthening volunteering engagement and extending the number of beneficiaries supported. Established in 2023, the Company’s CSR Framework also marks our baseline year for measuring progress, while our community impact approach continues to evolve. As the framework continues to consolidate, Verisure will assess the feasibility of setting targets aligned with the nature of its community-related impacts and local contexts. Verisure assesses the effectiveness of its policies and related actions by monitoring its commitments through the actions and KPIs described in our CSR Impact. While the policy defines the overall scope, implementation and performance are tracked and evaluated against the established KPIs. Our policies provide a consistent framework across countries, enabling local teams to address community needs effectively and responsibly in line with our purpose and values. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Verisure plc | Annual Report 2025 231 ===== SIDA 234 =====