We connect  
a greener  
world  
Annual Report 2024  
Company Reg: 6272 5214  
 
Contents  
Management's review  
Sustainability statement  
Financial Statements  
01 02 03 04 05 06  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability statement  
Financial statements  
04 NKT at a glance  
21 Markets and megatrends  
23 ReNew BOOST strategy  
24 Financial review 2024  
27 Financial review Q4 2024  
28 Risk Management  
32 Business line organisation  
44 Shareholder information  
46 Corporate Governance  
49 Board of Directors  
56 General information  
76 Environmental information  
100 Social information  
115 Consolidated financial  
statements  
05 Letter from the Chair and the CEO  
08 Key highlights for 2024  
11 NKT Business Model  
33 Solutions  
121 Notes  
37 Applications  
159 Parent company financial  
statements  
40 Service & Accessories  
52 Group Leadership Team  
110 Governance information  
12 NKT and net zero  
164 Notes  
15 NKT: The equity investment case  
16 Financial outlook 2025  
17 Medium-term financial ambitions  
18 Divestment of NKT Photonics  
19 Acquisition of SolidAl  
168 Statements  
Photo on front page: Installation of 320 kV HVDC interconnector to connect the Shetland Islands to the main grid in Scotland, supporting the transition to renewable energy of Great Britain.  
 
3
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
01  
Introduction  
04 NKT at a glance  
15 NKT: The equity investment case  
16 Financial outlook 2025  
05 Letter from the Chair and the CEO  
08 Key highlights for 2024  
11 NKT Business Model  
12 NKT and net zero  
17 Medium-term financial ambitions  
18 Divestment of NKT Photonics  
19 Acquisition of SolidAl  
 
4
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
NKT at a glance  
Founded in  
Production and installation assets  
Revenue (std.) split  
Operational EBITDA split  
7%  
10%  
19%  
1891 12  
27%  
EUR 2.49bn  
EUR 344m  
63%  
74%  
Average number of employees  
Employee nationalities  
5,409 +70  
Solutions  
Applications  
Service and Accessories  
Scope 1 & 2 / Scope 3 reduction  
targets by 2030  
Diversity in senior management.  
Representation of the underrepresented gender  
ReNew BOOST strategy  
Read more →  
0%  
27.5%  
-24%  
0%  
68%  
90%  
13%  
21%  
≥30%  
Let’s Drive  
Sustainability  
Let’s  
Grow  
Let’s  
Innovate  
2019  
2024  
2030 target  
2019  
2024  
2030 target  
2021  
2024  
2025 target  
Scope 1 + 2  
Scope 3  
Employee data is the average and end-of-year for 2024, respectively. Reduction of CO2e emissions for scope 1, 2 and 3 in 2030 compared to 2019. Revenue split (in std. metal prices) for 2024 is excluding intersegment transactions.  
 
5
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Modern life relies  
upon power cables  
In January 2025, the “Competitive-  
ness Compass" was presented,  
outlining a new roadmap to restore  
Europe’s dynamism and boost eco-  
nomic growth. A key initiative within  
this roadmap will be the Electrifica-  
tion Action Plan and the European  
Grids Package, aimed at enhancing  
and expanding Europe's intercon-  
nected power infrastructure to  
ing framework agreement at a com-  
bined value of approximately EUR  
1bn. These awards ensure visibility  
and high utilisation of our high-volt-  
age production capacity for years to  
come. In our medium-voltage busi-  
ness, framework agreements with  
DSOs secured supply for their grid  
reinforcements and expansions.  
Letter from the Chair and the CEO  
Power grids and cables are the  
backbone of the modern world,  
providing the essential support  
structure that ensures the seam-  
less and secure operation of our  
daily activities. Just as the human  
backbone supports and connects  
all parts of the body, power grids  
and cables deliver energy to homes,  
businesses, and industries, enabling  
them to function and thrive.  
Expanding for a  
renewable and  
reliable future  
ensure decarbonisation and bolster  
competitiveness. Additionally, the  
plan underscores the importance of  
addressing security risks to critical  
infrastructure, such as undersea  
cables and energy grids.  
Growing as a pure-play power  
cable solutions provider  
In 2024, we completed the divest-  
ment of NKT Photonics, fully focus-  
ing NKT on growing our core busi-  
ness of power cable solutions.  
The global electricity system is  
undergoing a historic transforma-  
tion, moving away from fossil fuels  
and towards clean energy and  
improved energy efficiency. Renew-  
able power is becoming increas-  
ingly cost-competitive, with recent  
advancements demonstrating that  
renewables are the more economi-  
cal choice for new electricity gener-  
ation capacity.  
Enhancing and expanding Europe’s  
energy grids will continue to drive  
demand from transmission and  
distribution system operators (TSOs  
and DSOs) for high- and medi-  
Building on our established market  
position and strong focus on sus-  
tainability, we announced additional  
investments in our medium- and  
high-voltage businesses. Our  
um-voltage power cable solutions.  
In 2023-24, NKT secured large  
expansions span across our two  
high-voltage production sites, a new  
cable-laying vessel, NKT Eleonora,  
and considerable growth across four  
medium-voltage sites, highlighted by  
the acquisition of SolidAl in Portugal.  
Notable progress on these invest-  
ments included the completion of  
the concrete slip forming of the new  
extrusion tower at the high-voltage  
factory in Karlskrona, Sweden,  
2024 was a pivotal year for NKT. We delivered on customer  
commitments, advanced major expansions, launched new  
investments, and maintained a strong focus on sustainability.  
These efforts were achieved alongside delivering robust financial  
performance and further updating financial ambitions for 2028.  
Our growth journey supports the increasing demand for power  
cable solutions, enabling the electrification of societies and  
the transition to renewable energy. Upgrading, expanding, and  
interconnecting global grids are essential for a climate-neutral  
and energy secure society.  
order wins, resulting in a high-volt-  
age order backlog of EUR 10.6bn  
as well as booking commitments of  
more than EUR 3.5bn. The majority  
were multi-year framework agree-  
ments or large combinations of pro-  
ject awards from major European  
TSOs, including a EUR 1.2bn award  
from Amprion in March 2024 as well  
as two projects awarded by TenneT  
in December 2024 under the exist-  
The biggest impact NKT has on  
climate change and decarbonisa-  
tion is through the cable solutions  
it manufactures and installs for its  
customers, allowing the continued  
implementation of clean and secure  
global energy systems.  
which reached its full height of 200  
meters, and the groundbreaking of  
 
6
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
our medium-voltage expansion in  
Asnaes, Denmark. All investments  
are set to become gradually opera-  
tional towards 2027, playing a crucial  
role in expanding our stronghold in  
Europe and globally.  
integration of renewable energy into  
the grid and a continuous supply of  
low-carbon power to the islands. So  
while the manufacturing and instal-  
lation of these power cables had a  
negative impact on greenhouse gas  
(GHG) emissions, this should be  
seen within the context of the signif-  
icant positive impact of the projects  
on society.  
in 2024, reflecting our team's ded-  
ication to NKT. Current and future  
employees play a central role in  
our continued success, delivering  
on our commitments to customers  
and ensuring the timely progress of  
ongoing investments. We warmly  
welcomed around 1,500 new col-  
leagues, including SolidAl employ-  
ees, who joined us during the year,  
adding skills and diversity of thought  
to the company. In our recruitments,  
we succeeded in having 25% of our  
new hires be female, which is a cru-  
cial element for the diversity of our  
company and industry.  
“As NKT grows, it is vital to  
maintain a strong focus on  
the execution of our company  
strategy, ReNew BOOST.  
Our current and future  
employees will play a central  
role in our success.”  
Projects executed for  
customers and society  
During the year, we continued exe-  
cuting our record high-voltage order  
backlog. Our diligent focus on these  
projects is a central contribution to  
the electrification of societies and  
transition to renewable energy. This  
is reflected by the fact that 49% of  
the company’s revenue in 2024 was  
deemed to be generated from envi-  
ronmentally sustainable activities by  
the EU Taxonomy..  
People are key to deliver our  
continued success  
Like power grids and cables, which  
are the backbones of modern life,  
our dedicated people are the core  
of our company, driving innovation  
and executing every project. Their  
expertise and commitment enable  
the execution of our company strat-  
egy, ReNew BOOST, and solidify  
our position as a leader in the power  
cable industry.  
Committed to transparency,  
sustainability and responsible  
business practices  
This very first integrated report for  
NKT reflects our financial perfor-  
mance prepared in accordance  
with IFRS Accounting Standards  
and integrates our sustainability  
performance as per the require-  
ments of the European Sustaina-  
bility Reporting Standards (ESRS).  
These new requirements provide  
the overall framework for disclo-  
sures of our Environmental, Social  
and Governance activities, building  
on previous disclosures related to,  
among others, reporting progress  
on greenhouse gas emission targets  
In the Champlain Hudson Power  
Express project, our power cables  
successfully crossed the US-Cana-  
dian border. When operational, the  
connection will facilitate the trans-  
mission of sustainable hydropower  
to supply 20% of New York City’s  
electricity. We also commenced the  
installation of the German corridor  
project, SuedLink. In the UK, we  
completed the Shetland HVDC Link,  
connecting the Shetland Islands  
to the main grid in Scotland. This  
significant connection ensures the  
The safety of our people is our high-  
est priority. Despite improvements,  
we are not where we want to be  
regarding safety incidents. There-  
fore, we started the implementation  
of a safety programme across sites,  
focusing on behavioural safety both  
at and outside work.  
Claes Westerlind  
President & CEO  
NKT A/S  
We were pleased to see high  
employee engagement levels again  
 
7
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
As we enter 2025, our key objective  
remains to execute our commit-  
ments to customers and deliver  
on our launched investments in a  
sustainable manner. While working  
on our expansions, we are diligently  
preparing our company for the next  
big step when additional medium-  
and high-voltage capacity becomes  
operational by 2027.  
cate for the use of sustainable  
fuels for both our vessels and calls  
on the industry to collaborate and  
overcome the switching challenge  
together.  
in line with the Paris Agreement and  
the Science Based Targets initiative  
(SBTi).  
“The most cost-effective  
approach to new power  
generation is through  
The integrated report not only pro-  
vides an overview of our strategy,  
financial ambitions and progress  
toward our short- and mid-term  
targets, but also offers documented  
insights into our environmental and  
social impacts. This includes both  
the extent to which our power cable  
solutions facilitate the green energy  
transition, but also the environ-  
mental and social footprint of our  
production and how we progress on  
our targets to reduce this impact.  
At NKT, we embrace the enhanced  
level playing field for disclosing sus-  
tainability performance, responsible  
business practices, and associated  
actions.  
Thank you for a  
pivotal year for NKT  
On behalf of the Board of Directors  
and the Executive Management,  
we extend our sincere thanks to  
all shareholders, customers, and  
business partners. We deeply  
value these strong relationships  
and attribute much of our advance-  
ments in 2024 to your support. Our  
employees and leadership teams  
also deserve special thanks for their  
dedication and commitment to NKT.  
sustainable energy sources.  
Our ongoing expansions  
will support the increased  
demand for grids and  
NKT’s financial performance and  
growth were achieved with a ded-  
icated focus on sustainability. The  
cable solutions NKT manufactures  
and installs for our customers repre-  
sent our biggest impact on climate  
change and decarbonisation.  
During the year, we announced that  
our second cable-laying vessel,  
NKT Eleonora, will be built to run on  
methanol, which can significantly  
reduce emissions. The main chal-  
lenge here relates to the high cost  
of switching to sustainable fuels  
which presents an industry-wide  
challenge. NKT will offer and advo-  
connections that this entails.”  
As we begin 2025, we do so with  
confidence, continuing to execute  
our ReNew BOOST strategy and  
defining priorities beyond the cur-  
rent strategy period. We are certain  
that another inspiring and eventful  
year awaits us.  
2024 provides the right  
foundation for the future  
NKT concluded the year with a  
significantly improved financial  
performance. Since 2019, we have  
increased operational EBITDA from  
EUR 15m to EUR 344m in 2024. In  
December 2024, we updated our  
financial ambitions for 2028, raising  
the operational EBITDA ambition to  
above EUR 700m from previously  
above EUR 550m.  
Jens Due Olsen  
Chair of the Board of Directors  
Jens Due Olsen  
Chair of the Board of Directors  
NKT A/S  
Claes Westerlind  
President & CEO  
NKT A/S  
NKT A/S  
 
8
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
In 2024, NKT continued to grow revenue and operational EBITDA, while also generating a solid free  
cash flow. Looking forward, NKT is well-positioned to pursue strategic growth with a strong balance  
sheet and a significant high-voltage order backlog.  
Key financial  
highlights for 2024  
Revenue  
EUR  
Operational EBITDA  
EUR  
Free cash flow  
EUR  
344m  
400m  
3,252m  
2,567m  
3,252m  
2024  
255m  
344m  
295m  
400m  
2023  
2023  
2024  
2023  
2024  
EUR 2,567m in 2023  
EUR 255m in 2023  
EUR 295m in 2023  
Revenues (in std. metal prices) were EUR 2,489m in 2024, up from EUR 1,927m in  
2023. All three business lines contributed with higher revenue, Solutions was  
responsible for the majority of the improvement.  
Increased earnings were driven by contribution from all three business lines,  
A higher earnings contribution as well as a positive development in working  
capital, more than offset the increased investment level, and led to strong  
free cash flow generation.  
which reflected NKT's underlying presence across power cable markets.  
RoCE  
High-voltage order backlog  
Net interest-bearing debt  
EUR  
EUR  
-671m  
-1,280m  
35%  
10.6bn  
-1,280m  
20%  
35%  
10.8bn  
10.6bn  
2024  
20% in 2023  
2023  
2024  
EUR 10.8bn at end-2023  
2023  
EUR -671m at end-2023  
2023  
2024  
RoCE increased primarily due to the significant increase in operational EBIT  
of 46% from 2023 to 2024. In addition, the positive cash flow generation led  
to a lower capital employed.  
NKT maintained the record-high order backlog during 2024. In combination  
with booking commitments of additional more than EUR 3.5bn, the order  
backlog provides good earnings visibility for the coming years.  
Positive free cash flow led to a further decrease in net  
interest-bearing debt. NKT’s business model requires a  
robust capital structure.  
 
9
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
In 2024, NKT advanced its sustainability efforts, reflecting the company’s strong commitment and  
ambitions. While striving to make progress, NKT also acknowledges a number of challenges that  
must be addressed to achieve all the targets.  
Key sustainability  
highlights for 2024  
Scope 1&2 CO2e emission reduction  
Scope 3 CO2e emission reduction  
(cat. 1&11)  
Production waste diverted to  
recycling or reuse by 2028  
0%  
27.5%  
-24%  
0%  
68%  
90%  
78%  
81%  
≥90%  
68%  
-24%  
81%  
2019  
baseline  
2024  
performance  
2030  
target  
2019  
baseline  
2024  
performance  
2030  
target  
2022  
baseline  
2024  
performance  
2028  
target  
0% in 2019  
78% in 2022  
0% in 2019  
NKT continues to progress on emissions reductions in manufacturing sites via  
natural gas phase outs. However, the target achievement is challenged by the  
industry-wide issue of sustainable marine fuel adoption.  
NKT continues to enhance resource efficiency and reduce waste generation  
according to the strategy.  
With business growth, Scope 3 emissions have increased due to materials  
procured and power losses when strengthening existing grids. NKT continues to  
work diligently with suppliers and business partners to mitigate this negative trend.  
Rate of work-related accidents  
(RWA)  
Representation of the under-  
represented gender in NKT in  
Senior Leadership by 2025  
Minimum share of female  
new hires by 2025  
13%  
21%  
≥30%  
5.65  
5.24  
<3.0  
20%  
25%  
≥30%  
5.24  
21%  
25%  
2021  
baseline  
2024  
performance  
2025  
target  
2022  
baseline  
2024  
performance  
2028  
target  
2021  
baseline  
2024  
performance  
2025  
target  
5.65 in 2022  
13% in 2021  
20% in 2021  
Despite improvements, incident rate levels remain too high. NKT has introduced  
several additional safety measures to ensure continuous and permanent progress.  
Female representation in senior management has seen improvement since 2021  
and continues to be a focus for ongoing development.  
Female representation in new hires has seen improvement since 2021 and  
continues to be a focus for ongoing development.  
* Key highlights reflect performance from continuing operations. Across the KPIs comparison is made towards the baseline year, which for the individual KPIs is defined based on data availability and time of target setting.  
 
10  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
5-Year financial highlights  
EURm  
2024  
2023  
2022  
2021  
2020  
EURm  
2024  
2023  
2022  
2021  
2020  
Income statement  
Revenue  
Revenue at std. metal prices* 3  
Operational EBITDA* 6  
One-off items* 5  
Financial ratios and employees  
Operational EBITDA margin, (std. metal prices)*  
Gearing (NIBD as % of Group equity)* 11  
NIBD relative to operational EBITDA* 12  
Solvency ratio (equity as % of total assets)* 13  
Return on capital employed (RoCE)* 14  
Number of DKK 20 shares ('000)  
Diluted EPS, continuing operations2  
Equity value, EUR per outstanding share15  
Market price, DKK per share  
13.8%  
-69%  
-3.7x  
38%  
35%  
53,720  
4.2  
13.2%  
-43%  
-2.6x  
44%  
20%  
53,720  
2.1  
10.7%  
-5%  
-0.4x  
41%  
7%  
10.4%  
1%  
5.2%  
-2%  
2,567  
1,927  
255  
0
2,079  
1,447  
155  
0
1,828  
1,263  
131  
-13  
118  
-95  
24  
1,403  
1,087  
57  
3,252  
2,489  
344  
-1  
0.1x  
45%  
3%  
-0.4x  
50%  
-3%  
-10  
47  
255  
-90  
165  
-16  
155  
-86  
69  
EBITDA  
343  
-103  
240  
34  
42,976  
1.0  
42,976  
0.1  
42,976  
-2.3  
-85  
-38  
-12  
-50  
-64  
-11  
-75  
Amortisation, depreciation, and impairment  
EBIT  
32  
26  
23  
23  
22  
9
-8  
Financial items, net  
515  
464  
391  
316  
271  
149  
119  
5
78  
16  
Earnings before tax (EBT)  
Net result - continuing operations  
Net result - discontinued operations**  
Net result  
274  
236  
101  
337  
Average number of employees,  
continuing operations  
55  
12  
5,409  
4,473  
4,062  
3,775  
3,390  
7
-8  
1–17  
Refer to note 7.5 Definitions.  
124  
62  
4
*
Alternative performance measures.  
** Refer to note 6.2 Discontinued operations.  
Cash flow  
542  
298  
209  
136  
-91  
Cash flow from operating activities  
Cash flow from investing activities  
1,039  
-639  
-247  
-205  
-211  
hereof investments in Property, plant,  
and equipment  
Free cash flow* 16  
-205  
295  
295  
-156  
93  
-185  
-2  
-61  
45  
-463  
400  
544  
Free cash flow excluding acquisition of subsidiaries* 17  
109  
-2  
45  
Balance sheet  
Share capital  
144  
1,853  
4,859  
-1,280  
573  
144  
1,575  
3,604  
-671  
904  
115  
1,144  
2,767  
-55  
115  
1,160  
2,553  
13  
115  
1,076  
2,151  
-26  
Group equity  
Total assets  
Net interest-bearing debt (NIBD)* 8  
Capital employed* 9  
Working capital* 10  
1,089  
-303  
1,173  
-93  
940  
-1,432  
-709  
-165  
 
11  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
NKT Business Model  
Resources  
Business  
Value creation  
People  
Cable & accessory  
manufacturing  
Cable laying  
& installation  
Sea and land  
Power connectivity  
Transmission  
and distribution  
End user  
A greener world  
NKT’s core consists of a diverse,  
engaged, and highly skilled  
workforce  
Connecting energy  
sources including wind,  
solar, and hydro  
Distributing energy to  
cities and communities  
Sustainability is at the heart of NKT  
with a strong focus on connecting  
a greener world and delivering net-  
zero emissions by 2050  
Innovation  
More than 130 years of pioneering  
the power cable industry with  
innovative technology for the future  
Societal value  
NKT has a strong focus on ensuring  
equal opportunities in the organisa-  
tion, actively engaging in local com-  
munities and operating according to  
high safety standards  
Partners  
NKT’s business is built on  
long-standing relations and  
strong partnerships  
Customer value  
NKT supports its customers with  
extensive experience, high quality  
solutions and services, and strong  
project execution and reliability  
A
B
Shareholder value  
NKT is creating shareholder value  
through business performance  
A
B
NKT facilitates the transmission of energy by  
connecting energy sources to the existing power grid.  
NKT enables the energy transition and electrification  
of societies by supplying power cable systems for  
distribution and transmission of energy.  
Page 11, NKT Business Model,
covers information to comply with ESRS 2 SBM-1, paragraph 38, 40a and 42a-b.  
 
12  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
While helping countries reduce  
carbon emissions, NKT, in accord-  
ance with GHG protocol, accounts  
for the emissions caused by power  
losses from the cables installed in  
the power grid. These emissions  
Decarbonisation  
of own operations  
For emissions from own operations  
(Scope 1 and 2), NKT has achieved  
68% reduction since the baseline  
year 2019 and continues to pro-  
industry-wide challenge. Despite  
this, NKT remains committed to  
sustainable fuel alternatives as a  
major contributing factor to its over-  
all carbon emissions strategy. NKT  
is investing in sustainable fuel capa-  
bilities for the second cable-laying  
vessel, NKT Eleonora, as it was also  
done for our existing cable-laying  
vessel, NKT Victoria. With these  
investments NKT will offer and  
advocate for the use of sustainable  
fuels for both our vessels and calls  
on the industry to collaborate and  
overcome the switching challenge  
together.  
NKT and net zero  
NKT is committed to actively contributing to a net zero society by  
maximising our product handprint by directly connecting renewable  
energy to the grid and indirectly enabling more renewable capacity by  
strengthening the grid, while simultaneously minimising our product  
footprint throughout the life cycle. In 2024, NKT’s long-term net zero  
target in 2050 was verified and approved by SBTi.  
amounted to 1.75 million tCO  
gress well on CO  
2 emission reduc-  
2e in  
2024, accounting for 38% of NKT’s  
carbon footprint in the lifecycle  
(Scope 1, 2 and 3).  
tions in the manufacturing sites.  
The main challenge in reaching  
the Scope 1 and 2 target relates  
to the high cost of switching to  
sustainable fuels like hydrotreated  
vegetable oil (HVO) and e-methanol  
for the cable-laying vessels. This  
high switching cost presents an  
Upgrading the power grid is essen-  
tial for countries to achieve net zero  
emissions over time. Therefore, NKT  
will continue prioritising these pro-  
jects, even though the upgrades will  
challenge fulfillment of the near-term  
Scope 3 target approved by SBTi.  
The biggest impact NKT has on  
climate change and decarbonisation  
is through the cable solutions NKT  
manufactures and installs for the  
customers, allowing the continued  
decarbonisation of global energy  
systems.  
Connecting society with  
renewable energy  
on the Shetland Islands. So while  
the manufacturing and installation of  
the Shetland HVDC link had a nega-  
tive impact on GHG emissions, this  
should be seen within the context  
of the significant positive product  
handprint of the project.  
An example of a project that has  
significantly contributed to NKT's  
positive product handprint is the  
Shetland HVDC Link. This project,  
which was finalised in 2024, con-  
nects the Shetland Islands to the  
main grid in Scotland. The 320 kV  
HVDC interconnector can efficiently  
transmit up to 600 MW and is now a  
key contributor to the integration of  
renewable energy in Great Britain.  
The 103-turbine Viking Energy Wind  
Farm in Central Mainland Shetland  
generates the clean energy needed  
to power approximately 500.000  
homes, including every household  
Decarbonisation  
in the value chain  
NKT's decarbonisation approach  
emphasises the importance of  
integrating efforts across the entire  
value chain to reduce emissions.  
This means collaborating with,  
among others, key suppliers and  
customers to identify ways to jointly  
achieve deep decarbonisation. In  
2024, Norsk Hydro ASA (Hydro) and  
NKT entered into a strategic part-  
nership to develop a best-in-class,  
low-carbon aluminium power cable  
value chain for the development of  
Europe’s renewable energy grid.  
Product handprint  
NKT plays a critical role in the green  
transition as electrification and grid  
modernisation are prerequisites for  
a net zero society. The International  
Energy Agency (IEA) estimates that  
the world’s electricity use needs to  
grow 20% faster in the next decade  
than it did in the previous one.  
Grid upgrades are essential for  
decarbonisation  
A product handprint refers to the positive environmental or  
social impacts a product has throughout its lifecycle. NKT has  
a significant positive product handprint through the renewable  
capacity we have facilitated (i.e. direct connection of renewable  
production assets to the grid or the usage of cables in renewa-  
ble projects) and the renewable capacity enabled (i.e. strength-  
ening of the transmission and regional distribution grid).  
An increase in the supply of renew-  
able energy will also require a rede-  
sign and strengthening of existing  
grids. IEA estimates that reaching  
national decarbonisation goals  
means adding or refurbishing a total  
of over 80 million kilometres of grid  
connections globally by 2040.  
 
13  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
cling, and recycled content. In 2024,  
the amount of production waste that  
was diverted to recycling or reuse  
marginally increased.  
that lead to the majority of incidents  
in and outside the workplace. NKT  
will complete the initial SafeStart  
training during the first half of 2025  
across all business lines. Its suc-  
cessful implementation will serve as  
the foundation for a strengthened  
safety culture across NKT.  
2024 Sustainability  
Performance  
In 2024, NKT continued to advance its  
commitments under the sustainability  
pillar of the ReNew BOOST strategy within  
climate, circularity, health and safety, and  
diversity, while also acquiring a new site  
in Portugal, which requires alignment with  
NKT’s overall sustainability commitments.  
Biodiversity  
Biodiversity risk mitigation at our  
factories and in connection with  
cable installation is a priority for  
NKT. In 2024, we have strength-  
ened our mitigation plans at those  
factories that are located in or near  
to biodiversity sensitive areas.  
Furthermore, we have explored  
opportunities with our customers  
to achieve biodiversity net gain in  
cable projects.  
Diversity and Inclusion  
A priority of NKT's social ambition is  
to cultivate a fair, attractive, and safe  
workplace that empowers trust,  
nurtures personal growth, and fos-  
ters engagement. NKT continues to  
work to enhance diversity and inclu-  
sion within the workforce. Female  
representation in senior manage-  
ment now stands at 21%, demon-  
strating modest growth from 13% in  
2021, while female representation in  
new hires has risen to 25%, up from  
20% in 2021.  
Dual-fuel vessel NKT Eleonora to be  
added to NKT fleet in 2027  
NKT is investing in sustainable fuel solutions with technology  
that allows cable-laying vessels to operate on methanol and  
hydrotreated vegetable oil (HVO). Eleonora, a vessel designed to  
meet future market requirements while expanding NKT's capa-  
bilities in high-voltage cable installation, is scheduled to enhance  
NKT's fleet in 2027. With investments of this nature, NKT has  
positioned itself to facilitate the shift toward sustainable fuel  
usage for impact in Scope 1 carbon emissions reduction.  
Health and Safety  
Climate and circularity  
natural gas was stopped at our  
production site in Warszowice,  
Poland. Plans are in place to phase  
out natural gas in all factories in the  
coming years.  
Safety remains a crucial priority  
at NKT. The Rate of Work-related  
Accidents (RWA) in 2024 was 5.24,  
which was a significant improve-  
ment compared to the previous  
year. While the improvement is pos-  
itive, incident rate levels remain too  
high. In 2024, NKT introduced sev-  
eral additional safety measures to  
drive this metric down and NKT will  
continue this focus going forward.  
NKT is steadfast in its ambition to  
achieve net zero greenhouse gas  
emissions across the entire value  
chain by 2050. Progress toward this  
commitment includes approval in  
2024 from the Science Based Tar-  
gets initiative (SBTi) for both near-  
and long-term emissions reduction  
targets across Scope 1, 2, and 3.  
See section on Climate change on  
page 77.  
Various initiatives have been put in  
place to help progress female rep-  
resentation at NKT. In recruitment,  
NKT has focused on upskilling HR,  
for example hosting a cross-indus-  
try webinar for HR professionals to  
attract more women to a production  
environment. Structured training  
programs and mentoring initiatives  
aim to improve female representa-  
tion in senior leadership.  
In terms of meeting the near-term  
emissions reduction targets, NKT  
faces several challenges. See the  
Sustainability Commitment section  
on page 12.  
Strategic collaboration with Norsk  
Hydro for decarbonising the grid  
NKT entered into a strategic partnership with Norsk Hydro  
ASA (Hydro) to contribute to the decarbonisation of the grid by  
targeting Scope 3 emissions. By utilising Hydro’s low-carbon  
aluminium in cable production, efforts are directed at reducing  
embodied carbon in Europe’s power grid.  
NKT is active with a number of  
activities within circularity covering  
areas such as waste minimisation,  
product lifetime extension, recy-  
One such measure was the intro-  
duction and roll-out of a corpo-  
rate-wide SafeStart programme,  
which focuses on human factors  
During 2024, NKT has made pro-  
gress in the decarbonisation of its  
factories. For example, the use of  
 
14  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
NKT's commitment to diversity,  
inclusion, and data ethics  
Statement on diversity policy  
pursuant to Section 107d of the  
Danish Financial Statements Act:  
NKT's diversity policy aims to foster  
a diverse and inclusive organisation,  
ensure fair recruitment processes,  
and embed diversity and inclusion  
in all employee life cycle processes.  
the "Refer a Woman" campaign.  
Additionally, 21% of senior leaders  
are now from the underrepresented  
gender. Despite the improvement  
compared to the 2021 baseline of  
13%, the share is still below the  
2025 target of 30%.  
tation of data protection and data  
ethics policies, updating the internal  
data privacy policy and e-learning,  
and preparing for the implementa-  
tion of the AI Act.  
NKT is committed to foster a diverse and inclusive workplace  
while protecting data privacy and data ethics. In 2024, we  
launched many initiatives to make NKT an even better workplace  
and to fulfil our ambitions and commitments.  
Information pursuant to section  
99, subsection two in the Danish  
Financial Statements Act:  
Statement on data ethics  
To implement this policy, NKT has  
adopted several initiatives, including  
leadership commitment, a D&I  
champions council, integration of  
diversity in people processes, and  
employee engagement campaigns.  
For example, senior leaders play a  
pivotal role in nurturing a diverse  
culture, and the "Refer a Woman"  
campaign offers referral bonuses to  
employees who recommend  
pursuant to Section 99d of the  
Danish Financial Statements Act:  
NKT respects and handles all data  
from employees, customers, and  
stakeholders in compliance with  
applicable laws and internal ethical  
standards. Introduced in 2021,  
NKT’s data ethics policy ensures  
ethical data handling, focusing on  
integrating data ethics into opera-  
tions, developing responsible data-  
driven processes, and enhancing  
data privacy practices.  
NKT’s business model is not funda-  
mentally dependent on any capital-  
ised intangible assets. However, the  
knowledge and know-how of com-  
pany employees play an important  
role for NKT.  
successful female candidates.  
During the reporting period, NKT  
achieved notable results: An  
Progress includes enhanced GDPR  
compliance, development of tem-  
plates and guidelines, and training  
of high-risk employees. Next steps  
involve continuing the implemen-  
increase in women hired from 19%  
to 25%, a rise in the D&I index score  
from 76% to 77%, and a significant  
boost in women referrals through  
 
15  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
NKT: The equity investment case  
Creating shareholder value by connecting a greener world  
Across multiple fronts, 2024 was a pivotal year for NKT. The company continues to progress on its  
strategic ambitions, and offers investors exposure to the green energy transition.  
NKT has a technology-centric  
NKT’s record high-voltage order  
backlog provides multi-year earnings  
visibility  
NKT’s robust financial position  
provides security and flexibility  
The NKT organisation has a proven  
track record of delivering on strategic  
and operational targets  
NKT’s power cable systems are a  
critical component for the  
transmission and distribution of  
energy  
approach with a market-leading  
position within high-voltage DC  
solutions  
In recent years, there has been a tech-  
nology shift in the high-voltage power  
cable market, with 525kV XLPE DC power  
cables becoming a key solution for long  
distance power transmission. As a pioneer  
of XLPE DC technology, NKT has seen  
its addressable market increase to above  
EUR 15bn of awards in both 2023 and  
2024 compared to an average of around  
EUR 2-3bn in the second half of the 2010s.  
In addition, NKT has well-founded project  
execution capabilities to deliver on large  
projects with in-house production and  
installation assets. NKT has a proven track  
record with a large installed base, confirm-  
ing the value of its technology base.  
Through strong commercial execution,  
NKT was awarded new contracts worth  
more than EUR 8bn across 2023 and  
2024, bringing the company’s high-volt-  
age order backlog to a EUR 10.6bn, of  
which more than 80% are with large Euro-  
pean Transmission System Operators.  
With additional booking commitments  
exceeding EUR 3.5bn, the company has  
multi-year earnings visibility. To support  
future profitable growth and capitalise on a  
favourable market outlook, NKT is invest-  
ing in increased capacity in both Solutions  
and Applications. Investments include a  
new high-voltage factory and cable-laying  
vessel.  
With free cash flow of EUR 400m in 2024,  
NKT is entering its next phase of growth  
in a position of financial strength. At end-  
2024, NKT had net interest-bearing debt  
of EUR -1,280m and available liquidity  
reserves of EUR 1,698m. In parallel, oper-  
ational EBITDA and free cash flow gener-  
ation have consistently improved in recent  
years. NKT targets a leverage ratio (net  
interest-bearing debt relative to operational  
EBITDA) of up to 0.0x, thereby ensuring a  
strong financial position for years to come.  
This position enables investments in future  
growth at an attractive RoCE.  
NKT has improved its financial per-  
formance in the past years, growing  
revenue and operational EBITDA signif-  
icantly. Under the company’s ReNew  
strategy introduced in 2020, followed by  
the updated ReNew BOOST in 2022,  
all business lines have contributed with  
improved results and positive strategic  
execution. Going forward, NKT remains  
highly focused on execution and risk man-  
agement, which will be key to meeting its  
medium-term financial ambitions. Target-  
ing high asset utilisation and an optimised  
cost base, NKT aims to deliver and create  
value for shareholders.  
As an industry-leading, pure-play power  
cable solutions provider, NKT remains  
well-positioned to benefit from structural  
market growth driven by the need for more  
modern and interconnected power grids,  
capable of meeting higher demand for  
electricity from a higher share of renewable  
energy. NKT’s power cable systems are  
essential components of a dynamic and  
evolving renewable energy ecosystem,  
with structural megatrends driving strong  
demand for the company’s robust portfolio  
of high- and medium-voltage solutions.  
Delivering cable solutions requires skilled  
resources, a tailored asset base, and a  
sophisticated technology base, all provid-  
ing high barriers to enter the industry.  
 
