2024 – Polaris Private Equity

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Portfolio Summary - Polaris Private Equity

The work with sustainability at portfolio level

The work with sustainability throughout Polaris’ private equity portfolio is aligned with Polaris Sustainability Program, either through a direct implementation of the program together with Polaris recommended advisors or through comparable and fundamentally aligned processes, yielding similar outcomes and including the same mandatory components. We aim to implement this structure as soon as practically possible and preferably within 12 months after the closing of an acquisition. For the program to be successful and drive real change it is however critical that the project is firmly anchored in the management team and Board of Directors and can be supported by sufficient resources and a sustainability responsible in the company. The implementation of the program might therefor sometimes need to be postponed beyond our target of twelve months until these factors are in place.

As Polaris Sustainability Program was launched during 2020, we are still working to include all our private equity portfolio companies and at the end of 2024, twelve of our sixteen private equity investments had implemented the program with the remaining companies mainly those acquired during 2023-2024[1] Completion of the program is achieved gradually as the various components are added in different processes and supported by different advisors. A company might therefore have a high degree of maturity even though it has not yet achieved full implementation status. Since our last report, Distriktstandvården and Vikingbus have both made great progress. The newer portfolio companies Micropower, Vinnergi and 7N entered Polaris portfolio with a high degree of maturity and we have therefore classified them as being aligned with only few components missing.

[1] Salfarm is excluded from this sustainability report as it was only acquired on Dec 30 2024.

Portfolio company impact on the Sustainable Development Goals - the SDGs

Our work with mapping the portfolio companies’ impacts, positive as well as negative, to the SDGs is used as a way to prioritize, focus our actions and communicate on progress. As mentioned earlier we have chosen to focus especially on three SDGs that we work with and report on across all portfolio companies: Climate Action, Gender Equality and Employer Responsibility.

Implementation status of Polaris Sustainability Program

Implementation status of Polaris Sustainability Program
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Focus Area I - Climate Action

Climate Action in Polaris’ portfolio

Our focus on Climate Action is based on measuring and tracking the CO2e emissions of our portfolio companies on an annual basis. By doing this we create transparency and ensure that the footprint of the portfolio companies can be addressed, and our portfolio companies actively can work towards reducing their CO2e through identification and implementation of relevant reduction initiatives. We are encouraging and supporting our companies to set reduction targets in-line with the Paris Agreement through ScienceBased Targets (SBTs) approved by the Science Based Target Initiative (SBTI). As a fund manager, we at Polaris have our own Science-Based Target, which was submitted to the SBTI for approval in June 2025. The target for our private equity investments is to ensure that 100% of our private equity portfolio companies have their own SBTs approved by the SBTI by the end of 2030. This Portfolio Coverage Target is calculated as the % of the Invested Capital of companies with their own SBT approved by the SBTI of the total Invested Capital, which includes all portfolio companies owned for more than 24 months.

Climate action

Since the last report, all portfolio companies that we have owned for more than two years are now measuring their CO2e emissions on Scope 1, 2 and 3 in accordance with the GHG protocol and only three of the five most recent acquisitions have yet to implement measurements. As in previous years, the CO2e measurements develop continuously among our portfolio companies as they improve their estimates by transitioning from spend based to activity based and to supplier provided emissions and add additional categories. Acquisitions, expansions and changes in the product portfolio also impact the data. This means it is still difficult to identify real reductions or real increases with certainty based on the data. This issue is inherent in the measurement process but will improve over time. All companies measuring their emissions have however started initiatives to reduce their emissions that should result in emission reductions. A few of these have also set Science-Based Targets (SBTs) for their emission reductions approved by the Science Based Target Initiative (SBTI). Others are also in process of doing the same. Because of our own SBT at Polaris and sub-target for all of our private equity companies to have their own SBT, we work to support and accelerate this process.

Our total emissions for Fund IV increased slightly in the period, driven by increases in Link Logistics, in turn driven by a changed product mix. The overall emission intensity for the fund did however remain fairly constant at 30 tCO2e/mDKK revenue. The emissions in the fund are still driven by the transportation & logistics sector and Link Logistics and Vikingbus with 92% of total emissions.

In Fund V, the addition of new portfolio companies increased the emissions but decreased the overall emission intensity of the fund. Cepheo and Awardit do not yet measure their own emissions so these are based on top-down estimates. The fund emissions are driven by Micropower with 77% of the total and a very high intensity of 235 tCO2e/mDKK revenue. This is driven by the inclusion of the life-time emissions expected from the rechargeable batteries sold during the period. The emission intensity of Fund V excluding Micropower would be 16 tCO2e/mDKK revenue.

