Board of Directors composition

DSB is an independent public institution owned by the Danish State. DSB is managed by a Board of Directors composed of representatives appointed by the Danish Ministry of Transport and representatives elected by the employees.

Management structure

DSB is managed by:

• A Board of Directors with representatives appointed by the Danish Ministry of Transport and representatives elected by employees
• Executive management led by CEO Flemming Jensen and CFO Pernille Damm Nielsen

Role in sustainability matters

The Board of Directors and management have oversight of DSB's sustainability strategy and implementation. DSB's purpose is 'A sustainable way forward with room for all of us', and sustainability is a central part of the strategy and day-to-day operations.

Strategic oversight

The Board and management oversee:

• Market-oriented DSB strategy with three main areas: attract more customers and improve customer satisfaction; deliver a competitive and sustainable DSB; develop employees and corporate culture
• Major investments in electric rolling stock and sustainable infrastructure
• Climate targets including reducing Scope 1 and 2 CO2e emissions by at least 8% by 2030
• Sustainability reporting and compliance with CSRD/ESRS requirements

Risk management and internal controls

DSB has established various risk management and internal control systems to support sustainability reporting and operations:

Data quality controls

We are making proactive efforts to enhance data quality in our calculations, including through quality control in our internal KPI processes and through audits performed by DSB's internal audit function. Enhanced data quality will not only improve the accuracy of our reporting, but also provide a better basis for making informed decisions on our environmental impacts.

Compliance function

DSB's Data Protection Officer (DPO) Compliance function is responsible for advising and following up on laws, rules and regulations of relevance to the company as a whole which do not fall under other specialist areas.

Emergency planning and crisis management

We continuously work to improve our emergency plans and risk management systems for rapid responses to any service disruption and crisis situation that may occur.

Climate risk assessment

To mitigate potential challenges from climate change, we have conducted an analysis of the risks associated with them. The analysis has been carried out using the Climate Atlas tool developed by the Danish Meteorological Institute (DMI), which incorporates the UN Intergovernmental Panel on Climate Change (IPCC) climate scenarios in a Danish context.

Review by external auditors

The sustainability report is covered by the review (limited assurance) performed by external auditors.

DSB's business model and value chain

Purpose and strategy Our purpose is 'A sustainable way forward with room for all of us.'

By saying 'with room for all of us', we mean: • Room for more customers - in all areas • Door-to-door travel must take place with a minimum of congestion • Attractive offers for everyone - at reasonable fares • Safe, secure and positive station experiences • Business partners and partnerships • Customers must be able to take travel safety for granted • A workplace committed to a high degree of wellbeing and cross-cutting collaboration

And by saying 'a sustainable way forward', we mean: • Mobility with minimal climate impact • Minimal environmental impact at all stages of operation • Waste must be recycled into new resources • A financially sustainable DSB

Our strategy is Market-oriented DSB. This implies that we must be 'As attractive to our customers and as competitive and sustainable as the best operators in Europe'. Our strategy unfolds in three areas: • Attract more customers and improve customer satisfaction • Deliver a competitive and sustainable DSB • Develop employees and corporate culture

Business model DSB's business model is built around the ambition to provide a seamless travel experience for customers.

Timetable The timetable has been prepared to support growth and deliver the best possible customer experience with the available railway infrastructure. This applies both to Long-distance & Regional Trains and to S-trains. We achieve this through timely planning and robust traffic management in collaboration with Banedanmark.

Operations management DSB has more than 3,800 operating staff to ensure that daily rail services keep to the timetable. They also ensure that our fleet of over 400 trains undergoes systematic maintenance and preparation. The workshops are spread across Denmark, which supports reliable and efficient operations.

Services Our services must support our objective of delivering more than 500,000 seamless travel experiences every day.

We invest in technological solutions to make it easier for our customers to travel on public transport in Denmark.

DSB's app combines national traffic information and ticket purchases, and its new Check-in feature allows customers to travel by swiping their mobile phones without having to worry about their departure point or destination.

