Årsredovisning 2025

S4
Social Disclosures
Customers
and
End-users
 How Our Customers’ Impacts, Risks and Opportunities Shape S2-ESRS 2 SBM-3
Verisure’s Strategy
Our Best-in-Class Protection & Peace of Mind needs to be supported by strong Data Privacy & Cybersecurity management, and 
increasingly, by clear Digitalisation & AI tools, so that we maintain an innovative edge as our competitive advantage. These three 
material topics shape our commitments and policies, guide our engagement with customers and end-users, and help us address 
potential negative impacts and concerns throughout the customer journey through specific actions and governance. The 
perspectives of our stakeholders that inform the IROs related to our customers 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.
As outlined in the ESRS 2 IRO-1: Our Double Materiality Assessment Process section of Our Sustainability Strategy, we have 
identified S4 – Customers and end-users as one of our ESG-related material topics. We address this topic through several 
company-specific topics related to our customers: (i) Best-in-Class Protection & Peace of Mind, (ii) Data Privacy & Cybersecurity, 
and (iii) Digitalisation & AI. Our identified IROs related to Customers and end-users 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. 
We present the material IROs related to ‘Our Customers’ below, structured around these Verisure-specific topics, which collectively 
correspond to the ESRS S4 topic.
Best-in-Class Protection & Peace of Mind
ESRS Verisure 
Material Topic Impacts, Risks, and Opportunities Type of 
IRO
Value Chain 
Location
Time 
Horizon
S4
Best-in-Class 
Protection & 
Peace of Mind
Integrated safety technologies, such as smoke detectors, gas and water 
leak sensors, panic buttons, fall detectors, and emergency call features, 
along with 24/7 monitoring, contribute to user protection and physical 
safety, enabling rapid emergency response and intervention.
Best-in-Class 
Protection & 
Peace of Mind
Through our services, Verisure provides peace of mind, protecting what 
matters most to residential and business customers by deterring 
intrusions, detecting and verifying real incidents, and by intervening 
promptly.
Best-in-Class 
Protection & 
Peace of Mind
A potential failure in business continuity planning could lead to service 
interruptions or degraded performance during crises, disproportionately 
affecting vulnerable users who depend on alarm systems for safety and 
peace of mind.
Best-in-Class 
Protection & 
Peace of Mind
Attracting and retaining customers through a superior value proposition 
when compared to competitors, offering innovative products with a high 
degree of safety.
Best-in-Class 
Protection & 
Peace of Mind
Designing simplified and affordable alarm and security service packages 
tailored to the needs of specific customer segments – such as elderly 
people, persons with disabilities, or single-parent households – enhances 
accessibility, promotes social inclusion, and broadens Verisure’s market 
reach while strengthening customer satisfaction and brand loyalty.
Sustainability Statement
232 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 235 =====

S4
Best-in-Class 
Protection & 
Peace of Mind
Sudden decommissioning of third-party networks (e.g. 2G/3G shutdowns) 
may require premature replacement of customer equipment, leading to 
unforeseen capital expenditure and operational disruption, with potential 
impact on customer satisfaction and retention.
Best-in-Class 
Protection & 
Peace of Mind
Scaling digital channels can increase market reach, boost sales, 
and enhance brand visibility across geographies.
Data Privacy & Cybersecurity
ESRS Verisure 
Material Topic Impacts, Risks, and Opportunities Type of 
IRO
Value Chain 
Location
Time 
Horizon
S4
Data Privacy & 
Cybersecurity
The violation or leakage of stakeholders’ personal data would undermine 
individual privacy, weaken user confidence, and may result in significant 
harm to affected individuals as well as reputational and legal 
consequences for the Company.
Data Privacy & 
Cybersecurity
Potential security breaches could expose stakeholders to identity 
theft, financial loss, and psychological harm.
Data Privacy & 
Cybersecurity
Potential violations of personal data protection could trigger severe 
financial consequences and damage the Company's public image.
Data Privacy & 
Cybersecurity
Lack of cybersecurity controls could lead to infringement of regulations 
and other compliance requirements.
Data Privacy & 
Cybersecurity
Cybersecurity vulnerabilities in connected devices could result in 
unauthorised access or personal harm, leading to serious reputational 
and financial consequences.
Digitalisation & AI
ESRS Verisure 
Material Topic Impacts, Risks, and Opportunities Type of 
IRO
Value Chain 
Location
Time 
Horizon
S4
Digitalisation 
& AI
Leveraging AI and digital tools can optimise operations, reduce costs, and 
enable hyper-personalised customer experiences, which can 
significantly enhance brand differentiation and profitability.
Digitalisation 
& AI
Misuse or lack of transparency in AI systems can lead to ethical 
concerns, regulatory scrutiny, and public backlash, potentially resulting 
in financial penalties and reputational damage.
Verisure includes within the scope of its disclosures all 
customers that are reasonably likely to experience material 
impacts arising from its own operations, products, and services, 
and value chain activities. These primarily include all 
individuals who are customers and/or end-users of its services 
and public stakeholders such as emergency and security 
services. Impacts may arise directly through Verisure’s 
operations and services, as well as indirectly through business 
relationships with suppliers and partners. The material 
opportunities identified under Best-in-class Protection & Peace 
of Mind primarily relate to specific customer segments – such 
as elderly people, persons with disabilities, or single-parent 
households.
Verisure builds its understanding of potential customers and 
end-user risk groups through structured assessments of 
services and operational contexts, including evaluating how 
usage situations, service dependencies, or environmental 
factors may increase the likelihood of harm. These insights 
derive from product and service risk assessments, Data 
Protection Impact Assessments (DPIAs)/Privacy Impact 
Assessments (PIAs) outcomes (which assess potential privacy 
risks, severity of impact and appropriate mitigation measures 
prior to deployment), incident trends and regulatory 
requirements. Individuals in more vulnerable positions, such as 
elderly, are taken into account for our processes and in legal 
assessments, with each country taking measures as 
appropriate.
Specific groups of customers and end-users may be affected 
differently by material risks and opportunities depending on 
how they interact with Verisure’s services. In particular, users 
who rely more heavily on monitored alarm services or whose 
service usage generates more frequent data flows may 
experience greater consequences in the event of service 
disruption or personal data misuse. For example, customers in 
situations where service continuity or confidentiality is critical 
may be disproportionately affected if alarm-related data is 
mishandled or disclosed. 
To address these differentiated risk exposures, Verisure actively 
prioritises Business Continuity Planning (BCP) and Disaster 
Recovery Planning (DRP), continually refining its strategies to 
maintain consistent service resilience across its footprint. 
Privacy-related risks, including personal data breaches, are 
recognised internally as material to customer trust and brand 
reputation.
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 233

===== SIDA 236 =====

For the core of the Verisure services, we consider that the risks 
and opportunities are very similar across our customer base. 
For specific Verisure services, such as Senior Protection, the 
risks and opportunities are different, which are taken into 
account in the design and execution of these services.
 Policies Related to Customers and 
S4-1
End-users
We believe that providing Best-in-Class Protection is one of our 
key contributions to society, aligned with the United Nations 
Sustainable Development Goal 16, which aims to promote 
peace, justice, and strong institutions. We continuously push 
ourselves to innovate and improve, aiming to broaden access to 
our services – particularly for vulnerable groups – and to widen 
the scope of protection we offer. 
Our policies and governance frameworks described below 
collectively address the material positive and negative impacts, 
risks, and opportunities, including the protection of customers’ 
physical safety and peace of mind, the prevention of 
unauthorised disclosure of personal data and system 
vulnerabilities, the mitigation of risks related to service 
interruptions or degraded performance, and the responsible, 
transparent and ethical development and deployment of digital 
and AI-enabled services.
We are committed to respecting the human rights of all our 
customers, as outlined in our Code of Conduct, and to acting 
with fairness and integrity in every interaction. We base these 
commitments on internationally recognised standards, 
including the UN Guiding Principles on Business and Human 
Rights, the ILO Declaration on Fundamental Principles and 
Rights at Work, and the OECD Guidelines for Multinational 
Enterprises. We implement and monitor these through our 
Compliance Control Framework and notably, our Code of 
Conduct, our policies, our training programmes, and our 
oversight mechanisms. There have been no cases of non-
respect of the UN Guiding Principles on Business and Human 
Rights, the ILO Declaration on Fundamental Principles and 
Rights at Work and the OECD Guidelines for Multinational 
Enterprises.
In line with our commitment to internationally recognised 
human rights standards, Verisure maintains processes to 
address and remediate potential adverse impacts affecting 
customers and end-users. Where risks or negative impacts 
arise, including those related to personal data, information 
security or service disruptions, these are addressed through 
our established governance structures, risk assessments, 
monitoring of incidents and remediation actions within our 
Compliance Control Framework, related Minimum Standards, 
and Risk & Control Framework. Our digital compliance 
dashboard enable the tracking of compliance incidents and 
related disciplinary measures, supporting appropriate follow-
up and mitigation. 
Customers and end-users can raise concerns through the 
engagement and speak up channels described in sections S4-2
: 
Processes for Engaging with Customers and End-users about 
Impacts and S4-3: Processes to Address Customers’ Impacts and 
Channels for Raising Concerns, which provide structured 
mechanisms for addressing issues and implementing corrective 
actions where necessary. These processes are notably designed 
to prevent recurrence and support continuous improvement.
Our customers trust us to protect what matters most to them, 
including their personal data. Acting with Trust & Responsibility 
– a core value of our Company DNA – we design, collect, store, 
and use data securely and transparently to maintain their 
peace of mind. The Verisure Data Privacy Policy establishes the 
foundation for protecting all personal data and maintaining 
customer trust. Building on this policy, we have introduced 
internal Privacy Standards and Guidelines to harmonise 
practices across our entities. These standards cover areas 
including records of processing activities, privacy risk 
assessments, data subject rights, consent management, direct 
marketing and governance, and incident management. In 
addition, controls are deployed in all countries as part of the 
Minimum Standards initiative led by the Compliance team. 
We support these standards with targeted communications, 
training materials, and awareness initiatives, regulatory 
compliance, operational clarity, and the integration of privacy-
by-design principles into everyday activities. The Verisure 
Privacy team provides central oversight and guidance, while 
local privacy contacts support effective implementation at the 
country and business-unit levels. We reinforce awareness and 
accountability through a range of training formats – including 
live sessions, Workday modules, and role-specific programmes 
for key functions such as Customer Care, HR, Sales, ARC, and 
Marketing.
We also integrate privacy requirements into our relationships 
with suppliers and partners, allowing for appropriate 
safeguards are in place when personal data is processed on our 
behalf. We monitor our privacy programme through robust 
governance structures and digital compliance tools. Global 
privacy forums provide oversight, while platforms such as 
OneTrust and Jira enable real-time monitoring of risks, 
incidents, and remediation actions. Regular third-party audits, 
KPIs, and ongoing training drive continuous improvement and 
reinforce responsible data handling. Looking ahead, we will 
continue to evolve our Privacy Programme to reflect regulatory 
developments, technological change, and stakeholder 
expectations. 
Protecting all customers and end-users also requires robust 
cybersecurity practices. In 2025, as part of developing our Risk 
& Control Framework, we formalised several new security 
standards in key risk areas. This included updated 
requirements for processes such as Operations Security, IT 
Operations, and Internal Security Control standards. These 
standards define objectives, principles, directives, and 
accountability for information security, forming the foundation 
of our information security programme and underpinning our 
colleagues’ cybersecurity education. The key elements are 
included in the mandatory cybersecurity training for all 
colleagues.
We guide our use of Artificial Intelligence through a dedicated 
AI Policy that sets out the principles and requirements for the 
Sustainability Statement
Social Disclosures continued
234 Verisure plc | Annual Report 2025

===== SIDA 237 =====

responsible development and use of AI across Verisure. The 
policy aims to protect and enhance the experience of all 
customers, colleagues, and other end-users by promoting 
ethical and fair AI practices, robust governance, and the 
responsible handling of data throughout the AI lifecycle. 
In 2025, we enhanced our AI Governance Framework to support 
responsible and scalable AI use across Verisure, shaped by our 
internal priorities, operational experience, and regulatory 
developments. This included early alignment with selected core 
requirements of the EU AI Act and our commitment for early 
compliance made through the AI Pact. In 2025, we also 
established structured processes requiring all AI systems to 
undergo compliance assessments by specialised teams, 
allowing transparent and responsible AI deployment and 
development across our operations. 
Given that customers and end-users are core to Verisure’s 
business operations and span multiple functional areas, overall 
accountability for the implementation of the related policies 
rests with the CEO. The CEO is supported by members of the 
executive leadership team, including the CTO, CLO, and CMO, 
each of whom holds responsibility within their respective areas 
of competence. All policies referenced in this section are 
available internally on Verisure’s global intranet and are 
supported by training, communication, and awareness 
initiatives to support implementation across our organisation.
 Processes for Engaging with 
S4-2
Customers and End-users about Impacts
We engage with customers and end-users across multiple 
channels at every stage of the customer journey. This helps us 
understand actual and potential impacts, risks, and 
opportunities, and guides us to continuously improve our 
services and practices. 
We actively engage with all customers through transactional 
satisfaction surveys, gathering timely feedback after important 
interactions such as installation, maintenance, alarm triggers, 
and customer support. We systematically review customer 
feedback using a closed feedback loop, contacting dissatisfied 
customers, resolving issues, and identifying root causes to drive 
continuous service improvement. 
In addition to transactional feedback, we conduct a bi-annual 
relational customer survey to measure overall satisfaction and 
loyalty, track trends over time, and benchmark performance 
across markets. We complement survey-based insights with a 
structured approach to online review management, monitoring 
public feedback platforms, responding to customer reviews, 
and using those insights to improve processes and customer 
outcomes. Customer feedback from surveys and online 
channels is consolidated, analysed, and shared across the 
organisation to enable data-driven decision-making, promote 
best practices sharing, and strengthen customer-centric 
governance. Through these engagement mechanisms, we 
deepen our understanding of customers’ experiences, 
expectations, and any potential negative impacts related to 
service quality, continuity, and peace of mind. The insights we 
gather inform service improvements, operational adjustments, 
and customer-centric governance across markets.
We also engage with customers and end-users on privacy 
impacts through transparent communication, accessible 
information, and structured feedback mechanisms. We provide 
clear privacy notices for our customer-facing channels, 
including websites, mobile applications, and contractual 
documentation, explaining how we process personal data, why 
we do so, and what rights individuals have. To further enhance 
transparency, we have implemented a structured process to 
integrate QR codes into customer-facing signage. This enables 
customers and end-users to access up-to-date privacy 
information and camera guidance directly when using our 
services. 
We follow a defined, project-based approach to this initiative, 
rolling it out in phases across selected markets. We start by 
identifying objectives, such as improving accessibility to privacy 
notices and supporting informed engagement. We create design 
mock-ups for signage and QR code stickers to meet brand 
standards and legal requirements, with approval by local 
Managing Directors. Country privacy leads review the linked 
privacy pages to check their accuracy and support compliance 
with applicable regulations. Where deployed, we position our 
QR codes at eye level and work to provide suitable contrast that 
supports ease of use.
Customers can also engage with us by exercising their data 
protection rights or raising privacy concerns through dedicated 
privacy portals, customer service channels, and structured Data 
Subject Rights workflows supported by digital compliance tools. 
These processes are designed to support the timely, consistent, 
and compliant handling of requests, backed by clear 
governance and escalation procedures. We also conduct 
systematic privacy assessments of customer-facing activities, 
including marketing campaigns, sales processes, and alarm 
response centre operations, to identify and mitigate potential 
risks before implementation. 
Internal awareness initiatives, such as newsletters, privacy-
focused training, and targeted communications, reinforce 
ethical data handling and transparency across our teams. 
Insights from customer engagement and rights requests drive 
continuous improvement, including enhancements to consent 
management, updates to privacy notices, and operational 
improvements such as automated data deletion routines. These 
processes help us engage with customers and end-users on 
privacy and security impacts, identify recurring concerns and 
expectations, and use these insights to refine transparency 
measures, controls, and customer-facing practices. We monitor 
progress using key performance indicators, including audit 
results and data subject rights resolution timelines.
For cybersecurity, we inform customers and users via 
established notification channels when updates are required 
on cybersecurity-related issues that may affect them. Our 
dedicated customer service and support teams receive and 
triage external enquiries related to cybersecurity, so that they 
are handled according to our internal governance processes. 
We also maintain a Cybersecurity Incident Response Plan 
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 235