16  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Financial outlook 2025  
Revenue (in std. metal prices) and  
operational EBITDA are expected  
to be between approximately EUR  
~2.37-2.52bn and EUR 330-380m,  
respectively.  
impacted by the capacity ramp-up  
in the accessories business.  
Revenue (std. metal prices), EUR  
NKT is expanding across business  
lines and is selectively investing in  
growth opportunities. Like in 2024,  
NKT will operate with a higher cost  
base in 2025 to support the invest-  
ments and future value creation.  
~2.37-2.52bn  
The financial outlook for 2025  
reflects that growth in Solutions will  
be limited by lack of available pro-  
duction capacity and reduced level  
of subcontracted revenue in 2025  
compared to a high level in 2024.  
NKT will continue to execute on its  
record high-voltage order backlog,  
mainly on orders awarded in the  
period 2020-2022.  
Operational EBITDA, EUR  
~330-380m  
The financial outlook for 2025 is based on several  
assumptions including:  
Forward-looking statements  
Both Applications and Service &  
Accessories are expected to con-  
tribute positively to revenue and  
operational EBITDA in 2025. For  
Applications, the outlook reflects  
the full-year effect of SolidAl, which  
was acquired in June 2024, and  
ramp-up of additional production  
capacity in Sweden and Czech  
Republic. Service & Accessories is  
dependent on market activity level  
and is expected to be positively  
■
Satisfactory execution of high-voltage investments and projects to  
deliver on expected profitability margin  
Statements made about the future in this report reflect the Group Man-  
agement’s current expectations with regard to future events and financial  
results. Statements about the future are by their nature subject to uncer-  
tainty, and the results achieved may therefore differ from the expectations.  
■
■
Satisfactory operational execution across business lines  
Stable market conditions for Applications and Service &  
Accessories  
NKT A/S disclaims any liability to update or adjust statements about the  
future or the possible reasons for differences between actual and antici-  
pated results except where required by legislation or other regulations.  
■
■
Normalised offshore power cable repair work activity  
Stable supply chain with limited disruptions and access to the  
required labour, materials, and services  
■
Stable development in global economy, foreign currency, and  
metal prices  
 
17  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Medium-term financial ambitions  
In December 2024, NKT updated its  
In Solutions, it is a prerequisite  
that NKT successfully executes its  
investment program with the new  
assets being operational from 2027.  
This is the foundation for growth in  
revenue and operational EBITDA.  
In parallel, NKT needs to deliver  
satisfactory project execution of its  
record high-voltage order backlog,  
and win further projects to support  
long-term profitability.  
investments and successful inte-  
gration of SolidAl are prerequisites.  
NKT expects to grow revenue and  
operational EBITDA based on its  
position in markets exposed to elec-  
trification of societies and transition  
to renewable energy.  
and through the pursuit of attractive  
business opportunities.  
Organic growth CAGR  
RoCE  
medium-term financial ambitions for  
2028. The ambitions were updated  
following a number of investment  
decisions, the acquisition of Sol-  
idAl and to reflect the increased  
earnings visibility from the larger  
high-voltage order backlog.  
To enable the medium-term financial  
ambitions, NKT expects to invest  
around EUR 2.0bn accummulated  
across the years 2025-2028. The  
investments include additional  
medium- and high-voltage capacity  
and capabilities, construction of a  
new cable-laying vessel, and main-  
tenance of the exisitng technology-  
and asset-base.  
>14% >20%  
From 2021-2028  
By 2028  
Operational EBITDA, EUR  
In Service & Accessories, the main  
focus is to grow the business based  
on the attractive market conditions.  
NKT will achieve this through var-  
ious ongoing initiatives such as  
The updated ambitions  
for 2028 are as follows:  
■
>700m  
Organic revenue growth (in std.  
metal prices) with a CAGR above  
14% from 2021-2028  
In Applications, satisfactory exe-  
cution of medium-voltage capacity  
By 2028  
expansion of geographical footprint  
■
Operational EBITDA above EUR  
700m  
The medium-term financial ambitions are based on several  
assumptions including:  
■
Return on Capital Employed  
■
(RoCE) above 20%  
Market demand supporting continued favourable supply/demand  
balance  
■
All business lines are expected  
to contribute to NKT’s improving  
financial performance towards  
2028, with Solutions expected to be  
the primary contributor to growth.  
The development is expected to  
be driven by the strong sustainable  
megatrends in the markets that NKT  
is operating in.  
Ensure further high-voltage project awards securing high utilisation  
of production and installation assets  
■
Satisfactory execution and development of high-voltage investments  
and projects to deliver on expected profitability margin  
■
Satisfactory execution of medium-voltage investments  
■
Stable supply chain with limited disruptions and access to the  
required labour, materials, and services  
■
Stable development of the global economy, foreign currency, and  
metal prices  
 
18  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Divestment of  
NKT Photonics  
Agreement to  
revenues of EUR 28m, EBIT of EUR  
divest NKT Photonics  
-10m and a net result of EUR -6m.  
In June 2022, NKT entered into an  
agreement to divest NKT Photonics  
to Photonics Management Europe  
S.R.L, a 100% owned subsidiary of  
Hamamatsu Photonics K.K. Closing  
of the transaction was subject to  
regulatory approvals, which were  
obtained from Germany, the United  
Kingdom, and the United States.  
However, approval was not obtained  
in Denmark in May 2023. After refil-  
ing the application in July 2023, the  
sale was approved in April 2024 and  
NKT Photonics was sold with effect  
from 31 May 2024. The transaction  
had a final enterprise value of EUR  
254m.  
In connection with the sale of NKT  
Photonics, NKT reported a net gain  
of EUR 107m in Q2 2024, leading to  
a net result of EUR 101m from dis-  
continued operations in 2024.  
See more detailed financial informa-  
tion on discontinued operations in  
note 6.2.  
The sale was approved  
in April 2024 and NKT  
Photonics was sold with  
effect from 31 May 2024  
Financial performance in 2024  
NKT Photonics is presented as dis-  
continued operations in this report.  
For the five months of 2024, before  
being effectively sold from 31 May  
2024, NKT Photonics reported  
 
19  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Acquisition of SolidAl  
Agreement to acquire SolidAl  
In June 2024, NKT acquired SolidAl,  
a Portugal-based power cable  
company, adding medium- and  
high-voltage capacity to meet  
future growth to serve increased  
demand  
In 2023, SolidAl had revenue (in  
market prices) of approximately  
EUR 150m and generated an  
EBITDA of approximately EUR  
20m. NKT acquired SolidAl for a  
total enterprise value of EUR 192m,  
corresponding to an EV/EBITDA  
multiple of 9.4x. NKT has identi-  
fied recurring synergies which will  
gradually contribute to an improved  
financial performance starting in  
2025 and are expected to be fully  
realised by the end of 2026. Includ-  
ing synergies, the acquisition of Sol-  
idAl corresponds to an EV/EBITDA  
multiple of 7.0x.  
■
Support NKT’s medium-term  
ambitions, including RoCE above  
20%  
the growing demand from grid  
upgrades and renewable energy  
projects across Europe. As the  
electrification of society continues,  
power generation and consumption  
is increasing. Furthermore, upgrad-  
ing Europe’s aging power grid infra-  
structure and connecting a growing  
number of renewable power pro-  
jects is driving demand for medium-  
and high-voltage power cables.  
Adding an established production  
footprint in Southern Europe has  
improved NKT’s geographical  
footprint and reach in selected key  
markets. SolidAl’s strong presence  
in France, UK, Ireland, Spain, and  
Portugal has expanded NKT into  
new markets and strengthens its  
existing foothold in others.  
The acquisition of SolidAl is support-  
ing NKT’s growth strategy and will:  
■
Increase medium- and high-volt-  
SolidAl acquisition highlights  
age capacity up to 225kV  
Enterprise value  
EUR 192m  
~9.4x  
■
Improve competitiveness of  
EV / 2023 EBITDA  
NKT’s product offering and geo-  
graphical reach across new and  
existing markets  
EV / 2023 EBITDA including synergies  
Revenue 2023 (market prices)  
Revenue 2023 (std. metal prices)  
EBITDA 2023  
~7.0x  
EUR ~150m  
EUR ~120-125m  
EUR ~20m  
■
Provide a competitive, compe-  
tent and expandable platform for  
 
20  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
02  
Group review and markets  
21 Markets and megatrends  
23 ReNew BOOST strategy  
24 Financial review 2024  
27 Financial review Q4 2024  
28 Risk Management  
 
21  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Markets and megatrends  
Sustainability  
The high demand for power cable  
systems, which are essential for  
power transmission and distribu-  
tion of energy, observed in recent  
years is expected to continue as  
renewable energy capacity expands  
globally. Recent investments in both  
onshore and offshore wind, and  
solar are already shaping the energy  
mix in Europe with 50% of the Euro-  
pean Union’s electricity generated  
from renewable sources in 2024.  
Towards 2030, the pace of increas-  
ing renewable energy capacity is  
forecasted to further increase in the  
EU. This growth pace is essential to  
meet sustainability targets, but also  
to increase energy independence  
and security in Europe. However,  
supply chain constraints, lengthy  
processes of grid integration, and  
rising capital costs continue to be  
significant bottlenecks in achieving  
these targets.  
In general, there are increasing  
sustainability demands from the  
European market impacting the  
whole value chain, emphasising  
low-carbon, circular solutions and  
responsibly sourced materials. This  
will be supported by the EU Green  
Public Procurement requirements  
to HV cables and a higher level of  
transparency through the European  
Sustainability Reporting Standards  
(ESRS).  
As a pure-play power cable solutions provider, NKT delivers  
comprehensive solutions to facilitate the transmission and  
distribution of electricity from generation to consumption.  
The offerings range from high-voltage offshore and onshore  
power cable solutions, to medium-voltage distribution cable  
solutions, to low-voltage cables and building wires. Across  
market segments, technological advancements have been  
pivotal in driving market growth, ensuring efficient and safe  
The changing landscape of power  
generation and consumption is  
creating market opportunities within  
the power cable solutions industry.  
In the extra high-voltage sector,  
HVDC solutions are becoming more  
prominent than HVAC, especially  
as renewable energy sources are  
linked to cities and industrial areas  
over greater distances. In the  
power transmission of energy and reinforcement of power grids.  
Looking ahead, continued growth is anticipated across the  
different segments.  
high-voltage and medium-voltage  
market, the demand for additional  
power cables is rising to connect  
wind and solar parks to substations  
and beyond. Both segments will be  
essential demand drivers for medi-  
um-voltage cables going forward.  
Driven by the energy transition, the power cable solutions market has experienced substantial  
growth, a trend expected to continue going forward. NKT is structurally well-positioned to benefit  
from this trend and further solidified its market position in 2024. Several factors will shape future  
market developments, with NKT identifying three key megatrends expected to have the most  
significant impact on the power cable solutions market in the coming years: Sustainability,  
Electrification, and Digitalisation.  
Expected impact on power cable market segment  
High-voltage  
Low- and medium-voltage  
Services  
High  
High  
Medium  
1
Eurelectric Power Barometer, October 2024 (PowerPoint Presentation).  
Eurelectric Power Barometer, October 2024 (PowerPoint Presentation).  
IEA Renewables 2024 (Executive summary – Renewables 2024 – Analysis - IEA).  
2
3
 
22  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Electrification  
Digitalisation  
To reduce carbon footprints,  
consumers and companies are  
increasingly seeking electrical  
power solutions as alternatives to  
traditional carbon-based systems.  
Power grid operators must adapt  
to the rising demand from non-tra-  
ditional electrical power consum-  
ers, including electric vehicles,  
heat pumps, industrial motors, and  
electrified public transportation.  
The pace of continued electrifica-  
tion will to some extent depend on  
political ambitions including efforts  
to secure reliable generation of  
sufficient electricity at an affordable  
cost.  
high- and medium-voltage power  
cable systems and services. To  
ensure a reliable supply of power  
cable solutions for a more modern,  
efficient, and interconnected grid,  
Europe’s power grid operators  
(TSOs and DSOs) are increasingly  
relying on framework agreements  
with longer time horizons. These  
agreements offer greater clarity for  
cable solutions providers, aiding  
their expansion and investment  
decisions. Overall, NKT sees that:  
from 7 million c-km in 2023 to  
17 million c-km by 20504  
Digitalisation continues to be a  
global efficiency driver across  
These advances within digitalisation  
have positively impacted demand  
within the low- and medium-volt-  
age segments. NKT also foresees  
further opportunities arising from  
the accelerated adoption of Artifi-  
cial Intelligence, where computing  
could impact the demand for  
industries, creating opportunities for  
smart power cable solutions with  
fibre optics that support data col-  
lection and monitoring for optimisa-  
tion, as well as various preventative  
maintenance solutions. The unsta-  
ble global geopolitical situation has  
heightened the focus on securing  
and servicing critical infrastructure,  
including power cables. This has  
increased the need for cable mon-  
itoring solutions that safeguard the  
uninterrupted transmission and  
distribution of electricity. NKT is at  
the forefront of these advancements  
with its offering of power cable  
monitoring for customers, or cable  
drum management by leveraging  
advanced tracking technology.  
■
More than 40% of Europe’s  
power grid infrastructure is over  
40 years old5  
■
Europe’s power grid owners are  
expected to spend at least EUR  
35bn per year until 2030 and up  
to EUR 65bn per year on aver-  
age until 20505  
energy, while new solutions could  
reshape production processes and  
consumption of energy. Visibility  
on the pace of rollout and adoption  
remains limited.  
■
The EUR 23bn annual spend by  
European power grid owners  
observed in recent years falls  
significantly short of meeting the  
EU’s decarbonisation agenda  
- EUR 18bn alone is required  
for replacement and renewal of  
existing grids6  
■
Electricity demand is expected  
to double globally by mid-cen-  
tury, from 30 PWh (2023) to 62  
PWh (2050)3,4  
Investments in power grid expan-  
sion and strengthening will support  
a continued high demand for  
■
Global transmission grid length  
is expected to grow ~2.5 times,  
Expected impact on power cable market segment  
Expected impact on power cable market segment  
High-voltage Low- and medium-voltage  
High-voltage  
Low- and medium-voltage  
Services  
Services  
High  
High  
Medium Medium High  
Medium  
3
5
6
Petawatt hours; 1 PWh = 1,000,000,000 MWh.  
Eurelectric Decarbonisation Speedways, June 2023.  
4
DNV Energy Transition Outlook 2024.  
Eurelectric Power Barometer, October 2024 (PowerPoint Presentation).  
 
23  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
ReNew  
BOOST strategy  
In 2024, NKT continued to execute on its strategy:  
ReNew BOOST. This updated strategic direction  
was introduced in 2022 based on three main  
pillars: Growth, innovation, and sustainability.  
Let’s  
Let’s  
Let’s Drive  
Grow  
Innovate  
Sustainability  
In recent years, NKT has increased  
earnings, strengthened its balance  
sheet, and initiated several growth  
investments. This has been founded  
on a clear strategic direction, which  
is an embedded part of the ReNew  
BOOST strategy for each of the indi-  
vidual business lines.  
innovative power cable solutions  
and services. The three pillars of  
ReNew BOOST will continue to  
guide NKT’s strategic direction in  
the years to come.  
NKT will continue to support the  
NKT will continue to deliver leading  
power cable products, services,  
and solutions. There is – and will  
continue to be – a strong focus on  
innovation. This ensures that NKT’s  
solutions are available to support  
market requirements and the green  
transition.  
To drive sustainability, NKT works  
around three focal points:  
ongoing creation of a power grid for  
the future. This is done by selec-  
tively investing in and expanding  
all three business lines. NKT has  
launched several initiatives to grow  
capacity and organisational capabil-  
ities, which will be key to unlocking  
further growth. NKT is focused on  
delivering expansions according to  
plan, which will require strength-  
ened employee competencies  
across the organisation.  
1) Climate action: Reducing cor-  
porate emissions and engaging in  
strategic partnerships for decar-  
bonisation. 2) Circularity: Increasing  
circularity through the entire lifecy-  
cle of products and solutions and  
actively pursuing zero waste from  
operations. 3) Social aspects: Being  
a fair, inclusive, and safe workplace.  
The green transition is continuing  
at a high pace in Europe and other  
parts of the world, and the ongo-  
ing electrification of societies is a  
sustainable megatrend. NKT will  
continue to play a central role in  
connecting a greener world with  
NKT continuously seeks to  
strengthen its position as a technol-  
ogy leader within the power cable  
industry through innovations to  
meet customer demand.  
Read more page on 62  
 
24  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Revenue* development  
Financial review 2024  
EURm  
CAGR:  
22%  
Revenue continued to increase in 2024 driven by all three business lines. Organic growth  
was 26%, mainly driven by 39% organic growth in Solutions from previous investments  
in capacity and capabilities. Continued revenue growth and satisfactory execution led to  
operational EBITDA of EUR 344m, the highest level in company history. Free cash flow  
was positive EUR 400m with the increased operational EBITDA and favourable working  
capital development more than offsetting the increased investment level.  
1,263  
1,447  
1,927  
2,489  
1,087  
2020  
2021  
2022  
2023  
2024  
Organic growth of 26% in 2024  
Driven by growth in all three  
financial outlook for 2024 of approx-  
imately EUR 2.33-2.43bn, which  
was announced in July 2024 and  
confirmed in October 2024 (the  
initial outlook, excluding impact  
from the SolidAl acquisition, was  
approximately EUR 2.21-2.36bn).  
Outperformance compared to both  
the most recent outlook and the  
original outlook for 2024 was driven  
by satisfactory execution, primarily  
in Solutions, throughout the year.  
Organic growth per business line  
was 39% for Solutions, 29% for  
Service & Accessories and -2% for  
Applications.  
company history and was EUR 89m  
above 2023.  
business lines, NKT’s revenue*  
increased by EUR 562m in 2024, to  
EUR 2,489m. The main contributor  
to increased revenue was Solu-  
tions, where previous investments  
in capabilities and capacity drove  
growth. With organic growth of  
29%, Service & Accessories also  
contributed to the revenue increase,  
mainly driven by a higher activity  
level in the Service business. In  
Applications, the increase was  
driven by the acquisition of SolidAl,  
while organic growth was negative  
-2%, as the construction-exposed  
segment remained subdued.  
Increased operational EBITDA was  
mainly driven by higher revenue in  
Solutions, where investments in  
capacity and organisational capa-  
bilities drove growth. Applications  
contribution was driven by the  
Operational EBITDA  
EURm  
Revenues measured in market  
prices were EUR 3,252m in 2024,  
against EUR 2,567m in 2023.  
CAGR:  
43%  
13.8%  
13.2%  
Improved operational EBITDA  
driven by Solutions  
Operational EBITDA of EUR 344m in  
2024 was the highest annual level in  
acquisition of SolidAl. Operational  
EBITDA also increased in Service  
& Accessories, mainly from a high  
activity level in the service business.  
10.7%  
10.4%  
5.2%  
Realised figures versus initial financial outlook for 2024  
131  
155  
255  
344  
57  
Initial,  
Feb. 2024  
Update,  
Jul. 2024  
EURm  
Realised  
2020  
2021  
2022  
2023  
2024  
NKT  
Operational EBITDA  
Operational EBITDA margin (std. metal prices)  
Revenue*  
~2.21-2.36bn ~2.33-2.43bn  
~285-335m ~310-345m  
2,489m  
344m  
The revenue performance was  
slightly above the most recent  
Operational EBITDA  
* Std. metal prices.  
 
25  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Operational EBITDA in 2024 was  
at the high end of the most recent  
financial outlook for 2024 of approx-  
imately EUR 310-345m (the initial  
outlook, excluding impact from the  
SolidAl acquisition, was approxi-  
maltely EUR 285-335m). Results  
exceeded the initial outlook for  
2024, mainly due to satisfactory  
execution in Solutions.  
positive development was driven  
by interests on the net cash posi-  
tion throughout the year. Earnings  
before tax (EBT) increased to EUR  
274m in 2024 from EUR 149m in  
2023.  
“We continued the positive financial  
development in 2024 with significant  
revenue growth and even higher earnings  
growth. With a strong balance sheet and  
a significant high-voltage order backlog,  
we are well-positioned to benefit from the  
positive market outlook.”  
NKT’s net result from continuing  
operations for 2024 amounted to  
EUR 236m, an increase of EUR  
117m compared to 2023. The  
reported tax rate was 14%, down  
from 20% in 2023 impacted by  
additional tax losses carried for-  
ward being capitalised in Germany.  
This was due to a combination of  
improved business outlook and new  
legislation enacted in Germany in  
2024.  
The operational EBITDA margin*  
was 13.8% in 2024 compared to  
13.2% in 2023.  
In 2024, one-off items amounted to  
EUR -1m, compared to no one-off  
items in 2023.  
Increase in net result  
EBIT amounted to EUR 240m in  
2024, an improvement of EUR 75m  
compared to 2023. The increase  
was attributable to the same param-  
eters as EBITDA, which was partly  
offset by an increased depreciation  
and amortisation level compared to  
2023.  
Driven by the increase in net result  
and unchanged number of out-  
standing shares, diluted earning  
per share (EPS) from continuing  
business increased from EUR 2.1 in  
2023 to EUR 4.2 in 2024.  
The divestment of NKT Photonics  
in May 2024 led to a net result from  
discontinuing operations of EUR  
101m taking the net result to EUR  
337m. NKT expects no impact from  
the divestment in 2025.  
Financial items were positive EUR  
34m in 2024, against negative EUR  
-16m in 2023, which was negatively  
impacted by exchange-rate fluctu-  
ations, mainly related to PLN and  
SEK development. In addition, the  
Line Andrea Fandrup  
Chief Financial Officer,  
Executive Vice President  
 
26  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Working capital (from continuing operations)  
EURm  
to new and existing projects. The  
development was partly driven by  
payments in 2024 related to the high  
order intake in 2023.  
forward, RoCE will be impacted by  
a higher capital base from the ongo-  
ing investments.  
Positive free cash flow  
divestments, amounted to EUR  
-495m, compared to EUR -247m in  
2023. The increase was primarily  
driven by the ongoing HV invest-  
ment programme in Karlskrona,  
including the construction of a new  
cable-laying vessel. Cash flow from  
investing activities including EUR  
-144m related to the acquistion of  
SolidAl was EUR -639m.  
Driven by EBITDA and an improved  
working capital position, cash flow  
from operating activities amounted  
to EUR 1,039m in 2024.  
-93  
Liquidity, debt and equity  
-165  
-303  
-709  
-1.432  
-2.2%  
The working capital ratio, LTM, was  
-30.9% at end-2024, compared to  
-18.0% at end-2023.  
Positive cash flow generation in  
2024 led to a decrease in net inter-  
est-bearing debt from EUR -671m at  
end-2023 to -1.280m at end-2024.  
Net interest-bearing debt relative  
to operational EBITDA amounted  
to -3.7x at end-2024 compared to  
-2.6x at end-2023.  
-7.1%  
-7.5%  
By end-2024, working capital  
-18.0%  
amounted to EUR -1,432m, cor-  
responding to an improvement of  
EUR 723m compared to end-2023.  
The lower working capital level  
was driven by Solutions due to the  
phasing of prepayments, milestone  
payments and execution related  
NKT continued to progress on  
planned capacity investments in  
2024. Cash flow from investing  
activities from continuing opera-  
tions, excluding acquisitions and  
-30.9%  
NKT generated free cash flow from  
continuing operations, including  
acquisitions and divestments, of  
EUR 400m in 2024 compared to  
EUR 295m in 2023. The improve-  
ment was due to higher earnings  
and the positive contribution from  
changes in working capital more  
than offsetting the increased invest-  
ment level.  
2020  
2021  
2022  
2023  
2024  
At end-2024, NKT had total availa-  
ble liquidity reserves of EUR 1,718m,  
comprising cash of EUR 1,518m  
and undrawn credit facilities of EUR  
200m. NKT’s favourable cash posi-  
tion will gradually be deployed as  
the high-voltage order book is exe-  
cuted and announced investments  
continue to progress through vary-  
ing stages of execution. A position  
of financial strength must be main-  
tained as NKT continues to grow  
and execute on large high-voltage  
projects.  
Working capital  
Working capital ratio, LTM, %  
Net interest-bearing debt  
EURm  
13  
-26  
-55  
Improved RoCE driven by EBIT  
and lower working capital  
-671  
-1.280  
-3.7x  
0.1x  
-0.4x  
-2.6x  
The improvement in earnings was  
reflected in RoCE, which was 35%  
at end-2024, compared to 20%  
at end-2023. Capital employed  
decreased from EUR 904m at end-  
2023 to EUR 573m at end-2024  
driven by the improved working  
capital position mainly due to lower  
contract liabilities in Solutions. Over  
the past years, RoCE has improved,  
reflecting higher earnings. Going  
-0.4x  
Group equity, including the green  
hybrid bond issued in September  
2022, amounted to EUR 1,853m by  
end-2024. The solvency ratio was  
38%, compared to 44% at the end  
of the previous year.  
2020  
2021  
2022  
2023  
2024  
Net interest-bearing debt  
Net interest-bearing debt/oper. EBITDA, LTM  
 
27  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Financial review Q4 2024  
In Q4 2024, NKT delivered double-digit growth in both revenue*  
and operational EBITDA for the ninth consecutive quarter. Driven by  
satisfactory execution, both revenue* and operational EBITDA increased  
across all three business lines.  
During the quarter, NKT pro-  
gressed on various projects in the  
order backlog at different stages  
of execution, including Champlain  
Hudson Power Express, East Anglia  
3, Hornsea 3, SuedOstLink, and  
SuedLink.  
Positive development in the power  
distribution grid market continued,  
but capacity limitations led to lim-  
ited growth compared to Q4 2023.  
NKT continues to expand capacity  
across its medium-voltage produc-  
tion sites in order to benefit from  
the positive market outlook in the  
segment.  
In the Service business, a high  
activity level and satisfactory exe-  
cution both onshore and offshore  
resulted in higher revenue. Activities  
in Q4 2024 included both smaller  
onshore repair work, offshore  
installation work, and maintenance  
of existing cable systems. In the  
Accessories business, revenue  
growth was driven by increased  
demand for high-voltage accesso-  
ries.  
Operational EBITDA improved from  
EUR 54m in Q4 2023 to EUR 67m  
in Q4 2024, driven by increased  
capacity and overall satisfactory  
execution, while the operational  
EBITDA margin decreased slightly  
from 15.4% in Q4 2023 to 14.3%  
in Q4 2024, driven by project mix.  
Quarterly profitability margins will  
vary depending on the phasing of  
projects in execution.  
Driven by the acquisition of Soli-  
dAl, operational EBITDA improved  
from EUR 10m in Q4 2023 to EUR  
13m in Q4 2024, while the opera-  
tional EBITDA margin improved by  
0.7%-points from 7.1% in Q4 2023  
to 7.8% in Q4 2024. Operational  
EBTIDA of SolidAl amounted to EUR  
5m in the quarter.  
Revenue* increased to EUR 693m,  
up by EUR 157m from EUR 536m  
in Q4 2023. This corresponded to  
organic growth of 23%. Revenue*  
increased in all three business lines,  
with Solutions being the most signif-  
icant contributor.  
Higher revenue led to increased  
operational EBITDA, which  
Solutions  
Revenue* for Solutions increased  
by EUR 119m from Q4 2023 to Q4  
2024, equivalent to organic growth  
of 34%. The growth was driven by  
previous investments in capacity in  
Karlskrona, and a large, partly sub-  
contracted, installation scope.  
amounted to EUR 90m compared  
to EUR 63m in Q4 2023. The oper-  
ational EBITDA margin increased by  
1.2%-points to 13.0%.  
Operational EBITDA increased  
to EUR 6m in Q4 2024 from EUR  
3m in Q4 2023. The increase was  
driven by both the Service and the  
Accessories business. Profitabil-  
ity improved and the operational  
EBITDA margin* was 11.1% in Q4  
2024, compared to 6.6% in the  
same quarter in 2023.  
Financial development in Q4  
Applications  
Service & Accessories  
Revenue*  
Q4 2024 Q4 2023  
Operational EBITDA  
Oper. EBITDA margin*  
In Applications, revenue* was EUR  
178m in Q4 2024 compared to EUR  
149m in Q4 2023. The increase was  
driven by the acquisition of SolidAl,  
which contributed EUR 32m in the  
quarter. Organic revenue* growth  
was negative -4% due to continued  
weakness in the low-voltage con-  
struction-exposed segment.  
Service & Accessories reported  
revenue* of EUR 59m in Q4 2024  
compared to EUR 53m in Q4 2023.  
Organic growth amounted to 7%  
and revenue was higher in both  
the Service and the Accessories  
business.  
EURm  
Q4 2024  
Q4 2023  
Q4 2024  
Q4 2023  
Solutions  
469  
178  
59  
350  
149  
53  
67  
13  
6
54  
10  
3
14.3%  
7.8%  
15.4%  
7.1%  
Applications  
Service & Accessories  
11.1%  
6.6%  
Elimination of transactions between segments  
and non-allocated costs  
-13  
-16  
4
-5  
NKT  
693  
536  
90  
63  
13.0%  
11.8%  
* Std. metal prices.  
 
28  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Risk Management  
Risk-taking is a natural part of doing business. NKT is fully committed  
to managing risks in accordance with good corporate governance and  
applies proven practices to the internal risk processes.  
on impact and probability. The  
identified and quantified key risks  
are prioritised and visualised in  
a Risk Dashboard that highlights  
aggregated criticality and overall  
risk exposure to the Risk Board and  
Audit Committee.  
countered by the increased focus  
on security.  
tee. The mid-year reporting provides  
an update on the most critical risks  
and overall ERM development. The  
annual reporting provides a com-  
prehensive overview of the compa-  
ny’s risk position and perspectives  
on the overall impact of the risk  
profile on the company’s direction,  
risk mitigating actions, and future  
planning.  
Risks related to the sustainability  
areas are included in the annual risk  
assessment of the NKT Enterprise  
Risk Management Programme,  
reflecting their key role in our strat-  
egy. These risks are described in  
more detail on page 65.  
ent on large power cable repair  
ence key aspects of the business,  
with an effect on input costs, which  
impact both business operations  
and also ongoing expansion pro-  
grammes across NKT sites. Geopo-  
litical dynamics, including ongoing  
conflicts in Europe and the Middle  
East, present a potential threat and  
uncertainty for market develop-  
ments and the supply chain.  
Risk environment  
projects and the development of the  
high- and medium-voltage markets.  
NKT's revenue streams originate  
from different segments of the  
power cable market with inde-  
pendent market dynamics. The  
Solutions business is a long-term  
project-driven business with a  
higher degree of resilience to short-  
term developments in the general  
economic environment.  
The company´s key risks are  
described in detail in the overview  
on the following two pages, includ-  
ing mitigations used to control the  
risks.  
As a global business, NKT is  
exposed to strategic, operational,  
compliance, and financial risks that  
present potential threats to NKT’s  
business objectives. The manage-  
ment of risks is an integral part of  
standard business operations and  
strengthens the governance model.  
NKT's Enterprise Risk Management  
programme follows best practices  
and principles.  
Specific financial risks, including  
risks related to currency, interest,  
and raw material price changes, are  
described in more details in note 5.6  
Financial risks and financial instru-  
ments in the consolidated financial  
statements.  
Risks are assessed by means of a  
two-dimension risk matrix based  
Adding to this uncertainty is the  
volatility and changes in the political  
environment in Europe and also  
globally with the increased focus  
on national security interests, which  
may have an impact on the current  
focus on the green transition. Fur-  
ther, the competition from new mar-  
ket entrants and competitors from  
both inside and outside Europe is  
increasing and may put more pres-  
sure on the competitive landscape  
of the European market, partly  
The Applications business is mainly  
driven by ongoing optimisation  
of the power grids by private and  
public stakeholders in the medi-  
um-voltage market including those  
arising from the green transition.  
Construction development in both  
residential and non-residential build-  
ing segments is driving the market  
for construction-exposed low-volt-  
age cables and building wires.  
Risk management process  
NKT operates a robust and effi-  
cient enterprise risk management  
programme that aims to identify,  
prioritise and manage key risks and  
monitor the mitigating actions. This  
enables NKT to manage the risks  
effectively.  
The overall risk picture for the  
company is influenced by various  
internal and external factors that  
continue to evolve. The key changes  
to these factors and the risk picture  
in 2024 are described here.  
The Enterprise Risk Management  
cycle includes biannual reporting to  
the Risk Board and Audit Commit-  
The macroeconomic cycle and mar-  
ket turbulences continue to influ-  
The Service & Accessories business  
line is to a certain degree depend-  
 
29  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Risk  
identification  
Project execution  
in high-voltage segment  
Investment  
& Expansion  
Operational  
disruptions in factories  
Commodity  
price changes  
Supply interruption and  
raw material availability  
Risk  
description  
A significant part of NKT’s revenue relates  
to large projects in the high-voltage seg-  
ment. The execution part of such projects  
may stretch over several years and involve  
multiple steps during the production,  
delivery, and installation of the cables.  
Deficiencies in the project execution phase  
due to unplanned and unexpected events,  
failures, or delays during project phases  
may result in additional costs on re-work  
activities, material resources, and potential  
penalties applied by customers. Challenges  
or delays in one project may also impact  
delivery schedule of other projects. With the  
increased backlog of projects and the result-  
ing pressure on production and installation  
schedule, this remains a key risk for NKT.  
NKT faces risks related to loss from chal-  
lenges and adverse events that NKT may  
face during the investment process to  
expand manufacturing facilities, vessels,  
mergers & acquisitions, and other assets.  
For example, NKT has initiated several  
large investments and expansion projects  
in previous years, including the ongoing  
expansion of the factory in Karlskrona and  
the construction of a new cable-laying ves-  
sel to supplement NKT’s existing vessel.  
Such investments are complex and require  
necessary know-how and responsible pro-  
ject management. Further, they may also  
be impacted by increases in costs driven  
by external factors such as macroeconomic  
developments.  
NKT has significant production activities  
and is therefore exposed to risks related to  
operational disruptions in factories, which  
may be caused by unforeseen events, such  
as equipment malfunctions, machinery  
breakdowns, workforce issues, or other  
operational challenges that can impede the  
seamless flow of production processes.  
These disruptions pose a risk of inability  
to meet production targets, fulfil customer  
orders in a timely manner, maintain consist-  
ent quality standards and potential penalties  
applied by customers.  
The company’s production activities are  
dependent on large amounts of essential  
raw materials and commodities, which  
represent a significant part of the budget.  
These input costs may be subject to price  
volatility risk resulting from unpredictable  
and significant fluctuations on the market.  
This risk arises from various factors, includ-  
ing changes in supply and demand, geo-  
political events and disruptions, and market  
speculations. NKT is facing the challenge of  
managing the inherent uncertainty in pricing  
of commodities and raw materials, which  
can affect production costs, profit margins,  
and overall financial performance. With  
project commitments several years into the  
future, management of other cost categories  
than commodity cost is also essential.  
Supply chain presents a critical area to  
NKT´s operations. Supply interruption and  
raw material availability risk pertains to the  
uncertainty associated with the accessibility  
and adequacy of raw materials essential for  
manufacturing and operational processes.  
This risk is influenced by factors such as  
market dynamics, geopolitical events affect-  
ing supply chains, environmental conditions  
impacting resource extraction, regulatory  
changes, and limited number of suppliers.  
These disruptions can lead to increased  
costs, production bottlenecks, and potential  
challenges in meeting customer demand.  
■
■
■
■
■
Mitigation  
Risk management activities covering  
every project phase.  
Adequate balancing of contract provi-  
sions, pre-production testing and insur-  
ance.  
Project and risk management activities  
covering investment process.  
Monitoring and evaluation programme  
to track performance of the investment  
activity.  
Operational excellence programmes and  
monitoring of operational performance for  
critical equipment and processes.  
Robust maintenance programmes across  
production and testing.  
Contingency plans in place to respond to  
incidents and unplanned disruptions.  
Production float and contingency plans to  
absorb potential delays.  
Monitoring of commodity price indexes  
and forecasts.  
Hedging mechanisms for commodities,  
components, and services.  
Forecasting tools to predict price index  
developments.  
Contractual provisions with customers  
and suppliers to address price volatilities  
in the ongoing business relationships.  
Material risk assessment.  
Monitoring the performance and reliability  
of key suppliers and availability of raw  
materials and components.  
Close working relationship with identified  
key suppliers to reduce risks and maintain  
inventory control.  
Investigating and qualifying alternative  
■
■
■
■
■
■
■
■
■
■
Production float and contingency plans to  
absorb potential delays.  
Due diligence process of supply chain  
■
and contingency planning for potential  
adverse scenarios and unplanned dis-  
ruptions.  
■
■
sourcing opportunities.  
 