We are making a dedicated effort to create opportunities for first and last-mile services through third-party partnerships.

DSB manages and develops almost 200 stations across Denmark. Customers should feel well guided at clean and secure stations. In the period to 2030, we are investing more than DKK 1 billion in station improvements.

DSB Service & Retail operates 61 7-Eleven stores at our stations. The stores play an active role in our customers' overall travel experience, especially their experience at the stations.

Value chain partnerships DSB collaborates with various stakeholders, including our customers and local communities (for instance in the form of meetings with commuter clubs and an annual commuter rally), NGOs, disability organisations, suppliers, business partners (for instance Banedanmark as regards the common traffic information) and other public transport market players.

DSB operates train services on infrastructure that is owned and managed by Banedanmark and Sund & Bælt, among others.

Stakeholder engagement

In pursuing our business activities, DSB collaborates with various stakeholders, including our customers and local communities (for instance in the form of meetings with commuter clubs and an annual commuter rally), NGOs, disability organisations, suppliers, business partners (for instance Banedanmark as regards the common traffic information) and other public transport market players.

Customer engagement DSB engages with customers through:

• Commuter clubs and annual commuter rally
• DSB's app with more than 1.8 million unique users
• DSB Plus loyalty programme with more than 1.8 million customer profiles
• Customer service and feedback mechanisms
• Regular customer satisfaction monitoring

Community partnerships DSB seeks out and enters into partnerships with organisations that support our purpose while demonstrating a strong commitment to social responsibility:

• We collaborate with the 'Natteravnene', a project that contributes to the sense of safety at the stations
• Partnership with 'Livslinien' on focused efforts to prevent suicide on the railway
• Strategic partnership with the Danish Red Cross to develop activities aimed at supporting vulnerable people in both Denmark and the world's hot spots
• Collaboration with 'VELKOMMEN HJEM', an association supporting veterans in making a balanced and realistic transition from the military to the civilian labour market
• Corporate member supporting InterForce, making it possible for our employees to be allowed time off to serve as reservists in the Danish Armed Forces and the Danish Home Guard

Local community involvement We involve local communities in and around the station improvements.

In connection with our major civil engineering and construction projects, we minimise the risks of nature and biodiversity impacts through engagement of local communities in the form of public meetings and collaboration with the authorities on EIA processes and local development plans.

Supplier engagement We demand high standards from all our suppliers and business partners. Not only in relation to the goods and services they provide, but also in relation to how they demonstrate social responsibility and treat their employees. Our suppliers must respect fundamental human rights, including the prohibition on the use of child labour and of forced labour or the exploitation of involuntary labour.

Ethical guidelines have been incorporated into our supplier contracts, which demand that suppliers meet occupational health and safety standards, maintain proper pay and working conditions and respect fundamental human rights.

Material impacts, risks and opportunities and their interaction with strategy and business model

Climate change impacts and strategy interaction Due to direct and indirect emissions from our energy consumption for traction and non-traction operations, we have a material climate impact. Most of our overall climate impact comes from our value chain (Scope 3), while primary cause our direct emissions is the use of our diesel-powered trains.

The core effort is the investment in modern, electric trains. But the effort applies to our entire business: We develop more sustainable workshops. We are switching to renewable energy sources. We demands ambitious climate reduction targets from suppliers. We reduce energy and resource waste and aim to recycle everything from rolling stock to uniforms and surplus products in DSB 7-Eleven stores.

DSB has been given a political mandate to purchase new electric rolling stock in replacement of the ageing diesel-powered train fleet. This is the biggest investment in DSB's history.

Climate adaptation and resilience Climate change presents DSB with the greatest challenges when it affects the use of traffic infrastructure. The more severe weather conditions caused by climate change are also expected to increasingly cause disruption to train operations. The greatest risks to DSB's business are related to storms and strong winds, which can tear down overhead lines and cause trees to fall, and to flooding of low-lying areas by storm surges and cloudbursts as well as landslides along railway lines.