There continues to be a large spread of emissions and emission intensity among the companies in our private equity funds and we expect this to continue. We will not exclude companies with high emissions on principle as long as we believe it can be responsibly managed and that we can support decarbonization.

Table overview of all absolute emissions (tCO2e)

Focus Area II: Gender Equality

Gender Equality in Polaris’ portfolio

With Gender Equality as a focus area for our work, the share of women in the board of Directors and the management team has been chosen as a cross-portfolio KPI for Polaris and we also provide information on the gender balance of each organization as a whole. Thus, all portfolio companies are reporting annually on the gender balance across their organization and Polaris will report on this KPI for each fund and the portfolio as a whole. The work is focused on ensuring a balanced workforce and increase the share of the underrepresented gender.

Gender equality

Our portfolio companies all report on their gender distribution and they are increasingly establishing strategy & targets for their gender equity efforts as well as defining initiatives to improve. This supports our ambition to reach a 40/60 gender balance across our portfolio companies for management teams and boards over time. Our portfolio companies also calculate and report on their Unadjusted Gender Pay Gap according to EU regulations. The reporting of these indicators help drive focus on gender diversity at the portfolio company level and provides a basis for discussion in management teams and board.

During the period, their female board representation in Fund IV decreased slightly due to a replacement of a female board member. There were slight improvements at board level in Fund V driven by the addition of new portfolio companies with an average female board representation of 21%. We continue our focus on this area in the recruitment of board members. This is a long-term process as future potential board members are generally onboarded already in the very early stages in each of the large number of investment processes we are involved with on an on-going basis.

The gender distribution at the management team level was basically maintained at the company level but slightly diluted from the inclusion of new portfolio companies in Fund V. We expect to be able to improve over time towards our overall target of >40%.

We continue to recognize that we have some way to go in this area and will continue to work to improve internally and towards our portfolio companies.

Focus Area III: Employer Responsibility

Employer Responsibility in Polaris’ portfolio

Being good employers through respect for and protection of labor rights and providing safe, secure and healthy working environments for all employees is not only the right thing to do, but also key to value creation in our portfolio companies as it supports attraction and retention of talents and resources.

 

Employee turnover

All Polaris' private equity portfolio companies focus on creating a good and safe working environment for their employees. Measuring and monitoring their Employee-initiated employee turnover is a part of this work which is often complemented by a range of other measures. Since 2022, we gather data on a range of additional indicators related to working environment and health & safety, such as employee satisfaction, absenteeism, accident rates, policies, training among others. As of the start of our next private equity fund, we will start to report publicly on employee satisfaction, absenteeism as well as Total Recordable Incident Rate (TRIR) and Lost-Time Injury Frequency Rate (LTIFR) in relevant cases.

As before, employee-initiated turnover continues to be an important and relevant indicator to follow for our portfolio companies. It does, however vary greatly between companies and over time, driven by structural differences and impacts from organizational restructurings. We can however note that the overall levels have decreased across the portfolio to a normalized level that seems to lie somewhere between 10 to 20%. We remain confident that the employee turnover, together with other related metrics, are managed responsibly by each portfolio company.

Overview of portfolio impact on the SDGs

As part of Polaris Sustainability Program, our portfolio companies map their material positive and negative impacts of our portfolio related to the UN’s Sustainable Development Goals (SDGs). Our ambition is for the impacts to the SDGs should be linked to the sub-goals and related business actions formulated by the Global Reporting Initiative (GRI) for each company to make the work as concrete and actionable as possible. Subsequently the portfolio companies should formulate initiatives to increase positive and minimize negative impacts. For our newest portfolio companies, the detailing of their SDG impacts might not yet have been performed.

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Portfolio company sustainability reporting

Show portfolio companies' sustainability reports

Our methodology

Our Scope

We are applying our sustainability strategy for all our private equity investments in all active funds in this strategy, Fund IV and V. These two funds constituted 87% of our total invested capital in Polaris and included sixteen portfolio companies at the end of 2024. This includes all companies acquired by Polaris Private Equity that remained in our ownership at the end of the period, of which the earliest was acquired in 2016.

We align our work with established standards and frameworks.

Our sustainability program is based on international standards and frameworks to ensure that the way we work and report is in alignment with best practices in the field. By this we also seek to support quantitative and concrete approaches with a focus on materiality. The standards and frameworks used are described throughout this section along with how the work is conducted.