===== SIDA 238 =====

managed by a dedicated team to support the prevention, 
detection, and timely resolution of cybersecurity incidents. This 
plan includes incident communication procedures designed to 
facilitate proactive customer notifications when incidents 
impact them.
We also engage transparently with customers and end-users 
about our use of AI. We clearly highlight AI functionalities and 
solutions where relevant to end-users. Beyond our established 
compliance with the AI literacy requirements of the EU AI Act, 
achieved through both general and more targeted training, we 
continue to expand and strengthen AI literacy by extending our 
general AI training to a broader group of our colleagues. These 
initiatives help us engage with our customers about the use of 
AI in our services and identify their questions, concerns, and 
expectations, which guide the ongoing refinement of customer 
information and responsible AI practices.
 Processes to Address Customers’ 
S4-3
Impacts and Channels for Raising 
Concerns
We aim to have the most satisfied and loyal customers in the 
industry. Our marketing teams across our geographies are 
responsible for overseeing overall customer satisfaction, 
guided by the Chief Marketing Officer and his team. To achieve 
this, we set high standards for performance at key ‘moments of 
truth’ across sales, installations, services, monitoring, and 
alarm responses. We monitor a broad range of metrics to 
operate at a high standard and to make data-driven decisions 
that have a measurable and meaningful impact on our 
customers and society.
We use our expertise in human behaviour and maintain open, 
ongoing communication with our customers, allowing us to 
listen, understand their needs, and provide appropriate 
solutions. This supports the continuous improvement of our 
systems and the quality of our service. We deliver customer 
service through a wide range of channels across our countries, 
including telephone, email, chat, social media, and face-to-face 
interactions. Our customer service agents are trained to identify 
complaints and handle the promptly and fairly. Topics of 
potential severity are escalated to ensure proper handling. Our 
customer services agents are also measured against KPIs 
intended to drive superior customer experiences. To note 
further is that our company has a zero tolerance for retaliation 
against anyone speaking up.
An important part of our remediation process is our 
transactional Net Promoter Score (NPS) survey, which enables 
us to gather feedback within 48 hours of most customer 
interactions. We usually send this survey65 by email and follow 
up with a call if needed. We also conduct relationship NPS 
research twice a year with a representative sample of 
customers, sharing the results with the executive team and the 
Board.
NPS surveys are integrated at key customer interaction points, 
allowing customers to provide feedback close to their actual 
experience. Stable participation levels and recurring themes in 
feedback provide confidence that the channels are accessible 
and meaningful for customers. Participation levels, repeat 
engagement and the willingness of customers to provide 
feedback following interactions are considered indicators of 
awareness of, and trust in, our engagement and complaint-
handling structures.
Verisure has developed an understanding of potential risks of 
harm for customers and end-users by continuously monitoring 
customer experience and satisfaction across different customer 
segments, products, and services. This understanding is 
informed by quantitative and qualitative feedback mechanisms, 
notably the NPS, which captures customer perceptions at key 
moments of the customer journey. 
Through these mechanisms, Verisure can identify patterns that 
may indicate a heightened risk of dissatisfaction or a negative 
experience for specific customer groups, such as those using 
particular products, experiencing service incidents, or engaging 
in complex interactions (e.g. installation, cancellation requests, 
or support requests). Some markets have also developed 
specific models to predict the risk of dissatisfaction or churn 
based on customers' characteristics and experience. 
When NPS or other feedback mechanisms highlight a recurring 
issue, unexpected decline, or increased dissatisfaction, these 
signals are formally reviewed and investigated by the relevant 
teams. Follow-up actions may include:
• Root-cause analysis to identify the drivers of dissatisfaction
• Review of affected products, services, or processes
• Implementation of corrective or improvement actions.
The effectiveness of corrective actions is monitored through 
changes in NPS results and longer-term trends in LTM Attrition. 
This closed-loop approach aims to identify issues that are not 
only addressed but also evaluated over time to confirm that 
measures taken have reduced the risk of negative customer 
outcomes. In parallel, Verisure monitors the performance of its 
customer feedback channels by reviewing response rates, 
consistency of responses over time, and the relevance of 
insights generated.
Customer feedback is primarily collected through NPS and 
satisfaction surveys, which allow Verisure to assess satisfaction, 
identify pain points, and understand the perceived value of its 
products and services. NPS results are analysed by touchpoint, 
customer type and over time. 
In parallel, Verisure tracks Long-Term LTM Attrition as a 
complementary outcome indicator, measuring net cancellations 
to our monitoring services over the last 12 months relative to 
the average number of subscribers over the same period. We 
also monitor the link between recommendations and attrition 
and assess the impact of the CFL process (callback and 
management of detractors) and the cancellation requests and 
attrition. Overall, the results show high levels of customer 
satisfaction with the protection we provide, reflected in our 
industry-leading attrition rates. 
Sustainability Statement
Social Disclosures continued
236 Verisure plc | Annual Report 2025
65) Transactional NPS scores are produced on a real-time basis and are measured by each market.

===== SIDA 239 =====

Over the past year, attrition continued to improve as 
households and small businesses began to recover from cost-
of-living pressures.
Verisure Customer Attrition
To further demonstrate the strength of our core operations, we 
began rolling out an Integrated Management System across all 
our European ARCs in 2024. This initiative includes achieving 
ISO 9001 certification for Quality Management, ISO 45001 for 
Occupational Health & Safety, and ISO 14001 for Environmental 
Management. By the end of 2025, all our European countries 
had their ARCs certified in these ISOs. Three of our ARCs in 
LatAm were certified in ISO 9001, except Brazil, which will 
pursue certification in 2026. At the organisational level, Italy 
maintains ISO 45001 certification, and both the UK and Ireland 
have achieved Company-wide certifications for ISO 9001, ISO 
45001, and ISO 14001.
For data privacy, we embed privacy risk assessments in our core 
business processes and initiatives. We are committed to 
performing PIAs for all projects involving personal data and 
prioritise privacy-by-design principles, especially when 
developing new camera devices. In 2025, we continued to 
conduct regular third-party privacy audits with a reputable 
accounting firm, completing four audits across multiple 
countries. The findings from these audits informed our planning 
and priority-setting for 2026. 
From a cybersecurity perspective, Verisure continued in 2025 
to develop solutions to enhance privacy and data security, 
expanding the coverage of security tools to further strengthen 
the security foundation. This included the implementation of 
new solutions for security monitoring, network security and 
application security, supporting the evolution of the 
information security programme towards adaptive defences 
and increased resilience to potential cyberattacks. A further 
focus area in 2025 was the implementation of the Risk & 
Control Framework, providing a consistent approach to risk 
management through defined security expectations, clear 
ownership and continuous monitoring and improvement.
As a Company with the mission of protecting and providing 
peace of mind, we recognise the importance of protecting the 
data our customers entrust to us. That is why cybersecurity is at 
the core of our security mission and Company purpose.
We foster a strong culture of privacy and information security, 
offering greater transparency through a responsible and 
proactive approach. This supports our Company in remaining 
fully conversant with privacy topics.
We strive to integrate not only Privacy by Design, but also 
Information Security by Design into all our products, services, 
and business activities. To achieve this, we have a strong 
Information Security programme, sponsored by the Board and 
CEO, and we invest heavily in the security of our customers and 
our operations.
We regularly benchmark our overall investment in our 
Cybersecurity programme against investment in the financial 
services sector, rather than against consumer electronics 
companies.
A robust set of internal and external processes for identifying 
risks and vulnerabilities underpins our security programme and 
supports regulatory compliance.
Our core information security management processes are:
• Designed in accordance with best practices, such as ISO 27001
• Complemented by sector-specific requirements and 
legislation, such as BS7858 for the vetting of our monitoring 
centre personnel
• Strengthened by compliance with all relevant European and 
UK standards on alarm handling, such as EN50518.
From a risk management standpoint, our Security Governance, 
Risk, and Assurance (GRA) Group is responsible for maintaining 
and managing our Company’s security risk register. This enables 
us to identify risks and vulnerabilities and support remediation 
or mitigation across the wider business. This GRA Group reports 
to the Verisure InfoSec & Risk Committee, which is chaired by 
the Chief Executive Officer and attended by the Chief Financial 
Officer, Chief Legal Officer, Chief Technology Officer, Chief 
Human Resources, Communications, and ESG Officer, and the 
Information Security Director.
Our in-house Security Operations Centre has a global remit and 
provides 24/7 coverage to help identify and manage potential 
security incidents. This capability is further supported by Booz 
Allen Hamilton, our external global digital forensics and 
incident response partner. 
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 237

===== SIDA 240 =====

For product security, our development cycle includes threat 
modelling and both internal and external security testing of 
hardware and software. We also run a long-standing 
penetration testing programme that covers our full range of 
products and end-to-end services.
Cybersecurity resilience also depends on responsible colleague 
behaviour. To support this, we run a company-wide security 
education and awareness programme that includes AI-enabled 
simulated phishing, micro-training activities, and both role-
specific and mandatory online training on our Information 
Security Policy and the Acceptable Use of IT Resources Policy.
In 2025, we made continued progress across all areas of 
information security, further strengthening our Company’s 
ability to respond to an evolving threat landscape. BitSight 
recognised these efforts in 2025, rating our cybersecurity 
position as Advanced and placing us in the top quartile among 
industry peers.
The following sections present the material actions, metrics, 
and targets related to the three material topics under Verisure’s 
customers: Best-in-Class Protection & Peace of Mind, Data 
Privacy & Cybersecurity, and Digitalisation and Artificial 
Intelligence (AI).
Best-in-Class Protection & Peace of Mind
 Actions to Manage Customer 
S4-4
Impacts, Risks, and Opportunities
The actions described in this section reflect the opportunities 
associated with Verisure’s core protection services. Through the 
deployment and continuous improvement of monitored alarm 
systems, integrated safety technologies, and services designed 
for specific customer segments, Verisure strengthens the 
availability and effectiveness of its protection services. 
Improvements in service quality, reliability, and responsiveness 
across monitoring, intervention, and customer support 
activities strengthen customer trust and contribute to attracting 
and retaining customers, as well as increasing market reach 
and enhancing brand visibility across geographies. These 
actions enable Verisure to capture the opportunity associated 
with expanding access to protection services. As a result, access 
to protection services expands, and the reach of Verisure’s 
security solutions increases across markets, enabling more 
households and businesses to benefit from safety and peace 
of mind. 
Unless otherwise stated, all figures in this section are derived 
from operational data captured in our internal systems used to 
support service delivery and monitoring.
Protecting the most vulnerable groups in society
We are very conscious of the safety and security challenges 
faced by specific groups in society, such as older people, 
people who live or travel alone, and women who are victims of, 
or at risk of, gender-based violence.
In addition to our core security services, we continue to 
innovate, applying our expertise in human behaviour to 
develop solutions to support and protect people in these 
situations. 
Senior Protection
Our Senior Protection services in Spain are designed to give 
older people and their families protection, well-being, and 
peace of mind. We use the latest technological innovations to 
make their lives safer and easier.
A team of highly trained professionals in our Senior Citizens 
Emergency Centre supports our services using a range of 
devices:
• The central unit has an SOS button and voice-activated 
assistance to offer immediate attention 24/7. It also makes 
life easier for older people by providing smart home updates, 
weather information, telepharmacy and telemedicine 
services, and ways to connect with others.
• The smartwatch also has an SOS button and can detect falls 
both inside and outside the home, so we can quickly locate 
the wearer and send help. It also tracks the user’s daily 
activity and offers other helpful features.
We protect over 136,000 older people through our dedicated 
Senior Protection service, working closely with our partners to 
expand our portfolio. In 2025, we received more than 845,000 
signals in our Emergency Monitoring Centres and responded 
quickly to over 39,000 emergencies through our Senior 
Protection service in Spain. 
We are proud of our highly professional and well-trained 
colleagues, whose commitment and dedication help save lives.
Verisure Guardian: 24/7 Protection on the go, just like 
at home
The Verisure Guardian service, now available in an increasing 
number of our countries, provides protection and peace of 
mind to people facing potentially dangerous situations, 
wherever they are.
If an emergency happens outside the home, our customers can 
push the SOS button on their mobile phones. Our monitoring 
centre responds immediately, using GPS technology to locate 
the customer, alert relatives and the emergency services, and 
stay on the line until help arrives.
People travelling alone or along a route that feels unsafe can 
activate our ‘Walk with Me’ feature, which tracks their progress 
and supports their safe arrival at their destination. Customers 
simply set their destination and journey time, and we track 
their location as they move along the route. 
Sustainability Statement
Social Disclosures continued
238 Verisure plc | Annual Report 2025

===== SIDA 241 =====

If we do not receive confirmation of safe arrival by the specified 
time, we activate emergency protocols to notify relatives and 
emergency services of the customer’s location.
Technology, Innovation, and Human Response
At Verisure, we are Always Innovating our technology to deliver 
the best protection for our customers and enable our teams to 
deter, detect, verify, and intervene more effectively in home 
security, fire, and health emergencies. Our solutions provide 
greater protection and peace of mind, so customers can rest 
assured that installing a Verisure security system reduces the 
risks associated with these events.
We have a track record of over 30 years of innovating, 
developing new technologies, and providing better, more 
affordable security services.
In 2025:
• We continued to launch innovative new products and services 
across our footprint, supported by our category-creating 
marketing investment. 
• We maintained strong momentum with LockGuardTM, our 
electronic security smart lock, which enables us to detect, 
analyse, and intervene even faster. LockGuardTM was named 
Product of the Year 2025 in four of its initial launch countries. 
• We launched GuardVision OutdoorTM in France, Spain, Italy, 
Portugal, and Chile, extending protection beyond the home to 
gardens and other outdoor areas. This allows us to intervene 
before a burglar even reaches the front door.
• WiFi VisionTM: We continue to set the standard for security, 
becoming the first alarm company in Europe to launch WiFi 
Sensing as part of our service. This technology offers 
customers added protection beyond the line of sight of our 
cameras by identifying fluctuations in WiFi signals that 
correspond to the movement of human-sized objects, 
supporting our monitoring teams during a break-in or fire 
emergency.
Over the years, we have built close relationships with the police 
in several of our countries. In some geographies, we maintain a 
direct connection with the police, enabling us to share live 
information during incidents. This enables us to take more 
effective and efficient action and helps reduce risks to officers. 
Our goal is to expand these collaborations further across our 
geographies. 
Collaborations like these contribute to world-class protection 
for our customers and help improve public safety. They reduce 
risk and enable emergency services to allocate resources to 
other incidents or needs. 
As a result of these efforts, our network continues to grow 
rapidly. In 2025, our teams managed tens of millions of Internet 
of Things devices, operating 24/7 and generating more than 1.4 
trillion signals. 
Our devices help us protect customers every day by rapidly 
providing our monitoring centres with the data needed to 
detect and verify alarm incidents. 
Our agents, equipped with best-in-class technology in our 
alarm centres worldwide, play a crucial role in reacting to 
emergencies quickly and efficiently. They support our 
customers during their most difficult times. 
Our detection devices enable us to identify intrusions before 
an intruder even enters the building. In an emergency, our 
customers can contact us directly via a panic or SOS button 
or by calling us through their alarm device.
In 2025, we supported ~6.2 million customers and received 
more than 85 million alarm signals. Through our intervention, 
we protected families and small businesses when it mattered 
most, assisting in over 417,000 incidents that required on-site 
assistance. Thanks to our quick and effective response, we help 
contribute to our customers feeling safe and secure.
Finally, as part of our focus on technological resilience and 
service continuity, we monitor external infrastructure 
dependencies that may affect our operations. The planned 
decommissioning of third-party telecommunications networks 
(e.g. 2G/3G shutdowns) could require the premature 
replacement of customer equipment, potentially leading to 
additional capital expenditure and operational disruption. See 
further details in the CFO Review section. This risk is monitored 
through our ERM Framework and further described in the Risks
 
section of the Strategic Report.
Verisure has implemented and is continuously strengthening 
its Business Continuity and Resilience Framework across its 
operations. The framework aims to prevent, mitigate and, 
where necessary, remediate potential service interruptions or 
performance degradation during crisis situations, particularly 
for users who depend on alarm systems or emergency 
management services for their safety and peace of mind.
Business Continuity Plans (BCP) and Disaster Recovery Plans 
(DRP) cover critical services, monitoring centres, technological 
infrastructure, communications and customer service 
operations, with defined Recovery Time Objectives (RTO) and 
Recovery Point Objectives (RPO). These plans are supported by 
resilience measures for critical systems, incorporating 
high-availability mechanisms and recovery strategies designed 
to maintain operations during disruptions, as well as crisis 
management protocols that provide rapid escalation, effective 
decision-making and appropriate communication during 
incidents that may affect service availability.
The Company maintains the effectiveness and availability of 
business continuity processes through a structured governance 
and continuous improvement approach. Operational readiness 
is validated through periodic tests, drills, and business 
continuity exercises across infrastructure, suppliers, personnel 
and technology scenarios. 
Business continuity processes are subject to regular review and 
updates, integrated with the Company’s Risk Management 
Framework and supported by governance structures, training 
and internal and external audits. For Alarm Receiving Centres 
(ARCs) in Spain, Italy, Portugal, Brazil, Argentina, Chile, and Peru, 
as well as the Seniors Emergency Centre in Barcelona, the 
business continuity management system is certified in 
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 239

===== SIDA 242 =====

accordance with ISO 22301 and audited by BSI for specific 
monitoring centres and operations. Critical infrastructure 
includes facilities certified under UNE-EN 50600. Ongoing 
training and awareness programmes support employee 
readiness and correct execution of continuity and crisis 
response procedures. In addition, the framework is subject to 
periodic internal audits, as well as surveillance audits to verify 
compliance with requirements and the effectiveness of 
controls.
During 2025, no significant service interruptions or performance 
degradation attributable to failures in business continuity 
planning were recorded that affected users, and continuity 
procedures maintained the availability of critical services.
Customer Health and Safety Protection
Product safety and protecting customers from health and 
safety risks associated with our products and services is a 
fundamental responsibility of our businesses. 
Our product portfolio undergoes a rigorous quality assurance 
(QA) programme to guarantee a high level of operational 
reliability and safety. We support compliance with all relevant 
standards, technical requirements, and regulations before 
commercialisation and use. 
We engage third-party accredited entities to test and certify 
our compliance with operational reliability through EN Security 
Grade 2 certification and with safety through EU Type 
Examination certificates issued by ILAC-accredited labs and EU-
notified bodies. 
We also have a dedicated team of engineers in our QA area who 
perform internal product testing and production quality 
assurance activities at our manufacturing suppliers.
All our products are tested and CE-marked in accordance with 
Directive 2014/53/EU on Radio Equipment. All our power 
connectors are certified under the Eco-design Requirements for 
Energy-Related Products Directive (ERP2009/125/CE). 
ZeroVision™ also holds certification under the Pyrotechnic 
Articles Directive (2013/29/EU).
It has undergone extensive testing to guarantee the highest 
level of operational reliability, confirming its non-toxicity and 
fail-safe design, with no accidental activations. 
We provide customers and end-users with comprehensive 
information about our product safety compliance through 
user manuals supplied at the time of service acquisition. The 
corresponding Declarations of Conformity are published on 
our digital channels, and our customer care team is always 
available to provide further information as needed.
As a result of these measures, our QA team has recorded no 
health and safety incidents involving customer interactions 
with our products.
 Targets Related to Managing 
S4-5
Material Impacts, Risks, and 
Opportunities
While no standalone outcome-oriented targets have been 
communicated externally under Best-in-class Protection & 
Peace of Mind, performance is monitored through a structured 
set of customer-centric and operational indicators that provide 
oversight of the effectiveness of actions taken to manage 
related impacts, risks, and opportunities. Our indicators include 
tracking customer satisfaction and loyalty through 
transactional and relational surveys, monitoring customer 
attrition trends, and measuring satisfaction through NPS.
Operational performance is assessed through indicators such 
as the number of customers, the volume of alarm and 
emergency signals received, incidents managed by monitoring 
centres, and the number of cases requiring on-site assistance. 
In addition, monitoring the scale and use of services designed 
to protect vulnerable groups, including Senior Protection and 
Verisure Guardian, provides insight into the reach and 
operation of these services across markets. Together, these 
indicators enable ongoing evaluation of performance and 
support continuous improvement in managing material 
impacts, risks and opportunities related to Best-in-class 
Protection. Activities related to Best-in-class Protection & 
Peace of Mind are embedded within Verisure’s core operational 
model, and accordingly, significant CapEx or OpEx is allocated 
annually to this material topic.
Performance is monitored on a continuous basis, with 2025 
serving as the reference year for the indicators disclosed in this 
section. Our level of ambition is to maintain high levels of 
customer satisfaction and loyalty, sustain low customer 
attrition consistent with our historical performance trends, and 
continuously strengthen operational effectiveness across 
monitoring and intervention services. The combination of 
customer-centric and operational indicators enables ongoing 
assessment of how effectively we deliver protection and peace 
of mind across markets. 
Sustainability Statement
Social Disclosures continued
240 Verisure plc | Annual Report 2025