Based on DSB's experience of service disruption incidents due to climate conditions, it is estimated that the consequences will most often be relatively short-lived (half to two days), and the disruptions will often be restricted to reduced speed, reduced service frequency or briefly suspended train operations.

Banedanmark has drawn up contingency plans in collaboration with the railway companies in Denmark. The traffic consequences are thus known, and contingency plans can be implemented quickly with as little disruption as possible.

Air pollution impacts Air pollution has an impact on the surrounding environment that derives from our train operations across the country. The direct impact is local and consists primarily of ultrafine and fine particulate matter connected with the burning of diesel for traction operations. Running our electric trains contributes indirectly to air pollution, where electricity generation results in local air pollution to a varying extent depending on the method of generation.

Biodiversity impacts DSB impacts biodiversity and ecosystems directly as well as indirectly. Our direct impacts arise from the fact that we carry on our activities in areas with a share of potentially valuable nature, which impacts local flora and fauna.

The indirect impacts arise through the purchase of goods and services in our value chain. Our indirect impacts on biodiversity have been initially mapped. As biodiversity is a new area and calculation methodologies and reporting standards are still subject to significant uncertainty, the indirect impacts are currently not reported.

No assessment has been made as to whether our operations impact threatened species, as their vulnerability varies greatly, and therefore it cannot be concluded at present whether their presence on or near DSB's areas of land entails a risk of impact.

Social impacts and workforce strategy The ability to attract and retain employees is essential to the realisation of our targets. We want to create a culture that makes our employees feel valued, recognised for their efforts, feel that they are being listened to and feel committed, which is essential to achieving a high level of employee loyalty.

The consequences of failure to succeed in this area are higher employee turnover and, as a result, increased loss of productivity.

With a good physical and psychological working environment, we join forces to make DSB an attractive workplace with low absence due to illness and few workplace accidents.

Process to identify and assess material impacts, risks and opportunities

The sustainability reporting is based on our double materiality assessment (DMA) assessed for our own operations and DSB's value chain (see page 40).

All topics dealt with in the environment, social and governance sections have been assessed as material in our double materiality assessment.

A comprehensive double materiality assessment process was conducted to identify material sustainability topics. This assessment considered both impact materiality (DSB's impacts on people and the environment) and financial materiality (sustainability matters that could affect DSB's financial performance).

For a comprehensive overview of DSB's impacts, risks and opportunities, see the section on DSB's double materiality assessment on page 40.

Approach to data collection and reporting

We generally take an activities-based approach to the collection and reporting of environmental data, and we apply keys and emission factors from representative, recognised official sources such as the Environmental Protection Agency (EPA) and the Department for Environment, Food & Rural Affairs (DEFRA) to support our calculations.

A large part of our current reporting is based on our own records and primary data, and we are working to increase the scope thereof rather than relying on estimates or third-party information.

We are continually working to improve our sustainability reporting and to provide a true and fair view of our material direct and indirect impacts.

Quality control measures

We are making proactive efforts to enhance data quality in our calculations, including through quality control in our internal KPI processes and through audits performed by DSB's internal audit function. Enhanced data quality will not only improve the accuracy of our reporting, but also provide a better basis for making informed decisions on our environmental impacts.

Disclosure requirements covered by DSB's sustainability statement

Based on our double materiality assessment, DSB has identified the following material topics and corresponding ESRS disclosure requirements:

Material topics identified:

• ESRS 2 - General Disclosures
• E1 - Climate Change
• E2 - Pollution
• E4 - Biodiversity and Ecosystems
• E5 - Resource Use and Circular Economy
• S1 - Own Workforce
• S2 - Workers in the Value Chain
• S3 - Affected Communities
• S4 - Consumers and End-Users
• G1 - Business Conduct

The data points presented for material topics have been selected in accordance with the disclosure requirements (including the application requirements) related to the specific sustainability matters in the corresponding topical ESRS.

The quantitative reporting covers DSB's own operations, however, as regards the calculation of Scope 3 CO2 emissions also upstream and downstream activities.