30  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Risk  
identification  
New competitors  
entering home markets  
Market  
dynamics  
Cyber  
risk  
Compliance  
Product  
claims  
Risk  
description  
Europe remains a core market for NKT  
within the high-voltage segment. The risk  
of new competitors from inside or outside  
Europe entering this market encompasses  
the exposure to adverse impacts on the  
company’s market share, profitability, and  
competitive position. This risk arises from  
factors such as changes in market dynam-  
ics, increased cost considerations, evolv-  
ing consumer preferences, technological  
advancements or regulatory changes that  
attract new market entrants. The increased  
presence of new competitors, including  
the establishment of production facilities in  
Europe, is intensifying competition, requiring  
strategic adaptations to maintain or enhance  
market standing.  
NKT operates on highly competitive markets  
exposing the company to risks of adverse  
effects resulting from the inherent and  
unpredictable changes in the conditions  
and forces influencing the various markets.  
These changes may include alterations in  
consumer preferences, shifts in demand  
and supply, technological advancements,  
regulatory modifications, and competitive  
pressures. The risk may arise from the  
potential difficulties in adapting adequately  
to swiftly evolving market conditions, leading  
to challenges in maintaining market share,  
profitability, and competitive position.  
Like many other companies, NKT is  
Compliance with legal and regulatory  
Product claims represent the risks faced by  
the company in terms of potential problems  
with product performance, safety, quality  
or other similar issues, which may result in  
legal challenges, financial losses and dam-  
age to the company’s reputation. Acknowl-  
edging the significance of this area, NKT  
operates extensive testing and quality con-  
trol programmes to meet the requirements  
of a technologically demanding process and  
ensure the delivery of high-quality products  
to its customers.  
dependent on IT infrastructure to maintain  
its operations. Cyber risks represent harm  
or loss arising from the compromise of busi-  
ness-critical IT systems in production or key  
business administrative functions, networks  
or digital assets impacting an organisation's  
data confidentiality, integrity, and system  
availability. At its core, potential conse-  
quences of such a threat may be production  
interruption with subsequent financial and  
reputational impact. Moreover, the rapid  
advancement of AI technologies is one of  
the factors that contributes to higher level of  
the security threat.  
requirements presents one of the key busi-  
ness functions in NKT. Compliance risk  
refers to potential financial, legal, and rep-  
utational consequences including possible  
exclusion from tenders an organisation may  
face due to its failure to comply with appli-  
cable laws, regulations, internal policies, and  
industry standards. For NKT such risks may,  
among others, relate to anti-bribery and  
anti-corruption regulations, competition law,  
data privacy, and trade controls.  
■
■
■
■
■
Mitigation  
Monitoring of the global market and mac-  
Monitoring of macro- and microeconomic  
Monitoring of developments within the  
Monitoring of regulatory developments  
Monitoring of potential failures in produc-  
ro-economic developments and dynam-  
ics and regulatory developments impact-  
ing cross-regional activities, such as trade  
barriers and anti-dumping regulations.  
Focus on quality, innovation, and R&D.  
Proactive engagement in regulatory pol-  
icy-making processes via industry asso-  
ciations to ensure fair competition within  
European markets.  
developments, general market conditions,  
and the competitive landscape.  
Establishing focused working groups,  
qualifying new markets, and strengthen-  
ing NKT’s value proposition.  
Research and development of product  
cybercrime landscape and of the robust-  
ness and stability of the IT infrastructure  
and security.  
and risk exposure.  
Compliance programme, training, and  
procedures ensuring compliance with  
regulations and the ethical principles in  
the NKT Code of Conduct.  
Globally accessible whistle blower hotline  
allowing both NKT employees and third  
parties to report potential concerns.  
tion and/or product designs.  
Strengthening of quality awareness and  
control procedures throughout the pro-  
duction and cable laying operations.  
Systematic and structured root cause  
analysis of product issues and implemen-  
tation of corrective actions.  
Routine testing in compliance with inter-  
■
■
■
■
Strengthening of cyber security, IT gov-  
■
■
ernance and infrastructure, including  
adequate security controls, monitoring  
processes of improvement actions, and  
incident response capability.  
■
■
■
portfolio to assure market position.  
■
■
Enforcement of zero tolerance for  
national standards.  
breaches.  
 
31  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Business lines  
32 Business line organisation  
33 Solutions  
37 Applications  
40 Service & Accessories  
03  
 
32  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Business line organisation  
NKT’s three business lines provide customers with full turnkey solutions across voltage levels and have the following main focus areas:  
Solutions  
Applications  
Service & Accessories  
Specialised in high-voltage power cable solutions  
Focused on low-and medium-voltage power cable tech-  
On- and offshore power cable services and wide range  
for on- and offshore installation  
nology and building wires  
of accessories for medium- and high-voltage power cable systems  
10%  
Revenue*  
Revenue*  
Revenue*  
EUR  
EUR  
EUR  
257m  
90%  
42%  
27%  
68%  
1,598m  
689m  
63%  
7%  
Operational EBITDA*  
Operational EBITDA*  
Operational EBITDA*  
30%  
EUR  
EUR  
EUR  
19%  
252m  
64m  
25m  
81%  
74%  
93%  
* Revenue
(std. metal prices) in 2024 (% of total NKT revenue) and Operational EBITDA in 2024 (% of total NKT operational EBITDA). The figures exclude intersegment transactions and non-allocated costs.  
Page 33, Solutions, page 37, Applications, and page 40, Service & Accessories, specifically the business line overview, covers information to comply with ESRS 2 SBM-1, paragraph 38, 40a and 42a-b.  
 
33  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Solutions  
Business line overview  
Solutions serves the global  
focuses on onshore projects. Con-  
structing of a new high-voltage  
factory next to the existing factory  
in Karlskrona is ongoing. Solutions  
also owns and operates a cable-lay-  
ing vessel, NKT Victoria, allowing  
NKT to offer complete end-to-end  
turnkey solutions that are increas-  
ingly requested by customers. A  
second cable-laying vessel, NKT  
Eleonora, is under construction.  
A structurally increasing demand for electricity and an increasing  
proportion of renewable energy continues to be a key growth driver for  
high-voltage power cable solutions. In 2024, Solutions again delivered  
double-digit organic growth in revenue and operational EBITDA  
enabled by previous investments in capacity and organisational  
capabilities, as well as satisfactory project execution. The high-voltage  
order backlog was maintained at a high level, reaching EUR 10.6bn by  
the end of 2024.  
Factories  
high-voltage power cable market.  
The business offers technology  
leading solutions across voltage lev-  
els and technological specifications.  
NKT has built up competencies  
within this market for more than 130  
years with numerous projects suc-  
cessfully delivered.  
The two production sites are  
located in Karlskrona, Sweden  
and Cologne, Germany  
Vessels  
One cable-laying vessel, NKT  
Victoria. In operation since 2017  
Solutions has two high-voltage  
factories, in Karlskrona, Sweden,  
and in Cologne, Germany. The two  
factories complement each other  
when allocating incoming projects.  
In Karlskrona, the strategic focus  
is offshore projects, while Cologne  
The solutions offered  
cover turnkey  
production and  
installation:  
1
2
3
Offshore AC and DC power cable solutions  
Onshore AC and DC power cable solutions  
Installation offshore and onshore  
■
Interconnectors  
■
Offshore wind  
■
Power-from-shore  
■
Underground  
1
3
3
2
 
34  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
High-voltage market  
Market overview  
installation conditions. As a conse-  
tance DC interconnectors and  
offshore wind projects. Geograph-  
ically, the majority of projects were  
awarded in Europe.  
is expected to remain important,  
driven by connection of offshore  
windfarms. Geographically, NKT  
expects most project awards to be  
in Europe, where political ambitions  
and a more mature market drive  
strong demand for power cable sys-  
tems. Markets outside of Europe are  
less developed, but NKT continues  
to see opportunities emerging.  
The high-voltage power cable mar-  
ket mainly encompasses projects  
that are engineered to order and  
demand a high level of expertise  
for successful implementation. In  
some cases, these projects require  
new R&D solutions as well as  
investments in both technology and  
production.  
quence, competition is more fierce  
for AC solutions compared to DC  
solutions.  
The demand for longer distance  
power transmission is increasing  
with the sources of energy being  
located further away from con-  
sumption. Additionally, high-voltage  
power cable systems are also  
required to transmit more power to  
support the increased electrification  
of society. These developments  
have increased the demand for  
DC technology relative to AC. As  
demand for longer distance power  
transmission has increased, the  
DC technology has become the  
industry standard for high capacity  
transmission power cables.  
Market outlook  
NKT anticipates that its average  
addressable high-voltage market in  
the period 2024-2030 will exceed  
EUR 10bn per year. The timing of  
actual project awards will continue  
to depend on various project-spe-  
cific factors, which will impact  
individual years in terms of actual  
order values. In 2024 the actual  
award level was above the antici-  
pated average. Awards in 2025 will  
depend on the development and  
timing of sizable projects and large,  
multi-year framework agreements.  
The market can be divided into dif-  
ferent segments with differing char-  
acteristics and dynamics. DC (Direct  
Current) solutions are primarily used  
for long-distance projects as this  
technology works more efficiently  
with lower power losses over longer  
distances compared to AC (Alter-  
nating Current) technology. Both  
solutions can be applied offshore  
and onshore.  
With robust demand and known  
supply additions, NKT expects  
the balance between supply and  
demand to remain favorable in the  
short term, before emerging more  
balanced towards the end of the  
decade.  
Investments to support  
profitable growth  
risks, and opportunities have been  
identified, increasing the expected  
cost of the investment programme  
by around EUR 300m. Timeline  
for the investment programme is  
unchanged and upon completion  
in 2027, Karlskrona will become the  
world’s largest high-voltage offshore  
cable production site.  
To support the strong high-voltage  
market outlook, NKT in 2024 also  
decided to invest approximately  
EUR 100m in additional capacity at  
its existing factory in Cologne. The  
added capacity is planned to be  
gradually operational from 2027.  
Future awards are expected to span  
across various segments, mainly  
within interconnectors and offshore  
wind. Due to the increased demand  
for longer distance transmission,  
NKT foresee power cable solu-  
tions based on DC technology to  
constitute the majority of awards  
going forward. The AC technology  
In 2023, NKT announced the invest-  
ment in a new factory – adding end-  
to-end production capacity next  
to the existing facility in Karlskrona  
– as well as a new, market-leading  
cable-laying vessel. The investment  
was initially estimated at around  
EUR 1bn, but as execution has  
progressed general cost inflation,  
Market development in 2024  
The demand for high-voltage power  
cable solutions continued at a high  
level in 2024. For the year, NKT  
estimates that the value of projects  
awarded in its addressable market  
exceeded EUR 17bn. The majority  
of projects awarded were long-dis-  
In general terms, DC power cables  
are more complex and require more  
advanced technological capabilities  
and know-how compared to AC.  
Furthermore, offshore solutions  
are in general more complex than  
onshore due to more challenging  
 
35  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Financial  
development  
15, 98m 39% 252m  
Revenue*, EUR  
(2023: EUR 1,151m)  
Organic growth  
(2023: 59%)  
Operational EBITDA, EUR  
(2023: EUR 182m)  
gradually improved project margins.  
Operational EBITDA margin* was  
15.8% in 2024, in line with 2023.  
The margin in 2024 was negatively  
impacted by an increased cost level  
related the continued ramp-up of  
resources for the new HV factory  
being constructed in Karlskrona.  
In 2024, NKT completed a num-  
ber of high-voltage projects. This  
included the finalisation of the  
HVDC link connecting the Shetland  
Islands to the main grid in Scotland.  
The 320 kV HVDC interconnector  
is now a key contributor to the  
integration of renewable energy in  
Great Britain. NKT also finalised the  
onshore power cable system for  
the Viking Link connection between  
Great Britain and Denmark. This  
project marks a milestone in the  
interconnection of the European  
grids, as it ensures security of elec-  
tricity supply and supports reach-  
ing the climate targets on both a  
national and EU level.  
New orders secured  
Revenue growth driven by  
execution and capacity  
expansion  
Highlights in 2024  
NKT was awarded several high-volt-  
age projects during 2024. This  
continued ability to add to the order  
backlog demonstrates NKT’s indus-  
try leading high-voltage capabilities.  
■
High organic growth of revenues and earnings  
Solutions revenue* increased by  
EUR 447m compared to 2023,  
corresponding to organic growth of  
39%. This was driven by previous  
investments to increase capacity  
and capabilities, as well as satisfac-  
tory execution of orders awarded in  
recent years.  
■
High-voltage order backlog at continued high level  
■
Continued high tender activity across market segments  
Notable order awards in 2024  
include:  
■
Investments in additional capacity progressed on time.  
Additional opportunities, risks and cost inflation were  
experienced in Karlskrona  
In 2024, activity level was high and  
several projects were in intense  
execution phases. NKT progressed  
several projects including intercon-  
nector projects, such as Champlain  
Hudson Power Express, SuedLink,  
and SuedOstLink, and offshore  
wind projects such as Baltic Power,  
Hornsea 3, East Anglia 3, Borwin 5,  
and Dogger Bank C, while various  
power-from-shore projects such  
as Draugen and Yggdrasil also  
progressed. The high activity level  
and managing of project risk put an  
elevated demand on the Solutions  
organisation.  
■
Two onshore high-voltage pro-  
jects with a combined order value  
of approximately EUR 1.2bn from  
German transmission system  
operator (TSO) Amprion. With the  
award of the two turnkey projects,  
NKT will design, manufacture,  
and install the high-voltage power  
cable systems with voltage levels  
of 110 kV, 380 kV AC, and 525 kV  
DC to support the ongoing exten-  
sion of the German high-voltage  
transmission grid.  
Revenue in market prices amounted  
to EUR 1,822m in 2024 compared  
to EUR 1,313m in 2023.  
“In 2024, we again delivered more than  
30% organic growth in Solutions as we  
continued to execute on our record high  
order backlog. The investment projects  
both in Karlskrona and Cologne also  
progressed. We are well-positioned to  
meet the growing demand for high-voltage  
power cable systems as the energy  
transition depends on an integrated power  
cable grid ensuring efficient and reliable  
energy transmission."  
Increased operational EBITDA  
Higher revenue* and satisfactory  
project execution led to operational  
EBITDA increasing to a record-high  
EUR 252m in 2024 from EUR 182m  
in 2023. The improved result in 2024  
followed the positive development  
in recent years, reflecting a combi-  
nation of good asset utilisation and  
NKT Victoria, the company’s  
cable-laying vessel, was well utilised  
in 2024. It was deployed across a  
variety of assignments relating to  
project installation work, mainly in  
the UK, Germany, and Norway.  
Darren Fennell and Lukas Sidler  
Executive Vice Presidents,  
Heads of HV Solutions Karlskrona and Cologne  
* Standard metal prices.  
 
36  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
■
Two high-voltage projects under  
an existing frame agreement with  
TenneT. The two projects are Lan-  
Win7 and a part of NordOstLink.  
The contracts are expected to be  
called off in 2026-27 and will have  
a combined value of approxi-  
mately EUR 1bn, which includes  
cable design, engineering,  
High-voltage order backlog  
maintained at a high level  
Notable high-voltage project awards for NKT in 2024  
Project name  
Customer Type  
Announced  
Size (EURm)  
Type  
At the end of 2024, the high-volt-  
age order backlog was a high level  
of EUR 10.6bn (EUR 9.3bn in std.  
metal prices). Driven by continued  
order intake, the backlog was main-  
tained largely in line with the record  
high level of EUR 10.8bn by end-  
2023. In addition, NKT had booking  
commitments of more than EUR  
3.5bn by the end of 2024.  
Interconnector  
(in backlog)  
Korridor-B V48 + Rheinquerung (GER)  
LanWin7 & part of NordOstLink  
TSO  
TSO  
May 2024  
~1,200  
~1,000  
Interconnector  
(order commitment)  
December 2024  
production, as well as on- and  
offshore installation. With these  
projects, a total of five projects  
have been awarded to NKT under  
the framework agreement, which  
runs until 2028 with a possible  
extension until 2031.  
The composition of the order back-  
log divided by customer type was  
more than 85% with large European  
Transmission System Operators.  
Divided by application, the backlog  
consisted of around 55% intercon-  
nectors, around 40% offshore wind  
projects, and less than 5% power-  
from-shore projects.  
High-voltage order backlog  
Expected execution of  
High-voltage order backlog  
>2.5  
>3.5  
10.8  
10.6  
~30%  
~70%  
Year-end  
2023  
Year-end  
2024  
2025-2026  
2027-onwards  
Order backlog  
Booking commitments  
 
37  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Applications  
Business line overview  
production site is focusing on one  
or more market segments. The cus-  
tomer relationship in Applications is  
based on long-term collaboration  
with several industry partners. NKT  
holds a leading position in parts  
of Northern, Central, and Eastern  
Europe, and with the acquisition of  
SolidAl, NKT has strengthened its  
position in Southern Europe.  
Increasing electrification and the ongoing energy transition are  
Factories  
Applications covers NKT’s medium-  
and low-voltage power cable solu-  
tions, as well as a minor position  
within telecom power cables. The  
product offering is broad, support-  
ing both the growing electricity  
demand in European power grids  
and the construction sector.  
important growth drivers for low- and medium-voltage power cable  
markets. Through Applications, NKT is well-positioned to capitalise  
on these growth trends. In 2024, Applications continued to improve its  
financial performance, and on the back of the positive development  
and growth trends, NKT decided to invest in additional capacity, as  
well as acquiring the Portuguese cable manufacturer, SolidAl.  
The seven primary production  
sites are located in:  
■
Asnaes, Denmark  
■
Falun, Sweden  
■
Kladno, Czech Republic  
■
Runcorn, United Kingdom  
■
Velké Mezirici, Czech  
Applications’ seven main produc-  
tion sites are located across Czech  
Republic, Denmark, Poland, Swe-  
den, the UK, and Portugal. Each  
Republic  
■
Warszowice, Poland  
■
Esposende, Portugal  
1
Medium-voltage cables  
2
1kV cables  
Building wires  
3
Telecom power cables  
4
3
3
3
2
2
2
4
1
1
1
 
38  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Low- and medium-  
voltage market  
data centres, heat pumps, and the  
Conversely, the market for building  
wires and construction-exposed  
1kV power cables remained sub-  
dued in 2024. This was driven by  
muted economic development in  
Europe, following a couple of years  
with higher inflation and increased  
interest rates negatively impacting  
construction sentiment and market  
activity. Volumes were slightly lower  
in 2024 and NKT remains focused  
on mitigating the impact of market  
headwinds for this segment.  
European energy transition. Conse-  
quently, NKT expects that market  
growth will remain robust in the  
coming years.  
Market overview  
The offerings in the medium-and  
low-voltage markets are less  
complex than for the high-voltage  
market. The competitive landscape  
is more fragmented with different  
specifications and designs from  
country to country. This also means  
that the competitive landscape is  
characterised by more local and  
regional competitors capable of  
complying with local technical reg-  
ulation.  
general electrification and digitalisa-  
tion of society.  
Generally, demand for low voltage  
power cables is to a higher extent  
driven by the macroeconomic  
development and construction  
sentiment. Demand for building  
wires and other construction-ex-  
posed solutions is supported by  
urbanisation, electrification, and  
energy renovation of residential and  
non-residential buildings.  
The market for building wires and  
construction-exposed 1kV power  
cables is expected to remain sub-  
dued in 2025, but with stabilisation  
or slight improvement compared  
to 2024. During the past couple of  
years, the muted macroeconomic  
development negatively influenced  
construction sentiment and mar-  
ket activity. In 2025, the market  
activity level is expected to stabilise  
or improve slightly, and the longer-  
term picture for the market remains  
positive.  
Market outlook  
Medium-voltage power cable  
Market development in 2024  
In 2024, market development varied  
across segments and geographies.  
Overall, the forward-looking pros-  
pects for the medium- and low-volt-  
age markets where NKT operates  
are positive, driven by the ongoing  
development of sustainable meg-  
atrends.  
demand is primarily driven by  
electrification of societies and the  
transition to more renewable energy  
sources. The transition is expected  
to include increases within onshore  
wind and solar power generation,  
and to accelarate energy security  
in Europe. The power cables are  
mainly used for the power distribu-  
tion grid with a continuous need for  
grid reinforcement and expansion.  
NKT continues to see an increased  
electricity demand driven by charg-  
ing stations for electric vehicles,  
according to plan in 2024, and the  
new capacity is planned to become  
gradually operational during 2025  
and 2026.  
to-end grid solutions, while also  
providing an attractive platform for  
future growth. As part of the acqui-  
sition, NKT will invest EUR 50m to  
expand medium- and high-voltage  
capacity at the existing SolidAl site  
in Esposende. The new capacity is  
expected to be operational in 2027.  
The market for medium-voltage  
power cables continued to perform  
well, as the energy transition and  
ongoing electrification of societies  
continued to positively influence the  
level of investments made by grid  
operators. In turn, this positively  
impacted the power distribution  
grid segment, which saw continued  
strong demand throughout the year.  
Investments in continued  
growth  
In June 2024, NKT acquired Portu-  
guese power cable manufacturer,  
SolidAl, adding manufacturing  
The positive market sentiment for  
medium-voltage power cables is  
expected to continue in 2025 and  
beyond. Large parts of Europe’s  
power distribution grids are aging  
and significant investments are  
needed this decade to ensure the  
The market outlook for the medi-  
um-voltage power distribution grid-  
segment, as promising. As a result,  
NKT in 2024 decided to invest in  
increased capacity across three of  
its medium-voltage production facil-  
ities. The investments progressed  
capabilities from 1kV up to 225kV,  
and a workforce of 430 people. The  
acquisition enhances NKT’s ability  
to serve power transmission and  
distribution operators with end-  
 
39  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Financial  
development  
689m -2% 64m  
Revenue*, EUR  
(2023: EUR 638m)  
Organic growth  
(2023: 15%)  
Operational EBITDA, EUR  
(2023: EUR 59m)  
of SolidAl contributed EUR 5m,  
while the existing business was  
largely in line with 2023.  
mentation of these initiatives has  
contributed to improved profitability  
and in 2024, NKT continued to  
improve efficiency and debottleneck  
its production sites.  
In contrast to the power distribu-  
tion grid segment, demand in the  
construction-exposed segment  
remained subdued in 2024 and both  
volumes and revenue were below  
the level of 2023. This development  
was especially driven by the res-  
idential related segment and the  
German and Polish markets.  
Increased revenue driven by  
acquisition of SolidAl  
Highlights in 2024  
In 2024, Applications increased  
revenue* by EUR 51m compared  
to 2023. The increase was driven  
by the acquisition of SolidAl, which  
contributed EUR 60m. Organic  
growth was negative -2% impacted  
by subdued demand in the low-volt-  
age construction-exposed, mainly  
residential related, segment.  
■
Growth in revenue and operational EBITDA  
Overall, the operational EBITDA  
margin* increased to 9.4% in 2024  
against 9.2% in 2023.  
■
Continued strength in power distribution grid segment  
■
Investments in medium-voltage capacity and acquisition  
Continued strength in power  
distribution grid segment driven  
by sustainable megatrends  
Demand in the power distribution  
grid segment continued at a satis-  
factory level in 2024 and NKT expe-  
rienced growth in both volumes and  
revenue. Demand was broad-based  
across various geographies and  
during the year, NKT entered and  
extended a number of long-term  
frame agreements, most notably  
in Denmark, the Netherlands, and  
France. The investments in addi-  
tional medium voltage capacity in  
Denmark, Sweden, and the Czech  
Republic progressed in line with  
plan during the year.  
of SolidAl  
The acquisition of SolidAl had  
■
Construction-exposed business stabilised at lower level  
limited impact on the operational  
EBITDA-margin in 2024 due to  
non-recurring costs of approxi-  
mately EUR 4m related to revalua-  
tion of inventories recorded in Q3  
2024. From Q4 2024, the acquisition  
of SolidAl contributed positively to  
the profitability of Applications and  
a positive impact on profitability is  
also expected going forward.  
Demand in the power distribution  
grid segment was at a satisfactory  
level across 2024.  
“We are well-positioned to continue to  
leverage our strong position in the low- and  
medium-voltage power cable markets in  
Europe. Future growth is expected to be  
driven by the extension and strengthening  
of existing power grids in order to meet  
structurally higher demand for electricity.  
In 2024, we have improved our financial  
performance, supported by increasing  
demand and positive effects from ongoing  
efficiency initiatives.  
Revenue in market prices amounted  
to EUR 1,237m in 2024, compared  
to EUR 1,116m in 2023.  
Continued growth  
in operational EBITDA  
Operational EBITDA amounted to  
EUR 64m, an increase of EUR 5m  
compared to 2023. The acquisition  
NKT has implemented various  
efficiency initiatives to improve  
profitability and production output  
in Applications. The gradual imple-  
Carlos Fernandez  
Executive Vice President, Head of Applications  
* Standard metal prices.  
 
40  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Service & Accessories  
Business line overview  
Germany, Poland, Sweden, the US,  
and the UK.  
Power cable services and accessories are  
important parts of the power cable value chain.  
The Service & Accessories business line is, to  
a high extent, dependent on the same market  
drivers as Solutions and Applications. Financial  
performance improved in 2024 with double-digit  
growth in both revenue and EBITDA. NKT is  
well-positioned to capitalise on further demand  
going forward.  
Service  
hubs  
Accessory  
factories  
Service & Accessories offers a vari-  
ety of both offshore and onshore  
power cable accessories and ser-  
vices to maximise the utilisation,  
reliability, and long-term perfor-  
mance of power cable systems.  
NKT develops, produces, and  
installs a wide range of high- and  
medium-voltage power cable  
NKT has service hubs globally.  
The main sites are in:  
The main accessory production  
sites are located in:  
accessories including power cable  
joints, connectors, and terminations  
used in offshore and onshore appli-  
cations, distribution and transmis-  
sion grids, and renewable energy  
generation projects. The acces-  
sories are produced at production  
sites in Germany and Sweden.  
■
■
Brøndby, Denmark  
Alingsås, Sweden  
■
■
NKT offers power cable services  
for both the offshore and onshore  
markets and is a trusted partner  
throughout the lifecycle of a power  
cable system. NKT has leading  
capabilities within repair, mainte-  
nance, and operations services.  
NKT’s service organisation is pre-  
dominantly located in Denmark,  
Gdansk, Poland  
Nordenham, Germany  
■
Karlskrona, Sweden  
■
Troisdorf, Germany  
Power cable  
accessory offerings  
Terminations  
Connect cable ends to  
consumers or overhead lines  
Connectors  
Connect cable ends to  
switchgear or transformer  
Joints  
Connect two cable ends  
 
41  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Market for power cable  
services and accessories  
Market overview  
Power cable accessories  
Power cable accessories  
Development of the accessories  
market is closely linked to the gen-  
eral development of high- and medi-  
um-voltage power cable markets.  
Development in the power cable  
accessories markets was mixed in  
2024. In the medium-voltage mar-  
ket, NKT had slightly lower sales  
compared to a strong comparison  
base in 2023 driiven by mixed  
developments across core markets.  
The high-voltage accessories mar-  
ket continued to develop favourably,  
driven by demand for high-voltage  
cable solutions and increased  
investments within renewable  
energy projects.  
Power cable services  
The onshore market is served by  
different providers, including local  
companies, multinationals, and  
some cable operators themselves.  
The market for onshore power cable  
repairs is driven by the need to  
maintain ageing infrastructure, par-  
ticularly legacy technologies such  
as oil-filled and gas-filled power  
cables, but also for grid modernisa-  
tion and extension.  
The market for medium-voltage  
power cable accessories is compet-  
itive, while fewer companies supply  
the more complex accessories  
required for high-voltage power  
cables. The reliability of the power  
grid is often determined by the  
quality of cable accesories and their  
installation.  
The offshore segment is character-  
ised by less competition, as only a  
limited number of companies can  
provide a reliable and comprehen-  
sive service offering. A growing  
number of offshore power cables  
will lead to increased demand for  
repair work in the years to come.  
The urgent need for service arises-  
ing from sudden failures supports  
the demand for service agreements  
with cable owners to ensure a fast  
process when required.  
Market Outlook  
Power cable services  
Market development in 2024  
Power cable services  
The service market is expected to  
continue to expand in the years  
ahead due to two major growth  
trends. Firstly, the growth in installa-  
tion of high-voltage power cables is  
expected to lead to higher demand  
for repair services. Simultaneously,  
ageing infrastructure is increasingly  
requiring extensive maintenance  
and ultimately decommissioning or  
replacement. Both are positive indi-  
cators of the level of future demand,  
Power grid modernisation and  
extensions continued to drive  
demand for services and service  
agreements in 2024. Offshore repair  
activity was at a high level, mainly  
driven by a large repair related to  
a legacy service agreement with  
lower than usual profitability. During  
the year, NKT also concluded other  
smaller repairs both onshore and  
offshore.  
and NKT sees particularly attractive  
growth for the offshore segment as  
both trends accelerate.  
and medium-voltage power cable  
accessories. In addition, initiatives  
to upgrade and maintain power  
grids are also contributing to the  
demand. These trends are set to  
continue and the market outlook in  
the years ahead is positive.  
Power cable accessories  
Both the energy transition and the  
continued electrification of societies  
are driving strong demand for high-  
 
42  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Financial  
development  
257m 29% 25m  
Revenue*, EUR  
(2023 EUR 200m)  
Organic growth  
(2023: -2%)  
Operational EBITDA, EUR  
(2023: EUR 19m)  
Revenue growth driven by the  
service business  
Increased operational EBITDA  
Operational EBITDA increased to  
EUR 25m in 2024, up EUR 6m com-  
pared to 2023. The increase was  
driven by the increased activity level  
and satisfactory execution in the  
Services business. The operational  
EBITDA margin improved to 9.7% in  
2024 compared to 9.3% last year.  
Profitability improved in the Service  
business despite 1H 2024 being  
negatively impacted by offshore  
repair work related to one legacy  
service agreement with an unusually  
low margin.  
High activity level in Service  
In 2024, both revenue and opera-  
tional EBITDA in the Service busi-  
ness improved compared to 2023.  
The activity level was high in both  
the onshore and offshore segments.  
During the year, NKT completed a  
number of smaller offshore repairs,  
including repair work on the Gemini  
Wind Park connection in the Neth-  
erlands.  
Ramp-up of capacity in  
Accessories business  
Highlights in 2024  
In 2024, revenue* for Service &  
Accessories increased by EUR  
57m compared to 2023. Revenue  
growth was driven by a good activ-  
ity level and satisfactory execution  
in both the onshore and the off-  
shore Service business. Revenue  
in the Accessories business was  
slightly below 2023. Organic growth  
amounted to 29%.  
Revenue and operational EBITDA  
in the Accessories business  
decreased slightly in 2024, mainly  
reflecting sligthly lower sales of  
medium-voltage accessories and  
continued ramp-up of HVDC acces-  
sories production capacity and  
capabilities.  
■
Double-digit growth in revenue and EBITDA  
■
High activity and satisfactory execution in the Service  
business  
■
Continued investment in the Accessories business  
“Cable services and accessories are  
essential to ensuring transmission  
and distribution security. In 2024, we  
have delivered substantial growth,  
and continued to execute on strategic  
initiatives, positioning Service &  
Going forward, structural growth  
trends are expected to positively  
impact NKT’s Accessories busi-  
ness. During 2024, to meet increas-  
ing demand, NKT has progressed  
on expanding capacity in Alingsås,  
Sweden. The expansion is on track  
and NKT expects that the new test  
hall will be completed in the first half  
of 2025.  
In addition, the Service business  
continued to expand its presence  
in the UK, the US, Poland, and  
Australia. Further, NKT continues  
to explore and introduce innovative  
new solutions for power grid own-  
ers.  
Accessories to benefit from the expected  
growth in the coming years”  
Axel Barnekow Widmark and Denis Schuler  
Executive Vice Presidents,  
Heads of Service and Accessories  
* Standard metal prices.  
 