===== SIDA 243 =====

Data Privacy & Cybersecurity
Data Privacy
 Our Data Privacy ProgrammeS4-4
We maintain a comprehensive global Data Privacy Programme 
and continually improve our privacy framework, promoting 
company-wide awareness through training and awareness 
initiatives. 
Our Verisure Privacy Programme is based on the GDPR and built 
on six pillars:
1. Governance, structure, and people
2. Policies, standards, and procedures
3. Digital operational processes
4. Transparency and privacy notices
5. Awareness, training, and communications
6. Risk management, audits, and benchmarking
We work with established software and systems providers to 
support effective management of our operational privacy 
compliance.
In 2025, we focused on:
• Strengthening privacy processes and increasing awareness
• Further embedding data privacy in product design (Privacy-
by-Design and by-Default)
• Enhancing transparency in our processing activities
• Strengthening our internal Privacy Network and governance. 
We continued to strengthen initiatives to embed data 
protection into everyday operations across all functions and 
geographies. We support these efforts with communication 
materials and structured governance forums with management, 
functions and Cluster and country privacy teams.
Our Privacy Function continues to operate as a Centre of 
Expertise, supporting business functions, clusters, and 
countries. We have cluster privacy heads and maintain a 
network of Data Protection Officers (DPOs) and country privacy 
leads covering all EU operating countries, and are extending 
this approach also to Latin America.
At Verisure, we embed privacy into product and service 
development through a Privacy-by-Design approach. Our 
engineers design products, services, and processes with privacy 
in mind. Data privacy impact assessments are integral to 
product development, service delivery, and third-party 
contracting. Our data privacy professionals collaborate across 
functions and business units to support consistent 
implementation.
Transparency towards customers and end-users remains a 
priority. In 2024, Verisure launched website privacy pages in five 
pilot countries and expanded their rollout across additional 
countries during 2025. The pages provide information on 
personal data processing, FAQs, and guidance for privacy-
related questions. 
Data subject requests and privacy incidents are managed 
through defined processes supported by digital reporting tools, 
with remedial actions implemented as required. The Company 
has strengthened its Incident Management Framework by 
enhancing its incident management platform and issuing 
practical guidance defining breach categories, severity levels, 
risk assessment criteria, and notification requirements for data 
protection authorities and affected individuals.
In 2025, the Company further enhanced data subject request 
handling through the deployment of a new OneTrust module 
and strengthened incident management through updated 
process guidance. As part of its routine operations, Verisure 
manages privacy incidents and regulatory inquiries when they 
arise. None of the incidents or inquiries identified in 2025 were 
considered as material. For further information, refer to section 
G1-4: Compliance Cases
.
Verisure maintains remedy processes that enable customers to 
raise concerns and obtain corrective actions where required. 
These include structured incident reporting and escalation 
channels, and a defined personal data breach management 
framework. Effectiveness is assessed through third party audits, 
response-time monitoring and quality checks.
As established by our Code of Conduct, Policy Framework, and 
reflected in our Minimum Standards, decisions relating to 
product development, marketing, sales and data use are 
required to align with our privacy framework and applicable 
legislation. Business accountability, review processes and 
board reporting are in place to ensure that commercial 
considerations do not override the prevention or mitigation of 
material negative impacts on customers and end-users.
Privacy risk mitigation measures focus on reinforcing 
organisational and technical safeguards – including system 
configurations, root cause analysis, access management, staff 
training, operational controls and continuous improvement 
based on audit results and incident learnings. Effectiveness is 
tracked using aggregated indicators such as reoccurring audits, 
incident trends and service reliability metrics. 
Governance and accountability are reinforced through quarterly 
reporting to the Audit and Risk Committee with information on 
privacy incidents, data subject rights requests, regulatory 
interactions, and related remedial actions.
Our Verisure Data Privacy e-learning training course, which 
achieved a 91% completion rate in 2025, complements 
dedicated data privacy training offered in each country.
In 2025, we also continued with the bi-annual Privacy News 
Monitoring publication, which consolidates relevant regulatory 
developments and enforcement decisions from multiple 
jurisdictions. This initiative is designed to engage senior 
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 241

===== SIDA 244 =====

management and raise awareness of how personal data should 
be handled responsibly across all stages of processing.
 Targets Related to Managing S4-5
Material Impacts, Risks, and 
Opportunities
Verisure’s approach to Data Privacy is primarily preventive and 
embedded in its Governance Framework, policies and the 
Verisure Data Privacy Programme. Each pillar of the Verisure 
Privacy Programme is supported by defined roadmaps and 
ongoing initiatives designed to address material impacts, risks, 
and opportunities identified through privacy risk assessments, 
audits and regulatory monitoring. Identified privacy risks are 
managed through the Company’s established privacy 
programme and governance processes, rather than through 
separate, publicly disclosed remediation or transition plans. 
Activities related to Data Privacy are embedded within 
Verisure’s core operational model, and accordingly, significant 
CapEx or OpEx is allocated yearly to this material topic. While 
no externally disclosed, measurable outcome-based targets 
have been defined for data privacy, the effectiveness of the 
Data Privacy Governance and Compliance Framework is 
continuously monitored through established risk assessment, 
audit, and regulatory oversight processes. Further details on 
the Compliance Control Framework are provided in section G1-1: 
Business Conduct Policies and Corporate Culture under G1 
Ethics & Integrity chapter.
Governance and Risk Management
We aim to continuously strengthen privacy governance by 
clearly defining roles and responsibilities at all organisational 
levels. This includes regular reporting to the Board and 
Management Team, structured engagement between the global 
Privacy Function, the cluster privacy heads, our DPOs and the 
country privacy leads, and embedding high privacy awareness 
across business functions.
Policies, Standards, and Procedures
We aim to maintain a consistent and up-to-date privacy policy 
framework across all countries where we operate. Privacy 
requirements have also been integrated into the Compliance 
Control Framework so that Privacy Minimum Standards are 
identified, implemented, and controlled. We regularly review 
and update our policies, standards and procedures to reflect 
regulatory developments and evolving best practices.
(Digital) Operational Processes
Our objective is to consolidate OneTrust as the primary digital 
platform for standardised privacy processes across all 
countries. This includes modules for privacy risk assessments, 
DPIAs, and the management of data subject rights requests, 
supported by defined workflows and governance controls. We 
implement standardised, stakeholder-approved processes for 
creating and maintaining Records of Processing Activities 
(RoPA) within OneTrust, supported by regular training sessions 
and cluster-level clinics. We continue to expand the use of the 
tool for consent management and are gradually broadening its 
scope.
Transparency and Privacy Notices
We are committed to providing transparent and accessible 
privacy information for customers and stakeholders. Our aim is 
to deploy updated privacy notices and dedicated privacy pages 
on our websites across all markets, enabling individuals to 
clearly understand how their personal data is processed and 
how to exercise their rights.
Awareness, Training, and Communications
We aim for all colleagues to complete mandatory privacy 
training, with additional role-specific modules for higher-risk 
areas. Ongoing awareness campaigns and communications 
foster a strong culture of accountability and responsible data 
handling across our Company.
Risk Management, Audit, Trends, and Benchmarking
We conduct regular privacy audits across all clusters and 
implement action plans to address identified gaps. Our risk 
management approach includes proactively identifying 
emerging risks based on a wide range of sources to support 
continuous improvement.
Data privacy performance indicators are monitored on an 
ongoing basis, with 2025 serving as the reference year for 
disclosed metrics. Our level of ambition is to maintain a strong 
compliance posture across all markets and a timely and 
effective handling of data subject rights, and to continuously 
strengthen our privacy governance and risk management 
practices. The defined monitoring mechanisms, audit processes 
and governance forums provide visibility into performance and 
support continuous improvement in preventing and mitigating 
privacy-related risks.
Sustainability Statement
Social Disclosures continued
242 Verisure plc | Annual Report 2025

===== SIDA 245 =====

Cybersecurity
 Cybersecurity: Risk & Control S4-4
Framework
We have implemented a cybersecurity Risk & Control 
Framework based on a risk-based model that helps us identify, 
manage, and keep cyber and information security risks within 
acceptable levels through the application of controls and 
assurance activities. The framework is aligned with industry 
standards such as the ISO 27001, NIST, and COBIT principles, 
and aims to provide ongoing visibility of our key processes 
through continuous monitoring and self-assessment 
mechanisms. 
In relation to cybersecurity impacts, Verisure’s approach to 
remediation is embedded within its structured Incident 
Management Process. For incidents requiring action, a root 
cause analysis is performed, and corrective measures are 
formally identified. Depending on complexity, these measures 
are either tracked as individual remediation actions or 
incorporated into broader initiatives designed to address 
systemic root causes. In such cases, delivery of the initiative is 
monitored so that the required solution is implemented and, 
where applicable, that controls within the Risk & Control 
Framework are strengthened. 
From a preventive and detection standpoint, the Company 
operates a continuous security testing and monitoring 
programme, including regular penetration testing of critical 
applications, annual red-team exercises to validate detection 
and response capabilities, and ongoing internal and external 
vulnerability scanning. Findings are systematically tracked, 
prioritised and remediated. Together, these processes form 
part of the Company’s general strategy to identify, address and 
monitor the effectiveness of cybersecurity-related issues.
Verisure allocates dedicated resources to the management of 
material impacts related to information security and incident 
response, including specialised incident management teams 
and dedicated information security personnel. 
In the event of vulnerabilities or security incidents, additional 
resources from relevant business and IT functions are 
mobilised as required for a timely and effective response and 
remediation.
We monitor our key controls and processes using a risk-based 
approach, focusing on the areas that matter most to our 
security posture. Once defined, we formalise these controls 
through relevant policies, standards, and procedures so that 
requirements are clearly captured and communicated across 
our Company. We use a combination of continuous monitoring 
– such as KPIs and self-assessment mechanisms – and periodic 
control testing to check that controls are operating as intended. 
This approach maintains visibility over our critical processes 
and supports the ongoing development of our control 
environment in response to emerging risks and business needs.
 Targets Related to Managing 
S4-5
Material Impacts, Risks, and 
Opportunities 
Verisure’s approach to Cybersecurity is primarily preventive and 
embedded in its Governance Framework, policies and 
operational security programme. Identified risks are managed 
through ongoing governance, risk and control processes rather 
than through discrete remediation initiatives. Activities related 
to Cybersecurity are embedded within Verisure’s core 
operational model, and accordingly, significant CapEx or OpEx 
is allocated yearly to this material topic. For more information 
regarding the Compliance Control Framework refer to the 
section G1-1
: Business Conduct Policies and Corporate Culture 
under G1 Ethics & Integrity. 
We have established mechanisms to monitor key activities and 
indicators that enable us to detect, prevent and protect against 
cybersecurity risks. We maintain policies and procedures 
designed to support user awareness of security best practices 
and adherence to internal security requirements. We 
continuously monitor performance indicators such as user 
awareness and phishing-simulation training completion rates, 
as well as scores from external security posture assessment 
providers, for example, BitSight rating our cybersecurity 
position as Advanced. These and other key indicators give us 
visibility into our most critical areas, including cybersecurity 
governance, user training and awareness, vulnerability 
exposure and overall security posture. Despite the absence of 
externally communicated measurable outcome-oriented 
targets, the effectiveness of the cybersecurity governance and 
control framework is monitored on an ongoing basis through 
these established mechanisms.
Cybersecurity performance is monitored continuously, with 
2025 serving as the reference year for disclosed indicators. Our 
level of ambition is to maintain a resilient security posture, 
reinforce user awareness and adherence to internal security 
requirements, and further strengthen our capacity to detect, 
prevent and respond to evolving cyber threats. These objectives 
guide the ongoing development of our cybersecurity 
governance and control environment.
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 243

===== SIDA 246 =====

Digitalisation & Artificial Intelligence (AI)
 Actions, Risk Management, and S4-4
Opportunities Related to Digitalisation 
& AI
In 2025, we continued to take targeted actions to advance the 
use of AI across our value chain, focusing on enhancing service 
quality, operational efficiency, and customer experience, while 
addressing material risks related to the responsible and 
transparent use of AI. Our governance frameworks and human 
oversight, particularly in critical and high-risk scenarios, 
support these actions. We take an integrated approach to 
managing material risks and opportunities associated with AI, 
leveraging digital technologies to deliver reliable, efficient, and 
increasingly personalised services to customers and end-users, 
while maintaining transparency, ethical standards, and trust.
Within Products & Services, we deploy AI models to interpret 
data from devices such as GuardVision™ Indoor and Outdoor 
cameras. This enables more accurate threat assessment and 
reduces nuisance and false alarms. In Monitoring & 
Intervention, advanced monitoring models support risk-based 
prioritisation of intrusion events and streamline the handling of 
lower-risk incidents. As a result, our monitoring teams spend 
less time on low-risk alarms and more time on situations where 
their intervention matters most, contributing to measurable 
efficiency gains.
We also apply AI across a range of customer touchpoints to 
improve efficiency and deliver more personalised services. For 
example, sentiment analysis, speech analytics, and Retrieval-
Augmented Generation (RAG) tools help us identify potential 
customer concerns proactively and reduce average handling 
time in customer interactions. In field operations, AI-driven 
optimisation of battery replacements lowers operational costs 
and limits disruption for customers. We are piloting AI agents 
for both internal and customer-facing use cases. We believe 
voice and chatbots can continue to automate customer 
interactions, aiming to reduce agent workloads without 
affecting security or customer experience. For further details, 
please see AI
 at Verisure in the Strategic Report.
 Targets Related to Managing S4-5
Material Impacts, Risks, and 
Opportunities
Verisure’s approach to Digitalisation & Artificial Intelligence is 
embedded in its Governance Framework and AI Policy, 
supported by defined roadmaps and operational initiatives 
aimed at ensuring responsible development and deployment of 
AI systems. While no formal measurable outcome-oriented 
targets or transition plans have been established for AI, looking 
ahead to 2026, the Company has set a roadmap to strengthen AI 
governance and development practices, with the objective that 
AI systems function as intended, meet quality standards, and 
are deployed responsibly across all markets. Our operational 
aim focuses on expanding AI-driven efficiency and effectiveness 
across Monitoring & Intervention services, customer 
interactions and field operations. Activities related to AI are 
embedded within Verisure’s core operational model, and 
accordingly, significant CapEx or OpEx is allocated yearly to this 
material topic. For more information regarding the Compliance 
Control Framework refer to the section G1-1
: Business Conduct 
Policies and Corporate Culture under G1 Ethics & Integrity 
chapter. 
Key metrics monitored include customer satisfaction trends, 
detection accuracy and average handle times in customer 
support. Projects such as optimising battery replacement 
logistics continue to drive cost reductions and limit disruption 
for customers. Colleague training and upskilling in AI literacy 
remain a priority to support safe, effective and ethically aligned 
use of AI across the Company. These aims collectively reflect 
our approach to leveraging AI-related opportunities while 
managing associated risks through governance structures, 
human oversight and transparent practices. The effectiveness 
of AI-related policies and actions is monitored on an ongoing 
basis through these operational metrics and governance 
mechanisms.
AI performance indicators are reviewed regularly, with 2026 as 
the next reporting year for these metrics. Verisure aims to 
expand responsible AI use, enhance operations and customer 
experience, and strengthen governance in line with the 2026 
roadmap.
Sustainability Statement
Social Disclosures continued
244 Verisure plc | Annual Report 2025

===== SIDA 247 =====

G1
Governance Disclosures
G1 Ethics 
& Integrity
Verisure Compliance Programme
The Verisure Compliance Programme is particularly important 
for our Company as it helps us to live up to our promise to 
provide peace of mind to our customers and maintain the trust 
they place in us to protect what matters most. It also supports 
our ability to attract and retain talent and investment, and 
builds credibility in our interactions with public bodies.
The Verisure Compliance Programme is based on five pillars:
1. Compliance Culture
2. Compliance Governance
3. Compliance Control Framework
4. Compliance Process
5. Compliance Evaluation.
We continuously strive to strengthen the Verisure Compliance 
Programme through proactive actions across these areas.
Our Compliance Committee oversees our compliance 
governance and includes the Chief Executive Officer, Chief Legal 
Officer, Chief Human Resources, Communications, and ESG 
Officer, and Chief Financial Officer. The committee manages the 
Verisure Compliance Programme and provides quarterly reports 
to the Audit and Risk Committee on compliance issues and 
emerging trends. The Verisure Compliance Director is 
responsible for the day-to-day management of the programme.
In 2025, the Compliance Committee held four meetings.
The Compliance Committee aims to manage compliance risks, 
foster appropriate behaviour and decision-making, raise 
awareness of compliance-related topics, and enhance 
leadership and cross-functional coordination on compliance 
initiatives. For further details, please refer to the ESRS 2 GOV-1 
& GOV-2: Leadership Oversight and Governance of 
Sustainability section in the Our Sustainability Strategy chapter.
Our Country Compliance Committees also met regularly 
throughout 2025, with the Country Managing Director, Head of 
Legal, and the Head of HR leading the Compliance Programmes 
in their respective countries. 
These Country Compliance Committees are responsible for 
proposing changes and preventive measures to their country 
Management Teams.
Country Compliance Committee members work with their 
country teams to implement and strengthen tools, training, 
processes, specific compliance risk management projects and 
regular communications to support compliance, often drawing 
on the resources provided by the Compliance teams.
Ethics & Integrity at Verisure
As outlined in the ESRS 2 IRO-1: Our Double Materiality 
Assessment Process section of Our Sustainability Strategy, we 
have identified Ethics & Integrity as one of our ESG-related 
material topics.
Our identified IROs related to Business Conduct 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.
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 5 245