Topics not assessed as material

Based on our double materiality assessment, the following ESRS topics were not assessed as material for DSB:

• E3 - Water and Marine Resources

This assessment was based on DSB's business model, operations, and value chain analysis which determined that these topics do not represent significant impacts or financial risks/opportunities for the organization.

Disclosures incorporated by reference

In connection with the preparation of the sustainability report, the following disclosures have been incorporated by reference: • ESRS 2 SBM-1, ESRS 2 SBM-2 and ESRS 2 SBM-3 • ESRS E1 SBM-3 • ESRS E4 SBM-3 • ESRS S2 SBM-2 and ESRS S2 SBM-3 • ESRS S4 SBM-2 and ESRS S4 SBM-3

The above disclosures are incorporated in the section 'Strategy, business model and value chain' on page 11.

Transition plan for climate change mitigation

Overall strategy and targets DSB has a target of supplying all our rail journeys and all other operations with renewable energy by 2030. Moreover, we want to reduce the climate impact of our suppliers to ensure that emissions from all our activities reach net zero by 2050.

Target: Reduce Scope 1 and 2 CO2e emissions by at least 8% by 2030

Key investments and initiatives With investments in excess of DKK 45 billion over the next years, DSB is well on its way to offering customers solutions that are even more sustainable when they choose to take the train.

Electric rolling stock transition The core effort is the investment in modern, electric trains. DSB has been given a political mandate to purchase new electric rolling stock in replacement of the ageing diesel-powered train fleet. This is the biggest investment in DSB's history.

• Production of seven IC5 electric train sets has been completed
• It has been agreed that the supplier Alstom will deliver a minimum of 100 electric train sets
• The first electric train sets will be put into passenger service at the beginning of 2027
• DSB purchases 16 new rakes of coaches from the Spanish supplier Talgo to be pulled by EB electric locomotives
• DSB is preparing to convert the current S-train line from a traditional urban railway to a fully automated, driverless transport system, 'S-trains of the Future'

Renewable energy transition In 2024, DSB invested in yet another Power Purchase Agreement (PPA) and entered into an agreement to purchase large amounts of power from a solar park on Lolland. From November 2025, DSB will receive renewable energy equivalent to half of the consumption for S-trains.

For a number of years, DSB has had solar cells on the roofs of Nørreport, Albertslund, Sjælør and Avedøre stations. In 2024, solar cells were installed at Høje Taastrup station.

Sustainable infrastructure New, comprehensive maintenance facilities are needed for the new electric rolling stock. DSB is therefore in the process of building three new workshops: one in Copenhagen, one in Aarhus and one in Næstved. There is a strong focus on sustainability in the builds, and the new workshops are to be certified according to at least DGNB Gold standard.

Green financing In August, DSB completed its first issuance of green bonds. Bonds in a nominal amount of EUR 500 million were issued with a fixed coupon of 3.125 percent and a maturity of 10 years. The bonds were issued under DSB's EMTN (European Medium Term Note) programme. The related Green Bond Framework describes DSB's investments that can be financed with green bonds. The proceeds of the bond issue will be used to purchase new electric rolling stock and construct new workshops.

Carbon offsetting initiatives DSB has entered into a partnership with the Danish Climate Forest Foundation. For each registered business journey, DSB provides a contribution to the Danish Climate Forest Foundation. The contribution is used for afforestation to increase absorption of CO2. Since 2023, DSB has furthermore provided a climate contribution equivalent to the emissions from its own business travels by air.

In 2024, DSB's contribution is expected to finance 6,850 tonnes/CO2e, corresponding to approximately 220,000 m2 of forest, distributed on 6,500 tonnes of CO2 from registered business journeys and 350 tonnes of CO2 from business travels by air.