Methodology for CO2e accounting

Approach

Sustainability KPI identification

Identifying material impacts

As a starting point for sustainability strategy, action planning and KPI selection, all portfolio companies should go through a process to identify their material impacts, positive and negative, related to sustainability from both an impact and financial perspective across their value chain (so called ‘double materiality’). Recently, this has often been done through a Double Materiality Assessment (DMA) process conducted in-line with the Corporate Sustainability Reporting Directive (CSRD) guidelines. We expect this process to be established as a new standard. We also seek to establish the material impacts already in the due diligence process. This can be informed by external benchmarking and SASB Materiality Maps.

Core sustainability KPIs

Three core sustainability KPIs have been selected by Polaris as we believe these are generally material for the majority of companies. These will be reported on across portfolio companies following SASB standard reporting practices (please see below section for more information on SASB). The Core sustainability KPIs are related to our three Focus Areas:

  • Climate change: CO2e emissions, both total emissions and intensities based on revenue or otherwise in accordance with the industry standards of our portfolio companies.
  • Gender Diversity: Share of women in the Board of Directors and Management team (employees that are part of the top executive management team of the company and report directly to the CEO). Gender distribution for the whole organisation is also reported for reference. The reported figures are as of the end of the reporting period.
  • Working Environment: Employee-initiated turnover, calculated as the total number of employee-initiated separations (e.g., resignation and retirement) during the reporting period, divided by the average number of workers during the reporting period. As of the launch of our next private fund, the working environment related KPIs will be supplemented with absenteeism, employee satisfaction as well as Total Recordable Incident Rate (TRIR) and Lost-Time Injury Frequency Rate (LTIFR) in relevant cases.

Company specific sustainability KPIs

Each portfolio company should select at least three company specific sustainability KPIs that are relevant for their business and their identified material impacts. The primary concern is to identify an indicator which is the most relevant for the specific company but if possible, we aim to use indicators defined by international standards such as the EU regulations SFDR and CSRD, the SASB standard reporting practices or the Global Reporting Initiative (GRI).

The EU regulations SFDR and CSRD

contain a large number of sustainability indicators in the Principle Adverse Impact tables and ESRS E1-5, S1-4 and G1.

These indicators are used broadly throughout Europe by financial institutions and companies in their sustainability reporting. It is therefore advantageous for companies to align with these indicators whenever possible to facilitate understanding and benchmarking and also to prepare for future reporting requirements.

The sustainability accounting standards boards' (SASB) materiality map (part of IFRS Foundation)

is based on studies of 77 industries and more than 4000 cases to identify relevant disclosure topics across different industries and sectors.

The SASB materiality maps are used as they are a broadly accepted and well-founded standard to guide the disclosure of financially material sustainability information by companies to their investors. The approach is focused on identifying quantitative and qualitative measures that are likely to impact a company’s financial performance and at the same time provides an industry-specific lens in recognition of the fact that the issues most likely to impact financial performance vary by industry. The SASB standard can therefore provide us with market-informed material sustainability measures but also help us increase sustainability transparency towards our investors and future owners of our portfolio companies.

The Global Reporting Initiative (GRI)

is an independent, international organization that provides a globally recognized framework for sustainability reporting. It helps businesses and other organizations understand and communicate their impacts on the economy, environment, and society.

GRI's standards are widely used for organizations to disclose their environmental, social, and governance (ESG) impacts and we can use them to ensure alignment and comparability of our portfolio companies sustainability reporting.

Business reporting on the SDGs: An analysis of goals and targets

is a report developed in a partnership between Global Reporting Initiative (GRI) and the UN Global Compact with technical and strategic support provided by PwC. The report consolidates guidance on how businesses can contribute to the SDGs by providing an illustrative list of possible actions that businesses can take to
make progress towards the individual sub-targets.

The UN Sustainable Development Goals (SDGs) provide a framework for informing and communicating our work with sustainability. We use the SDGs as a way of creating transparency around our positive and negative impacts and how we are working with these. Following an impact assessment, a company can then also identify significant contributions to the SDGs.. It has been of high importance that the approach to working with the SDGs is as realistic, holistic and transparent as possible. We also want to ensure that we focus on both work towards increasing our positive impacts and on minimizing our negative impacts and being transparent in how we work towards doing so.

We are taking a conservative approach to working with the SDGs, meaning that we focus on and work with our material impact. Therefore we have encouraged our portfolio companies to rather focus on fewer SDGs and work more in depth with the areas of material impact, than falling for the temptation to claim positive impacts across a wide range of SDGs.

It is very important for us to be clear about the fact that even we are not willing and able to argue that a portfolio company is providing a direct positive impact to society through their products or services, we are taking responsibility for their negative impacts. We are focused on ensuring businesses are run in a sustainable way – both internally and externally. This realization is important and necessary for us and the portfolio companies to focus our efforts on the areas where we can achieve real impact and where it matters the most.