===== SIDA 248 =====

G1
Ethics & 
Integrity
Fostering a culture of integrity, accountability, and customer focus across 
all levels of the Company strengthens employee engagement, enhances 
service quality, and builds long-term trust with customers.
Ethics & 
Integrity
By aligning our Speak Up practices – including the Verisure Speak Up 
Policy and platform – with the EU Whistleblower Directive (Directive EU 
2019/1937) and its national transpositions, we promote safe and 
confidential channels for reporting misconduct.
Ethics & 
Integrity
Potential delays in payments or lack of visibility into supplier practices 
could strain partnerships, impact service quality, and contribute to poor 
labour conditions within the value chain.
Ethics & 
Integrity
Potential incidents of corruption or bribery could erode colleague morale 
and trust, and may normalise unethical behaviour, undermining Verisure’s 
integrity, leadership credibility, and its role as a responsible employer.
Ethics & 
Integrity
Failure to maintain trust in whistleblowing mechanisms or to protect 
whistle-blowers from retaliation can discourage reporting, allowing 
unethical practices to persist and exposing the Company to legal and 
reputational consequences.
Ethics & 
Integrity
Any perceived lack of transparency or undue influence through industry 
associations may raise stakeholder concerns about lobbying practices, 
potentially affecting Verisure’s reputation and trust.
Ethics & 
Integrity
Certifications such as ISO 37001 (Anti-bribery Management Systems) can 
strengthen Verisure’s credibility with institutional clients, investors, and 
public bodies, enhancing its ability to compete for more public tenders 
and obtain better financial results.
Ethics & 
Integrity
A potential tax non-compliance with applicable fiscal legislation could 
result in significant unplanned liabilities, including penalties, interest, and 
reputational damage, posing a direct risk to the Company’s profitability 
and cash flow.66
ESRS Verisure 
Material Topic Impacts, Risks, and Opportunities Type of 
IRO
Value Chain 
Location
Time 
Horizon
 Business Conduct Policies and G1-1
Corporate Culture
Ethics and Compliance Culture
At Verisure, our customers trust us to protect what matters 
most to them, and we take this responsibility very seriously. 
That's why we are committed to always Doing the Right Thing by 
fostering a culture of ethics and compliance in our day-to-day, 
and by acting With Trust and Responsibility – a core value of 
our DNA.
As part of this commitment, we have established a robust policy 
framework that reinforces our high ethical standards and 
encourages our colleagues to speak up about any concerns 
regarding potential breaches of these standards.
We recognise the importance of meeting the growing 
expectations of investors and other external stakeholders 
regarding our compliance and corporate governance standards. 
For this reason, every leader, manager, and colleague in our 
Company is responsible for championing behaviour that aligns 
with our policies. We apply a zero-tolerance approach towards 
misconduct.
To raise awareness of our policies and standards, we regularly 
deliver tailored training to clearly defined target audiences 
based on role and risk exposure, ranging from all employees to 
specific functions such as Management, Legal, Finance, 
Sourcing, Sales, and IT. As a general rule, compliance training 
should be completed at least once, with refresher sessions 
delivered annually or biannually where required by local 
regulations or risk considerations.
Trainings cover key principles, practical do’s and don’ts aligned 
with internal policies, and include knowledge checks to assess 
understanding. We also assess our corporate culture by 
tracking key compliance-related KPIs, including training 
completion rates, which are reported to Management and the 
Audit and Risk Committee and by aligning priorities with the 
Compliance Committee. Our objective is to maintain the strong 
culture of compliance that we have established.
In our DMA, we identified several material IROs related to 
business conduct and corporate culture. These include both 
positive impacts arising from a strong culture of integrity and 
risks associated with potential misconduct, corruption, lack of 
transparency, or failures in whistleblowing mechanisms. 
Our Governance Framework shapes how we conduct business 
and how our colleagues behave. It is designed not only to 
prevent misconduct, but also to strengthen ethical leadership, 
accountability and customer-centric behaviour across all 
functions and geographies.
Sustainability Statement
Governance Disclosures continued
246 Verisure plc | Annual Report 2025
66) This risk is considered entity-specific, since it is not directly included in AR 16 of the ESRS as a topic or subtopic. Additional information on tax-related risks, governance and 
controls is provided in G1 Ethics & Integrity – A Responsible Approach to Tax.

===== SIDA 249 =====

We are guided by the five core values of our DNA, which shape a 
consistent employee experience and support our positive 
impact on customers and stakeholders:
Passionate in Everything We Do; Committed to Making a 
Difference; Always Innovating; Winning as a Team; and With 
Trust and Responsibility.
Our leaders set the standard and empower colleagues to act 
ethically at all times. In 2023, we consolidated our Verisure RISE 
Leadership Model, clarifying leadership expectations and the 
standards our colleagues expect from them.
The Verisure Compliance Committee plays a key role in 
promoting our compliance culture and guiding compliance 
governance. 
Verisure Policy Framework 
Our Verisure Policy Committee, established in December 2022, 
meets quarterly. It is chaired by the Verisure Legal function, 
with leadership from the Verisure Compliance & Risk Manager 
and support from the wider Compliance team.
The main purpose of the committee is:
• Aligning our Policy Framework and documents with our 
strategy, key compliance risks, and objectives
• Providing guidance for the rollout, adoption, and 
implementation of policies, standards, and guidelines.
The committee includes representatives from key areas, 
including Legal, HR and Communications, Finance, Marketing 
and Technology. Policy owners – each relevant Chief Officer – 
are ultimately responsible for proper implementation, and all 
new policies are reviewed with Compliance, Legal Cluster 
Heads, and the Verisure Management Team before approval.
The Verisure Policy Framework constitutes the primary policy 
response to the majority of our G1 IROs. Our Framework 
consists of our Code of Conduct67 and is complemented by 
several key policies and standards that collectively support our 
material G1 IROs. These include:
• The Verisure Anti-Harassment and Non-Discrimination Policy 
– Owned by the Chief Human Resources, Communications, 
and ESG Officer
• The Verisure Speak Up Policy – Owned by the Chief Legal 
Officer
• The Verisure Anti-Bribery Policy – Owned by the Chief Legal 
Officer
• The Verisure Data Privacy Policy – Owned by the Chief Legal 
Officer
• The Verisure Fair Competition Policy – Owned by the Chief 
Legal Officer
• The Verisure Anti-Facilitation of Tax Evasion Policy – Owned 
by the Chief Finance Officer
• The Verisure Delegation of Authority Policy – Owned by the 
Chief Finance Officer
• The Verisure Information Security Policy – Owned by the 
Information Security Director
• The Verisure Acceptable Use of IT Resources Policy – Owned 
by the Information Security Director
• The Verisure Supplier Standards and Ethical Code – Owned by 
the Head of Procurement and Supply Chain
• The Verisure Corporate Social Responsibility Policy – Owned 
by the Chief Human Resources, Communications, and ESG 
Officer 
• The Verisure Diversity, Equity, Inclusion, & Belonging Policy – 
Owned by the Chief Human Resources, Communications, and 
ESG Officer 
• The Verisure Environmental Policy – Owned by the Chief 
Human Resources, Communications, and ESG Officer
• The Verisure Responsible Disclosure Policy – Owned by the 
Information Security Director
• The Verisure Records Retention Policy – Developed in 2024 
(currently being rolled out) and owned by the Chief Legal 
Officer
• The Verisure Trade Secret and Confidential Information Policy 
– Developed in 2024 (to be rolled out) and owned by the Chief 
Legal Officer
• The Verisure Share Dealing Policy – Developed in 2025 and 
owned by the Chief Legal Officer
• The Verisure Information Policy – Developed in 2025 and 
owned by the Chief Legal Officer.
In particular, the positive impact identified as ‘Fostering a 
culture of integrity, accountability, and customer focus across 
all levels of the Company strengthens employee engagement, 
enhances service quality, and builds long-term trust with 
customers’ is directly supported by our Code of Conduct and 
the broader Verisure Policy Framework.
Our Governance Framework shapes the way we conduct 
business and influences how our colleagues behave. It is 
designed not only to prevent misconduct, but also to 
proactively strengthen ethical leadership, accountability and 
customer-centric behaviour across all functions and 
geographies.
Mapping of material IROs to policies
• Culture of integrity and accountability: Primarily addressed 
through the Code of Conduct, Corporate Social Responsibility 
Policy, Delegation of Authority Policy and leadership 
expectations embedded in the RISE Leadership Model.
• Safe and confidential reporting channels: Addressed through 
the Verisure Speak Up Policy, Compliance Investigation 
Standard and Code of Conduct.
• Supplier-related ethical and payment risks: Addressed 
through the Supplier Standards and Ethical Code, Fair 
Competition Policy and Anti-Bribery Policy (see G1-2
: 
Management of Relationships with Suppliers and G1-6: 
Supplier Relationships and Responsible Payment Practices).
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 247
67) While we do not have a standalone Human Rights Policy at Company level, our Code of Conduct – applicable to all countries within Verisure – was updated in 2024. It now 
includes a specific section outlining our responsibility to respect Human Rights and Labour Standards within our Company and throughout our value chain.

===== SIDA 250 =====

• Corruption and bribery risks: Addressed through the Anti-
Bribery Policy, Code of Conduct and Compliance Investigation 
Standard (see G1-3
: Verisure Anti-Bribery Policy).
• Risk of retaliation or lack of trust in whistleblowing 
mechanisms: Addressed through the Speak Up Policy, 
Compliance Investigation Standard and explicit non-
retaliation provisions in the Code of Conduct.
• Lobbying transparency risks: Addressed through the Code of 
Conduct, Anti-Bribery Policy and Fair Competition Policy (see 
G1-5
: Political Contributions and Regulatory Advocacy). 
• ISO 37001 certification opportunity: Linked to the Anti-Bribery 
Policy and the strengthening of our anti-corruption 
management system.
• Tax non-compliance risk: Addressed through the Anti-
Facilitation of Tax Evasion Policy and Tax Governance 
Framework (see A Responsible Approach to Tax
).
A central component of this framework is our Speak Up Policy 
and platform, aligned with the EU Whistleblower Directive 
(Directive EU 2019/1937) and its national transpositions. By 
aligning our Speak Up practices – including the Verisure Speak 
Up Policy and platform – with the EU Whistleblower Directive 
(Directive EU 2019/1937) and its national transpositions, we 
actively promote safe, confidential and accessible reporting 
channels. This not only mitigates the risk that misconduct 
remains unreported but also generates a positive 
organisational impact by strengthening psychological safety, 
reinforcing employee trust in governance structures, and 
embedding accountability across all levels of the Company.
This approach reflects our proactive commitment to creating an 
environment in which colleagues feel empowered and 
protected when raising concerns, thereby contributing to a 
culture of transparency and responsible leadership.
These policies intend to align with internationally recognised 
standards, including the UN Guiding Principles on Business and 
Human Rights. Our commitment to responsible68 business 
practices is also reflected in our membership in the UN Global 
Compact since June 2021. Our policies apply globally and form 
part of our Terms of Employment.
Verisure’s local policies and standards are accessible to all 
colleagues through the local intranet. To promote awareness, 
all colleagues receive a Workday task upon joining, which 
requires them to acknowledge that they have received, read, 
and understood the Code of Conduct and the Verisure Data 
Privacy Policy.
The effectiveness of this culture is monitored not only through 
governance structures but also through our Sustainable 
Engagement approach (see S1
 Talent Management and 
Sustainable Engagement). Through annual engagement surveys 
and pulse checks, employees are consulted on topics directly 
linked to our G1 IROs, including integrity in internal and 
external dealings, ethical leadership, environmental 
responsibility and confidence in responding to unethical 
behaviour. These insights inform targeted action plans at 
country and functional level, supporting the continuous 
assessment and strengthening of our compliance culture in line 
with employee expectations.
We are significantly strengthening our approach to policy 
creation, deployment, and awareness through a series of 
complementary initiatives:
• The new Policy Management Tool (developed in 2025 and 
launching in 2026) strengthens global governance by 
centralising drafting, review, and validation. 
• The Policies & Standards Page on our intranet, largely 
deployed in 2025 and completing rollout in 2026, provides a 
single, reliable access point to up-to-date global and local 
policies for all employees. 
• The Policy Module in Workiva, introduced in 2025, links 
policies to compliance risks and controls, reinforcing 
oversight within Verisure Compliance.
• Looking ahead to 2026, a Policy Chatbot will simplify 
employee access to policy guidance, while various awareness 
initiatives will drive ongoing engagement through regular, 
targeted communications across the organisation.
While compliance with applicable laws represents our minimum 
baseline, our ambition goes beyond ‘not breaking the law.’ 
Given our positive societal impacts and long-term customer 
relationships, we aim to operate to higher ethical standards, 
embedding integrity, responsible conduct and customer focus 
as strategic enablers of sustainable growth and long-term value 
creation.
Verisure Code of Conduct
Approved by our Board, the Code of Conduct sets the standards 
for everything we do and provides guidance on:
• Our day-to-day decision-making
• How we compete
• How we interact with colleagues, customers, suppliers, 
partners, government officials, and other stakeholders.
The Code of Conduct applies to everyone in our organisation, 
including all colleagues, contractors, and collaborators. 
Everyone is expected to comply with it.
To improve management, the Code of Conduct refers to specific 
policies and standards, backed by training and awareness 
initiatives to embed its principles across our Company. 
In 2025, the Code of Conduct was updated to incorporate the 
latest updates to our Verisure Compliance Control Framework. 
The Code of Conduct e-learning programme is available in all 
countries, and forms part of the onboarding process for all new 
joiners, with each country able to tailor training plans to its 
audience’s needs. Our employment contracts include a clause 
confirming each colleague’s commitment to follow the Code of 
Conduct. 
Sustainability Statement
Governance Disclosures continued
248 Verisure plc | Annual Report 2025
68) Verisure reported zero cases of violations of the UN Global Compact Principles in 2024.

===== SIDA 251 =====

Speak Up Framework and Policy
Our Verisure Speak Up Policy, available in local languages on 
our intranet and the Company’s commercial websites, is 
designed to help our colleagues identify breaches of our Code 
of Conduct or policies. It clearly outlines the types of 
misconduct that should be reported and provides guidance on 
how colleagues and other stakeholders can effectively raise 
their concerns. This principle of speaking up is integrated into 
all our policies and is emphasised in communications related to 
new policy documents: whenever new policies or standards are 
launched, we take the opportunity to remind everyone of their 
responsibility to speak up.
Each policy includes a dedicated section that encourages 
colleagues to report any suspected non-compliance or 
misconduct. 
Individuals who wish to raise any concerns can do so through 
several channels, such as line management, HR, Legal, senior 
management, or the dedicated Speak Up platform, which also 
allows anonymous reporting and is accessible to both internal 
and external parties, including suppliers, customers, former 
colleagues, and candidates. Access to the platform is provided 
to all colleagues via the quick tasks section of the intranet and 
a dedicated page under the Doing the Right Thing section in 
most countries.
At the global level, no specific additional training is currently 
conducted on the platform, as its visibility and accessibility are 
considered sufficient given current usage levels; however, 
certain local teams have carried out targeted awareness 
actions.
At Verisure, it is everybody’s responsibility to report any 
suspected or witnessed violations of our Code of Conduct, 
policies, standards, or applicable laws.
We investigate all reports in accordance with our policies, 
standards and applicable laws. Depending on the findings, and 
when appropriate, actions related to substantiated cases may 
range from awareness-raising measures and warning letters to 
suspensions, dismissals, and other disciplinary actions.
Any colleague who reports an incident in good faith is 
protected by our zero-tolerance policy against retaliation, as 
stated in our Code of Conduct and Verisure Speak Up Policy.
Our Speak Up practices, including our Verisure Speak Up Policy 
and platform, comply with the EU Whistleblower Directive 
(Directive EU 2019/1937 of the European Parliament and of the 
Council) and its related local transpositions.
Our Speak Up Programme is founded on the following key 
Principles:
• We count on our colleagues to take responsibility for their 
own actions and speak up if they observe possible violations 
of our Code of Conduct, our policies and standards, or 
applicable laws. We count on them not to undertake 
investigations on their own.
• We count on our colleagues to speak up in good faith.
• We are committed to maintaining the anonymity of those who 
wish to remain anonymous. This commitment also extends to 
protecting the identities of individuals involved in or handling 
concerns. We will share information only on a need-to-know 
basis or when legally required.
• Our Speak Up platform, supplied by a third party, is available 
to anyone who wishes to raise concerns, including 
anonymously.
• We are committed to ensuring the integrity of investigations 
and related processes.
• We will always assume good faith on the part of everyone 
involved unless proven otherwise. However, we will not 
tolerate reports made in bad faith.
• We will not tolerate any form of retaliation against individuals 
who speak up.
Verisure Anti-Harassment and Non-Discrimination Policy 
At Verisure, we do not tolerate any form of discrimination or 
harassment in our operations and strive to prevent such 
situations by implementing adequate measures and raising 
awareness.
This commitment is clearly outlined in our Code of Conduct and 
is further detailed in our Verisure Anti-Harassment and Non-
Discrimination Policy.
This policy includes comprehensive definitions of 
discrimination and harassment, along with examples of the 
various forms they can take. 
How we define Harassment and Discrimination
Our Verisure Anti-Harassment and Non-Discrimination Policy 
defines harassment and discrimination as follows:
Discrimination refers to any unjust or prejudicial treatment of 
individuals based on actual or perceived characteristics, 
including but not limited to gender, age, disability, nationality, 
sexual orientation and gender identity, socio-economic 
background, race & ethnicity, religion, or life stage.
Harassment is defined as any behaviour directed at an 
individual or a group that creates an offensive, intimidating, 
humiliating, or hostile work environment. This includes, but is 
not limited to, unwelcome sexual advances, offensive jokes, 
and derogatory remarks.
This policy establishes clear expectations for our colleagues in 
their interactions with others and provides guidance on the 
process for raising a concern.
Our Verisure Anti-Harassment and Non-Discrimination Policy is 
implemented across all countries.
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 249