Targets related to climate change mitigation and adaptation

Climate mitigation target

• Reduce Scope 1 and 2 CO2e emissions by at least 8% by 2030 (baseline not specified in the available text)

Renewable energy target

• Supply all rail journeys and all other operations with renewable energy by 2030

Net zero target

• Reach net zero emissions from all activities by 2050

Progress in 2024 In 2024, DSB further reduced its overall climate impact by 5 percent. For Scopes 1 and 2, the reduction was 7 percent, primarily driven by the increased use of green power. For Scope 3, the reduction was 4 percent in 2024.

GHG removals and GHG mitigation projects financed through carbon credits

Danish Climate Forest Foundation partnership DSB has entered into a partnership with the Danish Climate Forest Foundation. For each registered business journey, DSB provides a contribution to the Danish Climate Forest Foundation. The contribution is used for afforestation to increase absorption of CO2.

2024 contributions In 2024, DSB's contribution is expected to finance 6,850 tonnes/CO2e, corresponding to approximately 220,000 m2 of forest, distributed on:

• 6,500 tonnes of CO2 from registered business journeys
• 350 tonnes of CO2 from business travels by air

The contribution ensures that the CO2 emitted is sequestered for the next 100 years. The effect is not included in DSB's climate accounts.

Air travel offsetting Since 2023, DSB has furthermore provided a climate contribution equivalent to the emissions from its own business travels by air.

Implementation timeline The actual afforestation of areas for the 2024 contribution year is expected to be completed in 2025.

Substances of concern and substances of very high concern

Policy and management approach

We avoid to the extent possible the use of substances of concern and substances of very high concern in our activities. This also applies to suppliers who work for us and throughout our value chain, for instance when we buy new trains.

The operation of diesel trains and the maintenance and preparation of trains are the activities primarily leading to consumption of substances of concern and very high concern.

Where avoiding the use of these substances is not possible, we seek to minimise the use. For this purpose, we have a process for approving chemical products to register and manage which chemicals are used in the company.

In addition, we carry out chemical risk assessments in relation to the activity for which the product is to be used, ensuring that we work in a structured manner to minimise our use of substances of concern and very high concern.

Quantities consumed

The consumption of substances of very high concern reflects DSB's consumption of refrigerants for trains (for engines – not air conditioning systems), and the consumption of substances of concern is related to DSB's consumption of diesel for traction operations, but also gear oil and refrigerants.

Table: Consumption of pollutants

Targets

We have developed processes to ensure that we assess and minimise the use of substances of concern and very high concern. Our diesel consumption, which is the primary driver of our emissions of substances of concern, is covered by our climate impact targets. We have no other targets for our efforts to limit the use of substances of concern and very high concern, nor do we expect to set targets for this.

Accounting policies

The calculation of substances of very high concern and substances of concern is based on extracts from DSB's chemicals database compared to extracts on purchased quantities of chemical products and consumption of diesel for train operations.

The calculation for substances of very high concern has been prepared for all relevant chemical products, whereas the calculation for substances of concern is based on a minimum consumption of 1,000 litres or 1,000 kilograms of the individual chemical products.

The calculation is made for January to September, and consumption in October, November and December is based on prior-year consumption.

Three selected suppliers have reported consumption of substances of concern.

Transition plan on biodiversity and ecosystems

Current assessment status In 2024, DSB prepared an initial assessment of impacts on nature and biodiversity.

Direct impacts DSB impacts biodiversity and ecosystems directly as well as indirectly. Our direct impacts arise from the fact that we carry on our activities in areas with a share of potentially valuable nature, which impacts local flora and fauna.

Indirect impacts The indirect impacts arise through the purchase of goods and services in our value chain. Our indirect impacts on biodiversity have been initially mapped. As biodiversity is a new area and calculation methodologies and reporting standards are still subject to significant uncertainty, the indirect impacts are currently not reported.

Risk mitigation in construction projects In connection with our major civil engineering and construction projects, we minimise the risks of nature and biodiversity impacts through engagement of local communities in the form of public meetings and collaboration with the authorities on EIA processes and local development plans.