43  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Governance  
44 Shareholder information  
46 Corporate Governance  
49 Board of Directors  
52 Group Leadership Team  
04  
 
44  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Shareholder structure  
The NKT A/S share is 100% free float with no  
dominant shareholders. At end-2024, the company  
had approximately 52,400 registered shareholders,  
compared to approximately 40,800 at end-2023. At  
end-2024, 96% of the total share capital was reg-  
istered, on par with the level at end-2023. 47% of  
the share capital was registered by Danish share-  
holders, while 49% was registered by shareholders  
outside of Denmark.  
Shareholder information  
NKT
A/S
shares  
At the end of 2024, the NKT A/S  
share price was DKK 514.50, com-  
pared to DKK 463.80 at end-2023.  
NKT A/S is a member of the OMX  
Copenhagen 25 Index and the Nas-  
daq Copenhagen Large Cap index.  
Dividend policy  
The average daily turnover in NKT  
A/S shares on all trading markets  
was EUR 31m in 2024, against EUR  
20m in 2023. The average daily  
trading volume was around 410,000  
shares in 2024, against around  
400,000 in the previous year. Nas-  
daq Copenhagen was the main  
trading market for the company’s  
shares with 37% of the total traded  
volume in 2024.  
The dividend policy of NKT A/S  
targets distribution of approximately  
one third of the net result for the  
year as dividend, provided that the  
capital structure allows this. Excess  
cash may be distributed as share  
buybacks or extraordinary divi-  
dends. No dividend payment is pro-  
posed in 2025 due to the planned  
continued execution of investments.  
The share price return was 11% for  
the period. In the same period, The  
corresponding dividend-adjusted  
share price returns for the compa-  
ny’s largest European competitors,  
Prysmian and Nexans, were 51%  
and 33%, respectively. The Danish  
OMXC25 index, adjusted for divi-  
dends, declined by 2% in 2024.  
The total share capital consists of  
53,720,045 shares, each with a  
nominal value of DKK 20, corre-  
sponding to a total nominal share  
capital of DKK 1,074,400,900  
(approximately EUR 144m).  
At end-2024, one NKT A/S investor had reported  
shareholdings of between 5.00–9.99%:  
■
Blackrock, Inc. (US), 5.26% (company announce-  
ment no. 11/2024)  
NKT A/S share price development in 2024  
NKT A/S Shareholders at end-2024  
4%  
900  
800  
700  
600  
500  
400  
300  
200  
47%  
49%  
Registered Danish shareholders  
Registered non-Danish shareholders  
Non-registered shareholders  
Dec  
2023  
Jan  
2024  
Feb  
2024  
Mar  
2024  
Apr  
2024  
May  
2024  
Jun  
2024  
Jul  
2024  
Aug  
2024  
Sep  
2024  
Oct  
2024  
Nov  
2024  
Dec  
2024  
NKT A/S, DKK  
OMX C25 (rebased), DKK  
Power cable peers (Prysmian and Nexans) (rebased)  
 
45  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
■
NKT A/S shares held by the  
Board of Directors and  
Executive Management  
shares during a four-week window  
NKT A/S is perceived as a pro-  
fessional, proactive, reliable,  
accessible, and transparent  
company  
In addition, NKT A/S meets with  
stakeholders at around 200-300  
yearly physical and virtual meetings  
in Denmark and internationally,  
while investors have an opportunity  
to meet the Board of Directors and  
the Executive Management at the  
company’s Annual General Meeting.  
NKT A/S shares  
– basic data  
following the publication of financial  
statements, provided that no inside  
knowledge is possessed.  
The members of the Board of Direc-  
tors held a total of 58,682 NKT A/S  
shares at the end of 2024, corre-  
sponding to a total market value of  
EUR 3.7m. Members of the Exec-  
utive Management team owned  
11,279 NKT A/S shares, equalling  
a market value of EUR 0.4m. As  
part of the long-term incentive  
programme, the Executive Man-  
agement team has been awarded  
performance shares.  
■
Investor relations  
Relevant IR information is shared  
with the Board of Directors  
ID code:  
Listing:  
DK0010287663  
NKT A/S seeks to maintain close  
dialogue with the market and its  
stakeholders by practising open,  
transparent, timely, and consist-  
ent communication. The aim is to  
ensure that:  
Nasdaq Copenhagen,  
part of the OMX C25 index  
■
Share liquidity and daily trading  
volume are high and a diversified  
shareholder base exists in terms  
of investment horizon, investment  
strategy, and geographical dis-  
tribution.  
Share capital:  
EUR 144m  
The Investor section on the NKT  
A/S website includes current and  
historical share information, pres-  
entations, and a list of financial ana-  
lysts who monitor the development  
in the company’s shares. Interested  
parties can also subscribe to news  
releases.  
(DKK 1,074m)  
Number of  
shares:  
53.7 million  
Nominal value: DKK 20  
Share classes:  
■
Timely, relevant, and consistent  
1
information is provided to all IR  
stakeholders to form the basis of  
a fair valuation of the NKT share  
price  
In connection with the release of  
interim and annual reports, an  
investor presentation is conducted  
as a live webcast. Financial ana-  
lysts, investors, the media, and  
other stakeholders are invited to lis-  
ten in and ask questions concerning  
the company.  
Persons deemed insiders and their  
relatives may only transact NKT A/S  
More shareholder information is  
available at investors.nkt.com  
Financial  
Calendar 2025  
Ownership of NKT A/S shares (at end-2024)  
19 Mar. Annual General Meeting  
09 May Interim Report, Q1 2025  
15 Aug. Interim Report, H1 2025  
19 Nov. Interim Report, Q1-Q3 2025  
Name  
# of shares  
Board members  
Jens Due Olsen  
51,891  
6,666  
125  
Rene Svendsen-Tune  
Stig Nissen Knudsen  
Executive management  
Claes Westerlind  
6,446  
4,833  
Line Andrea Fandrup  
 
46  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Corporate Governance  
Management Structure  
mid-2024, two employee-elected  
members were replaced by their  
alternates. Composition of the  
Board of Directors is outlined below.  
law, and finance. The Board of  
Directors has at least seven ordinary  
meetings annually.  
Corporate governance framework  
The NKT Group’s governance  
framework comprises the Board of  
Directors, the Executive Manage-  
ment of NKT A/S, and the Group  
Leadership Team. This structure  
ensures clear accountability and  
effective oversight of the company’s  
operations.  
Shareholders  
Governance Framework  
The Board of Directors has  
■
Six AGM-elected members:  
Board of Directors  
Three females and three males,  
with three residing in Denmark,  
two in Finland, and one in Ger-  
many.  
appointed a Chairmanship (Chair  
and deputy Chair) and has estab-  
lished five specialised committees to  
support its oversight responsibilities:  
Audit  
Committee  
Remuneration  
Committee  
Nomination  
Committee  
ESG  
Committee  
Tender  
Board  
■
See pages 49–51 for particulars  
of the Board of Directors  
Three employee-elected mem-  
■
bers: One female and two males,  
all residing in Denmark.  
Audit Committee: Oversees  
and see pages 52-53 for the  
Executive Management and  
Group Leadership Team.  
financial reporting, risk manage-  
ment, internal controls, compli-  
ance, and sustainability reporting.  
Executive Management  
Organisation  
Their nationalities include Danish,  
German, Finnish, and Dutch/Turkish.  
■
Board of Directors  
Remuneration Committee:  
The Board of Directors consists  
of nine members. Six members  
are elected annually at the Annual  
General Meeting (AGM), while three  
members are elected by Danish  
employees for a four-year term. At  
the March 2024 AGM, all six AGM-  
elected members were re-elected.  
The employee-elected members  
were elected during the ordinary  
elections in 2022. Connected to  
the divestment of NKT Photonics in  
Of the six AGM-elected members,  
one has served for over 12 years  
and is therefore not considered  
independent per Danish Corporate  
Governance Recommendations.  
Develops and monitors the com-  
pany’s remuneration policies.  
Applicable laws  
and regulations  
Corporate governance  
standards  
Business Code  
of Conduct  
■
Nomination Committee:  
Assesses Board and leadership  
team qualifications and oversees  
annual Board assessments.  
The Board of Directors brings an  
array of international experience  
spanning industry, renewable  
■
ESG Committee: Provides stra-  
energy, risk management, infra-  
structure, technology, strategy, large  
projects, sustainability, international  
tegic oversight of the company’s  
Environmental, Social, and Gov-  
ernance (ESG) initiatives.  
Page 46, Board of Directors, covers information to comply with ESRS 2 GOV-1, paragraph 21b.  
Pages 49-51, Board of Directors and pages 52-53, Group Leadership Team cover information to comply with ESRS 2 GOV-1, paragraph 21c and 23.  
 
47  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
■
unchanged from 2024. The level  
is deemed competitive and com-  
parable to that paid by Danish and  
European companies of similar size  
and complexity.  
Tender board: Large tenders are  
evaluated by a standing Tender  
board in accordance with the  
NKT authorisation governance.  
The Tender board comprises  
three board members and the  
executive management. Neither  
receive special remuneration for  
this work.  
Audit Committee  
accounting, treasury, currency and  
commodity hedging, insurance,  
financial resources, and tax.  
The Audit Committee monitors risk  
management, financial and sustain-  
ability reporting, regulatory com-  
pliance, and internal controls. Key  
responsibilities include:  
The Committee also supervises  
the compliance programme, which  
includes the NKT Code of Conduct  
and related training initiatives. A  
whistleblower scheme enables  
employees and business partners  
to report suspected irregularities.  
Reported incidents are reviewed by  
the Chair of the Audit Committee,  
and serious matters are investigated  
thoroughly. If substantiated, appro-  
priate measures are implemented.  
■
Board remuneration: Fixed fees  
■
Ensuring the integrity of financial  
approved annually. AGM-elected  
members do not participate in  
any of the company’s incentive  
plans.  
and sustainability reports.  
■
Applicable laws, regulations, stand-  
ards, and internal policies, including  
the NKT Code of Conduct, provide  
a foundation for governance.  
Monitoring internal controls and  
EuroSox compliance.  
■
Executive remuneration: A mix  
■
Overseeing auditor independence  
of fixed salaries and perfor-  
mance-based incentives tied to  
financial and strategic KPIs.  
and statutory audits.  
Committees  
■
The committees of the NKT Group  
are responsible for preparing and  
analysing matters within their respec-  
tive areas, ensuring thorough ground-  
work for decisions by the full Board of  
Directors. Committees do not make  
material decisions independently,  
except where specifically mandated  
by regulation. All committee activities  
and recommendations are reported  
to the Board of Directors on a recur-  
ring basis for review and approval.  
Supervising the company’s legal  
compliance program, cyberse-  
curity measures, whistleblower  
scheme, and enterprise risk man-  
agement program.  
All compliance-related activities and  
findings are regularly reported to  
the full Board of Directors, ensuring  
alignment and oversight.  
All parties must receive fair remu-  
neration which is commensurate  
with the duties assigned and which  
represents an attractive incentive for  
long-term commitment.  
The EuroSox framework ensures  
robust financial controls across  
all major subsidiaries, combining  
manual and automated systems  
to reduce material risks. Annual  
assessments are conducted to eval-  
uate the framework’s effectiveness.  
Remuneration Committee  
The Remuneration Committee sets  
and evaluates remuneration poli-  
cies for the Board of Directors and  
Executive Management, ensuring  
alignment with shareholder interests  
and strategic objectives. The fixed  
remuneration is set to be competi-  
tive but not excessive.  
See note 2.2 Staff costs in the finan-  
cial statements and the remunera-  
tion report published at investors.  
nkt.com/corporate-governance/  
statutory-reports  
Terms of reference for the  
Committees can be found at  
investors.nkt.com  
Nomination Committee  
The Audit Committee oversees  
corporate compliance with the  
company's policies and guidelines  
on risk management and financial  
reporting, covering areas such as  
This committee defines qualifica-  
tions for leadership roles and facil-  
itates annual Board assessments,  
conducted either internally or with  
external consultants. These assess-  
At the AGM in 2025 the company  
will propose that the remuneration  
for the Board of Directors will be  
 
48  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
mainly focusing on interaction with  
the Board and management’s com-  
petencies and performance. Find-  
ings are communicated to Executive  
Management by the Chair.  
ESG Committee  
Data Ethics  
NKT respects all relevant data  
developing responsible data-driven  
processes, and enhancing data pri-  
vacy practices as part of the overall  
data privacy compliance and data  
protection programme at NKT.  
NKT complies with the Corporate  
Governance Recommendations  
issued in December 2020. The  
company adheres to all 40 recom-  
mendations, demonstrating a strong  
commitment to transparency and  
accountability.  
ments evaluate Board effectiveness,  
competencies, and focus areas.  
The Board assessment for 2024  
was performed in January 2025.  
Every third year the Board assess-  
ment is facilitated with assistance  
from external consultants. All other  
years the Board assessment is facil-  
itated with internal resources. The  
Board assessment for 2024 was  
facilitated with internal resources.  
The ESG committee meets at least  
quarterly and has a standing slot in  
every ordinary Board of Directors  
meeting. Sustainability impacts,  
risks and opportunities, corporate  
polices, commitments, targets,  
strategies, sustainability budgets,  
and other matters on sustainability  
management are brought forward  
and discussed at the ESG commit-  
tee.  
which is received or collected from  
its employees, customers, and other  
stakeholders, and such data is han-  
dled in compliance with applicable  
laws and regulations and in accord-  
ance with high ethical standards.  
Target figure for the under-  
represented gender  
Corporate Governance  
Standards  
Diversity remains a priority, with  
a target of at least 40% female  
representation on the Board. This  
target was surpassed in 2024,  
achieving 50% female representa-  
tion among elected members.  
As a listed company on the Nasdaq  
Copenhagen Stock Exchange, NKT  
is subject to rules governing share  
issuers and the Danish Corporate  
Governance Recommendations.  
Further details are available in  
NKT’s Corporate Governance  
Report 2024 at investors.nkt.com  
NKT’s data ethics policy, introduced  
in 2021, governs the ethical handling  
of data in compliance with applica-  
ble laws. Key priorities include inte-  
grating data ethics into operations,  
The Board of Directors annually  
evaluates Executive Management,  
Board of Directors  
(20 meetings**)  
Audit Committee  
(8 meetings)  
Remuneration Committee  
(5 meetings)  
Nomination Committee  
(5 meetings)  
ESG Committee  
(6 meetings)  
Meetings in 2024  
Jens Due Olsen  
René Svendsen-Tune  
Karla Lindahl  
19/20  
19/20  
19/20  
18/20  
19/20  
17/20  
18/20  
11/11*  
11/11*  
5/5  
5/5  
6/6  
1/1  
7/8  
8/8  
Anne Vedel  
Andreas Nauen  
Nebahat Albayrak  
Pernille Blume Jørgensen  
Akos Frank  
5/5  
5/5  
6/6  
Jean Iversen  
*
elected/appointed during 2024.  
** Including the seven ordinary meetings and meetings on specific topics.  
 
49  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Board of Directors  
Jens Due Olsen  
René Svendsen-Tune  
Karla Lindahl  
Chair  
Deputy Chair  
Born 1981, Finnish national  
First elected in 2020  
Born 1963, Danish national  
First elected in 2006  
Not considered independent due to tenure  
Born 1955, Danish national  
First elected in 2016  
Considered independent  
Considered independent  
MA in EC Competition Law, 2009  
Master of Laws (LLM), 2005  
MSc Econ.,1990  
BSc Eng. (hons.)  
■
■
■
NKT Committees:  
ESG Committee  
Nomination Committee  
Nomination Committee, Chair  
Audit Committee  
■
Board of Directors’ annual base remuneration:  
NKT shares at 31 December 2024:  
DKK 1,125,000  
51,891  
DKK 750,000  
6,666  
DKK 375,000  
0
■
■
■
Other positions and directorships:  
Advantage Investment Partners A/S, Chair  
BørneBasketFonden (non-profit foundation), Chair  
KMD A/S, Deputy Chair  
Nilfisk Holding A/S, Deputy Chair  
Asetek A/S, Chair  
KONE Corporation, Executive Vice President for Europe  
■
■
■
■
European Energy, Chair  
■
■
■
■
■
■
■
Special qualifications:  
Industrial management  
Management of listed companies  
Economic and financial matters  
Risk management  
International management  
Management of listed companies  
Specialist expertise in technology, service businesses,  
large account sales and strategy development with  
sustainability focus  
International and industrial management  
Expertise in leading service and project business and operations  
Expertise in strategy development and execution as well as com-  
petition and corporate law  
■
■
■
■
Technology  
 
50  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Board of Directors  
Anne Vedel  
Born 1981, Danish national  
First elected in 2023  
Andreas Nauen  
Born 1964, German national  
First elected in 2017  
Nebahat Albayrak  
Born 1968, Dutch/Turkish national  
First elected in 2022  
Considered independent  
Considered independent  
Considered independent  
MSc International Technology Management, 2008  
MSc Mechanical Eng. 1991  
LLM International and European Law, 1993  
■
■
■
NKT Committees:  
Audit Committee  
Remuneration Committee, Chair  
Audit Committee, Chair  
ESG Committee, Chair  
Remuneration Committee  
■
■
Board of Directors’ annual base remuneration:  
NKT shares at 31 December 2024:  
DKK 375,000  
0
DKK 375,000  
DKK 375,000  
0
0
■
■
■
Other positions and directorships:  
Head of R&D, Vestas A/S  
Sandbrook Capital, USA, Operating Partner  
Havfram Holdco AS, Chair  
Green Hydrogen Systems A/S, Board member  
Semco Maritime A/S, Board member  
Fortum Oyj, Executive Vice President, Sustainability and  
Corporate Relations  
■
■
■
■
■
■
■
■
■
Special qualifications:  
Expertise in driving energy transition  
Senior leadership experience in the renewable energy industry  
International expertise in technology, sales and sustainable  
energy solutions  
International and industrial management  
Management of listed companies  
Financial expertise from project business applying IFRS  
Special expertise in technology, large infrastructure projects,  
renewable energy and wind power  
Senior leadership experience in the energy industry and energy  
transition  
International and industrial management  
Experience from the public and private sector  
■
■
■
■
■
■
Manage the development and design of new complex products  
Expertise in driving corporate sustainability strategy and  
and plant solutions for the wind industry  
performance  
■
Specialist in corporate Reputation Management and Branding  
Crisis management  
■
 
51  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Board of Directors  
Pernille Blume Simonsen  
Born 1983, Danish national  
Akos Frank  
Born 1984, German national  
Jean Iversen  
Born 1968, Danish national  
Elected by the employees, 2022  
Not considered independent due to employment with NKT  
Elected by the employees as an alternate board member in 2022  
Assumed the role of full board member in 2024  
Not considered independent due to employment with NKT  
Elected by the employees as an alternate board member in 2022  
Assumed the role of full board member in 2024  
Not considered independent due to employment with NKT  
Lean specialist  
NKT (Denmark) A/S  
Head of Strategic Projects & Legal Operations  
NKT Cables Group A/S  
Site Manager / Project Manager  
NKT (Denmark) A/S  
LLM in U.S. and Global Business Law, 2009  
University Diploma in International Nuclear Law, 2008  
Juris Doctor, 2008  
NKT Committees:  
Board of Directors annual base remuneration:  
NKT shares at 31 December 2024:  
Directorships and other positions:  
Special qualifications:  
DKK 375,000  
0
DKK 375,000  
125  
DKK 375,000  
0
 
52  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Group Leadership Team  
Executive Management  
Claes Westerlind  
President & Chief Executive Officer  
Line Andrea Fandrup  
Chief Financial Officer, Executive Vice President  
Will Hendrikx  
Chief Operating Officer / Deputy CEO  
Darren Fennell  
Executive Vice President, Head of HV Solutions Karlskrona  
Born 1982, Swedish national  
Born 1979, Danish national  
Born 1964  
Born 1975  
Joined NKT in 2017  
Joined NKT in 2020  
Joined NKT in 2020  
Joined NKT in 2012  
Education: MSc Mechanical Engineering, Chalmers  
University of Technology and Hong Kong University  
of Science and Technology  
Education: MSc Business Administration and Math,  
2004  
INSEAD Transition to General Management 2015  
Education: BSc in Engineering and Management  
(HTS, Netherlands)  
Education: Bachelor's degree in Construction Economics  
& Management  
NKT positions: Chief Executive Officer and Member  
of Executive Management 2023  
Chief Financial Officer and Member of Executive  
Management 2020  
Various senior positions within NKT since 2017  
Directorships: -  
Directorships: -  
NKT shares at 31 December 2024: DKK 4,833  
NKT shares at 31 December 2024: DKK 6,446  
Michael C. Hjorth  
Chief Commercial Officer  
Carlos Fernandez  
Executive Vice President, Head of Applications  
Born 1966  
Born 1971  
Joined NKT in 1995-2012 and in 2017  
Education: BSc EE + Maersk Young Manager’s  
programme  
Joined NKT in 2021  
Education: Bachelor of Mechanical Engineering (B.E.)  
(Universitat Politècnica de Catalunya), Postgraduate in  
Business Administration
(IESE Business School)  
 
53  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Group Leadership Team  
Anders Jensen  
Mark Skriver Nielsen  
Lukas Sidler  
Executive Vice President, Head of HV Solutions Cologne  
Born 1977  
Michael Yong  
Chief Strategy Officer  
Born 1974  
Chief Technology Officer  
Chief Legal Officer  
Born 1964  
Born 1968  
Joined NKT in 1993-2013 and in 2018  
Education: MSc in Electrical Engineering (Technical  
University of Denmark), BSc in Strategic Management and  
Business Development (Copenhagen Business School,  
Copenhagen)  
Joined NKT in 2019  
Education: Attorney and Master of Law (University of  
Copenhagen and Queen Mary University of London)  
Joined NKT in 2022  
Joined NKT in 2021  
Education: Business Administration with major in Industry  
and International Production, Zurich University of Applied  
Sciences  
Education: Juris Doctor (George Washington Law School, USA),  
International MBA (IE Business School, Spain), BSc Mechanical  
Engineering (University of Tennessee, USA)  
Kira Johnson  
Chief Human Resources Officer  
Born 1974  
Denis Schuler  
Executive Vice President, Head of Accessories  
Born 1973  
Axel Barnekow Widmark  
Executive Vice President, Head of Service  
Born 1977  
Joined NKT in 2021  
Joined NKT in 2023  
Joined NKT in 2020  
Education: MSc Political Science & Government,  
University of Copenhagen  
Education: Executive Master of Business Administration,  
Zurich University of Applied Sciences  
Education: MSc Engineering Physics from the Royal  
Institute of Technology  
 
54  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Sustainability statement  
56 General information  
76 Environmental information  
100 Social information  
110 Governance information  
05  
 
55  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Reader’s guide  
Environmental information (page 76)  
Social information (page 100)  
Governance information (page 110)  
NKT's sustainability statement  
NKT is committed to driving  
which establishes how the state-  
NKT puts strategic focus on the  
following four material topics, each  
of which are further detailed in sec-  
tions of their own:  
ments have been prepared includ-  
ing on specific circumstances and  
methodology.  
Climate change  
Own workforce  
Business conduct  
improved sustainability perfor-  
mance across the value chain. NKT  
supports the highest standards of  
transparency and harmonised sus-  
tainability reporting.  
EU Taxonomy  
Social responsibility in the value  
chain  
Resource use and circular economy  
■
Other environmental responsibilities in  
the value chain  
The general information section  
covers:  
Climate change  
■
Circularity  
■
Own workforce  
■
■
This section provides NKT’s sus-  
tainability statement, prepared in  
accordance with the disclosure  
requirements of the Corporate  
Sustainability Reporting Directive  
(CSRD) and the European Sustaina-  
bility Reporting Standards (ESRS).  
Basis for preparation  
Business conduct  
■
Sustainability governance  
■
Strategy and NKT's value chain  
NKT addresses topics that are  
assessed to be material only in  
the value chain from a due dili-  
gence perspective. These topics  
are disclosed in two consolidated  
chapters:  
■
Impact, risk and opportunity  
management  
Following NKT's double materiality  
assessment (DMA), the subsequent  
sections address material sustain-  
ability matters within NKT's opera-  
tions and value chain.  
It details NKT’s sustainability related  
activities and material sustainability  
matters.  
■
Other environmental responsi-  
bilities  
■
Other social responsibilities  
Structure of the sustainability  
statement  
NKT follows the ESRS reporting  
structure. The statement begins  
with a general information section,  
NKT addresses material topics in  
two separate manners: Topics with  
strategic focus and topics only  
material in the value chain.  
 
56  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General  
information  
57 Basis
for preparation  
59 Sustainability
governance  
62 Strategy,
business model, and value chain  
65 Impact,
risk, and opportunity management  
 
57  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Basis for preparation  
Basis for preparation  
None of the environmental, social  
and governance (ESG) metrics pre-  
sented in this statement have been  
validated by an external body, other  
than the assurance provider, PwC.  
Disclosures in relation to  
specific circumstances  
BP-2  
in the inaugural year. Furthermore, the  
data from previous annual sustain-  
ability statement cannot be directly  
compared with the data reported in  
the 2024 annual report. NKT’s base  
year of 2019 has been restated to  
incorporate the structural and meth-  
odological changes implemented in  
the 2024 sustainability statement. The  
restatement resulted in a decrease of  
NKT's total greenhouse gas (GHG)  
emissions (market-based) by 45%,  
primarily due to a revised methodol-  
ogy for calculating Scope 3, category  
11: Use of sold products (indirect).  
NKT has made significant efforts to  
ensure the accuracy and correct-  
ness of its data disclosures through  
the utilisation of primary measure-  
ment data and the centralisation of  
emission calculations.  
Presentation in the statement:  
General basis for  
preparation of  
sustainability statement  
BP-1  
Significant estimates  
and judgements  
NKT is required to comply with  
the CSRD and the ESRS as of  
the reporting period ending at 31  
December 2024.  
The scope of the sustainability  
statement is the same as for the  
financial statements, comprising the  
consolidated sustainability state-  
ment of NKT A/S and its subsidiar-  
ies (NKT Group).  
The employment of significant esti-  
mates and judgements is stated  
in the relevant sections. These  
sections include detailed explana-  
tions of the methodologies applied  
for these significant estimates and  
judgements.  
NKT makes use of the transitional  
provision available for metrics,  
which stipulates that certain metrics  
can be omitted or simplified during  
the initial reporting periods.  
Selected data points are partially  
based on estimates due to depend-  
ency on information from NKT’s  
suppliers. For these data points, a  
process has been implemented to  
evaluate and, if necessary, improve  
the accuracy of these estimates.  
In the inaugural year of compli-  
ance with the CSRD and ESRS  
requirements, NKT’s sustainability  
statement has undergone signifi-  
cant changes in the preparation of  
sustainability information to comply  
with the requirements set forth in  
the new legislation. These updates  
include an expanded scope, revised  
key performance indicators (KPIs),  
and enhanced data collection pro-  
cesses. Attempting to retroactively  
apply these standards is not feasi-  
ble and may result in data that lacks  
accuracy. NKT has assessed that  
such an approach would not enhance  
the value of the annual report. Conse-  
quently, this sustainability statement  
will not include comparative numbers  
SolidAl was included in NKT's sus-  
tainability statement, as well as pol-  
icies, actions, and targets, following  
the acquistion. For more details on  
the acquisition of SolidAl, refer to:  
Confidentiality  
NKT uses the option to omit the fol-  
lowing information: The overall total  
weight of products and technical  
and biological materials used during  
the reporting period; and the abso-  
lute weight of secondary reused or  
recycled components, secondary  
intermediary products and second-  
ary materials used to manufacture  
products and services (including  
packaging). The information is con-  
sidered confidential due to compet-  
itive reasons.  
Furthermore, NKT has made the  
following significant estimates and  
judgements:  
Accounting policies are included  
in the sections to which they relate  
in order to facilitate understanding  
of the content and the accounting  
treatment applied.  
Acquisition of SolidAl on  
page 19  
Disclosure  
Requirement  
Significant estimate  
and judgement  
Estimate/  
judgement  
The sustainability statement cov-  
ers upstream and downstream  
activities, as well as NKT’s own  
operations. The respective sections  
explicitly state when assets under  
operational control are included in  
the disclosures.  
E1-4  
Emission reduction progress  
Assets under operational control  
Scope 3 category 11  
Judgement  
Judgement  
Estimate  
Significant estimates and  
judgements  
Significant estimates and judge-  
ments are employed throughout this  
sustainability statement.  
E1-5, E1-6  
E1-6  
E5-4, E5-5  
E5-4, E5-5  
Data source  
Judgement  
Estimate  
Conversion of unit of measure  
 
58  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Basis for preparation  
Where can the  
information be found  
Disclosure requirement  
Page  
Incorporation by reference  
The table shows an overview of  
where information can be found  
relating to ESRS disclosures that  
have been incorporated by refer-  
ence and thereby outside of the  
sustainability statement. These  
disclosures can be found as part  
of the Management review or the  
Remuneration report.  
Market position, strategy, business model, and  
products and services (ESRS 2 SBM-1, paragraph 38,  
40a, 42a, b)  
Business organisation  
Corporate Governance  
11, 32  
46  
The role of the administrative, management, and  
supervisory body (ESRS 2 GOV-1, paragraph 21 b, c)  
The role of the administrative, management, and  
supervisory body (ESRS 2 GOV-1, paragraph 23)  
Board of Directors  
Group Leadership Team  
49-51  
52-53  
Integration of sustainability-related performance in  
incentive schemes (ESRS 2, paragraph 29a, b, e)  
Remuneration report  
4, 6-8  
 
59  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Governance  
Sustainability governance  
■
Role of the administrative,  
management, and  
supervisory bodies, and  
sustainability matters  
addressed  
The BoD consists of 4 female and 5  
male members. The gender diver-  
sity ratio is 0,8 female per male.  
There are 0 executive members,  
and 9 non-executive members, and  
56% are considered independent  
Board members.  
Accounting policy  
disclosures of sustainability matters.  
Important items are brought forward  
by the ESG Committee to the Board  
for information, consultation and  
if necessary, endorsement. The  
ESG Committee operates under its  
own Terms of Reference, which are  
accessible at:  
The role and responsibilities of the  
Board include:  
Ensuring sustainability initiatives  
drive long-term value, encourag-  
ing innovation and aligning busi-  
ness goals with environmental  
and societal needs.  
Gender diversity ratio  
The gender diversity ratio is calculated  
using the following formula:  
■
Integrating sustainability into  
NKT’s strategy, aligning with key  
ESG priorities and global frame-  
works, while setting clear goals  
for long-term impact.  
Number of females  
Number of males  
GOV-1, GOV-2, G1.GOV-1  
The GLT's role  
Composition  
The role and responsibilities of the  
GLT include:  
Independent Board members  
The percentage of independent  
Board members is calculated  
using the following formula:  
The governance structure at NKT,  
following Section 5(1)(20) of the  
Danish Companies Act, consists of  
two bodies:  
The GLT consists of 2 female and 11  
male members. The gender diver-  
sity ratio is 0,18 female per male.  
There are 2 executive members and  
11 non-executive members.  
■
Committee Composition on  
page 48  
Overseeing sustainability risks,  
■
opportunities, the implementation  
of due diligence processes, and  
progress toward targets by mon-  
itoring performance metrics and  
ensuring accountability.  
Translating NKT’s sustainability  
strategy into measurable goals  
and implementing them across  
the organisation.  
The ESG Committee consists of  
a Board member with executive  
level experience within ESG who is  
also the Chair of the Committee as  
well as the Board Chair. The Chief  
Executive Officer (CEO), the Chief  
Commercial Officer (CCO) and the  
Vice President of Group Sustain-  
ability serve the committee. The  
committee meets quarterly and has  
a standing slot in every ordinary  
Board meeting.  
Number of independent  
■
The Board of Directors (BoD) as  
Board members  
*100  
Total number of Board  
the supervisory body  
The BoD are further described in  
the management review, here:  
■
Integrating sustainability practices  
members  
■
■
The Group Leadership team  
Ensuring compliance with sustain-  
into daily operations.  
(GLT) as the administrative and  
management body  
Corporate governance  
on page 46  
ability regulations, including the  
CSRD, and alignment with Den-  
mark’s and the EU’s climate goals.  
■
Roles and responsibilities  
Identifying and managing sus-  
The ESG Committee serves as  
the central governing instrument  
of the Board on sustainability mat-  
ters while the Audit Committee  
oversees the integrity, processes,  
controls, the audit processes, and  
tainability risks while ensuring  
compliance with regulations such  
as the CSRD.  
The NKT BoD is accountable for the  
oversight on sustainability matters  
at NKT. The BoD is registered with  
the Central Business Register (CVR)  
for NKT A/S.  
■
Addressing stakeholder concerns  
and promoting transparency.  
■
Tracking ESG performance and  
■
Establishing relevant governance  
producing transparent, accurate  
sustainability reports aligned with  
global standards.  
structures and ensuring sustaina-  
ble practices.  
 
60  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Governance  
■
Promoting proactive sustainability  
about the expertise and skills of the  
Board, see:  
Safety-related measures in the  
culture, engaging employees, and  
providing training to support ESG  
goals.  
short-term incentive plan made up  
12% of NKT’s 2024 Group financial  
bonus targets. The safety-related  
measures are measured as the Rate  
of work-related accidents (RWA)  
and the Safestart program comple-  
tion rate. For more details on RWA  
and the Safestart program, see:  
Board of Directors on page 49  
■
Communicating sustainability  
Details on material sustainability  
matters can be found here:  
initiatives to stakeholders and  
forming partnerships to amplify  
impact.  
Double materiality assessment  
on page 65  
Access to expertise and skills  
within the Board  
The Board conducts annual eval-  
uations to ensure it has the right  
competencies, including sus-  
Health and safety actions on  
page 102  
Incentive schemes and  
remuneration policy  
GOV-3  
NKT currently has no climate-  
related criteria for their incentive  
schemes in 2024.  
tainability. The latest assessment  
in January 2024 confirmed that  
the Board collectively possesses  
expertise in, among other aspects,  
sustainability. These evaluations  
help identify competency gaps and  
support succession planning. This  
also ensures that the collective  
skills and knowledge of the Board  
are sufficient to effectively manage  
material impacts, risks and oppor-  
tunities. The Board will engage the  
ESG committee whenever strategic  
changes are anticipated to impact  
ESG-related topics. To read more  
Information on the remuneration  
policy as well as long-term and  
short-term incentive schemes for  
the Board and Executive Manage-  
ment can be found in the Remuner-  
ation Report 2024 here:  
Remuneration report 2024  
The short-term incentive plan for  
Executive Management includes  
measures related to diversity and  
inclusion together with health and  
safety.  
 
61  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Governance  
Statement on due diligence  
GOV-4  
Risk management and  
internal controls over  
sustainability reporting  
GOV-5  
based on ESRS requirements for  
sustainability data, which are pre-  
sented in the sustainability state-  
ment.  
processes and is subject to a com-  
prehensive review process.  
NKT will continue improving the  
design of the internal control and  
risk management systems for sus-  
tainability reporting. NKT recognises  
that these systems are not yet as  
mature as those for financial report-  
ing. Therefore, NKT is committed  
to improving them to ensure that its  
sustainability reporting continue to  
present a true and fair view of NKT's  
performance, free from material  
misstatements, and in compliance  
with current legislation.  
Due diligence plays an important  
role for NKT in managing risks and  
ensuring informed decision-mak-  
ing. NKT's work with due diligence  
builds trust with stakeholders,  
demonstrating commitment to  
responsible business practices.  
Furthermore, NKT has a clear and  
defined governance for sustainabil-  
ity which ensures key risks are pre-  
sented to and tracked by the Audit  
and ESG committees. For details on  
the sustainability governance, see:  
NKT has implemented mitigating  
processes and internal controls to  
manage risks associated with its  
sustainability reporting, such as  
material misstatements arising from  
human errors and incomplete data.  
In addition to its comprehensive  
internal accounting guidelines,  
NKT performs monthly reviews of  
the environmental sustainability  
data, which is collected through a  
dedicated sustainability reporting  
software. Social and Governance  
data is collected through separate  
Sustainability governance on  
page 59  
NKT’s due diligence approach is  
outlined in different sections of this  
report.  
NKT has adopted comprehensive  
internal accounting guidelines  
Pages in the  
sustainability  
statement  
Core elements of due diligence  
a) Embedding due diligence in governance, strategy,  
and business model  
62  
111  
b) Engaging with affected stakeholders in all key steps  
of the due diligence  
67  
74  
c) Identifying and assessing adverse impacts  
74  
d) Taking actions to address those adverse impacts  
98-99  
107-109  
111-113  
e) Tracking the effectiveness of these efforts and communicating  
106  
108-109  
111-113  
 
62  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Strategy  
Strategy, business model,  
and value chain  
SBM-1  
Strategy  
NKT’s corporate strategy, particu-  
larly in the areas of decarbonisa-  
tion and circularity, reflects NKT’s  
material topics from the DMA.  
Furthermore, the social aspects  
of the strategy are connected to  
social standards and material  
topics, ensuring a comprehensive  
approach to sustainability.  
are concentrated where they can  
have the most significant impact.  
The corporate strategy, "ReNew  
BOOST," integrates sustainability  
across all three pillars, with the third  
pillar, "Let's drive sustainability,"  
focusing on:  
Business model, products,  
and services  
Information on NKT’s business  
model, strategy, products, and ser-  
vices can be found in the manage-  
ment review here:  
■
Decarbonisation  
and climate action  
■
Circularity  
■
A fair, inclusive,  
NKT has not set sustainability-re-  
lated goals that are specifically  
assigned to significant groups of  
products and services, customer  
categories, geographical areas,  
or relationships with stakeholders.  
However, NKT adopts a strategic  
approach to value chain decar-  
bonisation by prioritising specific  
commodities. This focused strategy  
emphasises key materials such as  
copper, aluminium, PVC, XLPE,  
steel, and lead, ensuring that efforts  
NKT Strategy on page 23  
and safe workplace  
■
Responsible business  
Business line organisation on  
page 32  
This approach considers employ-  
ees, communities, and the corpo-  
rate value chain. NKT aims to drive  
sustainability while capitalising on  
opportunities from the broader  
sustainability transition. Additionally,  
NKT aspires to be an active partner  
and change agent in an accelerated  
transition.  
For more information on employees  
by geographical area, see:  
Characteristics of employees  
on page 104  
 
63  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Strategy  
Value chain  
Upstream  
Own operations  
Downstream  
Extraction of  
raw materials  
Oil for plastics  
and metal ores  
Refining of  
raw materials  
Fabrication of raw  
Cable  
manufacturing  
Cable laying & installation  
Sea and land  
Power generation  
Facilitating the  
transmission  
of clean energy  
(wind, solar, and  
hydro)  
Transmission  
& distribution  
Enabling the  
transmission  
of clean energy  
(wind, solar, and  
hydro)  
End user  
Distributing energy  
to buildings and  
for charging  
materials for end use  
infrastructure  
Recycling of materials that can be used to replace  
virgin materials in fabrication. This can be in NKT’s  
value chain as well as other industries  
NKT has a service  
agreement with  
customers to repair  
faulty or broken parts  
 
64  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Strategy  
agement, which are then combined  
at the group level.  
external input on the strategy, the  
views and interests of stakeholders  
are considered implicitly. This hap-  
pens naturally through the numer-  
ous interfaces and relationships that  
the business lines and functions  
maintain with external parties.  
ness model, even if they are not  
directly consulted. This approach  
allows NKT to stay connected with  
its stakeholders and adapt to their  
needs and expectations, while still  
maintaining a clear and cohesive  
strategy developed internally.  
stakeholder involvement. This  
Double materiality assessment  
Interests and views  
of stakeholders  
SBM-2  
involves gathering insights from  
various stakeholders in the value  
chain, such as suppliers, custom-  
ers, affected communities, and  
workers. These views are crucial for  
the DMA, which in turn shapes the  
sustainability strategy. More details  
on stakeholder involvement in this  
assessment can be found here:  
on page 65  
These business lines and functions  
have many interactions with external  
stakeholders, such as customers,  
suppliers, investors, and partners.  
Through these interactions, the  
business lines gather valuable  
Through these comprehensive  
stakeholder engagement efforts,  
NKT continues to build strong, col-  
laborative relationships that support  
its long-term business goals.  
NKT uses a bottom-up approach for  
strategy development. This means  
that the business lines and func-  
tions within the company develop  
their own strategies with guidance  
from the BoD and executive man-  
In this way, NKT ensures that the  
perspectives of stakeholders are  
reflected in its strategy and busi-  
For sustainability-related strategy  
elements, NKT's double materi-  
ality approach includes extensive  
insights and feedback. Although  
NKT does not specifically ask for  
Some key stakeholder groups and how they have been involved  
Customers  
Investors  
Employees  
Suppliers  
Membership in organisations  
NKT is an active participant in various  
member organisations, allowing the  
company to stay at the forefront of industry  
developments and collaborate on key  
initiatives.  
NKT's commitment to customer satisfaction  
is reflected in regular meetings with  
customers, where their needs and how the  
company can better serve them is  
discussed.  
NKT holds regular investor meetings to  
provide transparency, share its strategic  
vision, and gather valuable insights from  
investors.  
NKT actively seeks feedback from its  
NKT maintains strong relationships with its  
suppliers, engaging with them to ensure  
mutual, sustainable growth and adherence  
to sustainability standards.  
employees through regular employee  
surveys, fostering an inclusive and  
responsive workplace culture.  
 