===== SIDA 252 =====

Compliance Processes
Verisure Compliance Investigation Standard
The Verisure Compliance Investigation Standard provides clear 
guidance for conducting internal investigations into potential 
compliance incidents related to our Code of Conduct, policies, 
standards, or breaches of applicable law.
It outlines the necessary steps, beginning with initial analysis 
and planning, followed by fact-finding, the issuance of 
recommendations and remediation actions, and ultimately, 
closure of the investigation. It also identifies key stakeholders 
to involve and provides guidance on effective communication 
at each stage of the process.
The Verisure Compliance Investigation Standard defines the key 
principles for all investigations: objectivity and fairness, 
legality, confidentiality, and protection against retaliation.
Furthermore, our Verisure Compliance Investigation Standard 
stipulates that protecting against retaliation is an essential part 
of our investigation process and must be actively monitored. It 
imposes strict confidentiality requirements and states that any 
retaliation against a colleague will result in disciplinary action, 
including termination. In 2025, we provided renewed training 
for all colleagues involved in investigation processes, 
particularly within the HR and Legal teams, with an emphasis 
on new joiners. This training enables a consistent procedure to 
be followed across all countries.
Verisure Digital Monitoring and e-Discovery Activities 
Standard
We have established a Verisure Digital Monitoring and e-
Discovery Activities Standard that outlines the procedure to 
follow when conducting compliance investigations involving 
access to IT resources.
This Standard aims to provide a valid justification for enhanced 
digital monitoring or e-Discovery activities. Additionally, it aims 
to protect privacy and confidentiality rights, support full 
compliance with applicable laws, and uphold the integrity of 
the compliance investigation process.
Actions, Targets and Performance Monitoring
Verisure’s approach to business conduct and corporate culture 
is primarily preventive and embedded in its governance, policy 
framework, training programmes and compliance oversight 
mechanisms.
No separate transition plans or standalone remediation 
programmes have been established for the majority of G1 IROs, 
as the identified risks and impacts are managed through 
continuous governance, internal controls, awareness initiatives 
and investigation processes rather than through discrete, time-
bound action plans. Accordingly, no specific CapEx or OpEx has 
been allocated exclusively to individual G1 IRO action plans and 
no quantitative external targets have been formally established 
for these IROs at this stage.
However, effectiveness is monitored on an ongoing basis 
through:
• Compliance training completion rates
• Investigation case management metrics (e.g. number of cases 
received, substantiated, and closed)
• Monitoring of retaliation incidents
• Oversight by the Compliance Committee, Audit and Risk 
Committee and Chief Legal Officer
• Employee engagement survey indicators related to ethical 
culture and confidence in reporting mechanisms.
Internal ambitions focus on achieving full adherence to the 
Code of Conduct and related policies, completing training 
programmes, and continuously strengthening investigation 
quality and governance oversight.
While formal quantitative targets have not been defined, our 
objective remains zero-tolerance for corruption, bribery, 
retaliation and serious misconduct, supported by continuous 
monitoring and periodic review of policy effectiveness.
 Management of Relationships with 
G1-2
Suppliers
We distribute, install, and maintain Verisure alarm solutions 
across the 18 geographies in which we operate. To accomplish 
this, our mission is to execute our supply chain at the right cost, 
keeping focus on performance and efficiency while integrating 
sustainability and corporate responsibility into our end-to-end 
supply chain operations. 
Our Sustainable Sourcing Strategy focuses on fostering strong 
and sustainable relationships with our suppliers. In 2023, we 
publicly shared our strategic objectives for enhancing the 
sustainability of our value chain, establishing clear 
commitments, approaches, and a roadmap with measurable 
targets.
In 2021, we implemented our Supplier Standards and Ethical 
Code, which aligns with the 10 Principles of the UN Global 
Compact. This document has been integrated into our 
procurement sourcing tool, making its acceptance a 
requirement during the qualification phase as of 2022. Our 
strategy prioritises ESG Due Diligence to check that partners 
adhere to regulations and comply with our Supplier Standards 
and Ethical Code regarding human rights, labour practices, 
environmental responsibility, and ethical business practices. 
Verisure expects both new and existing suppliers to meet our 
economic, environmental, and labour requirements. The key 
principles for our suppliers include:
• Ethics: Suppliers must conduct their business ethically and 
with integrity
• Labour: Suppliers must uphold the human rights of their 
workers, treating them with dignity and respect
• Health and Safety: Suppliers should provide a safe and 
healthy working environment, including suitable living 
quarters when provided by the Company
• Environment: Suppliers are expected to operate responsibly 
and efficiently, minimising adverse environmental impacts 
• Management Systems: Suppliers must implement 
management systems that support continuous improvement 
and compliance with these principles. Suppliers are also 
Sustainability Statement
Governance Disclosures continued
250 Verisure plc | Annual Report 2025

===== SIDA 253 =====

encouraged to collaborate on innovation, ESG initiatives, and 
the promotion of diversity.
For further details, refer to the Supplier Risk Assessment under 
S2-4
: How We Address Labour Risks and Opportunities in Our 
Supply Chain and Our Supplier Standards and Ethical Code 
under S2-1: Policies Related to Value Chain Workers in the 
Sustainable Sourcing chapter.
At present, we do not have a specific approved policy to 
prevent late payments; however, we have existing terms and 
conditions, along with an action plan to establish a formal 
policy. 
Our objective is to enhance the overall process, from 
onboarding new suppliers to the timely payment of invoices. 
This improvement seeks to reduce the incidence of late 
payments, particularly to SMEs, which are often more 
vulnerable to delays.
Currently, our payment process follows these key steps:
1. Before creating a Purchase Order (PO), payment terms are 
agreed upon with the supplier at the time of contract or 
agreement signing. 
2. A PO is created in accordance with the terms established in 
the contract.
3. Once the products or services specified in the PO are 
delivered, it is the requester's responsibility to confirm the 
delivery by registering the Goods Receipt (GR) in our 
Enterprise Resource Planning (ERP) system. This step is 
mandatory as it notifies the Finance department that 
payment can be processed.
4. The supplier sends the invoice to the address specified by the 
Accounting Department for each entity.
5. Payment is executed in line with the terms outlined in the 
contract. If no specific payment terms are included in the 
contract, payment will follow the standard terms applicable 
in the respective country.
We recognise that payment terms are specified in each PO 
header and are also included in our general Terms and 
Conditions. 
Our proposed policy will focus on the following areas:
1. Establishing clear accountability and timelines for each step 
in the payment process.
2. Enhancing communication between Procurement, Finance, 
Business Areas, and Suppliers to minimise delays.
3. Seeking alignment with country-specific payment terms and 
supplier contract agreements.
We believe that by improving our processes and formalising a 
payment policy, we can significantly reduce late payments, 
strengthen relationships with our suppliers – especially SMEs – 
and reach greater efficiency and compliance across our 
organisation.
Our payment practices are largely aligned with standard 
payment terms defined by the legal framework of each country 
in which we operate. As a Company, we prioritise adherence to 
these terms to maintain financial stability and operational 
efficiency.
 Verisure Anti-Bribery Policy
G1-3
Corruption and bribery are addressed in our Code of Conduct 
and the Verisure Anti-Bribery Policy, both of which are 
accessible on our intranet for our colleagues. The employment 
contracts of all new colleagues joining the Company also 
include a provision requiring them to comply with all our 
policies. These documents are also available on our website.
As with all policies and standards, our colleagues are reminded 
to comply with these documents and encouraged to speak up if 
they have any questions, doubts, or concerns. 
Additionally, all members of the Management Team and their 
direct and second-level reports are required to undergo a 
dedicated Anti-Bribery training course. This training also covers 
all colleagues, regardless of management level, across Legal, 
Procurement and Sourcing, Alliances, and Regulatory and Public 
Affairs, as these are the areas we consider most susceptible to 
corruption and bribery. The training is scenario-based, 
presenting four bribery and corruption situations in which 
employees must select the appropriate response. It takes 
approximately 15 minutes to complete, and for the time being, 
employees are required to complete it once. With this 
comprehensive approach, we cover 100% of our functions at 
risk through our training programme, including executive 
members of the administrative, management, and supervisory 
bodies.
Our country Management teams are responsible for identifying, 
managing, and mitigating bribery risks that could impact their 
businesses. Cases of bribery or corruption are promptly 
addressed locally upon substantiation, sanctioned as 
appropriate, and reported in the quarterly Compliance Report, 
enabling timely monitoring. Should such a case arise, and if 
relevant, this would be notified to the authorities, and 
additional preventive measures may be implemented, such as 
reinforcing key compliance principles across the organisation. 
The Legal team provides guidance on anti-bribery legislation 
and oversees related training and communication programmes.
To date, no material cases involving bribery by the Company 
have required investigation. Should such a case arise, the Head 
of Internal Audit – who reports directly to the Audit and Risk 
Committee – would be informed of the investigation. 
Allegations involving employees are investigated under 
established compliance procedures with appropriate 
segregation from disciplinary decision-making. Material cases 
are immediately reported to the Compliance Committee and 
specifically flagged to the Audit and Risk Committee.
The Criminal and Anti-Corruption Compliance System 
implemented by our colleagues in Spain has been certified 
under the local UNE 19601 standard for Criminal Compliance 
Systems and the ISO 37001 standard for Anti-Bribery 
Management Systems since 2019. Additionally, it has been 
certified under the UNE 19602 standard for Tax Risk Prevention 
Systems since 2021. To date, we have six entities certified under 
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 251

===== SIDA 254 =====

UNE 19601, seven certified under ISO 37001, and one certified 
under UNE 19602.69
Across 2024 and 2025, there were no enforcement actions 
concerning anti-competitive behaviour or anti-bribery and 
corruption. Additionally, in 2025, no business partner contracts 
were terminated or declined for renewal as a result of 
corruption- or bribery-related fines affecting our partners.
 Compliance Cases
G1-4
Compliance and data privacy matters are reported to the 
Verisure Audit and Risk Committee every quarter. Material cases 
are reported as a standing agenda item at each Board of 
Directors meeting.
In 2024, the Italian Competition and Commerce Authority 
(‘AGCM’) issued a decision identifying violations on four counts 
against Verisure Italy S.r.l. Verisure Italy S.r.l. disagrees with the 
findings and has appealed the decision to the appropriate 
Administrative Court. In 2025, no major further development 
took place and the appeal is still ongoing.
In 2025, the Italian Data Protection Authority concluded an 
administrative proceeding against Verisure Italy S.r.l. 
concerning data privacy practices by issuing a €400,000 
administrative fine, along with orders. Verisure Italy paid a 
reduced fine of €200,000 by paying quickly and not challenging 
the decision and has implemented corrective measures to 
address the findings.
In 2025, there were no convictions against the Company for 
anti-corruption or anti-bribery violations, nor were there any 
fines related to corruption or anti-bribery. Similarly, there were 
no competition law cases brought against Verisure or our 
colleagues.
 Political Contributions and 
G1-5
Regulatory Advocacy
In accordance with our Code of Conduct and Verisure Anti-
Bribery Policy, we do not engage in political contributions. As 
such, we did not make any financial or in-kind political 
contributions at either the European or national level during 
2025. Our advocacy efforts focus on sector-specific regulatory 
issues and overall regulations that may affect our business 
operations.70
The main topics covered by our advocacy activities include:
• Security system and alarm industry standards (including 
device, system and emergency response standards)
• Digital, AI and data protection regulation impacting 
connected security services
• Customer protection and safety regulation
• Cybersecurity and information security frameworks applicable 
to our products and monitoring services.
We actively engage with sector associations at both the EU and 
national levels across several countries. This involvement 
allows us to participate in and convey our perspective in 
regulatory discussions that affect Verisure, particularly those on 
sectoral, digital, and customer regulations. This engagement is 
primarily handled by the Regulatory Advocacy team, reporting 
to the CLO.
Our main positions in these discussions are grounded in our 
commitment to innovation, service quality, customer safety, 
data protection and fair competition. We support regulatory 
frameworks that enhance customer protection, strengthen 
security standards, and promote the responsible use of digital 
technologies, and promote a level playing field within the 
sector.
Our associations include those in Belgium, Chile, Denmark, 
France, Italy, Norway, Portugal, Spain, Sweden, and the 
Netherlands. Notable associations in Europe include 
EUROALARM, CoESS, and EENA, as well as CEOE in Spain, 
ConfederSicurezza in Italy, and GMPSE in France.
In our materiality assessment, we identified the IRO that any 
perceived lack of transparency or undue influence through 
industry associations may raise stakeholder concerns about 
advocacy practices, potentially affecting Verisure’s reputation 
and trust.
This risk interacts with our broader G1 IROs related to integrity, 
anti-bribery and governance transparency. This potential risk is 
mitigated through clear governance oversight, adherence to our 
Code of Conduct, Anti-Bribery Policy and Fair Competition 
Policy, transparent engagement practices and internal review of 
participation in associations.
Our Chief Legal Officer is responsible for the administrative, 
management, and supervisory bodies (AMSB) for overseeing 
any regulatory advocacy activities. No member of the AMSB has 
held a position in public administration in the past two years.
 Supplier Relationships and G1-6
Responsible Payment Practices
Payment Practices 
For all other supplier categories and contractual arrangements, 
our payment practices are designed to align with country-
specific legal requirements. Our intention is to build strong, 
long-term relationships with our suppliers and to maintain 
continuous dialogue with them.
Our strategy includes efforts to simplify and standardise 
payment terms both at a global level and in each country where 
we operate. As a result of these efforts, 70% of our payments 
are currently aligned with our standard payment terms, with an 
average of 29 days taken to pay an invoice from the date on 
which the contractual or statutory payment term begins. Over 
the past few years, we have begun transitioning to a new 
common ERP system for all reporting entities in the Company. 
Sustainability Statement
Governance Disclosures continued
252 Verisure plc | Annual Report 2025
69) In response to the requirement to report whether our Anti-Bribery Policy aligns with the United Nations Convention against Corruption (UNCAC), as stated in Regulation (EU) 
2019/2088, it should be noted that Verisure’s Anti-Bribery Policy is consistent with the principles and requirements of the UNCAC.
70) Verisure’s registration number at the EU Transparency Register is 474269242659-61.

===== SIDA 255 =====

For the purpose of calculating the percentage of payments that 
adhere to standard terms, we have included only those entities 
that have been using this system for more than eight months. 
Additionally, all invoices have been accounted for, regardless of 
the amount. Our analysis of late payments reveals that 40% 
occurred within one to seven days, while 21% occurred within 8 
to 14 days.
By the end of 2025, we had two outstanding legal proceedings 
related to late payments. Both were paid in the beginning of 
the year. For the purpose of calculating the percentage of 
payments that adhere to standard terms, we included only 
those entities that have been using the ERP system. This 
represents a representative sample, and the data from each 
entity was extracted from Oracle and consolidated centrally. 
Additionally, all invoices were accounted for, regardless of the 
amount. We are committed to minimising such incidents by 
enhancing our internal processes, improving communication 
with suppliers, and reinforcing our commitment to responsible 
payment practices.
In summary, we strive to harmonise and streamline our 
payment terms strategy across all countries, while taking into 
account local regulations and business practices for 
consistency and compliance with applicable laws.
A Responsible Approach to Tax
Verisure considers responsible tax behaviour a core element of 
good governance and ethical business conduct. Paying the right 
amount of tax, in the right place and at the right time, where 
value is created, supports public services and strengthens trust 
with stakeholders.
In 2025, Verisure’s total contribution in paid and collected taxes 
amounted to €820.1m. Our DMA identified a tax-related risk 
linked to potential non-compliance with fiscal legislation, which 
could lead to liabilities, penalties, interest and reputational 
impacts affecting profitability and cash flow. 
Tax Governance and Policy Framework
Verisure has established a Tax Compliance Framework defining 
its approach to tax compliance, governance and risk 
management across all jurisdictions. It is supported by 
company-wide policies71, and internal controls, including the 
Verisure Tax Compliance Policy, which sets principles for: 
compliance with tax laws, transparent tax management 
practices, identification and mitigation of tax risks, engagement 
with tax authorities, and the appropriate use of external 
advisors.
Tax governance is embedded in the broader corporate 
governance and risk management framework. Day-to-day 
responsibility lies with the Verisure Tax Director, supported by 
tax professionals, while significant matters may be escalated to 
the CFO, the Chairman of the Audit and Risk Committee and the 
Board, which retains overall oversight.
The policy considers the interests of key stakeholders including 
shareholders, tax authorities, employees, business partners 
and local communities, promoting compliance, transparency 
and long-term value creation. It is reviewed periodically under 
Board oversight and communicated internally through the 
corporate intranet and targeted training.
Tax Risk Management and Compliance
Verisure adopts a prudent approach to tax risk management 
aligned with its enterprise risk management processes. Tax 
risks are identified, assessed and managed using professional 
judgement and reasonable care. Complex or material tax 
positions are escalated internally and, where appropriate, 
supported by external expert advice to help ensure our 
compliance with applicable laws and international standards, 
including OECD guidance.
To support consistent tax compliance, Verisure engages KPMG 
as its preferred global tax compliance partner, while 
responsibility for tax decisions and governance remains with 
Verisure.
Approach to Tax Planning and Transparency
Verisure’s tax planning is driven by commercial substance and 
aligned with its business operations. Intercompany transactions 
follow the OECD Transfer Pricing Guidelines and are priced on 
an arm’s-length basis. Tax reliefs and incentives are used only 
where aligned with their intended purpose of supporting 
investment, employment and innovation. Verisure does not 
engage in artificial or aggressive tax arrangements.
The Company promotes transparency and ethical conduct in tax 
matters through measures including its Anti-Facilitation of Tax 
Evasion Policy, Verisure Transfer Pricing Guidelines, DAC6 
reporting processes, mandatory training and an annual tax 
compliance questionnaire used across jurisdictions. Verisure 
maintains open and constructive relationships with tax 
authorities and provides timely and accurate disclosure of 
relevant information.
Actions, Targets and Performance Monitoring
Verisure’s tax approach is primarily preventive and embedded 
in its governance, policies and control framework. No separate 
action plans or targets have been established, as tax risks are 
managed through ongoing compliance and risk management 
processes. Accordingly, no dedicated CapEx or OpEx has been 
allocated to tax-specific action plans.
The effectiveness of the framework is monitored through 
dashboard tracking of tax filings, monthly reviews of tax 
operations and oversight by senior management and the Board. 
Internal monitoring includes current tax, deferred tax, cash tax 
and effective tax rate (ETR), while external disclosure focuses 
on ETR and overall tax contribution metrics.
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 253
71) The Tax Compliance Policy and related tax policies apply across the entire Company and cover all business activities, including commercial operations, procurement, supply 
chain, financing, corporate structuring, cross-border transactions, and dealings with third parties where tax implications arise.