Threatened species assessment No assessment has been made as to whether our operations impact threatened species, as their vulnerability varies greatly, and therefore it cannot be concluded at present whether their presence on or near DSB's areas of land entails a risk of impact.

Future work plan for 2025 In 2025, work will begin to identify and assess the need for mitigation actions as well as physical, systemic and transition risks related to biodiversity and ecosystems.

ESRS E5-4 – Resource inflows

Narrative disclosure

DSB has a significant consumption of spare parts stemming from maintenance and preparation activities. These resources, all of which are defined as "High Impact Commodities" by Science Based Targets for Nature, include in particular steel, iron, copper, sand and aluminium. All of these raw materials are characterised by being capable of having a significant negative impact on nature and biodiversity through land use, water consumption, climate change and pollution.

Procurement of new trains represents material, albeit one-off, resource use. One example of the impact in the value chain is DSB's EB locomotives, each of which accounts for direct resource use corresponding to the weight of the locomotive of approximately 90 tonnes.

Data from EXIOBASE, a global database for calculating climate footprint, show that the total resource use associated with a locomotive can be about 3,500 tonnes, half of which derives from the extraction and processing of metals, while almost 40 percent are accounted for by construction materials for buildings and infrastructure in the value chain.

Data limitations

DSB does not currently have weight data on resource use broken down on the materials used to "produce" services. The company is working to procure data with a focus on resource use associated with the maintenance and purchase of trains and the maintenance and construction of buildings.

DSB prioritises collecting data for materials consumption from the purchase of train parts, which constitute the main source of environmental impacts. In 2024, DSB initiated a dialogue with selected suppliers to obtain information about the materials content of the spare parts in weight. Once a procedure has been established through this dialogue for recording such data, the methodology will be extended to other spare parts suppliers.

Other resource inflows

DSB's resource use includes, among other inflows:

• Diesel and electricity for traction operations
• Spare parts and other products and materials for train maintenance
• IT equipment
• Goods for 7-Eleven stores

Quantitative data

No comprehensive weight-based data on total resource inflows is reported for 2024.

Resource outflows

Recyclability and reuse of materials

DSB has processes in place to recycle materials from operations. The company states: "We reduce a significant part of the emissions associated with the procurement of spare parts as a result of the phase-out of diesel. Procurement of spare parts represents the largest contribution to our Scope 3 emissions. We therefore expect that the transition from diesel to electric trains will lead to significant reductions in the consumption of spare parts."

Product durability - Rolling stock

The document describes the upgrading and refurbishment of existing rolling stock to extend service life:

• IR4 electric train sets: "Upgrading of the 44 IR4 electric train sets is on schedule and is expected to be completed by the end of 2026."

• S-trains: "The electric S-train sets are also undergoing a comprehensive upgrade both on the exterior and on the interior... The upgrading of S-trains will continue in 2025, and all train sets will be fully upgraded by the end of 2027."

• IC3 train sets: These diesel train sets remain in operation pending replacement by IC5 electric train sets, with IC4 sets to be phased out first due to being "more energy and climate inefficient than the IC3 trainsets."

The document mentions that when IC5 trainsets are delivered, DSB will phase out older rolling stock, indicating end-of-life considerations.

Circularity considerations in new builds

For the new workshop at Godsbanegården in Copenhagen, DSB states: "During construction, we have chosen materials with lower climate impact, more climate-efficient foundation and edge insulation solutions, and we have focused on life in the choice of materials used in the building."

However, specific recyclability percentages, repairability scores, or quantitative design-for-circularity metrics are not disclosed.

Waste

Waste management approach

DSB states in its Environmental Policy: "Waste must be recycled into new resources" as one of its commitments. The company indicates: "Our different business activities produce different types of waste, and through waste management processes, we seek to minimise our environmental impact."

The accounting policies section describes: "Emissions from the treatment of waste are calculated on the basis of the statement of waste for the year, including building and construction waste. The different categories of waste are assigned an emission factor based on the method of treatment. Emission factors from the EPA (2024) have been used."