65  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
The results of the double materiality assessment can be found in the matrix  
Impact, risk, and  
opportunity management  
Environment  
Social  
Governance  
Double materiality assessment process  
IRO-1, IRO-2, SBM-3  
Climate change  
In 2024, NKT conducted a DMA to understand the impacts, risks, and opportunities (IROs)  
associated with its business. This assessment followed a structured approach, aligning with  
the European Financial Reporting Advisory Group (EFRAG) guidelines and the ESRS.  
Resource use  
and circular economy  
Own workforce  
Business conduct  
Materiality  
threshold  
Workers in  
the value chain  
1
3
2
Assessing  
impacts, risks, and  
opportunities  
Biodiversity and ecosystems  
Identifying  
impacts, risks, and  
opportunities  
Defining context  
and scope  
Affected  
community  
Topics only  
material in the  
value chain  
Pollution  
Water and marine  
resources  
Consumers  
and end-users  
4
5
6
Calibrating with  
internal  
Determining  
materiality  
Endorsement  
by board and  
management  
Low  
Impact materiality  
High  
stakeholders  
Materiality  
threshold  
 
66  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
balanced approach was estab-  
lished through collaboration with  
the assessment team, participants  
in calibration workshops, and  
senior management, and was con-  
firmed through various stakeholder  
engagement discussions.  
The results of the DMA will be  
taken into account in updating the  
business strategy and supporting  
initiatives. The DMA will be updated  
annually.  
sustainability matters found in ESRS  
1 AR16 were used covering ESG  
sustainability matters. Based on this  
list, an evaluation matrix was devel-  
oped for all sustainability matters  
and covering key screening criteria:  
impact and financial materiality.  
The assessment excluded mitiga-  
tion actions as recommended by  
EFRAG.  
4. Calibrating with  
internal stakeholders  
1. Defining context and scope  
In 2024, NKT initiated the DMA by  
establishing the context and scope.  
This foundational step involved  
mapping activities, products, ser-  
vices, and locations, and describing  
how these elements are intercon-  
The fourth step of the process  
included calibration and validation  
of scoring of IROs through internal  
workshops. Here, IROs were pri-  
oritised based on relevance and  
impact. The calibration of topics  
included discussions on dependen-  
cies and how to account for them  
during the assessment.  
Impacts were scored using char-  
acteristics such as scale, scope,  
irremediability (for negative impacts),  
and likelihood (for potential impacts).  
For potential negative human rights  
impacts, severity took precedence  
over likelihood. The human rights  
risk assessment and the climate risk  
assessment, were used as input  
to assess and score potential and  
actual impacts.  
Stakeholder involvement  
■
in the DMA  
nected within the business model.  
Which type of IRO is it?  
Relevant disclosure requirements  
and data points were determined  
based on material matters at a sub-  
sub-topic level. Then, the materiality  
of information to define the scope  
of reporting was applied on met-  
rics. Data points with transitional  
options have been used. All sig-  
nificant information to meet users'  
decision-making needs have been  
reported on.  
During the DMA process NKT  
engaged with a variety of stakehold-  
ers to gather insights. This process  
included interviews and dialogues  
with external stakeholders, including  
suppliers, customers, and Non Gov-  
ernmental Organisations (NGOs).  
A value chain mapping including a  
■
spend analysis was conducted to  
Where in the value chain is the  
IRO located (upstream, own  
operations, or downstream)?  
prioritise key suppliers and mate-  
rials. By categorising suppliers  
based on economic relevance and  
potential impact, high-risk materials  
such as copper, aluminium, steel,  
lead, XLPE, and PVC were identi-  
fied. This analysis helped map the  
upstream value chains, focusing on  
key commodities. The downstream  
value chain focuses on key markets  
and customer segments. For more  
information, see:  
5. Determining materiality  
In the fifth step of the process,  
materiality was determined. The  
materiality threshold was set at 50%  
of the possible scale between 0 to  
25 at 12.5, for both impact materi-  
ality and financial materiality. The  
materiality threshold has been set  
by considering two key aspects:  
Transparency and uncertainty. NKT  
aims to provide stakeholders with  
clear insights into its impacts, risks,  
and opportunities, ensuring that  
the threshold does not obscure  
transparency. Given the significant  
uncertainty associated with these  
assessments, the threshold is set  
to avoid deeming a topic material  
without sufficient knowledge. This  
All sustainability matters were  
screened across criteria to iden-  
tify which IROs might be material  
based on the defined context and  
scope. The previous DMA, desk-  
top research, databases, reports,  
and stakeholder input constituted  
the key sources that informed the  
screening process.  
As part of the DMA, stakeholder  
interviews were held to validate  
and enhance its findings. The initial  
hypotheses on IROs were derived  
from desktop research, which were  
then presented to stakeholders for  
input. This process allowed for the  
incorporation of specific contextual  
details into NKT's general obser-  
vations. For accuracy insurance,  
new data from stakeholders was  
then cross-verified against the initial  
research. This method confirmed  
that conclusions were comprehen-  
sive and robust.  
Financial risks and opportunities  
were scored based on financial  
magnitude and likelihood, with the  
financial effects quantified through  
integration with the Enterprise Risk  
Management (ERM) model. The  
scoring was partially aligned with  
ERM, with plans to further integrate  
sustainability matters into the ERM  
going forward.  
6. Endorsement by board  
and management  
The results of the DMA were pre-  
sented to senior management for  
final validation and to the BoD for  
endorsement. The reporting phase  
ensured transparency and accuracy  
in addressing significant sustainabil-  
ity matters across NKT's operations  
and value chain.  
Strategy, business model, and  
value chain on page 62  
3. Assessing IROs  
During the third step of the process,  
the potential and actual negative  
and positive impacts, as well as  
financial risks and opportunities  
over various time horizons were  
assessed and scored. Scoring fol-  
lowed EFRAG guidance to assess  
2. Identifying IROs  
The second step of the DMA  
involves identifying the IROs. Fol-  
lowing the recommendations and  
guidelines of EFRAG, the list of  
All characteristics were scored, cre-  
ating a possible scale of 0 to 25.  
 
67  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
ensured that it enhanced desktop  
analyses with stakeholder data on  
different topics such as workers in  
the value chain.  
and their multi-stakeholder organi-  
sation structure.  
Purpose of engagement  
The stakeholder engagement pro-  
cess aimed to qualify and validate  
observations on impacts, risks,  
and opportunities, gather detailed  
information specific to NKT’s supply  
chain, and ensure a comprehensive  
understanding of the value chains  
and their associated impacts. This  
engagement process helped iden-  
tify and prioritise material topics,  
ensuring a thorough understanding  
of both upstream and downstream  
impacts.  
Employees: Employees partici-  
pated in internal workshops where  
they contributed to the calibration  
and validation of impacts, risks, and  
opportunities. These workshops  
allowed employees to discuss and  
evaluate the relevance and impact  
of different material topics, ensuring  
their insights and perspectives were  
integrated into the assessment.  
Customers: Customers were  
interviewed to identify potential  
and actual IROs in the downstream  
value chain. The selection ensured  
that NKT covered customers across  
all business lines and key customer  
segments. This approach enhanced  
its findings with customer input  
across the downstream value chain.  
Common themes and concerns  
raised  
Stakeholders engaged  
Affected stakeholders: NKT rec-  
ognises the importance of engaging  
with affected stakeholders such as  
affected communities and work-  
ers in the value chain, especially  
regarding human rights. The DMA  
process included engagement with  
third-party organisations such as  
The Initiative for Responsible Min-  
ing Assurance (IRMA), the Copper  
Mark, and the Danish Human Rights  
Institute, which have been used as  
proxies for affected communities  
and stakeholders. Interview part-  
ners have been selected for their  
overall knowledge of human rights  
Stakeholders emphasised the  
importance of decarbonisation and  
circularity, and highlighted the need  
for addressing human rights issues  
and improving working conditions  
in the value chain. These themes  
reflect a broad range of concerns  
and priorities, all of which are  
important for NKT's strategy and  
operations.  
Engaging in dialogues with external  
stakeholders is crucial for NKT.  
These dialogues ensure that NKT  
remains transparent and responsive  
to the concerns of its suppliers,  
customers, and affected stakehold-  
ers.  
Suppliers: Suppliers were inter-  
viewed to identify potential and  
actual IROs in the upstream value  
chain of key materials. NKT focused  
on conducting interviews with  
stakeholders across all key mate-  
rial supply chains. This approach  
The Board has been informed about  
stakeholder engagement in the  
DMA process.  
 
68  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
Material impacts, risks, and opportunities  
SBM-3  
Climate change  
E1  
Resource use and circular economy  
E5  
Time  
horizon  
Time  
horizon  
Sustainability matter  
IRO type  
Sustainability matter  
IRO type  
Climate change mitigation  
Resource inflows, including resource use  
NKT's operations and value chain contribute to greenhouse gas emissions.  
Emissions arise from fossil fuel use in manufacturing and installation, and from key  
materials like conductor metals and insulation. These supply chains are difficult to  
decarbonise. Additionally, NKT power cables are part of an energy system that is not  
yet fully decarbonised.  
Actual  
negative  
impact  
All  
NKT uses significant amounts of virgin materials with environmental impacts. The  
material flow is mostly linear.  
Actual  
negative  
impact  
All  
All  
Resource inflows with adverse negative effects on people and environment can cause  
reputational damage and resource shortages, affecting production. Resource shortages  
from mines pose a risk to production.  
Financial  
risk  
Climate change necessitates an energy transition, making power cables essential  
infrastructure. This presents a commercial opportunity for NKT. NKT's diverse cable  
range supports this transition, boosting market position and stakeholder confidence.  
Financial  
opportunity  
Medium  
and  
long-term  
Resource outflows related to products and services  
If decarbonisation efforts fall short of Net Zero Emission goals or the Paris Agree-  
ment, demand for energy transition technologies, including NKT's, could decline due  
to unfavorable policies.  
Financial  
risk  
Medium  
and  
long-term  
The materials used by NKT follow a linear system, from extraction to end-of-life.  
Power cables last up to 40 years, but many remain in place as potential resources  
despite recycling technologies.  
Actual  
negative  
impact  
All  
Demand for circular products is rising, making product footprint crucial for custom-  
ers. Failing to improve circularity can lead to missed opportunities.  
Financial  
risk  
Medium-  
term  
Energy  
NKT's operations and value chain rely on fossil fuels, generating greenhouse gas  
emissions. This includes natural gas in production, fossil fuels for cable-laying, and  
energy-intensive processes by metal and plastic suppliers.  
Actual  
negative  
impact  
All  
All  
Waste  
Mining metal ores generates waste and by-products, impacting the environment.  
Actual  
negative  
impact  
All  
NKT faces risks from energy supply availability and price fluctuations, impacting  
operations and suppliers. The energy transition increases demand for power cables,  
but this demand depends on the transition's pace.  
Financial  
risk  
Climate change adaptation  
NKT has identified both acute risks, like extreme weather events, and chronic  
climate-related physical risks that could impact company assets, operations, and  
supply chain.  
Financial  
risk  
All  
 
69  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
Pollution  
E2  
Biodiversity and ecosystems  
E4  
Time  
horizon  
Time  
horizon  
Sustainability matter  
IRO type  
Sustainability matter  
IRO type  
Pollution of soils  
Impacts on the extent and condition of ecosystems  
Mining can cause heavy metal contamination, harming soil, ecosystems, and human  
health.  
Actual  
negative  
impact  
All  
All  
All  
Mining degrades land, causing habitat destruction, fragmentation, and wildlife  
displacement.  
Actual  
negative  
impact  
All  
All  
All  
Pollution of water  
Direct impact drivers of biodiversity loss  
Mining wastewater can pollute water sources, affecting aquatic life and human health.
Actual  
negative  
Mining contributes to biodiversity loss through habitat destruction and ecosystem  
changes.  
Actual  
negative  
impact  
impact  
Pollution of air  
Impact on the state of species  
Smelting and refining raw materials for NKT's products releases air pollutants,  
degrading air quality and posing health risks.  
Actual  
negative  
impact  
Mines in natural habitats cause significant species impacts, including habitat destruc-
Actual  
tion and fragmentation.
negative  
impact  
Water and marine resources  
E3  
Time  
horizon  
Sustainability matter  
IRO type  
Water  
Mining and metal processing require significant water, impacting local water sources  
and the hydrological cycle.  
Actual  
negative  
impact  
All  
 
70  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
Own workforce  
S1  
Affected communities  
S3  
Time  
horizon  
Time  
horizon  
Sustainability matter  
IRO type  
Sustainability matter  
IRO type  
Equal treatment and opportunities for all /  
Training and skills development  
Communities' civil and political rights  
Human rights defenders protecting communities from the impacts of industrial  
activities, such as mining, face violations and threats.  
Actual  
negative  
impact  
All  
All  
All  
Equipping employees with necessary skills ensures they can effectively contribute to  
the company's ambitions and align with its strategic goals.  
Actual  
positive  
impact  
All  
All  
Particular rights of indigenous communities  
Working conditions / Health and safety  
Mining activities in indigenous regions cause environmental conflicts with local  
communities.  
Actual  
negative  
impact  
Health and safety risks in cable manufacturing can impact market perception if not  
managed well. Customers and stakeholders consider this information when selecting  
suppliers.  
Financial  
risk  
Communities' economic, social, and cultural rights  
Working conditions / Health and safety  
Mining affects communities by reducing water availability, displacing people, and  
causing land impacts.  
Actual  
negative  
impact  
There are inherent health and safety risks associated with the manufacturing of  
cables. If not mitigated, the consequences of hazards can result in severe injuries for  
the individual employee.  
Actual  
negative  
impact  
All  
Workers in the value chain  
S2  
Time  
horizon  
Sustainability matter  
IRO type  
Working conditions / Health and safety  
Workers in NKT's value chain face significant health and safety risks in the mining,  
smelting, and refining of metals.  
Actual  
negative  
impact  
All  
 
71  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
Business conduct  
G1  
Time  
horizon  
Sustainability matter  
IRO type  
Corruption and bribery  
Corruption is prevalent in countries where mining activities take place. Corruption in  
these high-risk locations within NKT's supply chain causes societal harm in those  
regions and therefore leads to negative impacts.  
Actual  
negative  
impact  
All  
Political engagement and lobbying activities  
NKT's supply chain may face human rights and environmental issues due to insuffi-  
cient government oversight, leading to potential labour rights violations and environ-  
mental degradation.  
Actual  
negative  
impact  
All  
All  
NKT actively advocates for policy changes to accelerate the energy transition, sup-  
porting initiatives aimed at speeding up the shift to clean energy sources.  
Actual  
positive  
impact  
 
72  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
The processes to identify  
and assess material  
impacts, risks, and  
opportunities  
E1.IRO-1, E1.SBM-3, E2.IRO-1, E3.  
IRO-1, E4.IRO-1, E5.IRO-1, G1.IRO-1,  
E4.SBM-3  
process. The assessment on these  
topics focused on the high-risk  
materials that were identified during  
the DMA.  
NKT did not identify any systemic  
risks. No specific mitigation meas-  
ures have been implemented in  
terms of impacts on biodiversity and  
ecosystems.  
Stakeholder input from supplier to  
customer complemented the assess-  
ment of climate-related impacts,  
helping to set general observations  
into a more NKT-specific context.  
The selected time horizons are pri-  
marily aligned with best practices in  
climate science over the lifetime of  
assets, strategic planning, or capital  
allocation plan.  
The assessment was based on the  
geospatial location of the sites and  
it focused on the exposure of assets  
to chronic and acute climate risks at  
high-emission climate scenarios and a  
1.5°C scenario based on the following  
Biodiversity and ecosystems  
NKT has identified a negative  
impact within the sub-topic  
NKT has not identified transition  
and physical risks or opportunities  
related to biodiversity and ecosys-  
tems and NKT has not concluded  
that it is necessary to implement  
biodiversity mitigation measures.  
To read more about climate change  
see:  
Climate risks and opportunities  
have been integrated into NKT’s  
enterprise risk management system  
alongside other corporate risks  
and are reviewed and evaluated  
annually.  
IPCC  
1 climate scenarios:  
■
To identify and assess material IROs  
NKT used the process and method-  
ology outlined in the DMA process.  
"Impacts on the extent and condi-  
tion of ecosystems". Mining is a land  
degradation activity and the nega-  
tive impact is therefore high.  
1.5°C Scenario (RCP2.6/SSP1-2.6)  
2-3°C Scenario (RCP4.5/SSP2-4.5)  
4°C Scenario (RCP8.5/SSP5-8.5)  
■
■
Climate change on page 77  
Climate-related risks and  
opportunities  
To read more about stakeholder  
engagement including affected  
stakeholders in the DMA, see:  
NKT has assessed six production  
sites as having very high or high cli-  
mate-related risks. These sites are:  
NKT conducted an environmental  
impact assessment, identifying two  
sites in Karlskrona in a biodiveristy  
sensitive area (0-500m) and six sites  
near a biodiversity sensitive area  
(500m-5km). The analysis revealed  
that no negative impacts have been  
determined based on the site-specific  
environmental impacts assessment.  
The DMA showed that biodiversity  
matters are not material to NKT's own  
operations but negative impacts were  
identified within the value chain.  
Climate-related impacts  
NKT determined the severity of its  
impact on climate based on:  
The specific financial risk that may  
arise for NKT due to a changing  
climate has been determined in a  
climate risk assessment (resilience  
analysis). This was supplemented  
by an assessment of climate-related  
opportunities. Both assessments  
have provided input to the DMA and  
the climate transition plan.  
The resilience analysis aligns with  
the NKT emission reduction targets  
and climate change actions. The  
near-term target matches the short-  
term horizon and the net-zero target  
aligs with the medium-term horizon.  
■
Stakeholder involvement in the  
DMA on page 66  
Karlskrona, Sweden - coastal flood  
■
■
GHG emissions data across  
Asnaes, Denmark - coastal flood,  
scopes.  
severe windstorm  
■
■
No assets and activities have  
Energy consumption data from  
Velke Mezirici, Czech - River flood  
■
been formally screened, related to  
resource use and circular economy,  
pollution, and water and marine  
resources, in order to identify actual  
and potential impacts, risks, and  
opportunities in own operations and  
upstream and downstream value  
chain. This has not been performed  
as the topics have been assessed  
and screened throughout the DMA  
own operations.  
Climate risk assessment  
Nordenham, Germany - Sea level  
■
Available data on energy con-  
rise, coastal flood, severe wind-  
storm  
sumption in the value chain, for  
example from Lifecycle Assess-  
ments (LCAs), or sector decar-  
bonisation approaches (SDAs) for  
key commodities.  
Physical climate risks  
■
Time horizons  
NKT has assessed physical cli-  
mate-related risks in three steps:  
Drammen, Norway - River flood  
■
NKT’s climate risk assessment  
assessed physical and transition  
risks over three time horizons:  
Runcorn - Severe windstorm,  
coastal flood  
■
Production sites (own operations)  
■
■
No dependencies on biodiversity and  
ecosystems at NKT's site locations  
and in the value chain were identified.  
Other desktop research data  
Non-production sites (own oper-  
These sites have either developed or  
are developing adaptation plans and  
measures to address these risks to  
current and future assets.  
■
(e.g. MSCI, SASB, supplier, peer  
and customer corporate reports,  
research reports).  
Short-term/current: Current – 2030  
ations)  
■
■
Medium-term: 2030 – 2050  
Key suppliers (supply chain)  
■
Long-term: 2050 and beyond  
1
IPCC and IEA climate scenarios are constrained by uncertainties in modeling, assumptions, tipping points, and energy transitions, necessitating careful interpretation and refinement.  
 
73  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
■
■
Transition climate risks  
Net Zero Emissions (NZE) by  
2050 Scenario: This scenario  
outlines a pathway to achieve  
The grid expansion of transmis-  
sion and distribution grids  
NKT used the following categories  
based on the Task Force on Cli-  
mate-related Financial Disclosures  
(TCFD) to map salient transition  
risks: Policy and legal, technology,  
market, and reputation, and sce-  
narios of the International Energy  
Agency (IEA).  
■
net zero CO2 emissions by 2050,  
focusing on rapid deployment of  
clean energy technologies and  
significant policy actions to limit  
global temperature rise to 1.5°C  
Projected average annual invest-  
ment in grids and renewables  
There is a high demand for electric-  
ity grid expansion and replacement,  
and therefore a significant potential  
financial opportunity for NKT as a  
power cable manufacturer across  
IEA scenarios.  
The IEA scenarios provide a com-  
prehensive and credible framework  
for understanding future energy  
trends. The IEA's Global Energy  
and Climate (GEC) Model explores  
various scenarios based on different  
assumptions about the evolution of  
the energy system.  
NKT has utilised the following IEA1  
scenarios assessing transition risks  
in the climate risk assessment:  
NKT aligns its strategies with the  
anticipated developments in energy  
infrastructure and the shift towards  
sustainable energy systems.  
■
Stated Policies Scenario (STEPS):  
This scenario projects future  
energy trends based on current  
policies and measures already  
in place, providing a baseline for  
comparison  
High risks were identified for the  
market and reputation risk catego-  
ries in the NZE scenario.  
There are no critical climate-related  
assumptions made in the financial  
statements.  
■
Announced Pledges Scenario  
(APS): This scenario considers  
the impact of all announced pol-  
icy commitments and targets,  
assessing how these pledges  
shape future energy trends  
Climate-related opportunities  
NKT identified climate-related  
Business conduct  
When identifying material IROs  
related to business conduct mat-  
ters, the criteria outlined in the DMA  
were applied consistently, with no  
special criteria used.  
opportunities by leveraging sce-  
narios (same scenarios as for the  
transition risks) outlined by IEA. The  
assessment predicted increased  
demand for power cables based on  
IEA projections across scenarios on:  
1
IPCC and IEA climate scenarios are constrained by uncertainties in modeling, assumptions, tipping points, and energy transitions, necessitating careful interpretation and refinement.  
 
74  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
Impact, risk, and opportunity management  
public sources has been performed  
in 2024. The countries of tier one  
suppliers, and where possible the  
origin countries of certain materials,  
were assessed in terms of “human  
rights risks and ethics risks”, as well  
as “labour rights risks”, which act  
as proxies to assess child labour  
and forced labour. This assessment  
showed that high risk geographies  
in terms of labour rights and human  
rights included: Bahrain, Malaysia,  
Turkey, China, and India. NKT will  
use this risk assessment in its future  
due diligence work.  
within the scope of its reporting.  
These materially impacted commu-  
nities include those located near  
mining activities at the endpoint of  
NKT's value chain and indigenous  
communities within the value chain.  
the other hand contribute to the  
business strategy and strengthening  
NKT's workforce.  
ees with a fixed-term employment  
contract.  
Material sustainability  
matters and their  
interaction with strategy  
and business model  
SBM-3  
Workers in the value chain  
NKT’s reporting in this chapter  
includes all workers in the value  
chain. Throughout the DMA, work-  
ers in the upstream value chain  
were identified to be affected stake-  
holders.  
The risk identified in the DMA is  
closely linked to all NKT’s manu-  
facturing facilities and employees  
working there. The negative impacts  
identified for own workforce are  
related to individual incidents.  
No current financial effects have  
been identified. NKT is working on  
being able to disclose current and  
anticipated financial effect of mate-  
rial risks and opportunities.  
Given the presence of mining activ-  
ities in NKT's value chain, NKT can  
be linked to impacts on these com-  
munities.  
No material impacts arise from  
transition plans. During the materi-  
ality assessment vulnerable groups  
were identified who could be neg-  
atively affected. This relates both  
to vulnerable groups such as the  
LGBT+ community as well as female  
employees being at higher risk for  
certain negative impacts such as  
sexual harassment. It was deemed  
in the course of the DMA that these  
potential negative impacts were  
non-material.  
Negative impacts associated with  
workers in the value chain cover  
health and safety conditions in the  
production processes of mining,  
smelting, and refining of metals,  
where there are high risk activities  
prevalent together with poor labour  
conditions.  
No resilience analysis has been  
made for the strategy and business  
model in relation to all material  
impacts and risks. However, a resil-  
ience analysis can be found in the  
climate transition plan.  
The negative impacts on affected  
communities are widespread and  
systemic, including reduced water  
availability, displacement, and land  
impacts. None of NKT's material  
risks arise from dependencies on  
these affected communities.  
In terms of health and safety in  
production processes, the neg-  
ative impacts relate to individual  
incidents. However, further into the  
value chain issues become wide-  
spread and systemic both for health  
and safety in production processes,  
but especially in mining. This also  
depends on the country and region  
sourced from.  
NKT does not report on entity spe-  
cific disclosures for 2024 in relation  
to material impacts, risks, and  
opportunities.  
To better understand and mitigate  
the risks faced by these communi-  
ties, NKT engages in dialogues with  
proxies such as IRMA, the Copper  
Mark, and the Danish Institute for  
Human Rights.  
The nature and conditions of work  
in the upstream value chain might  
have severe adverse effects on  
the health and safety of individual  
workers. Depending on country  
and region of origin, health and  
safety appears to be a widespread  
and systematic issue, particularly  
in relation to mining activities. An  
initial risk assessment based on  
Own workforce  
Negative impacts and risks from  
health and safety are directly con-  
nected to NKT’s business model, as  
the manufacturing of cables poses  
high health and safety risks. Positive  
impacts from training and skills on  
NKT’s employees are defined as  
individuals with an employment  
relationship with NKT. This includes  
employees with both a permanent  
employment contract and employ-  
Affected communities  
NKT includes all affected communi-  
ties likely to be materially impacted  
 
75  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
General information  
General disclosures  
Information on MDR-P  
for sustainability matters  
This section outlines information  
based on the minimum disclosure  
requirements for policies in the  
ESRS.  
Topical standard  
Material sustainability matter  
Topical standard  
Material sustainability matter  
IRO  
Policies  
IRO  
Policies  
Climate change  
Own Workforce  
Climate change mitigation  
Actual negative impact
Climate change policy  
Opportunity  
Risk  
Training and skills development  
Health and safety  
Actual positive impact
NKT training policy  
Actual negative impact
Human rights policy  
Risk  
IMS policy  
Climate change adaptation  
Energy  
Risk  
Climate change policy  
An overview of the policies relating  
to NKT’s material sustainability  
matters is provided in the table. For  
further details on these policies, see  
the topical sections of this sustaina-  
bility statement.  
Actual negative impact
Climate change policy  
Risk  
Workers in the value chain  
Working conditions  
Actual negative impact
Human rights policy  
NKT Code of Conduct  
Pollution  
Pollution of soils  
Pollution of water  
Pollution of air  
Actual negative impact
Procurement sustainability policy  
Actual negative impact
Procurement sustainability policy  
Actual negative impact
Procurement sustainability policy  
Affected communities  
Communities civil and political rights  
Actual negative impact
Human rights policy  
NKT Code of Conduct  
Accountability  
Particular rights of indigenous commu-
Actual negative impact
Human rights policy  
nities  
The NKT Executive Management is  
accountable for the implementation  
of all policies.  
NKT Code of Conduct  
Water and marine resources  
Communities' economic, social, and  
cultural rights  
Actual negative impact
Human rights policy  
NKT Code of Conduct  
Water  
Actual negative impact
Procurement sustainability policy  
Biodiversity  
Business Conduct  
Communication  
Impacts on the extent and condition of
Actual negative impact
Procurement sustainability policy  
ecosystems  
Corruption and bribery  
Actual negative impact
NKT Code of Conduct  
All policies are available on the NKT  
webpage.  
Political engagement and lobbying  
activities  
Actual negative impact
No policy  
Actual positive impact  
Direct impact drivers of biodiversity loss
Actual negative impact
Procurement sustainability policy  
Impact on the state of species  
Actual negative impact
Procurement sustainability policy  
Monitoring  
All NKT policies are monitored and  
updated on a regular basis in an  
interval between 1-3 years for each  
policy.  
Resource use and circular economy  
Resource inflow including resource use
Actual negative impact
Procurement sustainability policy (VC)  
No policy  
Waste  
Actual negative impact
Procurement sustainability policy (VC)  
No policy  
Resource outflow related to products  
and services  
Actual negative impact
Procurement sustainability policy (VC)  
Risk  
No policy  
VC = Value chain  
 
76  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental  
information  
77 Climate
change  
88 EU
Taxonomy  
95 Resource
use and circular economy  
98 Other
environmental responsibilities in the value chain  
 
77  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Transition plan for climate  
change mitigation  
NKT climate-related handprint  
Power cables are crucial for effi-  
ciently transmitting renewable  
energy, modernising the grid, and  
electrifying various sectors. NKT  
is well-positioned to strengthen  
the grid by providing cables for all  
voltage levels, including connecting  
assets to the grid, transmitting and  
distributing electricity, and supplying  
electricity to end-users.  
NKT’s handprint in line with the  
energy transition.  
Strategic actions  
Climate change  
Impacts, risks, and opportunities  
E1  
■
Decarbonising operations: Efforts  
E1-1  
are well underway to reduce  
emissions from NKT's own oper-  
ations.  
NKT is dedicated to a future that  
follows the Paris Agreement, aim-  
ing to keep global warming below  
1.5°C.1 This goal is based on the  
Intergovernmental Panel on Climate  
Change's (IPCC) 1.5°C scenario,  
which stresses the need for quick  
and strong climate actions. The  
IPCC states that to limit global  
warming to 1.5°C, big changes in  
energy, land use, cities, infrastruc-  
ture, and industry are essential.  
NKT climate-related footprint  
NKT recognises the significant neg-  
ative impact of its operations and  
value chain on the climate:  
■
Decarbonising products: There is  
a focus on reducing the embod-  
ied emissions from the product  
portfolio.  
In the following chapter, NKT will describe its work  
with climate change topics with focus on the material  
impacts, risks, and opportunities.  
■
Own Operations: NKT's manu-  
facturing processes, facility oper-  
ations, and transportation use  
energy, some of which is fossil  
fuel-based. This leads to GHG  
emissions, contributing to global  
warming and climate change.  
The material sustainability matters are:  
NKT's climate actions are guided  
by the NKT climate change policy,  
and aim to meet ambitious sci-  
ence-based targets. For more infor-  
mation on the progress in imple-  
menting the transition plan through  
policy, targets, and actions see:  
The IEA states that to meet national  
goals, it is imperative to add or  
upgrade over 80 million kilometres  
of grids by 2040, which is as much  
as the entire existing global grid.2  
Grids are essential to decarbonise  
electricity supply and effectively  
integrate renewables.  
■
Climate change mitigation  
■
Climate change adaptation  
■
Energy  
■
NKT's transition plan has two main  
parts:  
Supply Chain: Manufacturing NKT  
power cables involves materials  
such as copper, aluminium, steel,  
lead, XLPE, and PVC. The extrac-  
tion, processing, and transporta-  
tion of these materials generates  
considerable GHG emissions  
which are difficult to abate.  
1. Handprint  
2. Footprint  
Climate change policy on  
page 78  
Strategic implications  
NKT's transition plan is a key ele-  
ment of the decarbonisation pillar of  
the sustainability strategy which is  
an integral part of the overall busi-  
ness strategy. Progress is tracked  
via the climate targets, plans, and  
associated metrics.  
NKT’s comprehensive product  
portfolio, ranging from low voltage  
to high voltage cables, is well-posi-  
tioned to support the global energy  
sector transition to a net zero future.  
The NKT climate change policy  
includes the commitment to expand  
Climate targets on page 81  
Climate action and resources  
on page 78  
For more information on GHG emis-  
sions, see:  
Gross Scopes 1, 2, 3 Total GHG  
emissions on page 85  
To read more about the material sustainability  
matters, see: DMA results on page 65.  
¹
NKT is not excluded from the EU Paris-aligned Benchmarks  
IEA (2023), Electricity Grids and Secure Energy Transitions, IEA, Paris  
2
 