===== SIDA 256 =====

ANNEXES
Annex 1: Disclosure Requirements Covered By Our 
Sustainability Statement, Including Incorporation 
By Reference
255
Annex 2: List Of Data Points In Cross-cutting And 
Topical Standards that Derive From Other 
EU Legislation
258
Annex 3: Entity-Specific Indicators 261
Annex 4: 'Swedish Annual Accounts Act’ 263
Annex 5: Table Of Contents Of TCFD Standards 
By Material Topic 263
Annex 6: Table Of Contents Of ESRS 
and GRI Standards 264
Annex 7: Table Of Contents Of SASB Standards 
By Material Topic 267
Annex 8: Statement Of Approval In Respect Of The 
Sustainability Statement 268
Independent Practitioner’s Limited Assurance Report 269

===== SIDA 257 =====

Annex 1: Disclosure Requirements Covered By Our Sustainability Statement, 
Including Incorporation By Reference
This report has been prepared in accordance with the ESRS. Where entity-specific indicators have been disclosed in 
this Sustainability Statement, they have been clearly identified as such and are not covered by the ESRS requirements.
ESRS2 General Information
ESRS 2 BP-1 About this Sustainability Statement 159, 183, 184, 186, 210
ESRS 2 BP-2 About this Sustainability Statement 159, 183, 184, 186, 210
ESRS 2 GOV-1 Leadership Oversight and Governance of Sustainability 160, 166, 207, 245
ESRS 2 GOV-2 Leadership Oversight and Governance of Sustainability 160, 166, 207, 245
ESRS 2 GOV-3 Linking Incentives to Sustainability Performance 162
ESRS 2 GOV-4 Statement on Due Diligence 163
ESRS 2 GOV-5 Integrated Management of Sustainability-Related Risks and Reporting 161, 164
ESRS 2 SBM-1 Our Strategy, Business Model, and Value Chain 164
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165, 199, 220, 227, 232
ESRS 2 SBM-3 Our Material Impacts, Risks, and Opportunities 167, 190, 199, 211, 220, 227, 
232, 245
ESRS 2 IRO-1 Our Double Materiality Assessment Process 161, 166, 171, 180, 189, 220, 
227, 232, 245
ESRS 2 IRO-2 Scope and Coverage of ESRS Disclosures Based on Materiality 173
E1 Climate Change
ESRS 2 GOV-3 Climate Governance 162
E1-1 Transition Plan For Climate Change Mitigation 174, 182, 196
ESRS 2 SBM-3 Material Climate Change IROs 177
ESRS 2 IRO-1 Scenario Analysis 171, 179
E1-2 Policies Related to Climate Change 181, 183, 184
E1-3 Our Progress So Far 182
E1-4 Targets Related to Climate Change Mitigation and Adaptation 183, 162
E1-5 Energy Consumption and Mix 185
E1-6 Gross Scopes 1, 2, 3 and Total GHG Emissions 183, 184, 186
E1-7 GHG Removals and GHG Mitigation Projects Financed Through Carbon Credits na
E1-8 Internal Carbon Pricing 174, 182, 196
E1-9 Potential Financial Effects na
E5 Resource Use and Circular Economy
ESRS 2 IRO-1 Circularity at Verisure 189
E5-1 Policies Related to Resource Use and the Circular Economy 190
E5-2 Actions Related to Resource Use and Circular Economy 165, 190, 192, 194
E5-3 Targets Related To Resource Use And Circular Economy 191
E5-4 Resource Inflows 192
E5-5 Resource Outflows 192
E5-6 Potential Financial Effects na
S1 Own Workforce
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165
, 199
ESRS 2 SBM-3 How Our Workforce Impacts, Risks and Opportunities Shape Verisure’s Strategy 167, 199
S1-1 Policies Related to Our Workforce 203, 228
ESRS References Page72
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 255
72) Pages in italics refer to disclosure requirements that appear as in-text references.

===== SIDA 258 =====

S1-2 Processes for Engaging Employees and Representatives on Workforce Impacts, Risks, and 
Opportunities
204, 217
S1-3 Processes to Address Workforce Impacts and Channels for Raising Concerns 205
S1-4 Actions on Our Workforce Material Impacts and Approaches to Risk Mitigation and Opportunity 
Realisation
206
, 210, 213, 216
S1-5 Targets Related to Managing Material Impacts, Advancing Positive Impacts, as well as to Risks and 
Opportunities
207
, 211, 213, 216
S1-6 Representation 208, 231
S1-7 Characteristics of Non-employees in the Undertaking’s Own Workforce na
S1-8 Collective Bargaining Coverage and Social Dialogue 204, 211, 217
S1-9 Diversity Metrics 209
S1-10 Adequate Wages 218
S1-11 Social Protection 212
S1-12 Persons with Disabilities na
S1-13 Training and Skills Development 203, 213
S1-14 Health and Safety Indicators and Results 212
S1-15 Work-Life Balance Metrics 205, 216, 219
S1-16 Rewards 210
S1-17 Incident Management 219
S2 Workers in the Value Chain
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165, 220
ESRS 2 SBM-3 Sustainable Sourcing Across Our Value Chain 167, 220
S2-1 Policies Related to Value Chain Workers 221, 228, 251
S2-2 Processes for Engaging with Value Chain Workers About Impacts 222, 223, 224
S2-3 Processes to Remediate Negative Impacts and Channels for Value Chain Workers to Raise 
Concerns
223
S2-4 How We Address Labour Risks and Opportunities in Our Supply Chain 202, 223, 251
S2-5 Measuring Progress on Sustainable Sourcing Targets 226
S3 Affected Communities
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165, 227
ESRS 2 SBM-3 Our Community Impact Approach and Strategic Framework 167, 227
S3-1 Policies Related to Affected Communities 228
S3-2 Community Engagement Processes 228, 230
S3-3 Processes to Remediate Negative Impacts and Channels to Raise Concerns na
S3-4 Our CSR Impact 229, 231
S3-5 Measuring Progress on Community Impacts 231
S4 Consumers and End-Users
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165, 232
ESRS 2 SBM-3 How Our Customers’ Impacts, Risks and Opportunities Shape Verisure’s Strategy 167, 232
S4-1 Policies Related to Customers and End-users 234
S4-2 Processes for Engaging with Customers and End-users about Impacts 165, 235, 234
S4-3 Processes to Address Customers’ Impacts and Channels for Raising Concerns 234, 236
S4-4 Actions to Manage Customer Impacts, Risks, and Opportunities 238, 241, 243, 244
S4-5 Targets Related to Managing Material Impacts, Risks, and Opportunities 240, 242, 243, 244
G1 Business Conduct
ESRS 2 GOV-1 Verisure Compliance Programme 160
, 245
ESRS 2 IRO-1 Ethics & Integrity at Verisure 171, 245
ESRS References Page72
Annexes
256 Verisure plc | Annual Report 2025

===== SIDA 259 =====

G1-1 Business Conduct Policies and Corporate Culture 166, 202, 204, 205, 216, 
223, 228, 243, 244, 246
G1-2 Management of Relationships with Suppliers 247, 250
G1-3 Verisure Anti-Bribery Policy 248, 251
G1-4 Compliance Cases 252
G1-5 Political Contributions and Regulatory Advocacy 248, 252
G1-6 Supplier Relationships and Responsible Payment Practices 252, 247
- A Responsible Approach to Tax 253
ESRS References Page72
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 257

===== SIDA 260 =====

Annex 2: List Of Data Points In Cross-cutting And Topical Standards That Derive 
From Other EU Legislation
ESRS 2 GOV-1 21 (d) Board’s gender diversity ☒ 25% 37.5% ☒ 160
ESRS 2 GOV-1 21 (e) Percentage of Board members who are 
independent ☒ 160
ESRS 2 GOV-4 30 Statement on sustainability due diligence ☒ n/a na
ESRS 2 SBM-1 40 (d) i Involvement in activities related to fossil 
fuel activities ☒ n/a ☒ ☒ na
ESRS 2 SBM-1 40 (d) ii Involvement in activities related to 
chemical production ☒ n/a ☒ na
ESRS 2 SBM-1 40 (d) iii Involvement in activities related to 
controversial weapons ☒ n/a ☒ na
ESRS 2 SBM-1 40 (d) iv Involvement in activities related to 
controversial weapons ☒ na
ESRS E1-1 14 Transition plan to reach climate 
neutrality by 2050 ☒ 174
ESRS E1-1 16 (g) Undertakings excluded from Paris-
aligned benchmarks ☒ ☒ 175
ESRS E1-4 34 GHG emission reduction targets ☒
40% in 2030; 
Commitment to 
Net Zero by 2050
☒ ☒ 183
ESRS E1-5 37 (a) Total energy consumption related to 
own operations in MWh ☒ 234,407 243,946
185
ESRS E1-5 37 (b) Total energy consumption from fossil 
sources in MWh ☒ 205,642 219,015
ESRS E1-5 37 (c) Total energy consumption from nuclear 
sources in MWh ☒ 1,987 1,688
ESRS E1-5 37 (c) i Total energy consumption from 
renewable sources in MWh ☒ 26,778 23,243
ESRS E1-5 37 (c) ii
Fuel consumption from renewable 
sources including biomass (also 
comprising industrial and municipal 
waste of biologic origin), biofuels, 
biogas, hydrogen from renewable 
sources41, etc. In MWh
☒ 7,503 3,155
ESRS E1-5 37 (c) iii
Consumption of purchased or acquired 
electricity, heat, steam, and cooling from 
renewable sources in MWh
☒ 18,734 20,088
ESRS E1-5 38 Energy consumption from fossil sources 
disaggregated by sources ☒ n/a na
ESRS E1-5 40-43 Energy intensity associated with 
activities in high climate impact sectors ☒ n/a na
ESRS E1-6 48 (a) Scope 1 emissions (tCO2eq) ☒ 48,140 51,464 ☒ ☒
186
ESRS E1-6 49 (a) Scope 2 emissions (location-based) 
(tCO2eq) ☒ 4,233 3,464
ESRS E1-6 49 (b) Scope 2 emissions (market-based) 
(tCO2eq) ☒ 3,215 1,659
ESRS E1-6 AR 46 (d) i Scope 3 emissions (tCO2eq) ☒ 109,728 105,375
ESRS E1-6 52 (a) Total GHG emissions (location-based) 
(tCO2eq) ☒ 162,101 160,303
ESRS E1-6 52 (b) Total GHG emissions (market-based) 
(tCO2eq) ☒ 161,083 158,498
ESRS References
SFDR
Pillar 3 Benchmark EU Climate Law Page732024 2025
Annexes
258 Verisure plc | Annual Report 2025
73) ‘na’ indicates that the KPI is not disclosed in the report and therefore no corresponding page reference is available.

===== SIDA 261 =====

ESRS E1-6 53 i GHG emissions intensity (location-
based) (tonnes of GHG/€m) ☒ 47.6 42.8 ☒ ☒
186
ESRS E1-6 53 ii GHG emissions intensity (market-based) 
(tonnes of GHG/€m) ☒ 47.3 42.3
ESRS E1-7 56 GHG removals and carbon credits ☒ na
ESRS E1-9 66 Exposure of the benchmark portfolio to 
climate-related physical risks ☒ na
ESRS E1-9 66 (a) Disaggregation of monetary amounts by 
acute and chronic physical risk ☒ na
ESRS E1-9 66 (c) Location of significant assets at material 
physical risk ☒ na
ESRS E1-9 67 (c)
Breakdown of the carrying value of its 
real estate assets by energy efficiency 
classes
☒ na
ESRS E1-9 69 Degree of exposure of the portfolio to 
climate-related opportunities ☒ na
ESRS E2-4 28
Amount of each pollutant listed in 
Annex II of the E-PRTR Regulation 
emitted to air, water and soil
☒ n/a na
ESRS E3-1 9 Water and marine resources ☒ n/a na
ESRS E3-1 13 Dedicated policy ☒ n/a na
ESRS E3-1 14 Sustainable oceans and seas ☒ n/a na
ESRS E3-4 28 (c) Total water recycled and reused ☒ n/a na
ESRS E3-4 29
Total water consumption in m3 per net
revenue on own operations
☒ n/a na
ESRS 2 SBM 3 - 
E4 16 (a) i Biodiversity sensitive areas ☒ n/a na
ESRS 2 SBM 3 - 
E4 16 (b) Land impacts ☒ n/a na
ESRS 2 SBM 3 - 
E4 16 (c) Threatened species ☒ n/a na
ESRS E4-2 24 (c) Sustainable oceans/seas practices or 
policies ☒ n/a na
ESRS E4-2 24 (d) Policies to address deforestation ☒ n/a na
ESRS E5-5 37 (d) Non-recycled waste in tonnes ☒ - 655 194
ESRS E5-5 39 i Hazardous waste in tonnes ☒ - 1160
194
ESRS E5-5 39 ii Radioactive waste in tonnes ☒ - 0
ESRS 2 SBM-3 14 (f) Risk of incidents of forced labour ☒ No 203
ESRS 2 SBM-3 14 (g) Risk of incidents of child labour ☒ No 203
ESRS S1-1 20 Human rights policy commitments ☒ Yes 203
ESRS S1-1 21
Sustainability due diligence policies on 
issues addressed by the fundamental 
ILO Conventions 1 to 8
☒ 203
ESRS S1-1 22 Processes and measures for preventing 
trafficking in human beings ☒ Yes 203
ESRS S1-1 23 Workplace accident prevention policy or 
management system ☒ Yes 203
ESRS S1-3 32 (c) Grievance/complaints handling 
mechanisms ☒ Yes 205
ESRS References
SFDR
Pillar 3 Benchmark EU Climate Law Page732024 2025
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 259

===== SIDA 262 =====

ESRS S1-14 88 (b) Number of fatalities ☒ 1 2
212ESRS S1-14 88 (c) Number and rate of work-related 
accidents ☒ 787 661
ESRS S1-14 88 (e) Number of days lost to injuries, 
accidents, fatalities or illness ☒ - 35,002 ☒
ESRS S1-16 97 (a) Unadjusted gender pay gap ☒ -% 12.5% 210
ESRS S1-16 97 (b) Annual remuneration paid to the 
highest-paid employee ☒ - 45.9 ☒ 210
ESRS S1-17 103 (a) Incidents of discrimination ☒ - 109 219
ESRS S1-17 104 (a) Non-respect of UNGPs on Business and 
Human Rights and OECD guidelines ☒ No ☒ 219
ESRS 2 SBM-3 11 (b) Significant risk of child labour or forced 
labour in the value chain ☒ No 222
ESRS S2-1 17 Human rights policy commitments ☒ Yes 222
ESRS S2-1 18 Policies related to value chain workers ☒ Yes 221
ESRS S2-1 19
Non-respect of UNGPs on Business and 
Human Rights principles and OECD 
guidelines
☒ No ☒ 222
ESRS S2-1 19
Sustainability due diligence policies on 
issues addressed by the fundamental 
International Labour Organization 
Conventions 1 to 8
☒ 221
ESRS S2-4 36
Human rights issues and incidents 
connected to its upstream and 
downstream value chain
☒ No 223
ESRS S3-1 16 Human rights policy commitments ☒ Yes 228
ESRS S3-1 17
Non-respect of UNGPs on Business and 
Human Rights, ILO principles or OECD 
guidelines
☒ No ☒ 228
ESRS S3-4 36 Human rights issues and incidents ☒ No 229
ESRS S4-1 16 Policies related to consumers and end-
users ☒ Yes 234
ESRS S4-1 17 Non-respect of UNGPs on Business and 
Human Rights and OECD guidelines ☒ No ☒ 234
ESRS S4-4 35 Human rights issues and incidents ☒ - No 238
ESRS G1-1 10 (b) United Nations Convention against 
Corruption ☒ Yes 246
ESRS G1-1 10 (d) Protection of whistleblowers ☒ Yes 247
ESRS G1-4 24 (a) Fines for violation of anti-corruption and 
anti-bribery laws ☒ - Yes ☒ 252
ESRS G1-4 24 (b) Standards of anti-corruption and 
antibribery ☒ Yes 251
ESRS References
SFDR
Pillar 3 Benchmark EU Climate Law Page732024 2025
Annexes
260 Verisure plc | Annual Report 2025