For graffiti removal, the document notes: "When we remove graffiti on our trains, it is most often a work process in the open air, where all water that may be generated in the cleaning process is collected on absorbent mats which are disposed of as hazardous waste."

For the new graffiti removal facility: "In the covered facility, water is recycled to minimise water consumption, and we also try to purify it so that it can be discharged to sewer as wastewater... Any excess cleaning water is therefore disposed of as hazardous waste."

Scope 3 waste emissions calculation

The document provides climate impact data related to waste treatment:

• Scope 3.5: Waste emissions in 2024: 2.46 thousand tonnes of CO2e (2023: 2.40)
• Change: +0.06 thousand tonnes (+2%)
• Change from 2019 baseline: -2.68 thousand tonnes (-52%)

The methodology states: "Emissions from the treatment of waste are calculated on the basis of the statement of waste for the year, including building and construction waste."

For convenience goods sold at 7-Eleven stores: "30 percent of convenience goods is assumed to be thrown away in non-DSB bins and is therefore included in this statement (instead of Scope 3.5)."

Specific waste data

No comprehensive table with total waste quantities (in tonnes), hazardous vs non-hazardous split, or waste treatment method breakdown (recycling, landfill, incineration) is disclosed in the excerpts provided. Quantitative waste data is presented only in terms of CO2e emissions from waste treatment, not waste volumes or masses.

Policies related to value chain workers

Supplier standards and requirements We demand high standards from all our suppliers and business partners. Not only in relation to the goods and services they provide, but also in relation to how they demonstrate social responsibility and treat their employees.

Human rights requirements Our suppliers must respect fundamental human rights, including the prohibition on the use of child labour and of forced labour or the exploitation of involuntary labour.

Ethical guidelines in contracts Ethical guidelines have been incorporated into our supplier contracts, which demand that suppliers meet occupational health and safety standards, maintain proper pay and working conditions and respect fundamental human rights, to mention just a few requirements.

Scope of application These requirements apply to all suppliers and business partners in DSB's value chain.

Processes for engaging with affected communities about impacts

Local community involvement in station improvements We involve local communities in and around the station improvements.

Civil engineering and construction projects In connection with our major civil engineering and construction projects, we minimise the risks of nature and biodiversity impacts through engagement of local communities in the form of public meetings and collaboration with the authorities on EIA processes and local development plans.

Local projects and partnerships DSB has launched a number of local projects to get more people in Denmark to take the train and reduce road congestion.

Example: Køge Municipality collaboration One of these projects is in Køge, where DSB and Køge Municipality in 2023 joined forces to make it more attractive to travel on public transport at work and in people's leisure time. The collaboration has helped us gain knowledge and data about the local conditions, enabling us to develop more relevant local marketing efforts.

The collaboration has contributed to overall passenger growth on the line between Køge and Copenhagen, and more local initiatives are on the way in Køge Municipality. These include an expansion of parking facilities at Køge Nord Station, which will make it more attractive for commuters on Zealand to take the train the last stretch towards Copenhagen.

Community feedback and response Also north of Copenhagen, a local project has made a difference for our customers. In the summer of 2024, it became free of charge to take bicycles on Kystbanen and on the regional trains between Elsinore, Copenhagen Central Station and Næstved. This project built on the positive experience gained from S-trains and required reconstruction of a number of coaches on the regional trains to increase their bicycle capacity from 4 to 16.

The project has been well received by our customers, who especially take advantage of the opportunity to bring their bikes free of charge on weekends. The Danish Cyclists' Federation is also pleased with the pilot project, which they would like to become a permanent arrangement.

Processes for engaging with consumers and end-users about impacts

Customer engagement through multiple channels DSB engages with customers through various mechanisms:

Commuter engagement In pursuing our business activities, DSB collaborates with various stakeholders, including our customers and local communities (for instance in the form of meetings with commuter clubs and an annual commuter rally).