78  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
■
Resources  
The NKT climate transition plan was  
Climate change policy  
E1-2  
tion, climate change mitigation, and  
energy efficiency.  
such, the climate change policy  
extends throughout the upstream  
and downstream value chain.  
NKT is committed to collaborating  
with customers, suppliers, and  
third-party contractors to ensure  
a shared commitment to climate  
change and implement decarboni-  
sation measures in their operations.  
This commitment is also incorpo-  
rated in NKT's Sustainable Procure-  
ment policy, which among others  
extends the climate change policy  
to NKT’s value chain.  
Conventional marine fuel: NKT  
NKT's transition plan involves cap-  
ital expenditures. Detailed informa-  
tion about these costs are available  
in the sections discussing NKT's  
decarbonisation programs, see:  
approved by the Executive Manage-  
ment in 2024.  
operates own and contracted  
cable-laying vessels and has made  
an investment to add a second  
cable-laying vessel to the fleet. The  
use of conventional marine gas  
oil constitutes a significant part of  
NKT’s total Scope 1.  
NKT has in 2024 adopted a cli-  
mate change policy to formalise  
its active and strategic work with  
climate change. The policy sets the  
framework and principles that guide  
the actions associated with NKT’s  
climate-related impacts, risks, and  
opportunities. To read more, see:  
Key content  
Climate adaptation  
The climate change policy outlines  
the guiding framework on climate  
change mitigation, renewable  
energy, and climate change adapta-  
tion through the following principles  
and commitments:  
NKT has assessed six produc-  
tion sites as having very high or  
high climate-related risks. Climate  
risks to assets and operations are  
being addressed. These sites have  
either developed or are developing  
adaptation plans and measures to  
address these risks. For more infor-  
mation on climate risk assessment  
and resilience analysis, see:  
Climate change actions on  
page 78  
■
Natural gas: Some NKT produc-  
tion sites use natural gas to power  
facility heating, production pro-  
cesses, or both. The consumption  
of natural gas is a significant  
contributor to NKT Scope 1 emis-  
sions.  
The KPIs required under the EU  
Taxonomy including the methodol-  
ogy are outlined in the Taxonomy  
chapter:  
■
Climate-related impacts, risks,  
and opportunities on page 72  
Setting science-based emission  
targets,  
■
Taking actions and integration,  
■
The climate change policy focuses  
on the:  
Stakeholder engagement, and  
■
EU Taxonomy on page 88  
Transparent reporting  
Climate risk assessment on  
page 72  
Action and resources  
E1-3  
■
■
Locked-in emissions  
Handprint: The positive impact of  
The climate change policy also  
recognises that climate mitigation  
actions shall go hand in hand with  
safeguards for nature and people.  
Vehicle fuels: Forklifts, smaller  
trucks, and NKT's fleet of cars  
consume diesel and petrol. The  
overall contribution is less signifi-  
cant than other emission sources.  
There is not deemed to be any  
locked-in emissions associated with  
NKT's assets or operations.  
power cables to achieve a NZE  
future  
Climate-related risks and  
opportunities on page 72  
Climate mitigation action  
in own operations  
■
Footprint: The negative impact of  
NKT has set a near-term target,  
verified and approved by Science  
Based Targets initiative (SBTi), to  
reduce Scope 1 and 2 emissions by  
90% by 2030 from 2019. To achieve  
this target, the climate action pro-  
grams for NKT’s own operations  
focus on the largest emission  
sources:  
Alignment with Taxonomy  
NKT’s operations and value chain  
Scope  
NKT will strive to increase the share  
of Taxonomy alignment with the  
climate change mitigation objective  
by strengthening the documentation  
necessary to claim alignment.  
The climate change policy applies to  
all entities in the scope of the sus-  
tainability statement.  
To meet these targets, NKT has  
established programs to operation-  
alise actions needed. NKT allocated  
around 18 million EUR in significant  
CapEx1 across the decarbonisation  
programs.2  
Additionally, the policy describes  
NKT’s commitment to renewable  
energy deployment and man-  
agement of all its climate-related  
impacts, risks, and opportunities  
including climate change adapta-  
NKT also recognises that com-  
pany activities can have an impact  
beyond immediate operations. As  
1
The stated CapEx does not relate to the stated CapEx in the EU taxonomy due to different definitions for CapEx and OpEx in the EU taxonomy, and the definitions relating to note 3.2 Property, plant and equip-  
ment in the financial statements. For details on the taxonomy-aligned CapEx and OpEx, see in the EU taxonomy section on page 88-94.  
Significance threshold: 1 mEUR.  
2
 
79  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Decarbonisation programs  
Program  
Sourcing renewable electricity  
Phasing out natural gas use  
Sustainable marine fuels  
Decarbonisation lever  
Description  
Renewable energy adoption (on-site generation, Power Purchase  
Agreements (PPA), Energy Attribute Certificates (EACs).  
Energy efficiency improvements (upgrading equipment, building retrofit)  
Electrification (electrifying processes).  
Fuel switching.  
Source 100% renewable electricity for all sites using:  
Phase out natural gas from production sites by 2030  
Electrification of processes  
Energy efficiency measures  
Use of alternatives such as Hydrated Vegetable Oil (HVO), e-methanol or  
bio-methanol for cable-laying vessels.  
■
On-site renewable energy generation (solar panels)  
■
PPAs  
■
EACs  
Target  
100% renewable electricity by 2024  
100% renewable electricity after 2024  
0 MWH energy consumption from natural gas by 2030.  
No target  
Timeline for actions  
Key Metrics  
2021-2024  
2022-2030  
2021-2030  
■
Percentage share of renewable electricity from total electricity con-  
sumption.  
Natural gas consumption in MWh.  
CO2e emissions from marine fuels  
■
% share of alternative fuel consumption  
Progress  
NKT sourced 100% renewable electricity in 2024 based on on-site  
renewable energy generation and EACs. More details on NKT energy  
consumption can be found in the section Energy consumption and mix.  
The natural gas phase-out program was established in 2022 and has  
led to the development of production site-specific roadmaps, the exe-  
cution of which was initiated in 2024. Details on natural gas consump-  
tion at NKT can be found in section Energy consumption and mix.  
NKT’s existing cable-laying vessel, Victoria, has been retrofitted to be  
able to use HVO fuel. NKT's second cable-laying vessel, Eleonora,  
which is under construction, will have a dual fuel system allowing the  
use of methanol.  
Dialogue with customers and potential users/suppliers regarding the  
use of alternative fuels is ongoing.  
■
Challenges and barriers
There is increased scrutiny on the use of EACs. NKT purchases EACs  
matching country of consumption, and only from wind, solar, and hydro  
assets. Beyond purchasing EACs, NKT is committed to renewable  
electricity sourcing and to a future-fit approach by investing in on-site  
renewable energy generation and PPAs.  
The cost per unit of HVO, e-methanol or bio-methanol differs  
significantly in comparison to marine gas oil.  
■
The high cost of switching to sustainable fuels presents an industry-  
wide challenge. NKT will offer and advocate for the use of sustainable  
fuels for both our vessels and calls on the industry to collaborate and  
overcome the switching challenge together.  
 
80  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
■
■
Climate mitigation  
actions in value chain  
The majority of value chain emis-  
sions at NKT are categorised in two  
product-related Scope 3 categories:  
Commodity priorities  
Circular economy: Increase  
the use of recycled materials to  
reduce the carbon footprint.  
Suppliers  
Establishing decarbonisation  
roadmaps: NKT sets specific  
requirements on decarbonisation  
which are aligned with sector  
decarbonisation approaches  
(SDA) for key commodities and  
NKT's own decarbonisation tar-  
gets. NKT uses benchmarking as  
a tool in direct dialogue with sup-  
pliers and increasingly in sourcing  
decisions.  
Customers  
NKT focuses on the decarbonisation  
of key commodities with a larger  
carbon footprint to achieve more sig-  
nificant reductions. Prioritising also  
helps to achieve a greater impact by:  
NKT's supplier engagement pro-  
gramme aims to build and maintain  
strong relationships with strategic  
suppliers through collaboration and  
ongoing dialogue. The programme  
is built on the following elements:  
NKT is increasing its focus on:  
■
Research and development:  
■
Material substitution: Replace  
virgin materials with bio-based  
alternatives to further lower emis-  
sions.  
NKT is integrating eco-design  
principles into its technology  
roadmap and R&D processes  
helping to ensure that there is a  
continuous improvement of prod-  
uct sustainability and that NKT is  
at the forefront of technological  
advancement.  
■
Purchased goods and services  
■
(Product upstream – material  
footprint)  
Concentrating resource allocation.  
■
Supplier Engagement Pro-  
■
Increasing feasibility and man-  
Value chain  
gramme: The programme is  
based on collaboration with stra-  
tegic partners in the supply chain  
and primarily targets suppliers of  
metals and plastics, identified as  
high-risk in terms of, among other  
aspects, climate.  
■
Use phase emissions (Product  
ageability.  
decarbonisation approach  
NKT's decarbonisation approach  
emphasises the importance of  
integrating efforts across the entire  
value chain to reduce emissions.  
This involves collaborating with  
suppliers and customers, among  
others, to jointly identify methods for  
achieving deep decarbonization.  
downstream)  
■
■
Allowing to foster stronger rela-  
Sustainable procurement: NKT  
strives to make the “sustainable  
choice” a part of its procurement  
processes by selecting suppliers  
and materials that support the  
continued lowering of NKT's car-  
bon footprint. NKT is integrating  
sustainability criteria into procure-  
ment decisions.  
■
Material footprint  
tionships with suppliers regarding  
more effective collaboration on  
decarbonisation initiatives.  
Sustainable product offerings:  
Power cables consist of key  
NKT offers customers a range of  
sustainable solutions. By select-  
ing these, customers can support  
the reduction of emissions in the  
product life cycle. This is facili-  
tated, among other ways, through  
joint collaboration projects.  
commodities such as conductor  
metals – copper and aluminium,  
insulation material – XLPE and PVC,  
and protective layers using metals  
such as lead or steel. The upstream  
emissions of these key commodities  
combined constitute around 70% of  
the total material footprint.  
■
Decarbonisation levers for supply  
chain emissions  
Gaining transparency: NKT  
assesses the maturity of its stra-  
tegic suppliers' decarbonisation  
actions, such as their progress  
in setting targets aligned with the  
Paris Agreement, and their cli-  
mate transition plans. By gaining  
transparency in this way, NKT  
can meet its strategic suppliers  
where they are and tailor joint  
decarbonisation efforts to their  
specific maturity levels.  
Decarbonising the supply chain  
for conductor metals such as cop-  
per and aluminium, and insulation  
materials such as XLPE and PVC,  
involves several key pathways.  
NKT has outlined sustainable pro-  
curement programs to be imple-  
mented from 2024 to 2028. These  
programs are designed to support  
the achievement of NKT's value  
chain decarbonisation targets.  
■
Energy transition: Reduce fossil  
fuel use by cutting overall energy  
consumption and switching to  
renewable energy sources, such  
as electrifying mining operations  
and refining processes.  
 
81  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Use phase emissions  
Use-phase emissions are significant  
Targets  
Power cables carry electricity  
between two points. During this  
process, some energy is lost as  
heat due to the Joule effect, which  
occurs when the electric current  
flows through the conductor. This  
energy loss is not from the cable  
consuming energy directly, but from  
the inherent resistivity of the con-  
ductive material.  
for NKT and other power cable  
manufacturers because the use-  
phase emissions are accounted  
over their entire lifetime. The lifetime  
of a power cable, for example in  
transmission and distribution grids,  
is 40 years.  
E1-4  
NKT commits to reach net-zero greenhouse gas emissions across the value chain by 2050.  
Target setting approach  
No specific sectoral decarbonisa-  
tion approach (SDA) was selected,  
as NKT operates in a sector without  
a dedicated SDA.  
Near-term targets  
The NKT climate targets have been  
validated by the SBTi in 2024, and  
are aligned with 1.5°C scenario.  
Scope 1 and 2  
NKT commits to reduce absolute Scope 1 and 2 GHG  
emissions by 90% by 2030 from a 2019 base year.1  
Reducing use-phase emissions for  
NKT relies on markets transition-  
ing to decarbonised energy grids,  
which depends on countries fulfilling  
their pledged policies. While NKT  
minimises power losses technically,  
physics imposes limits. Therefore,  
NKT's key decarbonisation lever for  
use-phase emissions is to influence  
policy through advocacy, especially  
in slower-decarbonising markets.  
Renewable  
electricity  
NKT also commits to increase active annual sourcing of  
renewable electricity from 18% in 2019 to 100% by 2024  
and to continue active annual sourcing of 100% renewable  
electricity through 2030.  
The SBTi target has been set using  
the Absolute Contraction Approach  
(ACA). The ACA requires companies  
to reduce their total GHG emissions  
by a specific percentage over a set  
period, aligning with global decar-  
bonisation pathways.  
The GHG emission reduction tar-  
gets are consistent with the GHG  
inventory boundaries as defined  
by the ESRS E1-6. NKT’s target  
boundaries follow the SBTi criteria  
and align with the NKT GHG inven-  
tory boundaries, ensuring that all  
significant emission sources are  
included.  
The attributed use-phase emis-  
sions from the power losses are  
connected to the emissions of elec-  
tricity generation. The emissions  
attributed to power cables depends  
mainly on the grid electricity com-  
position: Power cables transmitting  
electricity from renewable energy  
sources have near-zero emissions.  
However, power cables used in  
energy grids with higher shares  
of fossil-based electricity will be  
associated with higher use-phase  
emissions.  
Scope 3  
NKT further commits to reduce absolute Scope 3 GHG  
emissions by 27.5% from purchased goods and services  
and use of sold products by 2030 from a 2019 base year.1  
Long-term targets  
Scope 1 and 2  
NKT commits to maintain a minimum of 90% absolute  
Scope 1 and 2 GHG emissions from 2030 through 2050  
from a 2019 base year.1  
This involves actively engaging with  
policymakers to promote faster  
adoption of renewable energy and  
supporting initiatives that align with  
global climate goals.  
Targets for climate change  
Impact, risk and opportunity  
Climate change mitigation  
Target  
Scope 3  
NKT also commits to reduce absolute Scope 3 GHG  
emissions from purchased goods and services and use of  
sold products by 90% by 2050 from a 2019 base year.1  
SBTi near-term and long-term targets  
on Scope 1, 2 and 3 emissions  
Energy  
SBTi renewable electricity target  
Climate change adaptation  
No target set. Climate change adaptation  
not deemed a strategic priority.  
1
The target boundary includes land-related emissions and removals from bioenergy feedstock.  
 
82  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
The targets are set for mar-  
Emission reduction progress (2019-2024) and expectations by scope and decarbonisation lever (2019-2050)  
ket-based GHG emissions. The  
Scope 3 target covers category 1  
and category 11 as the two most  
significant Scope 3 categories,  
covering 93% (after restatement) of  
the Scope 3 emissions in the base  
year. The emission trajectory is  
significantly influenced by the sig-  
nificant growth in volumes of cables  
produced and installed.  
Expected  
Expected  
absolute  
emissions in  
target year  
2030  
relative  
change in  
target year  
from most  
recent year  
Expected  
absolute  
emissions in  
target year  
2050  
Absolute  
change from  
base year  
Relative  
change from  
base year  
Base year  
2019  
Most recent  
year 2024  
Decarbonisation program  
Scope 1 (tCO2e)  
-
23,784  
51,236  
23,626  
324  
-159  
-50,913  
-51,071  
-50,904  
-4,896  
-0,7%  
-99%  
-68%  
-100%  
-50%  
22%  
7,502  
324  
-68%  
0%  
-
Scope 2 marked-based (tCO2e)  
Total Scope 1 and 2 (tCO2e)  
Electric power  
-
-
-
75,021  
23,949  
0
7,502  
0
-69%  
0%  
7,502  
Sourcing renewable electricity  
Phasing out natural gas  
Sustainable marine fuels  
-
50,904  
-
Natural gas  
9,833  
4,937  
0
-100%  
-65%  
-43%  
-42%  
-
-
Marine fuel  
12,320  
14,977  
4,477,543  
3,971,250  
2,657  
5,207  
2,532,326  
2,318,162  
To read more about the restate-  
ment, see:  
Total Scope 3 (tCO2e)  
Category 1 and category 11  
3,411,629  
3,197,465  
1,065,914  
773,785  
31%  
533,911  
319,746  
Material efficiency and grid decarbonisation  
24%  
Gross Scopes 1, 2, 3, Total  
GHG emissions on page 84  
Significant estimates  
and judgements  
Accounting policy  
Emission reduction progress  
and expectations table  
It includes the three most significant  
Future expectations are derived from  
The stated emission reduction level  
from marine fuels is based on the  
expectation that the gradual imple-  
mentation of the EU Emissions Trading  
System (EU ETS) for shipping will nar-  
row the price gap between conven-  
tional and alternative fuels, and create  
a more level playing field for sustain-  
able fuels. The emission reduction for  
contracted vessels is uncertain, and a  
decarbonisation plan is pending.  
The anticipated reduction level  
expected reduction in use phase  
emissions is based on the projected  
average decarbonisation of energy  
grids, following the Carbon Risk Real  
Estate Monitor (CRREM) trajectory.  
Further details on Scope 3 and the  
use of CRREM can be found in the  
accounting policy of E1-6.  
emission sources in 2019 contributing  
to Scope 1 and 2, along with the two  
primary emission sources for Scope  
3. Progress is measured through both  
absolute changes in tCO2e and relative  
percentage changes. Each emission  
source is linked to its relevant decar-  
bonisation program, with comprehen-  
sive details available in E1-3.  
NKT's SBTi commitments, as doc-  
umented in E1-4. These projections  
extend to both near-term (2030)  
and long-term (2050) horizons. The  
expected reductions for each decar-  
bonisation lever have been calculated  
accounting for the expected and  
necessary impact of each decarbon-  
isation program, required to achieve  
these commitments.  
hinges on NKT's ability to integrate  
primary supplier emission data into  
its corporate accounts. Currently, the  
accounting method for emissions  
from purchased materials does not  
reflect the impact of sourcing mate-  
rials with a lower carbon footprint.  
By incorporating primary data, NKT  
aims to demonstrate positive progress  
towards its targets. Additionally, the  
The emission reduction progress and  
expectations table presents historical  
progress from 2019 to 2024, and out-  
lines expected emission reductions  
from 2024 through 2030 and 2050.  
The progress on the emissions from  
the base year 2019 until the most  
recent year 2024 is based on the  
emissions by scope stated in E1-6.  
 
83  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Metrics  
Accounting policy  
Energy consumption and mix  
presented in note 2.1: "Segment infor-  
mation and revenue" on page 125 in  
the financial statements, using the  
following formula:  
Energy consumption and mix  
E1-5  
Energy consumption and mix  
NKT’s energy consumption includes  
all activities under NKT's financial and  
operational control, thus applying the  
same perimeter applied for reporting  
GHG Scopes 1 and 2 emissions. This  
mainly consists of fuel used for vessels  
during offshore operations, natural gas  
consumption at NKT’s production sites,  
and electricity purchased for its offices,  
production sites, and warehouses.  
2024  
NKT solely operates within sectors  
with high climate impact as its activ-  
ities falls within the "Manufacturing"  
and "Electricity, gas, steam and air  
conditioning supply" sectors. These  
activities encompass providing  
power cable solutions for the devel-  
opment and maintenance of power  
grids, as well as manufacturing  
cables and cable accessories. As a  
result, the net revenue from sectors  
with high climate impact, used to  
calculate the energy intensity ratio,  
directly corresponds to the net  
revenue presented in the financial  
statements.  
Fuel consumption from crude oil and petroleum products (MWh)  
Fuel consumption from natural gas (MWh)  
65,363  
26,978  
-
Total energy consumption  
from activities in high climate  
impact sectors (MWh)  
Fuel consumption from other fossil sources (MWh)  
NKT sourced 100% renewable  
electricity in 2024 and produced a  
total of 21 MWh renewable energy  
through its solar panels.  
Consumption of purchased or acquired electricity, heat, steam,  
and cooling from fossil sources (MWh)  
Net revenue from activities  
in high climate impact  
sectors (Std. metal prices, mEUR)  
18,431  
110,772  
36%  
Total fossil energy consumption (MWh)  
Share of fossil sources in total energy consumption (%)  
Fuel consumption for renewable sources, including biomass (MWh)  
This data originates from different  
9,483  
sources, including marine gas oil, biogas,  
natural gas, district heating, and grid  
electricity, and is derived from NKT’s  
ESG reporting tool. When applicable,  
NKT has utilised the conversion function-  
ality in its dedicated ESG reporting tool.  
Significant estimates  
and judgements  
Consumption of purchased or acquired electricity, heat, steam,  
and cooling from renewable sources (MWh)  
In 2024, NKT’s energy intensity from  
activities in the high impact climate  
sectors was 123 MWh/mEUR with  
a total energy consumption in these  
sectors of 304,925 MWh.  
184,649  
The consumption of self-generated non-fuel renewable energy  
(MWh)  
To determine the scope of the vessels  
utilised in NKT’s operations, an analysis  
of financial and operational control has  
been conducted in accordance with  
the guidance provided by the ESRS  
and the GHG Protocol. This assess-  
ment includes a review of vessel own-  
ership and NKT’s influence over the  
operations of vessels it does not own.  
21  
194,153  
64%  
Total renewable energy consumption (MWh)  
Share of renewable sources in total energy consumption (%)  
Total energy consumption (MWh)  
Electricity from renewable sources  
includes electricity open market certif-  
icates as well as self-generated non-  
fuel renewable energy. NKT follows  
market-based accounting and thereby  
accounts for the purchase of green  
electricity by contractual agreement,  
i.e. certificates.  
304,925  
0%  
21%  
Energy intensity per net revenue  
Crude oil and petroleum products  
Natural gas  
Other fossil sources  
Purchased or acquired electricity,  
heat, steam, and cooling from  
fossil sources  
Renewable sources, including  
biomass  
Purchased or acquired electricity,  
heat, steam, and cooling from  
renewable sources  
Self-generated non-fuel renewable  
energy  
21 MWh  
65,363 MWh  
Total energy consumption from activities in high climate impact  
sectors per net revenue from activities in high climate impact sectors  
(MWh/mEUR)  
123  
Energy consumption related to vessels  
under NKT’s financial and/or opera-  
tional control are included in the report-  
ing of NKT’s energy consumption and  
mix. Vessels that are neither under  
financial nor operational control are  
reported under Scope 3, category 1:  
Purchased goods and services.  
9%  
26,978 MWh  
2024  
Biogas includes open market certifi-  
cates provided by NKT’s supplier.  
6%  
18,431 MWh  
0%  
Energy intensity ratio  
The energy intensity ratio is calculated  
based on the consolidated revenue  
61%  
184,649 MWh  
0 MWh  
3%  
9,483 MWh  
 
84  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Gross Scopes 1, 2, 3  
Total GHG emissions  
The changes include an updated  
methodology for calculating Scope  
3, category 11 emissions, where  
emission projections have now been  
incorporated. These adjustments  
have led to an increase in direct  
emissions and a decrease in indi-  
rect Scope 3 emissions.  
The share of market-based Scope 2  
emissions offset by EACs was 91%.  
The EACs fully comprised of unbun-  
dled Renewable Energy Certificates,  
Guarantees of Origin, Renewable  
Energy Guarantees of Origin for the  
United Kingdom and International  
Renewable Energy Certificates.  
ket-based emissions in 2024 was  
1,809 tCO2e/mEUR.  
Accounting policy  
GHG emissions intensity ratio  
The GHG emissions intensity for loca-  
tion-based emissions is calculated  
using the following formula:  
The net revenue, which was used  
for the calculation of GHG emissions  
intensity, can be found in the consol-  
idated revenue presented in note 2.1:  
"Segment information and revenue" on  
page 125 in the financial statements.  
E1-6  
In 2024, NKT made significant  
changes to its reporting scope  
to comply with the requirements  
of the CSRD and the ESRS. This  
update has resulted in a decrease  
in reported emissions. Further-  
more, with refined definitions of  
financial and operational control,  
emissions from several contractor  
cable-laying vessels have now been  
included in NKT’s direct emissions.  
Biogenic emissions, which are not  
included in the GHG emissions  
table on the next page, amounted  
to 23,306 tCO2e. Of these, 2,058  
tCO2e were Scope 1, 21,248 tCO2e  
were Scope 2, and 0 tCO2e were  
Scope 3.  
Total GHG emissions,  
location-based (tCO2e)  
Biogenic carbon emissions  
Net revenue (Std. metal prices, mEUR)  
The biogenic carbon emissions from  
Scope 1, 2, and 3 are calculated by  
multiplying the volume of used bio-  
mass with the corresponding carbon  
emission factors from Department for  
Energy Security & Net Zero.  
NKT does not have any GHG  
The GHG emissions intensity for  
location-based emissions in 2024  
was 1,829 tCO2e/mEUR, while the  
GHG emissions intensity for mar-  
The GHG emissions intensity for  
market-based emissions is calculated  
using the following formula:  
emissions that are covered by reg-  
ulated emission trading schemes.  
Cable-laying vessels will be covered  
by the EU ETS scheme from 2026.  
Total GHG emissions,  
market-based (tCO2e)  
Net revenue (Std. metal prices, mEUR)  
Scope 1  
Scope 2  
Location-based  
Scope 2  
Market-based  
Scope 3  
1% 0%  
1%  
5%  
18%  
23%  
40%  
41%  
48%  
50%  
53%  
24%  
76%  
6%  
12%  
Solutions  
Applications  
Service and Accessories  
Non allocated1  
1
Non allocated consists of activities related to NKT's headquarter.  
 
85  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Gross Scopes 1, 2, 3 and Total GHG emissions  
Retroperspective  
Milestones and target years  
Annual % target /  
4
2019  
2024  
2025  
2030  
(2050)  
Base year  
Scope 1 GHG emissions  
Gross Scope 1 GHG emissions (tCO2eq)  
23,784  
23,626  
-
7,5021  
7,5021  
8%2  
NKT Group: Gross Scope 1 GHG emissions (tCO2eq)  
19,413  
4,371  
18,610  
5,016  
-
-
-
-
-
-
-
-
Assets under operational control: Gross Scope 1 GHG emissions (tCO2eq)  
Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)  
NKT Group: Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)  
Assets under operational control: Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)  
Scope 2 GHG emissions  
-
-
-
-
-
-
-
-
-
-
-
-
Gross location-based Scope 2 GHG emissions (tCO2eq)  
52,230  
50,659  
-
-
-
-
-
-
-
-
NKT Group: Gross location-based Scope 2 GHG emissions (tCO2eq)  
52,230  
50,659  
Assets under operational control: Gross location-based Scope 2 GHG emissions (tCO2eq)  
Gross market-based Scope 2 GHG emissions (tCO2eq)  
-
51,236  
51,236  
-
-
324  
324  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
NKT Group: Gross market-based Scope 2 GHG emissions (tCO2eq)  
Assets under operational control: Gross market-based Scope 2 GHG emissions (tCO2eq)  
Significant Scope 3 GHG emissions  
Total Gross indirect (Scope 3) GHG emissions (tCO2eq)  
3,411,629  
4,477,543  
-
-
2,318,1623  
319,7463  
3%2  
1
Purchased goods and services  
1,447,999  
2,252,754  
-
-
-
2
3
4
5
6
7
9
Capital goods  
5,003  
10,647  
37,913  
2,788  
9,922  
6,576  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Fuel and energy-related  
Upstream transportation and distribution  
Waste generated in operations  
Business traveling  
167,717  
879  
2,011  
381  
Employee commuting  
Downstream transportation  
6,574  
2,761  
1,749,466  
148,097  
10,271  
2,691  
1,718,496  
306,226  
11 Use
of sold products (Indirect)  
12 End-of-life
treatment of sold products  
Total GHG emissions  
Total GHG emissions (location-based) (tCO2eq)  
Total GHG emissions (market-based) (tCO2eq)  
3,487,644  
3,486,650  
4,551,828  
4,501,492  
-
-
-
-
-
-
-
-
1
3
4
Combined Scope 1 and 2 target.  
2 Calculated on 2030 target.  
Scope 3 target covering category 1 and 11.  
Per the GHG Protocol, acquisitions like SolidAl must be included retrospectively for the entire year's  
emissions to align with base year recalculations. Consequently, 2024 emissions would be 25,887 tCO2eq for Scope 1, 324 tCO2eq for Scope 2 (market-based), and 4,566,958 tCO2eq for Scope 3.  
 
86  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
Accounting policy  
NKT accounts for emissions from the  
greenhouse gases covered by the  
Kyoto Protocol.  
applicable emission factor from US  
EIA Emission Factors for Steam and  
Chilled Water, Department for Energy  
Security & Net Zero, Energiföreta-  
gen Sverige, Environment Canada,  
International Energy Agency, and  
United States Environmental Protec-  
tion Agency Emissions & Generation  
Resource Integrated Database. The  
disclosure of NKT's indirect emissions  
includes the consumption of the  
renewable energy production from its  
installed solar panels, which is dis-  
closed under ESRS E1-5.  
methods: The activity average method  
and the spend-based method.  
by NKT, while 10% is paid for by other  
non-NKT undertakings.  
Scope 3 category 3:  
ery, and recycling. Emissions are based  
on the emission factors from the UK's  
Department for Energy Security and  
Net Zero for the reporting year.  
Fuel and energy-related activities  
Scope 3 emissions for fuel- and ener-  
gy-related activities are calculated  
using the average-data method, based  
on fuel quantities and types consumed.  
Emissions are determined using well-  
to-tank emission factors from the UK's  
Department for Energy Security and  
Net Zero for the respective report-  
ing year. These calculations include  
in-scope biogenic fuel emissions. For  
renewable electricity, only transmission  
and distribution emissions are consid-  
ered, with generation emissions set  
to zero.  
1. Activity average method: This  
method calculates Scope 3 emis-  
sions for key commodities from key  
suppliers, identified by economic  
relevance and volume. It multiplies  
purchased volumes (in metric  
tonnes) by lifecycle emission factors  
from ecoinvent 3.10 specific to the  
material supply chain and supplier,  
for both the base year and the most  
recent year. No primary emission  
data from suppliers have been  
used.  
Scope 3 category 11: Use  
of sold products  
Scope 1 - direct emissions  
NKT's direct emissions include all  
activities under its financial and oper-  
ational control, which leads to Scope  
1 GHG emissions. Assets under  
operational control include vessels  
not owned by NKT but utilised in its  
operations.  
Scope 3 category 11 emissions are  
calculated by multiplying the lifetime  
power losses of sold power cables  
by an emission factor reflecting the  
energy grid mix where the cable is  
used. These emissions are based on  
sales and project data from the report-  
ing year. The power loss calculation  
method aligns with Europacable's joint  
information note on Category 11 “Use  
of sold products.”  
Scope 3 category 6: Business travel  
Scope 3 category 6 emissions are deter-  
mined using the spend-based method  
based on EPA Supply Chain Greenhouse  
Gas Emission Factors v1.2 by NAICS-6.  
Scope 3 category 7:  
Employee commuting  
NKT’s disclosure is based on the con-  
sumed fuel multiplied by the applicable  
emission factor from Department for  
Energy Security & Net Zero and IPCC.  
When applicable, NKT has utilised  
the conversion functionality in its ESG  
reporting tool.  
Scope 3 emissions for employee com-  
muting (category 7) are calculated by  
multiplying the number of employees in  
head count in the reporting year with a  
conversion factor from the now-discon-  
tinued Quantis Scope 3 Evaluator tool.  
The methodology estimates that the  
average employee emits approximately  
The percentage of contractual instru-  
ments in NKT's Scope 2 GHG emis-  
sions is calculated by comparing its  
total electricity consumption to the  
amount covered by its purchase of  
Renewable Energy Certificates.  
2. Spend-based method: This method  
applies to all other spend categories.  
Emissions are calculated by multi-  
plying the spend amount by sector  
average emission factors. NKT uses  
the EPA Supply Chain Greenhouse  
Gas Emission Factors v1.2 by  
Scope 3 category 4: Upstream  
transportation and distribution  
Upstream transportation emissions  
are calculated using the spend-based  
method based on the EPA Supply  
Chain Greenhouse Gas Emission Fac-  
tors v1.2 by NAICS-6. Upstream emis-  
sions are adjusted for and include also  
emissions from inbound transportation  
not paid for by NKT. NKT assumed  
that 75% of inbound transportation is  
paid by others.  
Power loss calculations use assump-  
tions about cable use, including  
current load factor and lifetime (25-  
40 years), aligned with Europacable  
members. Emissions are calculated by  
multiplying the annual power losses of  
each cable sold or deployed by a pro-  
jected emission factor for each year  
of the cable's assumed lifetime. The  
projected emission factor is based on  
lifecycle emission factors by voltage  
segment and country, sourced from  
ecoinvent 3.10 for 2024 and 3.6 for  
2019. The forecasted
emission fac-  
tors follow the CRREM Global Path-  
ways 1.5-degree trajectory. CRREM  
pathways provide a publicly available,  
regularly updated source with a long  
forecasting horizon until 2050.  
Scope 2 – Indirect emissions  
NKT's indirect Scope 2 emissions  
relate to the indirect emissions from  
energy purchases from all activities  
under its financial and operational  
control, which leads to Scope 2 GHG  
emissions. NKT discloses its emis-  
sions utilising both the location-based  
and market-based method to reflect  
the certificates purchased by NKT,  
which reduces NKT's indirect Scope  
2 emissions.  
e per year.  
1,700 kg CO2  
Scope 3 - Indirect emissions  
Reporting is based on the GHG pro-  
tocol and accordingly divided into  
15 subcategories (Category 1-15) of  
which categories 8, 10, and 13-15 are  
in 2024 determined as not applicable  
to NKT’s operations.  
Scope 3 category 9: Downstream  
transportation and distribution  
Downstream transportation emissions  
are calculated using the spend-  
based method applied in calculating  
upstream transportation emissions  
(see Scope 3 category 4: Upstream  
transportation and distribution). Down-  
stream emissions are calculated on  
the basis of spend for outbound trans-  
portation. NKT assumes that 90% of  
the outbound transportation is paid for  
NAICS-6, mapping NAICS-6 codes  
to NKT's spend categories.  
Scope 3 category 2: Capital goods  
Scope 3 category 2 emissions are  
calculated using the spend-based  
method based on the EPA Supply  
Chain Greenhouse Gas Emission  
Factors v1.2 by NAICS-6. The spend-  
based method is adjusted for inflation  
and currency exchange rates.  
Scope 3 category 1:  
Scope 3 category 5: Waste  
generated in operations  
Scope 3 category 5 (Waste) emissions  
at NKT are based on actual waste  
quantities and treatment categories:  
Landfill, incineration with energy recov-  
Purchased goods and services  
Scope 3 emissions for purchased  
goods and services are calculated using  
a hybrid approach that combines two  
NKT's disclosure is based on the  
consumed electricity multiplied by the  
 
87  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Climate change  
The NKT model uses a constant  
emission factor after 2050 for unbi-  
ased calculations. Ecoinvent emission  
factors include lifecycle emissions and  
transmission losses, while CRREM  
focuses on direct combustion for  
electricity generation. Therefore, fore-  
casted ecoinvent emission factors are  
used to calculate absolute emissions  
of sold cables.  
Significant estimates  
and judgements  
Internal carbon pricing  
E1-8  
NKT currently does not apply inter-  
nal carbon prices.  
To determine the scope of the vessels  
utilised in NKT’s operations, an analy-  
sis of financial and operational control  
has been conducted in accordance  
with the guidance provided by the  
ESRS and the GHG Protocol. This  
assessment includes a review of ves-  
sel ownership and NKT’s influence  
over the operations of vessels it does  
not own.  
The use-phase emissions for the  
acquired site, SolidAl, have been  
estimated based on the share of use  
phase emissions of the Applications  
business line, proportional to SolidAl's  
revenue share in the Applications  
business line. For business travel, the  
emissions have been allocated based  
on the Group's emissions in this cate-  
gory and the proportion of the Group's  
revenue.  
Until 2023, NKT used static emission  
factors for use-phase emissions. In  
2024, the calculation switched to pro-  
jected emission factors. The change  
resulted in a decrease of the baseline  
value of 66%.  
Vessels under NKT’s financial and/or  
operational control are included in the  
reporting of NKT’s direct emissions.  
Conversely, vessels that are neither  
under financial nor operational control  
are reported under Scope 3, category  
1: Purchased goods and services.  
Scope 3 category 12: End of life  
treatment of sold products  
Scope 3 category 12 emissions are  
calculated using the activity average  
method. The volumes of materials  
entering and leaving the organisation  
are assumed equal, with metals recy-  
cled and insulation incinerated with  
energy recovery at the product end-  
of-life. Emissions are calculated based  
on material quantities and emission  
factors from the UK Department for  
Energy Security and Net Zero.  
The calculation of use phase emis-  
sions use forecasted
emission  
factors based on the CRREM Global  
Pathways 1.5-degree trajectory (see  
accounting policy on page 94 for  
details). CRREM's energy grid emis-  
sion factor projections are subject to  
significant uncertainties due to model  
assumptions, technological progress,  
policy implementation, and economic  
factors. These optimistic decarboni-  
zation pathways may not fully capture  
real-world complexities, potentially  
causing discrepancies between pro-  
jected and actual emission factors  
over time.  
Effect of restatement on  
target and programs  
The changes to the Scope 3 carbon  
inventory do not affect the decarboni-  
sation target. The target is maintained.  
The decarbonisation programs remain  
valid, too.  
 