===== SIDA 263 =====

Annex 3: Entity-Specific Indicators
Ethics & 
Integrity
Company Board composition ESRS 2 GOV-1 & GOV-2: Leadership Oversight and Governance of Sustainability 160
Independent Company Board 
composition ESRS 2 GOV-1 & GOV-2: Leadership Oversight and Governance of Sustainability 160
Diversity, 
Equity, 
Inclusion & 
Belonging
Gender Company Board composition ESRS 2 GOV-1 & GOV-2: Leadership Oversight and Governance of Sustainability 160
Ethics & 
Integrity
# of Board meetings ESRS 2 GOV-1 & GOV-2: Leadership Oversight and Governance of Sustainability 160
ESG/DEIB Committee cadence ESRS 2 GOV-1 & GOV-2: Leadership Oversight and Governance of Sustainability 160
Annual performance components GOV-3: Linking incentives to Sustainability Performance 162
Climate 
Change
Total building electricity 
consumption E1-5: Energy Consumption and Mix 185
Product 
Lifecycle 
Management & 
Circularity
Products recovered at repair centres 
(weight, value) E5-2: Actions Related to Resource Use and Circular Economy 191
Total alarm waste (weight) arriving at 
repair centers E5-2: Actions Related to Resource Use and Circular Economy 191
% of waste generated in our 
distribution centres incinerated for 
energy production
E5-3: Targets Related To Resource Use And Circular Economy 191
% of waste generated in our 
distribution centres, sent to recycling E5-3: Targets Related To Resource Use And Circular Economy 191
Reduction of single-use plastic usage E5-3: Targets Related To Resource Use And Circular Economy 191
Waste-related indicators E5-5: Resource Outflows 193
Diversity, 
Equity, 
Inclusion & 
Belonging
Net Employee Hires S1-6: Representation 208
Rate of voluntary employee turnover 
in the reporting period - excluding 
non-consolidaded sales
S1-6: Representation 208
Rate of employee turnover in the 
reporting period - excluding non-
consolidaded sales
S1-6: Representation 208
Gender representation indicators S1-6: Representation, S1-9: Diversity Metrics 208, 
209
# of nationalities working at Verisure S1-6: Representation, S1-9: Diversity Metrics 208, 
209
Employee 
Health, Safety 
& Well-being
Health & safety certifications (ISO 
45001) S1-14: Health and Safety Indicators and Results 212
Talent 
Management 
and 
Sustainable 
Engagement
# of colleagues who participate in 
long-term incentives
S1-ESRS 2 SBM-3: How Our Workforce Impacts, Risks, and Opportunities Shape 
Verisure’s Strategy, S1-13: Training and Skills Development 199
, 213
# of managers participating in 360º 
feedback process
S1-ESRS 2 SBM-3: How Our Workforce Impacts, Risks, and Opportunities Shape 
Verisure’s Strategy, S1-13: Training and Skills Development 199
, 213
# of individual action plans for key 
talent
S1-ESRS 2 SBM-3: How Our Workforce Impacts, Risks, and Opportunities Shape 
Verisure’s Strategy, S1-13: Training and Skills Development 199
, 213
Sustainable Engagement Survey 
score
S1-2: Processes for Engaging Employees and Representatives on Workforce 
Impacts, Risks, and Opportunities; S1-5: Talent Management and Sustainable 
Engagement Ambitions
204
, 213
Sustainable Engagement Survey 
participation
S1-2: Processes for Engaging Employees and Representatives on Workforce 
Impacts, Risks, and Opportunities; S1-5: Talent Management and Sustainable 
Engagement Ambitions
204
, 213
eNPS
S1-2: Processes for Engaging Employees and Representatives on Workforce 
Impacts, Risks, and Opportunities; S1-5: Talent Management and Sustainable 
Engagement Ambitions
204
, 213
Career development review metrics S1-13: Training and Skills Development 213
Total training hours completed S1-13: Training and Skills Development 213
Material Topic Metric Code and Chapter Page
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 261

===== SIDA 264 =====

Employee 
Relations
# of countries with local employee 
representation system
S1-4: Actions on Material Workforce Impacts and Approaches to Risk Mitigation 
and Opportunity Realisation, S1-8: Collective Bargaining Coverage and Social 
Dialogue
216
, 217
Employee representation system 
coverage
S1-4: Actions on Material Workforce Impacts and Approaches to Risk Mitigation 
and Opportunity Realisation, S1-8: Collective Bargaining Coverage and Social 
Dialogue
216
, 217
Collective Bargaining Agreements 
coverage
S1-4: Actions on Material Workforce Impacts and Approaches to Risk Mitigation 
and Opportunity Realisation, S1-8: Collective Bargaining Coverage and Social 
Dialogue
216
, 217
% of employees covered by social 
protection programs
S1-4: Actions on Material Workforce Impacts and Approaches to Risk Mitigation 
and Opportunity Realisation, S1-8: Collective Bargaining Coverage and Social 
Dialogue
216
, 217
Family-related leaves indicators S1-15: Work-Life Balance Metrics 219
Harassment, discrimination and 
physical violence indicators S1-17: Incident Management 219
Sustainable 
Sourcing
Supply chain due diligence process 
indicators S2-4: How We Address Labour Risks and Opportunities in Our Supply Chain 223
Supplier risk assessment indicators S2-4: How We Address Labour Risks and Opportunities in Our Supply Chain 225
Supplier diversity programme 
indicators S2-4: How We Address Labour Risks and Opportunities in Our Supply Chain 225
% of suppliers who accepted the 
Suppliers Standards and Ethical 
Code (by number)
S2-5: Measuring Progress on Sustainable Sourcing Targets 226
% of strategic product & logistic 
suppliers audited yearly S2-5: Measuring Progress on Sustainable Sourcing Targets 226
% of strategic product suppliers 
evaluated via on-site audit S2-5: Measuring Progress on Sustainable Sourcing Targets 226
Strategic and Important Suppliers 
rated in ESG by 2025 S2-5: Measuring Progress on Sustainable Sourcing Targets 226
% of standard suppliers (>€100k 
spend) rated in ESG S2-5: Measuring Progress on Sustainable Sourcing Targets 226
% of women-owned, minority-owned 
or work integration social enterprise S2-5: Measuring Progress on Sustainable Sourcing Targets 226
Community 
Impact
Verisure volunteer programme 
performance S3-4: Our CSR Impact 229
Best-in-class 
Protection & 
Peace of Mind
Customer attrition rate S4-3: Processes to Address Customers' Impacts and Channels for Raising 
Concerns 236
ARCs ISO certifications S4-3: Processes to Address Customers' Impacts and Channels for Raising 
Concerns 239
Senior protection service 
performance S4-4: Actions to Manage Customer Impacts, Risks, and Opportunities 238
Verisure core operations 
performance S4-4: Actions to Manage Customer Impacts, Risks, and Opportunities 239
Data Privacy & 
Cybersecurity
Data privacy training completion rate S4-4: Data Privacy Programme 241
# of data privacy third-party audits S4-4: Data Privacy Programme 241
BitSight rating S4-5: Targets Related to Managing Material Impacts, Risks, and Opportunities 243
Ethics & 
Integrity
# enforcement investigations opened 
regarding anti-competitive 
behaviours or anti-bribery
G1-3: Verisure Anti-Bribery Policy 251
Anti-competitive and anti-bribery 
certifications G1-3: Verisure Anti-Bribery Policy 251
Supplier payment indicators G1-6: Supplier Relationships and Responsible Payment Practices 252
Paid and collected taxes A Responsible Approach to Tax 253
Material Topic Metric Code and Chapter Page
Annexes
262 Verisure plc | Annual Report 2025

===== SIDA 265 =====

Annex 4: Swedish Annual Accounts Act
Swedish Annual Account Act Topic Chapter Page
Environment
E1 Climate Change 174
E5 Product Lifecycle Management & Circularity 189
Social conditions
S1 Employee Relations 216
S1 Employee Health, Safety, & Well-being 210
Personnel
S1 Diversity, Equity, Inclusion & Belonging (DEIB) 206
S1 Talent Management and Sustainable Engagement 213
Respect for human rights
S4 Best-in-Class Protection & Peace of Mind 238
S3 Community Impact 227
G1 Ethics & Integrity 245
Anti-corruption G1 Ethics & Integrity 245
Business model ESRS 2 SBM-1: Our Strategy, Business Model, and Value Chain 164
Significant risk for sustainability
ESRS 2 SBM-1: Our Strategy, Business Model, and Value Chain 164
ESRS 2 IRO-1: Our Double Materiality Assessment Process 171
E1 Climate Change 174
Annex 5: Table Of Contents Of TCFD Standards By Material Topic
TCFD Topics Indicator Parameter Chapter Page
Governance Disclose the organisation’s 
governance around 
climate-related risks and 
opportunities.
1. Describe the Board’s oversight of climate-related risks and 
opportunities
2. Describe management’s role in assessing and managing 
climate-related risks and opportunities
ESRS 2 GOV-1 & GOV-2: 
Leadership Oversight and 
Governance of 
Sustainability
160
E1 Climate Change 174
Strategy Disclose the actual and 
potential impacts of 
climate-related risks and 
opportunities on the 
organisation’s businesses, 
strategy, and financial 
planning where such 
information is material.
1. Describe the climate-related risks and opportunities the 
organisation has identified over the short, medium, and 
long term
2. Describe the impact of climate business model related risks 
and opportunities on the organisation’s businesses, 
strategy, and financial planning
3. Describe the resilience of the organisation’s strategy, 
taking into consideration different climate-related 
scenarios, including a 2°C or lower scenario
ESRS 2 SBM-1: Our 
Strategy, Business Model, 
and Value Chain
164
E1 Climate Change 174
Risk 
Management
Disclose how the 
organisation identifies, 
assesses, and manages 
climate-related risks.
1. Describe the organisation’s processes for identifying and 
assessing climate-related risks.
2. Describe the organisation’s processes for managing 
climate-related risks
3. Describe how processes for identifying, assessing, and 
managing climate-related risks are integrated into the 
organisation’s overall risk management
ESRS 2 GOV-1 & GOV-2: 
Leadership Oversight and 
Governance of 
Sustainability
160
ESRS 2 SBM-1: Our 
Strategy, Business Model, 
and Value Chain
164
ESRS 2 IRO-1: Our Double 
Materiality Assessment 
Process
171
E1 Climate Change 174
Metrics and 
Targets
Disclose the metrics and 
targets used to assess and 
manage relevant climate-
related risks and 
opportunities where such 
information is material.
1. Disclose the metrics used by the organisation to assess 
climate-related risks and opportunities in line with its 
strategy and risk management process
2. Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 
greenhouse gas (GHG) emissions and the related risks
3. Describe the targets used by the organisation to manage 
climate-related risks and opportunities and performance 
against targets
E1 Climate Change 174
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 263

===== SIDA 266 =====

Annex 6: Table Of Contents Of ESRS and GRI Standards
The GRI index table presented in Annex 6 are provided for reference and transparency purposes. This table is not part of the statutory 
Sustainability Statement prepared in accordance with the ESRS and are therefore outside the scope of the limited assurance engagement 
performed by our external assurance provider.
ESRS2 General Information
Basis for preparation
ESRS 2 BP-1 About this Sustainability Statement 159 2-2, 3-1
ESRS 2 BP-2 About this Sustainability Statement 159 2-4, 2-22, 3-2, 3-3
Governance
ESRS 2 GOV-1 Leadership Oversight and Governance of 
Sustainability 160 2-9, 2-12, 2-13, 2-17, 
405-1
ESRS 2 GOV-2 Leadership Oversight and Governance of 
Sustainability 160
2-12, 2-13, 2-16, 2-24
ESRS 2 GOV-3 Linking Incentives to Sustainability 
Performance 162 2-19, 2-20
ESRS 2 GOV-4 Statement on Due Diligence 163
ESRS 2 GOV-5 Integrated Management of Sustainability-
related Risks and Reporting 164
Strategy
ESRS 2 SBM-1 Our Strategy, Business Model and Value 
Chain 164
2-6, 2-7, 2-22, 3-3, 
101-1, 201-1
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165
2-12, 2-29
ESRS 2 SBM-3 Our Material Impacts, Risks and 
Opportunities 167
2-27, 3-2, 3-3, 201-2, 
303-1, 306-1, 308-2, 
413-2, 414-2
Impact, risk, and 
opportunity 
management
ESRS 2 IRO-1 Our Double Materiality Assessment Process 171
2-14, 3-1
ESRS 2 IRO-2 Scope and Coverage of ESRS Disclosures 
Based on Materiality 173
E1 Climate Change
Governance ESRS 2 GOV-3 Climate Governance 162 2-19
Strategy
E1-1 Transition Plan for Climate Change 
Mitigation 174
ESRS 2 SBM-3 Material Climate Change IROs 177 201-2
Impact, risk, and 
opportunity 
management
ESRS 2 IRO-1 Scenario Analysis 179
E1-2 Policies Related to Climate Change 181 3-3, 2-23, 2-24, 3-3
E1-3 Our Progress So Far 182 201-2, 3-3, 305-5
Metrics and targets
E1-4 Targets Related to Climate Change 
Mitigation and Adaptation 183
3-3, 305-1, 305-2, 
305-3, 305-5, 303-1
E1-5 Energy Consumption and Mix 185
302-1, 302-3, 303-1
E1-6 Gross Scopes 1, 2, 3 and Total GHG 
Emissions 186
305-1, 305-2, 305-3, 
305-4, 303-1
E1-8 Internal Carbon Pricing 174
E5 Resource Use and Circular Economy
Impact, risk, and 
opportunity 
management
ESRS 2 IRO-1 Circularity at Verisure 189
3-3, 306-1
E5-1 Policies Related to Resource Use and 
Circular Economy 190
101-1, 2-23, 2-24, 3-3
E5-2 Actions Related to Resource Use and 
Circular Economy 190
3-3, 306-2
Metrics and targets
E5-3 Targets Related to Resource Use and 
Circular Economy 191
3-3, 303-1
E5-4 Resource Inflows 192 301-1, 301-2, 306-1, 
303-1
E5-5 Resource Outflows 192
306-2, 306-3, 306-4, 
306-5, 303-1
ESRS Code Chapter Page GRI Reference
Annexes
264 Verisure plc | Annual Report 2025

===== SIDA 267 =====

ESRS S1 Own Workforce
Strategy
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165
ESRS 2 SBM-3 How Our Workforce Impacts, Risks and 
Opportunities Shape Verisure’s Strategy 199  3-3, 408-1, 409-1,
Impact, risk, and 
opportunity 
management
S1-1 Policies Related to Our Workforce 203
2-23, 2-24, 2-25, 2-29, 
3-3, 403-1, 403-3, 
404-2, 408-1, 409-1, 
101-1
S1-2
Processes for Engaging Employees and 
Representatives on Workforce Impacts, 
Risks, and Opportunities
204
2-29, 3-3
S1-3 Processes to Address Workforce Impacts 
and Channels for Raising Concerns 205
2-25, 2-26, 3-3, 403-2
S1-4
Actions on Material Workforce Impacts and 
Approaches to Risk Mitigation and 
Opportunity Realisation
206
, 210, 213, 216 2-24, 3-3, 203-2, 403-9, 
403-10
Metrics and targets
S1-5
Targets Related to Managing Material 
Impacts, Advancing Positive Impacts, as 
Well as to Risks and Opportunities
207
, 211, 213, 216 3-3, 303-1
S1-6 Representation 208 2-7, 401-1, 405-1, 3-3
S1-8 Collective Bargaining Coverage and Social 
Dialogue 211
, 217 2-30, 3-3
S1-9 Diversity Metrics 209 405-1. 3-3
S1-10 Adequate Wages 218 202-1, 3-3
S1-11 Social Protection 212, 218 401-2, 3-3
S1-13 Training and Skills Development 213 404-1, 404-3, 3-3
S1-14 Health and Safety Indicators and Results 212 403-8, 403-9, 403-10, 
3-3
S1-15 Work-Life Balance Metrics 219
401-3, 3-3
S1-16 Rewards 210 2-21, 405-2, 3-3
S1-17 Incident Management 219 2-25, 2-27, 3-3, 406-1
ESRS S2 Workers in the value chain
Strategy
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165
ESRS 2 SBM-3 Sustainable Sourcing across Our Value 
Chain 220 3-3, 408-1, 409-1
Impact, risk, and 
opportunity 
management
S2-1 Policies Related to Value Chain Workers 221
2-23, 2-24, 2-25, 2-29, 
3-3, 408-1, 409-1, 101-1
S2-2 Processes for Engaging with Value Chain 
Workers about Impacts 222
2-29, 3-3 
S2-3
Processes to Remediate Negative Impacts 
and Channels for Value Chain workers to 
Raise Concerns
223
2-25, 2-26, 2-29, 3-3
S2-4 How We Address Labour Risks and 
Opportunities in Our Supply Chain 223
1.1, 2-24, 2-25, 3-3, 
203-2, 403-7
Metrics and targets S2-5 Measuring Progress on Sustainable 
Sourcing Targets 226
3-3, 303-1
ESRS Code Chapter Page GRI Reference
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 265

===== SIDA 268 =====

ESRS S3 Affected Communities
Strategy
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165
ESRS 2 SBM-3 Our Community Impact Approach and 
Strategic Framework 227 3-3, 101-8, 413-2
Impact, risk, and 
opportunity 
management
S3-1 Policies Related to Affected Communities 228
2-23, 2-24, 2-25, 2-29, 
3-3, 411-1, 101-1
S3-2 Community Engagement Processes 228
2-29, 3-3, 413-1
S3-4 Our CSR Impact 229
1.1, 2-24, 2-25, 3-3, 
101-2, 203-2, 411-1, 
413-1
Metrics and targets S3-5 Measuring Progress on Community Impacts 231
3-3, 303-1
ESRS S4 Customers and end-users
Strategy
ESRS 2 SBM-2 Stakeholder Engagement and Priorities 165
ESRS 2 SBM-3 How Our Customers’ Impacts, Risks and 
Opportunities Shape Verisure’s Strategy 232 3-3
Impact, risk, and 
opportunity 
management
S4-1 Policies Related to Customers and End-
Users 234
2-23, 2-24, 2-25, 2-29, 
3-3, 101-1
S4-2 Processes for Engaging with Customers and 
End-Users about Impacts 235
2-12, 2-29, 3-3
S4-3 Processes to Address Customers Impacts 
and Channels for Raising Concerns 236
2-25, 2-26, 3-3, 418-1
S4-4 Actions to Manage Customer Impacts, Risks, 
and Opportunities 238
, 241, 243, 244
2-24, 2-25, 3-3, 203-2, 
416-2, 417-2, 417-3, 
418-1
Metrics and targets S4-5 Targets Related to Managing Material 
Impacts, Risks, and Opportunities 240
, 242, 243, 244 3-3, 303-1
ESRS G1 Business conduct
Governance ESRS 2 GOV-1 Compliance Governance 160 2-9, 2-12
Impact, risk, and 
opportunity 
management
ESRS 2 IRO-1 Ethics & Integrity at Verisure 245
G1-1 Business Conduct Policies and Corporate 
Culture 246
2-16, 2-23, 2-24, 2-26, 
3-3, 101-1
G1-2 Management of Relationships with 
Suppliers 250
1.1, 3-3, 308-1, 414-1
G1-3 Verisure Anti-Bribery Policy 251
1.2, 2-13, 2-16, 2-23, 
2-24 2-26, 3-3, 205-1, 
205-2, 101-1
Metrics and targets
G1-4 Compliance Cases 252
2-27, 3-3, 205-2, 205-3
G1-5 Political Contributions and Regulatory 
Advocacy 252
1.2, 2-9, 415-1, 3-3
G1-6 Supplier Relationships and Responsible 
Payment Practices 252
3-3
ESRS Code Chapter Page GRI Reference
Annexes
266 Verisure plc | Annual Report 2025