In order to link our work with the SDGs to actual initiatives and actions to the greatest extent possible, we have based our approach on Global Reporting Initiative’s (GRI): Business Reporting on the SDGs: An Analysis of Goals and Targets.

As a consequence, we advise our portfolio companies to address the sub-target level of the SDGs in their work. For the selected sub-targets we should assess the associated business actions of the sub-targets in order to identify where the companies can have a real impact in line with these.

Our ambition is for each identified area of material impact the company has identified, it also documents the associated concrete initiatives that they have launched or will launch to increase their positive impacts or minimize their negative impacts. These initiatives should then be sequenced and included in the sustainability road map for the portfolio company, which is approved by the individual Board of Directors. Impact tracking on the initiatives will be followed up upon in the Board meetings and status on the initiatives will be included in each companies sustainability reporting.

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How we are assessing climate risks and opportunities

Our approach to assessing the impact of climate change on our portfolio companies from a risk/opportunity perspective is based on the Task Force on Climate- related Financial Disclosures’ (TCFD) risk and opportunity framework.

We are using TCFD as a structured approach to work with climate-related risks and opportunities.. To prioritize efforts we conduct a high-level assessment of each of the portfolio companies included in this report and prioritized the companies according to estimated exposure to climate changes and identified those we believe most exposed. It is our ambition that these companies should then conduct a TCFD analysis. The result of this high-level assessment can be seen in the TCFD prioritization matrix below where the companies initially prioritized for the TCFD analysis are to be found on the right hand side of the matrix.

For the portfolio companies that have gone through the climate risks and opportunity assessment, the process has been initiated by a high-level assessment of each risk and opportunity topic followed by a prioritization of where to conduct deep-dive analyses to increase depth of analyses and increase the transparency of the impact on the company. As part of the TCFD analyses the companies have conducted analyses of e.g. expected CO2e tax scenarios based on their calculated CO2e baselines and the carbon tax recommendations put forward by the Danish Climate Council and IMF in relation to a 1.5 and a 2 degree scenario. Following the analyses, initiatives to address the key risks and opportunities identified have been formulated. These initiatives have been prioritized and aligned with the overall strategy of the company and other organizational priorities and presented as part of the consolidated sustainability roadmap for Board approval. Each portfolio company should revisit their TCFD analysis regularly to ensure continuous focus on climate-related risks and opportunities and identify any relevant changes in relation to these.

TCFD prioritization matrix

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Polaris sustainability principles define responsible business conduct

based on the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises. These Principles are the foundation for making the ten principles
of the UN Global Compact operational and constitute a global minimum standard for responsible business conduct.

Our Sustainability Principles - the Principles of Responsible Business Conduct in our private equity strategy

The ambition for all the portfolio companies in Polaris Private Equity is to align their work with the global minimum standard for responsible business conduct. This work is initiated in a 5-day onboarding process which we aim to initiate within 12 months post the closing of each acquisition as part of 'Polaris Sustainability Program'. The process generates the following content and output, which forms the basis for the formulation of the companies' sustainability strategy:

Impact Assessments/Capacity Development process (5-day onboarding)

  • Introduction: Introduction to the global minimum standard for responsible business conduct
  • Definition of sustainability: Introduction to the key fundamental elements of sustainability through 84 potential impact areas:
    • Environmental impact - 20 areas
    • Social impacts - 48 areas (human and labor rights)
    • Economic impacts - 16 areas
  • Policy commitment: Formulation of a sustainability policy and a formal commitment to the minimum standard for responsible business conduct
  • Impact Due Diligence: Implementation of due diligence processes and completion of the first assessment including:
    • Identification of potential negative impacts
    • Assessment of risk levels, existing actions and additional actions to prevent or mitigate the risks identified, and indicators to measure effectiveness of actions
    • Action plans: Listing of coming actions to prevent or
      mitigate impacts, estimate of resources and person responsible
  • Business relationships: Construction of a Code of Conduct for Business Relationships
  • Grievance mechanisms: Outlining the basis for establishment of grievance mechanisms in the company
  • Cloud-based tool: The documentation of the outcome and follow-up of the Impact assessments (due diligence) are managed in a dedicated cloud-based tool: SEE Impacts (by Global CSR)

The resulting sustainability policy, business relationship Code of Conduct, impact assessments as part of a management system (due diligence process and governance, action plans and grievance mechanisms) are approved by the company Board of Directors after which the company applies for membership in UN Global Compact.

Following the process, the portfolio company is also able to comply with the EU regulations that directly reference our Sustainability Principles: the SFDR, CSRD, the EU Taxonomy (Minimum Safeguards) and the upcoming CSDDD.

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