88  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
EU Taxonomy  
Revenue  
Substantial contribution criteria  
DNSH Criteria ('Do no significant harm')  
Economic Activities (1)  
mEUR  
%
Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES  
A.1. Environmentally sustainable activities (Taxonomy-aligned)  
3.1. Manufacture of renewable energy technologies  
4.9. Transmission and distribution of electricity  
CCM 3.1  
CCM 4.9  
542  
932  
17%  
29%  
Y
Y
N
N
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
13%  
19%  
E
E
N/A  
N/A  
N/A  
3.20 Manufacture, installation, and servicing of high, medium and low voltage  
electrical equipment for electrical transmission and distribution that result in or  
enable a substantial contribution to climate change mitigation  
CCM 3.20  
125  
1,600  
1,600  
0
4%  
49%  
49%  
0%  
Y
49%  
49%  
0%  
N
0%  
0%  
N/EL  
N/A  
N/EL  
N/A  
N/EL  
N/A  
N/EL  
N/A  
N/A  
N/A  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
0%  
32%  
32%  
N/A  
E
E
N/A  
T
Revenue of environmentally sustainable activities (Taxonomy-aligned) (A.1)  
Of which enabling  
N/A  
N/A  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Of which transitional  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
A.2 Taxonomy-eligible but not environmentally sustainable activities  
(not Taxonomy-aligned activities)  
EL;N/EL EL;N/EL EL;N/EL EL;N/EL EL;N/EL EL;N/EL  
3.1. Manufacture of renewable energy technologies  
4.9. Transmission and distribution of electricity  
CCM 3.1  
CCM 4.9  
0
0%  
5%  
EL  
EL  
N/EL  
N/EL  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
2%  
162  
16%  
3.20 Manufacture, installation, and servicing of high, medium and low voltage  
electrical equipment for electrical transmission and distribution that result in or  
enable a substantial contribution to climate change mitigation  
CCM 3.20  
750  
23%  
EL  
N/EL  
N/A  
N/A  
N/A  
N/A  
30%  
Revenue of Taxonomy-eligible but not environmentally sustainable activities  
(not Taxonomy-aligned activities) (A.2)  
912  
28%  
77%  
28%  
77%  
0%  
0%  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
47%  
79%  
A. Revenue of Taxonomy-eligible activities (A.1+A.2)  
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES  
Revenue of Taxonomy-non-eligible activities (B)  
Total (A + B)  
2,512  
740  
23%  
3,252  
100%  
 
89  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
CapEx  
Substantial contribution criteria  
DNSH Criteria ('Do no significant Harm')  
Economic Activities (1)  
mEUR  
%
Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES  
A.1. Environmentally sustainable activities (Taxonomy-aligned)  
3.1. Manufacture of renewable energy technologies  
4.9. Transmission and distribution of electricity  
CCM 3.1  
CCM 4.9  
189  
134  
31%  
22%  
Y
Y
N
N
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
28%  
28%  
E
E
N/A  
N/A  
N/A  
3.20 Manufacture, installation, and servicing of high, medium and low voltage  
electrical equipment for electrical transmission and distribution that result in or  
enable a substantial contribution to climate change mitigation  
CCM 3.20  
18  
341  
341  
0
3%  
56%  
56%  
0%  
Y
56%  
56%  
0%  
N
0%  
0%  
N/EL  
N/A  
N/EL  
N/A  
N/EL  
N/A  
N/EL  
N/A  
N/A  
N/A  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
0%  
56%  
56%  
N/A  
E
E
N/A  
T
CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1)  
Of which enabling  
N/A  
N/A  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Of which transitional  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
A.2 Taxonomy-eligible but not environmentally sustainable activities  
(not Taxonomy-aligned activities)  
EL;N/EL EL;N/EL EL;N/EL EL;N/EL EL;N/EL EL;N/EL  
3.1. Manufacture of renewable energy technologies  
4.9. Transmission and distribution of electricity  
CCM 3.1  
CCM 4.9  
0
7
0%  
1%  
EL  
EL  
N/EL  
N/EL  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
2%  
15%  
3.20 Manufacture, installation, and servicing of high, medium and low voltage  
electrical equipment for electrical transmission and distribution that result in or  
enable a substantial contribution to climate change mitigation  
CCM 3.20  
91  
15%  
EL  
N/EL  
N/A  
N/A  
N/A  
N/A  
12%  
CapEx of Taxonomy-eligible but not environmentally sustainable activities  
(not Taxonomy-aligned activities) (A.2)  
98  
16%  
72%  
16%  
72%  
0%  
0%  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
29%  
84%  
A. CapEx of Taxonomy-eligible activities (A.1+A.2)  
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES  
CapEx of Taxonomy-non-eligible activities (B)  
Total (A + B)  
439  
172  
611  
28%  
100%  
 
90  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
OpEx  
Substantial contribution criteria  
DNSH Criteria ('Do no significant harm')  
Economic Activities (1)  
mEUR  
%
Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL Y;N;N/EL  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
Y/N  
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES  
A.1. Environmentally sustainable activities (Taxonomy-aligned)  
3.1. Manufacture of renewable energy technologies  
4.9. Transmission and distribution of electricity  
CCM 3.1  
CCM 4.9  
-12  
-10  
22%  
18%  
Y
Y
N
N
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/EL  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
13%  
13%  
E
E
N/A  
N/A  
N/A  
3.20 Manufacture, installation, and servicing of high, medium and low voltage  
electrical equipment for electrical transmission and distribution that result in or  
enable a substantial contribution to climate change mitigation  
CCM 3.20  
-2  
-23  
-23  
0
3%  
44%  
44%  
0%  
Y
44%  
44%  
0%  
N
0%  
0%  
N/EL  
N/A  
N/EL  
N/A  
N/EL  
N/A  
N/EL  
N/A  
N/A  
N/A  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
0%  
27%  
27%  
N/A  
E
E
N/A  
T
OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1)  
Of which enabling  
N/A  
N/A  
N/A  
N/A  
Y
Y
Y
Y
Y
Y
Of which transitional  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
A.2 Taxonomy-eligible but not environmentally sustainable activities  
(not Taxonomy-aligned activities)  
EL;N/EL EL;N/EL EL;N/EL EL;N/EL EL;N/EL EL;N/EL  
3.1. Manufacture of renewable energy technologies  
4.9. Transmission and distribution of electricity  
CCM 3.1  
CCM 4.9  
0
0%  
2%  
EL  
EL  
N/EL  
N/EL  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
2%  
-1  
14%  
3.20 Manufacture, installation, and servicing of high, medium and low voltage  
electrical equipment for electrical transmission and distribution that result in or  
enable a substantial contribution to climate change mitigation  
CCM 3.20  
-9  
18%  
EL  
N/EL  
N/A  
N/A  
N/A  
N/A  
23%  
OpEx of Taxonomy-eligible but not environmentally sustainable activities  
(not Taxonomy-aligned activities) (A.2)  
-10  
19%  
63%  
19%  
63%  
0%  
0%  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
N/A  
40%  
66%  
A. OpEx of Taxonomy eligible activities (A.1+A.2)  
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES  
OpEx of Taxonomy-non-eligible activities (B)  
Total (A + B)  
-33  
-19  
-52  
37%  
100%  
 
91  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
Row  
Nuclear energy-related activities  
1
The undertaking carries out, funds or has exposures to research, development, demonstration and  
deployment of innovative electricity generation facilities that produce energy from nuclear processes with  
minimal waste from the fuel cycle.  
No  
No  
2
The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear  
installations to produce electricity or process heat, including for the purposes of district heating or  
industrial processes such as hydrogen production, as well as their safety upgrades, using best available  
technologies.  
3
The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that  
produce electricity or process heat, including for the purposes of district heating or industrial processes  
such as hydrogen production from nuclear energy, as well as their safety upgrades.  
No  
Fossil gas-related activities  
4
5
6
The undertaking carries out, funds or has exposures to construction or operation of electricity generation  
facilities that produce electricity using fossil gaseous fuels.  
No  
No  
No  
The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of  
combined heat/cool and power generation facilities using fossil gaseous fuels.  
The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat  
generation facilities that produce heat/cool using fossil gaseous fuels.  
 
92  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
■
■
■
Complementary Climate Delegated  
Act (Commission Delegated Regu-  
lation (EU) 2022/1214)  
reporting guidelines and regulatory  
mandatory requirements, necessary  
for all cable companies in order to  
comply with the regulation.  
Projects including both products and  
installation related to construction  
and installation of interconnectors or  
enforcement of the grid have been  
deemed eligible under 4.9. "Transmis-  
sion and distribution of electricity".  
project or product satisfies one of the  
below criteria:  
respective product has been sold to a  
market (country) with a higher or equal  
share of renewable energy consumption  
than the EU 2030 target of 42.5% of  
share from renewable energy in the  
Union’s gross final energy consumption.  
Products sold to markets below this  
threshold have not been included. The  
renewable energy share per country  
is based on World Bank statistics on  
renewable energy consumption (% of  
total final energy consumption). This  
approach aligns with the EU's renew-  
able energy target of 42.5% by 2030  
based on the amended Renewable  
Energy Directive EU/2023/2413. Devices  
sold to markets below this threshold  
have not been included.  
EU Taxonomy  
Method statement  
■
Cables dedicated for a given  
NKT has assessed and determined  
whether the financial activities of 2024  
are:  
Environmental Delegated Act (Com-  
mission Delegated Regulation (EU)  
2023/2486)  
renewable energy application  
Eligibility  
■
All projects and products that relate to  
manufactured cable systems for the  
renewable energy sector such as wind  
turbines, and other renewable energy  
applications, as well as products mar-  
keted to the renewable energy sector  
under NACE code C27.3 "Manufacture  
of wiring and wiring devices" have  
been deemed eligible under activity  
3.1.  
Customers who are dedicated to  
Specifically:  
renewable energy  
■
EU Taxonomy-eligible, meaning  
Amendments to the Climate Dele-  
gated Act (Commission Delegated  
Regulation (EU) 2023/2485)  
the economic activity meets the  
description of the listed economic  
activities.  
■
■
Engineering, procurement, con-  
Projects and/or installations dedi-  
struction, and installation services  
to transmission system operators  
and distribution system operators  
cated to renewable energy  
Three activities have been assessed  
as being eligible for NKT:  
Economic activities allocated to 3.1  
include primarily wind power projects.  
Corresponding information on projects  
and the respective customers are  
available publicly as public announce-  
ments by NKT or its customers.  
■
EU Taxonomy-aligned, indicating  
compliance with the criteria for sub-  
stantial contribution to one or more  
of the six environmental objectives,  
ensuring Do No Significant Harm  
(DNSH) to the other five objectives,  
and adhering to Minimum Safe-  
guards.  
■
Products with installation services,  
■
3.1. Manufacture of renewable  
energy technologies  
dedicated to the land transmission  
& distribution network as market  
segments  
The assessment of eligible economic  
activities also included activities under  
3.20: “Manufacture, installation, and  
servicing of high, medium, and low  
voltage electrical equipment for elec-  
trical transmission and distribution that  
result in or enable a substantial contri-  
bution to climate change mitigation”.  
■
3.20. Manufacture, installation,  
and servicing of high, medium, and  
low voltage electrical equipment  
for electrical transmission and dis-  
tribution that result in or enable a  
substantial contribution to climate  
change mitigation  
The supply of equipment for elec-  
tricity transmission and distribution  
networks, in case the contract does  
not include installation or project  
management services, has not been  
considered eligible.  
Under 3.20, the economic activity has  
been deemed compliant with the sub-  
stantial contribution to climate change  
mitigation criteria when the eligible  
activity encompasses the manufactur-  
ing, installation, maintenance, repair,  
and technical consulting services nec-  
essary for the operation throughout the  
lifespan of the following component:  
The economic activity satisfied the  
criteria for the substantial contribution  
to climate change mitigation for 4.9  
when complying with at least one of  
the following criteria:  
NKT identified relevant business  
activities against the EU Taxonomy  
eligibility criteria and Taxonomy align-  
ment under:  
■
The system is the interconnected  
■
4.9. Transmission and distribution  
of electricity  
Cables used for electricity transmis-  
sion or distribution by definition fulfil  
the description outlined in activity 3.20  
considering their role in improving  
electrification. Cables used specifically  
within buildings or telecommunication  
are not considered eligible for this  
classification. If the economic activity  
falls under 3.20 and 4.9, the activity  
has been allocated to 4.9.  
Taxonomy alignment  
European system, i.e. the intercon-  
nected control areas of EU Member  
States, Norway, Switzerland, and  
the United Kingdom, and its subordi-  
nated systems.  
■
Regulation (EU) 2020/852  
Compliance with technical  
screening criteria for  
substantial contribution to  
climate change mitigation  
The substantial contribution criteria to  
climate mitigation for activity 3.1 spec-  
ifies that the activity "manufactures  
renewable energy technologies". This  
condition is met when the specific  
■
Climate Delegated Act (Commis-  
■
NKT is a member of the Europacable  
task force on Taxonomy. The task  
force produced a Taxonomy note in  
2024, which provides information on  
additional Taxonomy elements, i.e.  
alignment parameters, such as techni-  
cal screening criteria. It also includes  
Transmission and distribution cur-  
sion Delegated Regulation (EU)  
2021/2139)  
rent-carrying wiring devices  
■
These devices qualify if they contrib-  
ute to enhancing the proportion of  
renewable energy within the system or  
improving energy efficiency. The former  
has been deemed satisfied when the  
Construction/installation and oper-  
■
Commission Delegated Regulation  
ation of equipment and infrastruc-  
ture where the main objective is an  
increase of the generation or use of  
renewable electricity generation.  
(EU) 2021/2178  
 
93  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
The assessment of the substantial  
contribution criteria accounted for the  
type of project or product supplied. In  
2024, these comprised primarily inter-  
connector cables including installation  
services.  
oped to comply with the DNSH criteria  
on manufacturing, product, and pro-  
ject level.  
Pollution prevention and control  
NKT adheres to regulatory require-  
ments within its manufacturing oper-  
ations, ensuring responsible pollution  
prevention and control. Both NKT and  
its clients are legally obligated to con-  
duct thorough environmental impact  
assessments. For NKT´s production  
sites as well as on project level, all  
prohibited and restricted chemical  
substances being used have been  
identified, together with their pur-  
pose and place of use. If materials/  
substances from the EU ECHA Can-  
didate list of Substances of very high  
concern are being used, it has been  
documented that there are no alter-  
natives and that dispensation from  
local authorities or similar has been  
approved if required due to exceeding  
the threshold.  
On project level, the economic activ-  
ities have been deemed not aligned  
with the DNSH criteria if a project  
does not have the supportive doc-  
umentation to comply with the set  
criteria. This can be the case if a  
project is new and thereby the nec-  
essary documentation has not been  
developed yet.  
Abbreviations in the EU  
Taxonomy tables  
CCM: Climate
change mitigation  
Transition to circular economy  
NKT promotes the transition to a cir-  
cular economy. Key elements of this  
approach include:  
Climate change adaptation  
Y:  
Yes, Taxonomy-eligible and  
Taxonomy-aligned activity with  
the relevant environmental  
objective  
■
NKT has performed a physical climate  
risk assessment covering NKT´s pro-  
duction sites, non-production sites  
and key suppliers' production sites.  
Asset resilience across different IPCC  
climate scenarios and time horizons  
has been assessed. Furthermore,  
NKT has conducted thorough assess-  
ments at the manufacturing site level,  
focusing on climate adaptation plans  
and measures. On project level, cli-  
mate change adaptation documenta-  
tion has been obtained.  
High-Quality and Durable Cables:  
NKT designs and manufactures  
cables to meet stringent quality and  
longevity standards. Some cables  
often serve for 40 years. Addition-  
ally, NKT’s service and installation  
division swiftly repairs cable sys-  
tems, minimising disruptions and  
extending their operational lifespan.  
The contribution of the disclosed  
activities is on climate change miti-  
gation. The overall assessment con-  
cluded no contribution of activities  
against the substantial contribution  
criteria for climate change adaptation  
and that none of the activities are  
aligned under the other four environ-  
mental objectives across revenue,  
OpEx, and CapEx as per Environmen-  
tal Delegated Act (Commission Dele-  
gated Regulation (EU) 2023/2486).  
N:  
No, Taxonomy-eligible but not  
Taxonomy-aligned activity with  
the relevant environmental  
objective  
Compliance with Minimum  
Safeguards  
The Minimum Safeguards have been  
assessed on a global company level  
with reference to the NKT Code of  
Conduct, the Human rights policy,  
Sustainable Procurement policy, and  
other related policies, processes, and  
governance. NKT aligns with the UN  
Guiding Principles on Business and  
Human Rights, as well as the Organi-  
sation for Economic Cooperation and  
Development's (OECD) guidelines  
for multinational enterprises. These  
principles extend to both the internal  
operations and supply chain.  
EL:  
Taxonomy-eligible activity for  
the relevant objective  
■
Waste and Circularity Strategy:  
N/EL: Taxonomy-non-eligible
activity  
for the relevant objective  
NKT has implemented a strategic  
waste and circularity plan, with the  
primary focus of increasing the  
amount of waste that is recycled.  
By optimising material usage and  
refining recycling processes, NKT  
contributes to resource efficiency  
while minimising waste generation.  
E:  
T:  
Enabling  
Transitional  
Sustainable use and protection  
of water and marine resources  
NKT adheres to regulatory require-  
ments in its manufacturing operations  
ensuring responsible water manage-  
ment. The NKT’s sites are not located  
in water-stressed areas. Project  
inclusion as part of the Taxonomy  
has been contingent upon successful  
environmental impact assessments  
(EIAs), providing essential insights into  
potential water and marine resource  
impacts. EIA´s or EAARE´s have also  
been requested from NKT´s produc-  
tion sites, since NKT or its clients are  
legally obliged to conduct an environ-  
mental impact assessment.  
Compliance with DNSH  
The economic activities have been  
included as aligned, if they comply  
with the relevant DNSH criteria for the  
categories 3.1, 3.20, and 4.9. NKT  
assessed DNSH criteria on:  
Protection and restoration of  
biodiversity and ecosystems  
Both NKT and its clients adhere  
to legal obligations by conducting  
thorough EIAs. Only those projects  
that have successfully completed  
an assessment process have been  
deemed aligned.  
■
Recycled Content in Conductors:  
In alignment with circular economy  
principles, NKT is continuously  
investigating opportunities to pro-  
duce cables with higher recycled  
content in their conductors. This  
reduces dependence on virgin  
resources and fosters sustainable  
material practices.  
■
Manufacturing level  
Project and product level  
In the alignment assessment process,  
all relevant aspects of the Minimum  
Safeguards have been taken into  
consideration. Topics related to fair  
competition and anti-corruption are  
addressed in the NKT Code of Con-  
duct. Additionally, NKT's Tax Policy,  
which covers related taxation matters,  
is publicly accessible on NKT.com.  
■
The assessments are documented  
in either project or product specific  
documentation and/or the integrated  
management plans, processes, and  
procedures for the manufacturing  
sites. This approach has been devel-  
 
94  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
EU Taxonomy  
Accounting policy  
■
The revenue (market prices), CapEx  
and OpEx related to Taxonomy-el-  
igible/aligned activities have been  
determined based on the assessment  
of project and product eligibility and  
alignment. Revenue, CapEx, and  
OpEx that can be linked to identi-  
fied Taxonomy-aligned activities are  
classified as Taxonomy-aligned. The  
proportion of revenue, CapEx, and  
OpEx that is associated with Taxon-  
omy-eligible but not-aligned activities  
has been determined. This includes  
the eligible activities where NKT does  
not meet the technical screening crite-  
ria for substantial contribution, DNSH,  
or Minimum Safeguards for Taxonomy  
alignment. The proportion of revenue,  
CapEx, and OpEx that is associated  
with Taxonomy-non-eligible activities  
has been determined.  
statement in the financial statements.  
It also includes additions of tangible  
and intangible assets resulting from  
business combinations along with the  
leasing additions reported in the right-  
of-use assets from leases included in  
property, plant and equipment.  
Allocation key  
The technical screening criteria for  
substantial contribution to climate  
change mitigation have been dis-  
tinctly separated from the eligibility  
assessment to enhance clarity in  
reporting.  
The changes include:  
The share of Taxonomy-eligible/  
aligned CapEx and OpEx has been  
assessed by applying the share of  
Taxonomy-eligible/aligned produced  
quantities per categories within spe-  
cific business lines as an allocation  
key. The majority of investments and  
costs can and will be used to produce  
both eligible/aligned and non-eligible  
projects and products, and NKT  
considers that using an output-based  
approach represents a good proxy for  
the split between eligible/aligned and  
non-eligible activities.  
■
The allocation key for CapEx and  
OpEx is now based on quantities  
rather than revenue, ensuring  
compliance with the Taxonomy  
regulation.  
These changes ensure the provision of  
more reliable and relevant information,  
as a result, prior-period figures have  
been restated to ensure consistency.  
■
OpEx has been defined as direct  
non-capitalised costs that relate to  
research and development, short-term  
lease, maintenance and repair.  
Short-term lease and R&D costs  
have been incorporated into the  
OpEx to provide a more compre-  
hensive assessment of operational  
expenditures.  
The share of Taxonomy-eligible/  
aligned revenue is calculated as the  
revenue from Taxonomy-eligible/  
aligned projects and products as a  
proportion of total revenue.  
■
Whenever business lines have reve-  
nue streams that cannot be directly  
allocated to specific projects or  
cable types, such as manual post-  
ings, NKT proportionally allocates  
this non-allocated revenue across  
Taxonomy categories. This is based  
on each business lines' percentage  
distribution of eligible/aligned and  
non-eligible revenue.  
Double counting  
Revenue, CapEx, and OpEx have  
been allocated to a single applicable  
activity, either within the three key  
Taxonomy-eligible categories or the  
non-Taxonomy-eligible category,  
ensuring a clear and accurate dis-  
tribution without the risk of double  
counting.  
The share of Taxonomy-eligible/  
aligned CapEx is calculated as the  
investments related to assets, pro-  
cesses, and technologies associated  
with Taxonomy-eligible/aligned eco-  
nomic activities as a proportion of the  
total CapEx.  
Taxonomy KPIs  
Revenue (market prices), as presented  
in the income statement in the finan-  
cial statements and in line with NKT's  
financial definition, includes only exter-  
nal revenue.  
■
The source for renewable energy  
statistics has shifted from EU Com-  
mission data to World Bank figures,  
thereby improving coverage by  
including non-EU countries.  
Restatement 2023  
The share of Taxonomy-eligible/  
aligned OpEx is calculated as the  
OpEx associated with processes and  
activities related to Taxonomy-eligible/  
aligned economic activities as a pro-  
portion of total OpEx.  
The comparative data of 2023  
has been restated to incorporate  
the structural and methodological  
changes implemented to improve the  
accuracy and transparency of the  
2024 EU Taxonomy disclosure.  
CapEx is defined as "Investments in  
property, plant, and equipment" and  
"Intangible assets and other invest-  
ments" as reported in the cash flow  
 
95  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
ESRS E5  
Policies  
E5-1  
Actions and resources  
E5-2  
Targets  
E5-3  
Resource use  
and circular  
economy  
NKT has not yet established a  
dedicated policy for resource use  
and circular economy. There are  
currently ongoing efforts to enhance  
and mature NKT's overall strategic  
circularity initiatives. NKT aims to  
finalise and disclose a comprehen-  
sive policy for resource use and  
circular economy in 2025.  
NKT is active with a number of  
activities within circularity covering  
areas such as waste minimisation,  
product lifetime extension, recy-  
cling, and recycled content. How-  
ever, with the exemption of waste  
minimisation, these efforts have not  
been part of a cohesive strategic  
framework and therefore NKT has  
no actions to disclose for resource  
use and circular economy. NKT is  
currently in the process of maturing  
its overall strategic approach within  
the area of circularity which will help  
ensure the allocation of the neces-  
sary resources to specific strategic  
focus areas.  
Without a formal policy, NKT cur-  
rently lacks specific targets for  
resource use and circular economy  
concerning market products. There  
are ongoing efforts to enhance  
and mature NKT's overall strategic  
circularity initiatives. NKT intends  
to develop and disclose targets for  
resource use and circular economy  
by 2026.  
Impacts, risks, and opportunities  
E5  
Value chain IROs  
In the following chapter, NKT will describe its work with  
resource use and circular economy topics with a focus  
on the material impacts and risks.  
Material sustainability matters in the  
value chain for resource use and  
circular economy are covered by the  
Procurement sustainability policy.  
To read more, see:  
The material sustainability matters are:  
■
Resource inflow including resource use  
Procurement sustainability  
policy on page 98  
■
Waste  
■
Resource outflow related to products and services  
To read more about the material sustainability  
matters, see: DMA results on page 65.  
 
96  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
ESRS E5  
Significant estimates  
and judgements  
keep the high performance of cable  
systems. The cascading principle  
is applied to these materials by  
maximising the use of resources as  
well as the fact that the materials  
are used to manufacture high-value  
cable products with a long lifetime  
that supports the green transition in  
society.  
possibility to increase circularity  
and decarbonisation throughout the  
value chain. The percentage of sus-  
tainably sourced biological material  
contents in NKT’s cable systems  
was 0% in the reporting period,  
while the percentage of reused or  
recycled components used to man-  
ufacture NKT’s cables was 8%.  
Accounting policy  
Metrics  
The disclosure is based on the  
recorded purchases of NKT's main  
raw materials in the reporting period.  
For the disclosures related to circular-  
ity, NKT assumes the total amount of  
purchased main raw materials to be  
consumed within the reporting period.  
Resource inflows  
E5-4  
The main material inflows to pro-  
duce NKT’s cable system products  
are:  
Percentage of sustainably  
sourced biological materials  
The percentage of biological materials  
and biofuels used for non-energy pur-  
poses is calculated using the following  
formula:  
Sustainably sourced materials  
For the disclosure on sustainably  
sourced biological materials, NKT  
relies on the availability and quality of  
data from its suppliers. In cases where  
NKT cannot obtain information on the  
amount of sustainably sourced bio-  
logical materials from its suppliers, it  
assumes the share to be 0%.  
■
Copper  
■
Aluminium  
■
The main impacts of the core mate-  
rials are in the value chain where  
mining and extraction of virgin  
In addition to the main materials  
used for cable system production,  
NKT has a resource inflow of pack-  
aging materials. These packing  
inflows consist of pallets and plastic  
foils that materials are packaged in  
on delivery together with the out-  
bound packaging that NKT uses  
when placing produced cables on  
the market. NKT delivers part of the  
product portfolio with and in pack-  
aging such as drums in wood, steel,  
and plastics, as well as caddies.  
Lead  
■
Total weight of sustainably  
sourced biological materials  
Steel  
■
*100  
Cross-linked polyethylene (XLPE)  
Total weight of raw materials  
■
Polyvinyl chloride (PVC)  
materials contribute to resource  
depletion and carbon emissions  
through energy-demanding refin-  
ing processes. This is also where  
waste is a material topic for NKT,  
since mining is a process where  
tailings and other waste flows such  
as scrap rocks are generated while  
the waste associated with the pro-  
duction of plastics is mainly plastic  
scrap not meeting quality require-  
ments. Overall, increasing circularity  
in the value chain is an important  
decarbonisation and resource use  
lever to reduce the impacts. For the  
plastics, using sustainably sourced  
renewable feedstock such as bio-  
based plastics could be another  
Reused or recycled components  
Due to inconsistencies in the data  
and to ensure transparency and con-  
sistency, NKT has opted to use the  
verified global average for recycled  
content available in the ecoinvent  
database. This approach allows NKT  
to present a more accurate and reli-  
able assessment of its environmental  
impact.  
In cases where NKT cannot obtain  
information on the amount of reused  
or recycled components from the  
ecoinvent database, it assumes the  
share to be 0%.  
These materials have complex  
Percentage of reused or  
recycled components  
value chains where the initial step is  
extraction of raw materials such as  
crude oil and metal ores, followed  
by refining processes and manufac-  
turing into high-quality products that  
are then used in the manufacturing  
of cable systems by NKT. NKT  
The proportion of reused or recycled  
components in raw material pur-  
chased in 2024 is estimated using the  
global average data on recycled cop-  
per and steel supplied by the ecoin-  
vent database.  
The percentage of secondary reused  
or recycled components, secondary  
intermediary products, and secondary  
materials used for the manufacturing  
of products and packaging is calcu-  
lated using the following formula:  
uses copper and aluminium in the  
cable conductors for their electrical  
properties, where aluminium is pro-  
cessed from bauxite, a critical raw  
material, and copper from copper  
ore. The different plastics are used  
for their insulation and semi-con-  
ductive properties and critical to  
To read about NKT's material  
resource inflows with the full value  
chain, see:  
Value chain on page 63  
Total weight of reused/  
recycled components  
*100  
Total weight of raw materials  
 
97  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
ESRS E5  
Significant estimates  
and judgements  
■
Metrics  
In NKT’s high voltage cable and  
Accounting policy  
accessories portfolio, life cycle  
solutions on repair and decom-  
missioning services are offered  
which ensure that cable systems  
are repaired if faulting, extending  
the lifetime of the system.  
Rate of recyclable content  
NKT assumes the total amount of pur-  
chased main raw materials to be con-  
sumed within the reporting period.  
Resource outflows  
The material recovery rate for each  
raw material type, which is used for  
the calculation of the rate of recyclable  
content, is based on industry standard  
EN 50693:2019, product category rule  
for life cycle assessment for electronic  
and electrical products and systems.  
E5-5  
NKT promotes efficient resource use  
and circularity in both manufacturing  
and products placed on the market.  
In the following list, the key products  
– cable systems - that are being man-  
ufactured through NKT’s production  
processes are described together with  
how they integrate circular principles:  
Recovery rate  
NKT have opted to use the verified  
global average for recovery rates as  
stated in the industry standard EN  
50693:2019. This approach allows  
NKT to present a more accurate and  
reliable assessment of its environmen-  
tal impact.  
■
When considering product  
design, recycled content, i.e.  
the use of secondary resources  
instead of virgin resources, is an  
important criteria. NKT is contin-  
uously assessing opportunities to  
increase the recycled content of  
the cable.  
The rate of recyclable content in  
products and packaging is calculated  
using the following formula:  
In cases where NKT has no specific  
or representative data available,  
and where industry standard EN  
50693:2019 does not provide guidance  
on the recovery rate, NKT assumes the  
share to be 0%.  
∑ (Material recovery rate (%)  
per raw material type × Total  
weight of raw material type) +  
∑ (Material recovery rate (%)  
per packaging type × Total  
weight of packaging type)  
■
Cable systems at NKT are  
designed with long lifetimes and  
high-quality assurance. In every  
aspect of the production process,  
NKT aims to maximise the use of  
materials, such as copper, alumin-  
ium, and plastics, which are criti-  
cal for electrical conductivity and  
insulation properties. Since cable  
systems are built to last, the fre-  
quency of replacements and the  
associated environmental impact  
are low. The standard for lifetime  
of a cable is different depending  
on application, where energy dis-  
tribution networks serve 40 years,  
building wires 30 years, and tele-  
com networks 20 years.  
*100  
■
At the end of their life cycle,  
cables can be recycled to recover  
valuable metals. This reduces the  
demand for new raw materials  
and minimises waste. Advanced  
recycling techniques allow for  
the disassembly and recycling  
of metals, insulation, and other  
components. For some products  
in some markets, take-back  
Total weight of raw materials  
+ Total weight packaging  
Lifetime of a cable  
Lifetime of a cable is based on  
Europacable's standard on carbon  
performance in the wire and cable  
industry and the PEP ecopassport  
Program PSR, Specific rules for Wires,  
Cables and Accessories.  
systems are available to a limited  
extent. The rate of recyclable  
content in NKT's cables is 42%.  
 
98  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Other environmental responsibilities in the value chain  
■
■
■
Policy  
E2-1, E3-1, E4-1, E4-2  
The objectives of the policy:  
Reducing pollution of air, water,  
and soil: Encourage suppliers to  
reduce pollution in their own oper-  
ations and their supply chains.  
Limitations  
Other  
The policy does not address the  
following topics:  
■
The Procurement sustainability policy  
is a key policy document related to  
due diligence in the value chain.  
Compliance with environmental  
legislation: Require suppliers  
and service providers to comply  
with all local and international  
environmental legislations and  
regulations.  
environmental  
responsibilities  
in the value chain  
■
Traceability of products, com-  
Reducing water: Encourage  
suppliers to reduce water usage  
in their own operations and their  
supply chains.  
ponents, and raw materials with  
significant impacts on biodiversity  
and ecosystems along the value  
chain.  
NKT has not assessed biodiversity  
related physical, transition, and sys-  
temic risks in relation to its strategy  
and business model. No resilience  
analysis in the context of biodiver-  
sity has been prepared.  
■
Sourcing low negative-impact  
materials: Collaborate with sup-  
pliers and service providers to  
source materials and products  
such as recycled and renewable  
materials with low negative-im-  
pact on the environment.  
■
Waste reduction: Promote waste  
reduction, recycling, and respon-  
sible waste handling practices  
with the suppliers and service  
providers and their operations.  
Consumption from ecosystems  
that are managed to maintain or  
enhance conditions for biodiver-  
sity.  
Impacts, risks, and opportunities  
E2, E3, E4  
Procurement  
sustainability policy  
■
In the following chapter, NKT will describe its work with  
environmental topics in the value chain with a focus on  
the material impacts.  
Social consequences of biodi-  
■
Key content  
Supporting ecosystem resto-  
ration: Work with suppliers and  
service providers on initiatives to  
support and restore degraded  
ecosystems and avoid, minimise,  
and restore biodiversity loss in  
their supply chains.  
versity and ecosystem-related  
impacts.  
■
NKT is committed to sustainable  
procurement practices that min-  
imise environmental impact and  
promote fair labour practices. NKT  
will collaborate with suppliers who  
share its commitment to high ESG  
standards and contribute to NKT’s  
sustainability objectives. Through  
the Procurement sustainability pol-  
icy, NKT ensures that it sources and  
procures goods and services in a  
manner that is ethical, sustainable,  
and environmentally and socially  
responsible.  
Reducing GHG emissions: Col-  
laborate with suppliers and ser-  
vice providers to actively reduce  
and set public commitments for  
their GHG emissions across their  
operations and supply chains.  
■
The material sustainability matters are:  
Sustainable land practices, sus-  
tainable oceans practices and  
deforestation or biodiversity and  
ecosystem protection covering  
operational sites.  
■
Pollution of soil  
■
Pollution of air  
■
Pollution of water  
■
■
■
Water  
Energy efficiency: Encourage  
suppliers to use renewable  
energy sources and adopt  
energy-efficient practices.  
Engaging with local communities:  
Encourage suppliers and service  
providers to engage with local  
communities to minimise negative  
impacts related to environment  
from their operations and contrib-  
ute to local initiatives.  
■
Impacts on the extent and condition of ecosystems  
Scope  
■
Direct impact drivers of biodiversity loss  
The policy is applicable for employ-  
ees and sets guidelines for suppliers  
and service providers.  
• Impact
on the state of species  
To read more about the material sustainability  
matters, see: DMA results on page 65.  
 