Digital engagement platforms

• DSB's app: Our largest sales channel with more than 1.8 million unique users, generating revenue to the tune of DKK 2.3 billion
• DSB Plus loyalty programme: More than 1.8 million customers now have a profile, with more than 1.2 million having signed up for the bonus programme

Customer experience and feedback

• We collect and implement valuable customer experience with a view to optimising operations management
• Regular reputation tracking and customer satisfaction monitoring (DSB's reputation score of 72.9 in 2024, above the average of 70.1)

Service accessibility

• It is still possible to buy tickets and other services at our stations, on our website and at our customer centres
• Customer centres provide direct access for customer inquiries and feedback

Station experience DSB manages and develops almost 200 stations across Denmark. Customers should feel well guided at clean and secure stations. In the period to 2030, we are investing more than DKK 1 billion in station improvements.

Safety and security initiatives

• We collaborate with the 'Natteravnene', a project that contributes to the sense of safety at the stations
• Partnership with 'Livslinien' on focused efforts to prevent suicide on the railway

Traffic information and communication Traffic information supports operations management by providing frequent information to our employees and customers. Traffic information is collected and disseminated in close collaboration with Banedanmark.

Business conduct policies and corporate culture

Ethical standards and governance As an independent public institution owned by the Danish State, DSB has a special obligation to maintain correctness and the highest ethical standards in our day-to-day operations and the way we operate our business.

Legal framework DSB is managed according to company law rules while being subject to public law rules regarding regulatory tasks. The Public Administration Act and the Danish Act on the Parliamentary Ombudsman apply to cases concerning employees and the railway activities carried out in the context of the provision of negotiated traffic.

Corporate culture development DSB's purpose 'A sustainable way forward with room for all of us' guides the corporate culture. We want to create a culture that makes our employees feel valued, recognised for their efforts, feel that they are being listened to and feel committed.

Five promises as guiding principles We support the strategy through our daily actions. We have therefore formulated five promises which are the guiding principles in our day-to-day work:

1. Customers arrive on time
2. A safe, simple and comfortable journey
3. Reasonable fares for everyone
4. DSB is run responsibly and efficiently
5. A more sustainable journey

The promises create coherence in decisions and daily choices, supporting the execution of our strategy and the realisation of our targets.

Workplace values We balance a will to act and create results with a focus on ensuring a sustainable working life where everyone feels included and valued. We are positive-minded, curious and implement changes with enthusiasm to make DSB better.

Transparency and disclosure DSB discloses information as soon as possible to the Danish Business Authority or other relevant parties on material matters concerning the company which may be assumed to be of importance to DSB's future, owner, business partners, creditors, employees or other stakeholders.

Management of relationships with suppliers

Supplier standards and requirements We demand high standards from all our suppliers and business partners. Not only in relation to the goods and services they provide, but also in relation to how they demonstrate social responsibility and treat their employees.

Contractual ethical guidelines Ethical guidelines have been incorporated into our supplier contracts, which demand that suppliers meet occupational health and safety standards, maintain proper pay and working conditions and respect fundamental human rights, to mention just a few requirements.

Human rights and labor standards Our suppliers must respect fundamental human rights, including:

• The prohibition on the use of child labour
• The prohibition on forced labour or the exploitation of involuntary labour
• Proper pay and working conditions
• Occupational health and safety standards

Strategic supplier relationships To ensure stable operations development, DSB invests in cutting-edge IT systems and maintains close relationships with key suppliers for:

• Rolling stock maintenance and supply of spare parts
• Infrastructure collaboration (e.g., with Banedanmark for traffic information)
• Technology solutions to support customer experience

Supplier performance management DSB works closely with suppliers to ensure delivery of goods and services that support the company's sustainability and operational objectives. This includes collaboration on:

• New electric rolling stock delivery and maintenance
• Workshop construction to sustainable standards (DGNB Gold certification)
• Technology development for improved customer solutions

Climate and environmental requirements We demand ambitious climate reduction targets from suppliers as part of our overall strategy to reduce the climate impact of our suppliers and ensure that emissions from all our activities reach net zero by 2050.