===== SIDA 269 =====

Annex 7: Table Of Contents Of SASB Standards By Material Topic
The SASB index table presented in Annex 7 are provided for reference and transparency purposes. This table is not part of the statutory 
Sustainability Statement prepared in accordance with the ESRS and are therefore outside the scope of the limited assurance engagement 
performed by our external assurance provider.
Sector: Professional & Commercial Services74
Sustainability Disclosure Topics & Metrics
SASB Topic Code Description Chapter Page
Data security
SV-PS-230a.1 Description of the approach to identifying and 
addressing data security risks Data Privacy & Cybersecurity 241
SV-PS-230a.2
Description of policies and practices related to 
collection, usage, and retention of customer 
information
Data Privacy & Cybersecurity 241
SV-PS-230a.3
Number of data breaches, (2) percentage that (a) 
involve customers’ confidential business information 
and (b) are personal data breaches, (3) number of (a) 
customers and (b) individuals affected
Data Privacy & Cybersecurity 241
Workforce Diversity & 
Engagement
SV-PS-330a.1
Percentage of (1) gender and (2) diversity group 
representation for (a) executive management, (b) 
non-executive management, and (c) all other 
employees
Diversity, Equity, Inclusion 
& Belonging (DEIB) 207
SV-PS-330a.2 (1) Voluntary and (2) involuntary turnover rate for 
employees
Diversity, Equity, Inclusion 
& Belonging (DEIB) 209
SV-PS-330a.3 Employee engagement as a percentage Talent Management and Sustainable 
Engagement 205
Professional integrity
SV-PS-510a.1 Description of approach to ensuring professional 
integrity G1 Ethics & Integrity 246
SV-PS-510a.2 Total amount of monetary losses as a result of legal 
proceedings associated with professional integrity G1 Ethics & Integrity 252
Activity Metrics
SASB TOPIC CODE DESCRIPTION CHAPTER PAGE
Activity parameters
SV-PS-000.A Number of employees by: (1) full-time and part-time, 
(2) temporary, and (3) contract
Diversity, Equity, Inclusion 
& Belonging (DEIB) 209
SV-PS-000.B Employee hours worked, percentage billable Not available
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 267
74) Please note that, unlike other annex tables, which reference the first page of each section, the ‘Table of Contents for SASB Standards by Material Topic’ specifies the exact 
page where the relevant information can be found.

===== SIDA 270 =====

Annex 8: Statement Of Approval In Respect Of The Sustainability Statement
The Sustainability Statement of Verisure plc, registered number 16440137, was approved by the Board of Directors and 
authorised for issue on 26 March 2026. It was signed on its behalf by:
AUSTIN LALLY
Director
London, 26 March 2026
Annexes
268 Verisure plc | Annual Report 2025

===== SIDA 271 =====

Independent Practitioner’s Limited Assurance Report
Independent practitioner’s limited assurance report on 
Verisure plc’s voluntary Sustainability Statement
To the Board of Directors of Verisure plc, corporate identity 
number 16440137
Limited assurance conclusion
We have conducted a limited assurance engagement on the 
sustainability statement of Verisure plc (the “Company”), 
included on pages 157-262 in this document, (the “Sustainability 
Statement”), as at December 31, 2025 and for the year then 
ended.
Based on the procedures we have performed and the evidence 
we have obtained, nothing has come to our attention that 
causes us to believe that the Sustainability Statement is not 
prepared, in all material respects, in accordance with the 
European Sustainability Reporting Standards (ESRS) and Article 
8 of EU Regulation 2020/852, with the application of the 
Commission Delegated Regulation (EU) 2026/73 of 4 July 2025 as 
presented in the Company’s basis for preparation, including:
• Whether the sustainability statement is in compliance with 
the European Sustainability Reporting Standards (ESRS);
• whether the process carried out by the Company to identify 
the information reported in the Sustainability Statement (the 
“Process”) is in accordance with the description set out in 
note ESRS 2 IRO-1: Process for identifying; and assessing 
material Impacts, Risks, and Opportunities; and
• compliance of the disclosures in subsection Taxonomy 
Regulation within the EU Taxonomy Reporting section of the 
Sustainability Statement with Article 8 of EU Regulation 
2020/852, with the application of the Commission Delegated 
Regulation (EU) 2026/73 of 4 July 2025 (the “Taxonomy 
Regulation”).
Basis for conclusion
We conducted our limited assurance engagement in accordance 
with International Standard on Assurance Engagements (ISAE) 
3000 (Revised), Assurance engagements other than audits or 
reviews of historical financial information (“ISAE 3000 
(Revised)”), issued by the International Auditing and Assurance 
Standards Board.
We believe that the evidence we have obtained is sufficient and 
appropriate to provide a basis for our conclusion. Our 
responsibilities under this standard are further described in the 
Practitioner’s responsibilities section of our report.
Our independence and quality management
We have complied with the independence and other ethical 
requirements of the International Code of Ethics for 
Professional Accountants (including International 
Independence Standards) issued by the International Ethics 
Standards Board for Accountants (IESBA Code), which is 
founded on fundamental principles of integrity, objectivity, 
professional competence and due care, confidentiality and 
professional behavior and professional ethics for accountants 
in Sweden.
The firm applies International Standard on Quality Management 
1, which requires the firm to design, implement and operate a 
system of quality management including policies or procedures 
regarding compliance with ethical requirements, professional 
standards and applicable legal and regulatory requirements.
Emphasis of matter 
We would like to draw attention to the section BP-1 & BP-2: 
About this Sustainability Statement where it is stated that the 
sustainability statement is prepared in accordance with ESRS 
except for the requirement to be included in the Directors 
report. 
Other matter
The comparative information included in the Sustainability 
Statement of the Company as at December 31, 2025 and for the 
year then ended was not subject to an assurance engagement. 
Our conclusion is not modified in respect of this matter. 
Responsibilities for the Sustainability Statement
The Board of Directors of the Company is responsible for 
designing and implementing a process to identify the 
information reported in the Sustainability Statement in 
accordance with the ESRS and for disclosing this Process in 
note ESRS 2 IRO-1: Process for identifying and assessing 
material Impacts, Risks, and Opportunities of the Sustainability 
Statement. This responsibility includes:
• understanding the context in which the Company’s activities 
and business relationships take place and developing an 
understanding of its affected stakeholders;
• the identification of the actual and potential impacts (both 
negative and positive) related to sustainability matters, as 
well as risks and opportunities that affect, or could 
reasonably be expected to affect, the Company’s financial 
position, financial performance, cash flows, access to finance 
or cost of capital over the short-, medium-, or long-term;
• the assessment of the materiality of the identified impacts, 
risks and opportunities related to sustainability matters by 
selecting and applying appropriate thresholds; and
• making assumptions that are reasonable in the 
circumstances.
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 269

===== SIDA 272 =====

The Board of Directors of the Company is further responsible 
for the preparation of the Sustainability Statement, in 
accordance with the European Sustainability Reporting 
Standards (ESRS) and Article 8 of EU Regulation 2020/852, with 
the application of the Commission Delegated Regulation (EU) 
2026/73 of 4 July 2025 as presented in the Company’s basis for 
preparation, including:
• compliance with the ESRS;
• preparing the disclosures in subsection Taxonomy Regulation 
within the EU Taxonomy Reporting section of the 
Sustainability Statement with Article 8 of EU Regulation 
2020/852, with the application of the Commission Delegated 
Regulation (EU) 2026/73 of 4 July 2025 (the “Taxonomy 
Regulation”);
• designing, implementing and maintaining such internal 
control that the management determines is necessary to 
enable the preparation of the Sustainability Statement that is 
free from material misstatement, whether due to fraud or 
error; and
• the selection and application of appropriate sustainability 
reporting methods and making assumptions and estimates 
that are reasonable in the circumstances.
Inherent limitations in preparing the Sustainability Statement
In reporting forward-looking information in accordance with 
ESRS, the Board of Directors of the Company is required to 
prepare the forward-looking information on the basis of 
disclosed assumptions about events that may occur in the 
future and possible future actions by the Company. Actual 
outcomes are likely to be different since anticipated events 
frequently do not occur as expected.
Practitioner’s responsibilities
Our responsibility is to plan and perform the assurance 
engagement to obtain limited assurance about whether the 
Sustainability Statement is free from material misstatement, 
whether due to fraud or error, and to issue a limited assurance 
report that includes our conclusion. Misstatements can arise 
from fraud or error and are considered material if, individually 
or in the aggregate, they could reasonably be expected to 
influence decisions of users taken on the basis of the 
Sustainability Statement as a whole.
As part of a limited assurance engagement in accordance with 
ISAE 3000 (Revised) we exercise professional judgement and 
maintain professional scepticism throughout the engagement.
Our responsibilities in respect of the Sustainability Statement, 
in relation to the Process, include:
• Obtaining an understanding of the Process, but not for the 
purpose of providing a conclusion on the effectiveness of the 
Process, including the outcome of the Process;
• Considering whether the information identified addresses the 
applicable disclosure requirements of the ESRS; and
• Designing and performing procedures to evaluate whether the 
Process is consistent with the Company’s description of its 
Process set out in note IRO-1: Process for identifying and 
assessing material Impacts, Risks, and Opportunities.
Our other responsibilities in respect of the Sustainability 
Statement include:
• Identifying where material misstatements are likely to arise, 
whether due to fraud or error; and
• Designing and performing procedures responsive to where 
material misstatements are likely to arise in the Sustainability 
Statement. The risk of not detecting a material misstatement 
resulting from fraud is higher than for one resulting from 
error, as fraud may involve collusion, forgery, intentional 
omissions, misrepresentations, or the override of internal 
control.
Summary of the work performed
A limited assurance engagement involves performing 
procedures to obtain evidence about the Sustainability 
Statement. The procedures in a limited assurance engagement 
vary in nature and timing from, and are less in extent than for, a 
reasonable assurance engagement.
Consequently, the level of assurance obtained in a limited 
assurance engagement is substantially lower than the 
assurance that would have been obtained had a reasonable 
assurance engagement been performed.
The nature, timing and extent of procedures selected depend 
on professional judgement, including the identification of 
disclosures where material misstatements are likely to arise in 
the Sustainability Statement, whether due to fraud or error.
In conducting our limited assurance engagement, with respect 
to the Process, we:
• Obtained an understanding of the Process by:
• performing inquiries to understand the sources of the 
information used by management (e.g., stakeholder 
engagement, business plans and strategy documents); and
• reviewing the Company’s internal documentation of its 
Process.
• Evaluated whether the evidence obtained from our 
procedures with respect to the Process implemented by the 
Company was consistent with the description of the Process 
set out in note IRO-1: Process for identifying and assessing 
material Impacts, Risks, and Opportunities.
Annexes
270 Verisure plc | Annual Report 2025

===== SIDA 273 =====

In conducting our limited assurance engagement, with respect 
to the Sustainability Statement, our review procedures 
included, but were not limited to, the following:
• Obtained an understanding of the Company’s reporting 
processes relevant to the preparation of its Sustainability 
Statement by:
• through inquiries, obtained an understanding of the 
Company’s control environment, reporting processes and 
information system relevant to the preparation of the 
Sustainability Statement, but not for the purpose of 
providing a conclusion on the effectiveness of the 
Company’s internal control. 
• Evaluated whether the information identified by the Process 
is included in the Sustainability Statement.
• Evaluated whether the structure and the presentation of the 
Sustainability Statement is in accordance with the ESRS.
• Performed inquiries of relevant personnel and analytical 
procedures on selected information in the Sustainability 
Statement.
• Performed substantive assurance procedures on selected 
information in the Sustainability Statement.
• Where applicable, compared disclosures in the Sustainability 
Statement with the corresponding disclosures in the financial 
statements and Directors Report.
• Through inquiries and analytical procedures, evaluated 
supporting evidence to the methods, assumptions and data 
for developing significant estimates and forward-looking 
information.
• Obtained an understanding of the Company’s process to 
identify taxonomy-eligible and taxonomy-aligned economic 
activities and the corresponding disclosures in the 
Sustainability Statement.
• Performed substantive assurance procedures on selected 
disclosures in the Sustainability Statement on the Taxonomy 
regulation.
Stockholm, March 26, 2026
Öhrlings PricewaterhouseCoopers AB 
JOHAN RIPPE
Authorised Public Accountant
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 271

===== SIDA 274 =====

Additional 
Information
272 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 275 =====

In October 2025, Verisure was listed on Nasdaq 
Stockholm and the shares are traded under 
the ticker symbol VSURE.
Incorporation and listing of Verisure
On May 9 2025, Verisure Limited was incorporated in England 
and Wales, as a private company under the UK Companies Act 
2006 and with the registered company number 16440137. On 29 
August 2025, the sole ordinary share of €1.00 in capital was sub-
divided into 1,000 ordinary shares of €0.001 each. At the same 
day, 57,099,000 additional ordinary shares of €0.001 each were 
subscribed for in order to pay up the authorised minimum 
share capital required for Verisure Limited to be re-registered 
as a public company limited by shares. On 16 September 2025, 
Verisure was re-registered as a public company limited 
by shares. 
On 7 October 2025, the Company issued 742,900,000 shares 
against a contribution by Aegis Lux 2 S.à r.l. of 100% of the 
shares in Verisure Group Topholding AB, whereby Verisure plc 
became the ultimate parent company of the Verisure group. 
Total number of shares after the share issue on this day 
equalled 800,000,000. 
On 8 October 2025, the shares in Verisure plc were listed on 
Nasdaq Stockholm under ticker VSURE and the Company 
welcomed more than 60,000 new shareholders. The offering 
was substantially oversubscribed supported by strong interest 
from both institutions and the general public. The listing price 
per share amounted to €13.25, which corresponded to a market 
capitalisation value of €13.7bn. The listing process included 
issuance of 233,962,264 new shares and the total number of 
shares after the share issue amounted to 1,033,962,264. 
Share and share performance 
On 31 December 2025, Verisure plc had 1,033,962,264 ordinary 
shares in issue. Each share represents one voting right, each 
share has a quota value of €0.001 and the total share capital 
value amounted to €1,033,962. For the change in number of 
shares during 2025, please see previous section. 
Based on the closing share price of €14.00 on 30 December 
2025, the Group’s market capitalisation value corresponded to 
€14.5bn at year end. During this period, the highest closing 
price quoted was €16.52 on 28 November 2025 and the lowest 
closing price quoted amounted to €13.56 on 11 December 2025. 
Since the listing and up until end of 2025, a total of about 87.6 
million Verisure shares were traded on Nasdaq Stockholm. 
Significant shareholdings 31 December 2025
Shareholder
Number of 
shares
Capital 
and 
votes 
%
Aegis Lux 1A S.à r.l. (controlled by funds 
managed or advised by Hellman & Friedman 
(H&F)) 451,925,924  43.71 %
Eiffel Investment Pte. Ltd 165,368,735  15.99 %
Alba Investments S.à r.l. and Alba Europe S.à 
r.l. (majority owned by Corporación Financiera 
Alba S.A.) 65,550,017  6.34 %
Securholds Spain S.L. 56,112,767  5.43 %
AMF Fonder & Pension 25,332,234  2.45 %
Swedbank Robur Fonder AB 23,071,545  2.23 %
Alecta Tjänstepension Ömsesidigt 22,641,509  2.19 %
GIC Private Ltd 22,641,509  2.19 %
SEB Investment Management AB 14,305,113  1.38 %
Tredje AP-fonden 13,597,924  1.32 %
Others 173,414,987  16.77 %
Total 1,033,962,264  100 %
Sources: Euroclear Sweden AB and public notifications to the Swedish Financial 
Supervisory Authority. Shares held by Aegis Lux 2 S.à r.l. (40,960,809 shares, 3.96%) as 
of 30 December 2025 have not been included in the table, being indirect holdings of 
management shareholders that were settled into direct holdings of such 
shareholders on 2 January 2026. Shares held by non-Swedish investors may be 
registered through nominees, entailing that the shareholder identity is not possible 
to obtain from Euroclear Sweden AB.
Dividend
Verisure has a progressive dividend policy, targeting ordinary 
dividend payouts of about 30-40% of Adjusted net profit1. 
Ordinary dividends will normally be paid twice a year, with 
the first distribution expected to be a partial dividend in the 
second half of 2026. 
Shareholder communication 
Verisure publishes information to the capital markets and other 
interested parties on the website www.verisure.com. There you 
can for instance find regulatory press releases, financial 
reports, sustainability reports, trending schedules, and 
corporate governance information. Verisure also provides 
information through webcasted presentations and Q&A 
sessions in conjunction with the publication of interim reports, 
investor meetings, roadshows and at the Annual General 
Meeting. 
Financial Calendar
Report / Event Date
Annual General Meeting 23 April 2026
Interim report January - March 2026 6 May 2026
Interim report April - June 2026 30 July 2026
Interim report July - September 2026 3 November 2026
Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information
Verisure plc | Annual Report 2025 273
1) Adjusted net profit is defined as net profit for the period, before acquisition-related items and separately disclosed items, including tax impact of these components. 
Acquisition-related items relate to the amortisation and depreciation impact in net profit related to the 2020 Business Combination.

===== SIDA 276 =====

Verisure plc
111 Buckingham Palace Road
London SW1W 0SR
United Kingdom