99  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Environmental information  
Other environmental responsibilities in the value chain  
Due diligence  
While NKT acknowledges the impor-  
NKT will leverage the results of its  
materiality assessment to shape its  
mitigation and remediation strat-  
egies, focusing on impacts that  
are significant to the supply chain.  
NKT is committed to continuously  
improving and strengthening its due  
diligence process to address these  
identified environmental impacts  
and risks.  
Committed to high ethical stand-  
ards, NKT expects and requires all  
business partners to meet those  
same standards. NKT has commit-  
ted to comply with UNGC and inte-  
grate recommendations by OECD  
in its internal ways of working and  
while working with business part-  
ners and suppliers  
are required to report their sustain-  
ability efforts and progress toward  
meeting environmental, social, and  
ethical standards. This information  
is incorporated into NKT's overall  
sustainability disclosures.  
E2-2, E2-3, E3-2; E3-3, E4-3, E4-4  
NKT is actively strengthening its due  
diligence process with a focus on  
specific environmental steps. At this  
stage, NKT has no specific actions  
or targets for biodiversity, water and  
marine resources, or pollution of air,  
soil, and water.  
tance of the material topics, specific  
steps to address these gaps have  
not yet been implemented. The  
effectiveness of the existing envi-  
ronmental due diligence policies is  
monitored through ongoing activities  
within the existing process.  
Grievance and remediation  
To read more about the grievance  
mechanism and remedy see:  
Compliance  
NKT will conduct regular assess-  
ments, including audits, site visits,  
self-assessment questionnaires,  
and support from third-party cer-  
tification bodies and standards to  
follow up on due diligence activities.  
Suppliers and service providers  
who fail to meet the policy require-  
ments will face corrective actions,  
which may include remediation  
plans, warnings, or termination of  
the business relationship.  
Grievance mechanism and  
remedy on page 107  
NKT is committed to working  
collaboratively with suppliers and  
service providers to continuously  
improve their sustainability practices  
and support them in meeting higher  
sustainability standards. Addition-  
ally, suppliers and service providers  
 
100  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Social  
information  
101 Own workforce  
107 Social responsibility in the value chain  
 
101  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Own workforce  
To ensure a safe working envi-  
ronment, NKT has a workplace  
management system in place:  
ISO 45001. As per 2024, 80% of  
production sites are ISO45001  
certified.  
Scope  
Engagement  
with own workforce  
Policies  
S1-1, S1-3  
Own workforce  
Impacts, risks, and opportunities  
S1  
The NKT training policy applies to all  
NKT employees including subsidiar-  
ies. The policy regulates white collar  
training only.  
S1-2  
Health and safety  
NKT values its employees and it  
is therefore important to engage  
with them on sustainability-related  
impacts, risks, and opportunities. This  
is done on a regular basis through  
engagement surveys and structured  
feedback dialogues. Engagement  
occurs both with the employees  
directly and with their representatives  
through department meetings and in  
meetings with union representatives.  
The area of health and safety is cov-  
ered by the Group Integrated Man-  
agement System (IMS) policy:  
Human rights policy and  
grievance mechanism:  
A description of NKT’s human rights  
policy and the whistleblower hotline  
can be found here:  
In the following chapter, NKT will describe its work with  
own workforce topics with focus on the material impacts  
and risks.  
Scope  
Key content  
The IMS policy covers the NKT  
workforce as well as contractors.  
The policy’s main objective within  
the area of health and safety is to  
ensure safe and healthy working  
conditions in NKT. NKT strives to  
ensure a secure work environment.  
The material impacts and risks cov-  
ered by the policy are work-related  
injuries, occupational diseases,  
potential hazard of external threats,  
and physical and psychological  
well-being.  
The material sustainability matters are:  
Training and skills development  
The area of training and skills devel-  
opment is covered by NKT's training  
policy. NKT considers developing  
employees important in making  
NKT an attractive place for employ-  
ees to invest their career and to  
ensure NKT continuously performs  
as an organisation and remains  
competitive.  
Human rights policy on  
page 107  
■
Health and safety  
■
Training and skills development  
Data on trainings and number of  
grievances received through the  
whistleblower hotline can be found  
here:  
The GLT has operational responsibil-  
ity for ensuring that engagement with  
NKT’s employees take place.  
The effectiveness of engagement is  
assessed through surveys and spe-  
cific management fora. NKT uses an  
engagement survey to ensure that  
employees have an opportunity to  
be heard.  
Incidents, complaints, and  
severe human rights impacts  
on page 106  
The policy highlights NKT’s commit-  
ment to respecting human rights,  
aligning with international standards  
and guidelines such as the Interna-  
tional Bill of Human Rights, Interna-  
tional Labour Organisations (ILO's)  
Declaration, OECD Guidelines, and  
UN Guiding Principles.  
Key content  
The key content of the policy is  
to ensure effective processes for  
investing in employee development.  
The policy covers individual devel-  
opment, functional and cross-func-  
tional training programs, leadership  
development, EMBA's, and other  
executive programs.  
Code of Conduct training on  
page 112  
The engagement with employees is  
based on all categories of employees.  
NKT covers all vulnerable employee  
groups with a range of different poli-  
cies, guidelines, and trainings.  
To read more about the material sustainability  
matters, see: DMA results on page 65.  
 
102  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Own workforce  
Action  
S1-4  
being rolled out, covering areas  
such as electrical safety, use of  
knives, and forklift operations.  
monitoring and improvement of  
safety practices.  
safety through leadership involve-  
ment and a strengthened HSE team  
to drive improvements and maintain  
safety standards.  
■
Health and safety  
Progress tracking: Regular  
updates and progress tracking  
are integral to the strategy, involv-  
ing monitoring the implementa-  
tion of initiatives, assessing their  
impact, and making necessary  
adjustments.  
A Health, Safety, and Environment  
(HSE) strategy for 2023-2026 was  
developed to strengthen safety  
through three main pillars: Behav-  
ioural safety, site maturity, and NKT  
global standards. These pillars were  
further developed in 2024:  
GLT plays an important role as  
safety ambassadors, fostering  
a visible sense of ownership for  
Training and skills development  
In 2024 employees have  
participated in the following  
programmes:  
safety. The effectiveness of actions  
and initiatives in the HSE strategy is  
tracked and assessed through sev-  
eral key mechanisms:  
■
NKT Trainee Programme  
■
Advanced Talent Programme  
■
■
Feedback mechanisms: Feed-  
back from employees and safety  
ambassadors is collected to  
assess the effectiveness of train-  
ing programs such as SafeStart  
and other safety initiatives.  
Fast Track Emerging Talent Pro-  
■
■
Behavioural safety: The SafeStart  
Regular audits: Some sites are  
gramme (for female employees)  
■
initiative aims to reduce safety  
incidents by training employees  
to recognise and mitigate risky  
behaviours. This programme  
includes workshops, online train-  
ing, and is supervised by a steer-  
ing committee.  
audited using the Safety Culture  
Ladder to ensure compliance  
with safety standards and identify  
areas for improvement.  
Advanced Leadership Pro-  
gramme (for female employees)  
■
License to Lead Others Pro-  
gramme  
■
■
Incident reporting system: The  
Action plans: Specific action  
plans are developed to address  
identified gaps and tracked  
through HSE council meetings,  
with immediate actions agreed  
upon and followed up to ensure  
timely resolution. This includes  
enabling remedy where neces-  
sary. No remedy has been pro-  
vided in 2024.  
For training and skills development  
NKT has allocated a team on global  
level, working on training pro-  
incident reporting system is used  
for risk observation and incident  
reporting, helping to track inci-  
dents, analyse root causes, and  
implement corrective actions.  
■
Site maturity roadmap: Some sites  
grammes. In 2025, NKT will work on  
gaining more transparency in terms  
of trainings and skills development,  
the actual resources allocated, and  
tracking the effectiveness.  
are audited using the Safety Cul-  
ture Ladder to ensure consistent  
safety practices. NKT will roll out  
more Safety Culture Ladder audits  
for sites in the coming years.  
■
Monthly HSE council meetings:  
The HSE council meets on a  
monthly basis to review progress,  
discuss updates, and drive  
actions, ensuring continuous  
With the established programmes  
NKT aims to allow employees to  
develop skills and become an  
attractive employer.  
■
NKT global standards: Global  
standards are being developed  
and some standards are currently  
The HSE strategy for 2023-2026  
has allocated resources to enhance  
 
103  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Own workforce  
Targets  
S1-5  
The target is currently on track. Pro-  
gress on the RWA metric is being  
monitored monthly and progress  
on the target is being monitored  
annually.  
performance and progress towards  
targets. Chaired by the Group HSE  
Director, the council includes HSE  
managers, leadership represent-  
atives, and employee representa-  
tives, ensuring a comprehensive  
approach to safety. The regular  
feedback from employees helps  
identify lessons learned and areas  
for improvement.  
Health and safety targets  
NKT has set specific, measurable  
goals for the RWA to reduce inci-  
dents and enhance safety practices.  
Setting targets  
The target for health and safety has  
been developed and set by Group  
Health and Safety and NKT Leader-  
ship. The base year for the target is  
2022 and the baseline value is 5.65.  
While the workforce was not directly  
involved in setting the target, they  
play a crucial role in implementing  
measures and monitoring perfor-  
mance to achieve it.  
Safety (RWA)  
The RWA is a key metric used to  
measure workplace safety, repre-  
senting the number of recordable  
incidents per 1,000,000 hours  
worked1. The targets for RWA are  
designed to encourage continuous  
improvement in safety performance.  
Training and skills  
development targets  
NKT is currently working on being  
able to track the effectiveness of  
trainings which in turn will enable  
the setting of targets for training and  
skills development.  
RWA target  
The 2024 RWA target was 6. The  
2028 RWA target is 3 or below,  
reflecting a reduction in the number  
of incidents, indicating better safety  
performance. It underscores the  
importance placed on reducing  
workplace incidents and improving  
overall safety. The progress on the  
RWA metric can be found here:  
Tracking performance and  
identifying lessons  
The HSE Council plays an impor-  
tant role in enhancing safety and  
ensuring continuous improvement  
within the organisation. The council  
oversees safety audits, incident  
reporting, and the implementation  
of training programs such as Safe-  
Start and develops and rolls out  
global standards for critical safety  
areas. The council also tracks safety  
Health and safety metrics on  
page 105  
1
NKT has previously calculated work-related accidents based on 200,000 workhours. NKT has now aligned this with ESRS to disclose its RWA based on 1,000,000 workhours. Targets and base year value have been adjusted accordingly.  
 
104  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Own workforce  
Metrics  
Characteristics of employees  
Employees by gender and contract type  
Number of employees  
S1-6  
(head count)  
Accounting policy  
The following section provides an overview of the char-  
acteristics of NKT’s employees. For related information,  
refer to the note 2.2: "Staff costs" on page 128 in the  
financial statements.  
Gender categories  
Breakdown of employees  
Female  
1,181  
4,875  
0
NKT's employees may choose a gen-  
der category, which is aligned with  
their identity or decide not to disclose  
their gender. As such NKT operates  
with four categories; female, male,  
other, and not disclosed.  
The employee breakdown is based  
on the total head count at the end of  
the reporting period. Countries where  
NKT has at least 10% of its total work-  
force, exceeding 50 employees, are  
disclosed separately. The remaining  
NKT employees are consolidated  
under the category “Other.” The geo-  
graphical assignment of NKT employ-  
ees is determined by their contractual  
Male  
Other  
Not disclosed  
1
Employees by country  
Total number of employees  
6,057  
1,097  
4,575  
0
Female  
Number of employees  
Country  
(head count)  
Male  
Total head count  
Other  
The total number of employees is  
determined by the head count at the  
end of the reporting period. This figure  
includes temporary and permanent  
employees, as well as those on leave.  
The data is sourced from the Group’s  
registration systems. Employees who  
have been made redundant or have  
resigned are counted until the end  
of their notice period, regardless of  
whether they have been released from  
Sweden  
2,264  
1,327  
632  
443  
430  
388  
173  
Not disclosed  
1
Germany  
Czech Republic  
Poland  
Total number of permanent employees  
5,673  
84  
affiliations.  
Female  
Male  
300  
0
Portugal  
Denmark  
India  
Other  
Not disclosed  
0
Total number of temporary employees  
384  
3
Lithuania  
United Kingdom  
Netherlands  
Other  
152  
88  
Female  
Male  
20  
their duties.  
82  
Other  
0
78  
Not disclosed  
0
Total  
6,057  
Total number of non-guaranteed hours employees  
23  
 
105  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Own workforce  
Employee turnover  
Health and safety metrics  
S1-14  
2024  
2024  
Number of employees who have left NKT (head count)  
Percentage of employee turnover  
606  
10%  
447  
8%  
Percentage of employees covered by health and safety management system  
Number of fatalities among NKT's employees  
Number of fatalities of other workers working on NKT's sites  
Number of recordable work-related accidents  
Rate of recordable work-related accidents (RWA)  
Number of days lost  
100%  
0
Number of permanent employees who have left NKT (head count)  
Percentage of permanent employee turnover  
0
52  
Number of temporary employees who have left NKT (head count)  
Percentage of temporary employee turnover  
159  
37%  
5.24  
827  
Accounting policy  
Accounting policy  
Employee turnover  
The turnover rates are calculated  
using the following formulas:  
Coverage of health and safety  
management system  
The percentage of NKT’s employees  
who are covered by the health and  
safety management system is calcu-  
lated using the following formula:  
Recordable  
work-related incidents  
The rate of recordable work-related  
accidents for own workforce is calcu-  
lated using the following formula:  
Lost days  
The employee turnover rate is cal-  
culated using the “average number  
of employees” to account for fluctu-  
ations in head count. To accurately  
reflect NKT’s turnover rate, two  
distinct figures are reported: One for  
permanent employees and one for  
temporary employees. This distinction  
is necessary due to the inherently  
higher turnover rate among temporary  
employees.  
The number of days lost to work-re-  
lated injuries are the total number of  
calendar days lost to work-related  
injuries and fatalities from work-related  
accidents in NKT’s own workforce.  
This includes the first full day and last  
day of absence.  
The total recordable work-related  
incidents include any incidents  
which resulted in medical treatment,  
reduced work, lost time, or fatalities as  
reported in an internal system.  
Total number of terminated  
permanent employees  
Number of recordable  
work-related accidents for NKT's  
workforce * 1,000,000  
*100  
*100  
Average number of  
permanent employees  
Total head count  
Total number of hours  
worked by NKT's workforce  
Rate of recordable  
work-related accidents  
of employees covered  
*100  
Total head count  
Total number of terminated  
temporary employees  
The number of days lost due to fatali-  
ties will be assessed individually, con-  
sidering the circumstances leading up  
to each fatality.  
The calculation of rate of recordable  
work-related accidents (RWA) for own  
workforce is based on number of  
work hours derived partly from payroll  
information and partly from estimates  
using the contractual hours.  
of employees in NKT  
Average number of  
The turnover rate includes all employ-  
ees leaving NKT during the reporting  
period.  
temporary employees  
Fatalities  
Fatalities are the number of NKT's  
employees and other workers working  
on NKT's sites who lost their lives as  
a result of a work-related incident or  
work-related ill health. Fatalities are  
included in the rate of recordable  
accidents.  
Average number of employees  
The average number of employees is  
determined by calculating the average  
head count over the reporting period,  
based on the head count at the end of  
each month.  
 
106  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Own workforce  
Incidents, complaints, and  
severe human rights impacts  
S1-17  
Incidents and complaints  
2024  
Complaints  
NKT has not identified any cases of  
severe human rights incidents (e.g.  
forced labour, human trafficking, or  
child labour) during 2024 nor paid  
any fines, penalties, or compensa-  
tion for damages as a result of dis-  
criminations for complaints.  
Number of complaints filed through NKT's whistleblower hotline  
19  
0
Number of complaints to National Contact Points for OECD Multinational Enterprises  
Discrimination and harassment  
Total number of incidents of discrimination (including harassment)  
5
0
Fines, penalties, and compensation  
Total amount of fines and penalties and total amount of compensation for damages  
Accounting policy  
Number of complaints  
Number of incidents  
Fines  
The number of complaints filed  
The number of discrimination and  
severe human rights incidents affect-  
ing NKT's employees is derived from  
the whistleblower hotline.  
The total amount of fines, penalties,  
and compensation paid for damages  
related to incidents of discrimination,  
including harassment and complaints  
and severe human rights abuses/  
breaches filed during the reporting  
period.  
through grievance mechanism or the  
National Contact Points for OECD  
Multinational Enterprises (NCPs for  
OECH Multinational Enterprises) is  
derived from the whistleblower hotline  
and the NCPs for OECH Multinational  
Enterprises. It encompasses com-  
plaints related to social topics such  
as working conditions and equal  
treatment, but excludes incidents of  
discrimination (including harassment).  
NKT’s Corporate Affairs monitors any  
complaints filed with NCPs for OECD  
Multinational Enterprises, along with  
any incident from the whistleblower  
hotline.  
Compensation for damages  
The total amount of compensation  
paid for damages related to incidents  
of discrimination, including harass-  
ment and complaints filed during the  
reporting period.  
 
107  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Social responsibility in the value chain  
Policies for social impacts  
in the value chain  
human rights for employees, com-  
munities where NKT operates, and  
workers in the value chain. The pol-  
icy aligns with international human  
rights standards and is monitored  
through the grievance mechanism.  
chain partners and uses proxies  
when direct dialogue is not possi-  
ble to identify and address human  
rights risks and impacts. The policy  
includes references to the Modern  
Slavery Statement and NKT Code  
of Conduct, highlighting a zero-tol-  
erance stance on child and forced  
labour. Indigenous people are not  
explicitly mentioned in the policy,  
but NKT considers indigenous peo-  
ple in all human rights work.  
Grievance mechanism  
Social  
and remedy  
NKT has two key policy documents  
and one statement related to human  
rights. These documents apply  
across the business and all suppli-  
ers and subcontractors working on  
behalf of NKT:  
NKT has established a grievance  
mechanism through its whistle-  
blower hotline, which provides a  
safe channel to raise concerns  
about illegal or unethical behaviour,  
including human rights and envi-  
ronmental grievances. This hotline  
is open to all individuals or groups  
and is embedded in the NKT Code  
of Conduct. NKT takes all reports  
seriously and investigates them  
thoroughly to ensure appropriate  
action is taken.  
responsibility in  
the value chain  
NKT's commitment to human rights  
aligns with recognised international  
human rights standards including  
the International Bill of Human  
NKT Code of Conduct on  
page 111  
Impacts, risks, and opportunities  
S2, S3  
Rights and the eight ILO's funda-  
mental core conventions forming  
the basis of ILO's Declaration on  
Fundamental Principles and Rights  
at Work. NKT’s approach to human  
rights is guided by the OECD Guide-  
lines for Multinational Enterprises  
and the UN Guiding Principles.  
Human rights policy  
Tracking performance  
In the following chapter, NKT will describe its work with  
social topics in the value chain with a focus on the mate-  
rial impacts.  
and transparency  
Modern slavery statement  
NKT will continuously strengthen its  
human rights reporting and meas-  
ure the impact of its actions on peo-  
ple. Data on trainings and number  
of grievances received through the  
whistleblower hotline can be found  
here:  
The NKT Code of Conduct is out-  
lined in a different chapter of the  
sustainability statement. The follow-  
ing section will therefore outline the  
human rights policy.  
To ensure secure and confidential  
reporting, the system is hosted by  
an external professional partner,  
EQS Group, and is accessible via  
the NKT intranet or website (NKT.  
com). Individuals can choose to  
remain anonymous, though they  
are encouraged to identify them-  
selves to support the investigation.  
Regular communication about the  
hotline is maintained with employ-  
ees, business partners, and other  
parties. NKT acknowledges that  
some individuals may be unaware  
of the grievance mechanism or  
The material sustainability matters are:  
■
Working conditions  
■
Communities and civil political rights  
Scope  
■
Particular rights of indigenous communities  
The scope of the policy is NKT's  
own operations as well as upstream  
and downstream supply chain,  
involving employees, customers,  
suppliers, and third-party contrac-  
tors. It aims to ensure these part-  
ners share NKT's commitment to  
human rights and implement meas-  
ures to respect and promote these  
rights. NKT collaborates with supply  
■
Communities' economic and social rights  
Human rights policy  
S2-1, S3-1, S2-2, S3-2, S2-3, S3-3  
Incidents, complaints, and  
severe human rights impacts on  
page 106  
Key content  
The NKT Human rights policy  
emphasises the importance of  
respecting and protecting human  
rights in addressing climate change  
and promoting sustainability. It  
sets guiding principles for ensuring  
Code of Conduct training on  
page 112  
To read more about the material  
sustainability matters, see: DMA results.  
 
108  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Social responsibility in the value chain  
with multiple stakeholders to work  
towards remediation.  
NKT does not have any general  
processes to engage with workers  
in the value chain and affected com-  
munities beyond these measures.  
The GLT has operational responsi-  
bility for ensuring that engagement  
with workers in the value chain and  
affected communities takes place.  
Specific steps to address these  
gaps have not yet been imple-  
mented. The effectiveness of the  
existing human rights due diligence  
policies is monitored through  
ongoing actions within the existing  
process.  
human rights issues and incidents  
connected to its upstream and  
downstream value chain workers  
or affected communities have been  
reported in through the whistle-  
blower hotline.  
choose not to use it, and efforts  
are ongoing to close these gaps.  
In cases of human rights violations,  
NKT ensures access to appropri-  
ate remedies, taking responsibility  
for resolving issues when NKT is  
responsible and engaging with third  
parties in the value chain when they  
are responsible. NKT has a strict  
non-retaliation policy. To read more,  
see:  
Engagement with workers  
in the value chain and  
affected communities  
NKT is working with customers,  
suppliers, and third-party contrac-  
tors to ensure they share NKT's  
commitment to human rights and  
implement measures to respect  
and promote these rights. NKT  
collaborates with supply chain part-  
ners and uses proxies, when direct  
dialogue with value chain workers  
and affected communities is not  
possible, to identify and address  
human rights risks. These dialogues  
take place at a regular frequency, at  
least once a year through the DMA  
process. To read more, see:  
For more details on Code of Con-  
duct trainings, see:  
NKT will leverage the results of its  
DMA to shape its mitigation and  
remediation strategies, focusing on  
impacts that are significant to the  
supply chain.  
Due diligence  
S2-4; S2-5; S3-4, S3-5  
Code of Conduct training on  
page 112  
NKT recognises the complexities of  
its supply chain, particularly in rela-  
tion to the procurement of materials  
often sourced from countries where  
human rights are under pressure.  
This puts NKT at risk of potentially  
being complicit in human rights  
violations. The Group Procurement  
department is working with social  
and environmental due diligence in  
the supply chain.  
Non-retaliation on page 111  
When conflicts arise, balanced solu-  
tions are considered in collaboration  
with suppliers to uphold the com-  
mitment to human rights and the  
NKT Code of Conduct.  
In cases where individuals' human  
rights have been violated, it is  
NKT takes measures to avoid  
causing or contributing to negative  
impacts on value chain workers  
through our business practices.  
This includes sustainability procure-  
ment practices, risk assessments,  
and trainings.  
essential to ensure they have  
access to appropriate remedies.  
When NKT is responsible for the  
impact, accountability is taken for  
resolving the issue and providing  
remedies through a dedicated griev-  
ance mechanism. If a third party  
in the value chain is responsible,  
NKT engages with them to address  
the remedy and assess the effec-  
tiveness of their human rights due  
diligence processes. In case the  
negative impact has happened in  
the value chain, NKT uses leverage  
Stakeholder involvement in the  
DMA on page 66  
No cases of non-respect of the UN  
Guiding Principles on Business and  
Human Rights, ILO Declaration on  
Fundamental Principles and Rights  
at Work or OECD Guidelines for  
Multinational Enterprises that involve  
value chain workers or affected  
communities, as well as no severe  
Action and targets  
NKT is strengthening its due dili-  
gence process with a focus on spe-  
cific human rights steps. The current  
process does not include any spe-  
cific actions and targets for human  
rights issues and material impacts.  
NKT will also provide support and  
guidance to help partners meet  
its human rights expectations and  
ensure effective policy implemen-  
tation throughout the supply chain.  
 
109  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Social information  
Social responsibility in the value chain  
Due diligence processes for social matters  
Due diligence element  
Risk assessment  
Status  
Human rights risk assessment: In 2023, NKT conducted a human rights risk assessment to evaluate actual and potential risks to its own workforce and the value chain, focusing on  
strategic suppliers, particularly in the metals value chain. The assessment followed the UN Guiding Principles on Business and Human Rights (UNGP). The results from this assessment  
have also been used for the DMA, to further identify material human rights topics.  
Activities to enhance due diligence process: NKT has various ongoing activities to further enhance due diligence and human rights management in general. These ongoing activities  
are detailed below:  
■
Reviewing existing due diligence processes to identify opportunities to strengthen  
■
Embedding human rights policy in existing policies, staff handbooks, and procedures and thereby strengthen internal awareness  
■
Developing process for external audit  
■
Developing a human rights training program  
■
Implementing a risk tool  
Assessment: NKT is in the process of further assessing the salient human rights risks. Relevant external collaboration partners and stakeholders are being included.  
Group Procurement role: Group Procurement drives an aligned strategic supplier due diligence approach.  
Mitigating actions  
Tracking  
No specific mitigation actions for social topics have currently been defined.  
NKT is committed to addressing the root causes of negative impacts on people, society, and the environment, whether caused or contributed to by the company.  
Commitment to addressing impacts: NKT is committed to addressing the root causes of negative impacts on people, society, and the environment, whether caused or contributed to  
by the company.  
Monitoring effectiveness of actions: NKT is using appropriate qualitative feedback and dialogues from both internal and external sources (including affected stakeholders) to monitor  
the effectiveness of the actions.  
Communication  
Policy: NKT communicates the contents of the policy to all suppliers and service providers, ensuring they understand NKT’s sustainable procurement approach, practices, and expectations.  
Annual reporting: NKT's efforts on due diligence, focus areas, and mitigation measures to address salient risks are reported once a year in the sustainability statement, available on  
NKT’s webpage.  
 
110  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Governance  
information  
111 Business
Conduct  
 
111  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Governance information  
Business Conduct  
NKT Code of Conduct  
G1-1  
Grievance mechanism and  
remedy on page 107  
guide the topic. However, the NKT  
Code of Conduct emphasises the  
importance of separating personal  
political activities from professional  
responsibilities at NKT.  
NKT is subject to the Whistleblower  
Protection Act (the Danish national  
law transposing Directive (EU)  
2019/1937).  
Business conduct  
Impacts, risks, and opportunities  
G1  
The NKT Code of Conduct sets out  
the overarching ethical values, prin-  
ciples, and standards which guide  
global operations and sustainable  
practices.  
Employees are instructed not to  
contribute to or support political  
parties, candidates, or committees  
in the name of NKT.  
Management of  
relationships with  
suppliers  
Non-retaliation  
In the following chapter, NKT will describe its work with  
business conduct topics with a focus on the material  
impacts.  
NKT has a strict non-retaliation  
policy, ensuring no individual faces  
retaliation for raising concerns or  
reporting misconduct in good faith.  
Retaliation includes adverse actions  
such as termination, demotion,  
disciplinary sanctions, changes  
in assignments, wages, working  
hours, negative performance evalu-  
ations, or public badmouthing.  
Key content  
Scope  
G1-2  
The NKT Code of Conduct empha-  
sises ethical and responsible  
The NKT Code of Conduct sets  
ethical standards that apply to all  
employees and all company oper-  
ations and the entire value chain. It  
covers suppliers, vendors, custom-  
ers, distributors, and other business  
partners, ensuring they meet the  
same ethical standards and legal  
requirements as NKT. The NKT  
Code of Conduct is globally appli-  
cable, ensuring compliance with  
local and international laws and reg-  
ulation. All employees and business  
partners must comply with the NKT  
Code of Conduct.  
NKT is strengthening its due dil-  
igence process. Here, material  
business conduct matters in the  
value chain will also be evaluated  
and included into the due diligence  
process.  
The material sustainability matters are:  
business practices, focusing on  
integrity, compliance with laws, and  
promoting a culture of openness.  
It prioritises health and safety, and  
prohibits bribery, corruption, and  
fraud. It outlines the commitment  
to environmental responsibility and  
upholding human rights standards,  
including fair labour practices and  
prohibiting child and forced labour.  
Employees are expected to act  
responsibly, complete training, and  
support ethical decision-making.  
Compliance is monitored through  
internal reviews, with appropriate  
measures for violations. Multiple  
channels are available for reporting  
concerns, including a confidential  
whistleblower hotline.  
■
Corruption and bribery  
■
Political engagement and lobbying activities  
NKT is consistently enhancing its  
ESG requirements throughout its  
supply chain. NKT expects and  
mandates that business partners  
adhere to these standards and  
comply fully with all applicable laws,  
statutes, international regulations,  
and the NKT Code of Conduct. NKT  
works with approximately 5,500  
suppliers, utilising a segmentation  
model to determine the level of  
engagement necessary for man-  
aging supplier due diligence and  
strategies.  
NKT takes all allegations of retal-  
iation seriously, with separate  
investigations by the Compliance  
function. Reporters should inform  
the whistleblower hotline if they  
experience retaliation. This protec-  
tion extends to those assisting the  
reporter, third parties connected to  
the reporter, and entities associated  
with the reporter. These rights also  
apply to individuals accused in the  
report and those cooperating with  
investigations.  
Political engagement and  
lobbying activities  
NKT currently has no separate pol-  
icy for political engagement and lob-  
bying activities as there are existing  
procedures in place that effectively  
To read more about the material sustainability  
matters, see: DMA results on page 65.  
 
112  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Governance information  
Business conduct  
All strategic suppliers must go  
through NKT’s corporate supplier  
due diligence process. This process  
includes a self-assessment ques-  
tionnaire which is structured around  
five key topics:  
Metrics  
The training sessions are automat-  
ically assigned upon the expiration  
of their current certifications.  
The Compliance Board oversees  
the initiatives outlined in the com-  
pliance program with ultimate over-  
sight provided by the Audit Commit-  
tee, on behalf of the BoD.  
Code of Conduct training  
At-risk  
functions  
Prevention and detection of  
corruption and bribery  
Training coverage  
G1-3  
To effectively address corruption  
and bribery within the value chain,  
it is crucial that the functions most  
involved with the value chain (func-  
tions-at-risk) are thoroughly trained  
and educated on these issues.  
In order to prevent, detect, and  
address incidents of corruption or  
bribery, NKT has several proce-  
dures in place in addition to training  
of relevant employees:  
Total no. of employees  
Total receiving training  
Training coverage percentage  
Frequency  
2,958  
2,703  
91%  
NKT does not tolerate any form of  
bribery or corruption. To ensure  
compliance with anti-corruption and  
bribery regulations, all white-collar  
employees are designated as func-  
tions-at-risk as they can potentially  
be at risk of bribery and corruption.  
These employees undergo manda-  
tory, annual (re)certification for the  
Code of Conduct e-learning training.  
To ensure transparency and  
■
General information  
accountability, NKT has imple-  
mented a whistleblower policy,  
along with a detailed guide on how  
investigations are conducted. Addi-  
tionally, there is a clear procedure  
in place for managing conflicts of  
interest within the investigation  
team. Whistleblower reports are  
presented to both the Compliance  
Board and the Audit Committee, in  
anonymised format.  
■
Compliance and governance  
How often training is required  
Annually  
■
Human rights  
■
Environment  
■
Quality  
These five topics are combined to  
give a full overview of the suppliers  
performance to become a qualified  
supplier for NKT.  
Accounting policy  
Training percentage  
The percentage of functions-at-risk,  
defined as all white-collar employees  
at NKT, covered by training pro-  
grammes was calculated using the  
following formula:  
The number of employees in func-  
tions-at-risk and the number of valid  
certificates related to the Code of  
Conduct training were derived from  
the training platform.  
■
The members of the Board are not  
subject to the e-learning training.  
They are the overseeing body and  
approver of the NKT Code of Con-  
duct prior to the group-wide imple-  
mentation of the policy.  
Screening of third parties  
■
Enhanced due diligence on  
Targets  
agents and distributors  
■
Written policies and guidelines  
Valid certificate  
■
NKT has not set specific targets  
for business conduct, as activities  
here are continuous and not tied to  
strategic initiatives. The effectiveness  
of policies and actions is measured  
through different metrics, including  
the Code of Conduct trainings, with a  
goal of achieving a high training cov-  
erage percentage. This ambition is  
not based on a specific base period,  
as the activities are continuous.  
Reporting of gifts and entertain-  
for the period  
*100  
ment to/from public officials  
■
Total number of employees  
Whistleblower hotline  
in functions-at-risk  
The NKT Code of Conduct covers  
guidelines for identifying and man-  
aging corrupt practices, including  
fraud, bribery, conflicts of interest,  
and the exchange of gifts and enter-  
tainment.  
NKT operates a compliance pro-  
gram driven by the Compliance  
Function to uphold commitments  
to anti-corruption and anti-bribery.  
 
113  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Governance information  
Business conduct  
Political influence  
and lobbying activities  
NKT is registered in the EU  
Transparency Register. Number:  
186550449159-84  
Supply chain  
NKT's supply chain may face  
Accounting policy  
Political contributions  
G1-5  
human rights and environmental  
issues due to insufficient govern-  
ment oversight, potentially leading  
to labor rights violations and envi-  
ronmental degradation. To address  
these challenges, NKT advocates  
for different initiatives such as the  
Clean Industrial Deal, which aims to  
maintain social and environmental  
standards and promote sustainable  
industrial practices. Additionally, the  
EU's Renewable Energy and Net-  
Zero Ambitions involve significant  
investments in renewable energy,  
aiming to reduce environmental  
degradation associated with fos-  
sil fuels. However, it is crucial to  
ensure that these renewable energy  
projects respect human rights,  
particularly in sourcing materials  
and impacting local communities.  
NKT is committed to participating  
in advocacy and dialogues within  
initiatives that address both human  
rights and environmental issues,  
striving to create a more sustainable  
and ethical supply chain.  
NKT’s Code of Conduct, specifically  
the section on Anti-Corruption, pro-  
hibits political contributions, which are  
defined as contributions to politicians,  
political campaigns, and political  
parties.  
The transition to a low-carbon  
society necessitates well-estab-  
lished political frameworks and  
investments in both infrastructure  
and emerging technologies. Fur-  
thermore, it relies on collective  
efforts of all stakeholders to drive  
a broader commitment to actively  
contribute to a fossil fuel-free future.  
NKT plays an important role in  
these efforts, actively advocating  
for policy changes to accelerate the  
energy transition and participating  
in dialogues, advocating for new  
policies. Through lobbying activities,  
NKT focuses on key areas that are  
important for achieving a sustaina-  
ble future:  
NKT has not made and does not  
make any financial or in-kind con-  
tributions to political parties, their  
elected representatives, or persons  
seeking political office.  
Lobbying activites  
Member fees for industry associa-  
tions are registered separately on a  
legal entity level.  
NKT is a member of various indus-  
try associations with Europacable,  
Confederation of Danish Industry  
(DI), Green Power Denmark, and  
the Association of the Electrical  
and Digital Industry (ZVEI) being the  
most significant memberships.  
In 2024, NKT's CCO joined the  
Board of DI. No members of the  
BoD or GLT have held roles in public  
administration or regulatory bodies  
in the two years prior to the report-  
ing period.  
■
Competitiveness  
■
Clean Industrial Deal  
■
Carbon Border Adjustment  
Mechanism (CBAM)  
■
Temporary Crisis and Transition  
Framework (TCTF)  
■
Renewable energy and net-zero  
ambitions of the EU  
 
114  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
06  
Financial statements  
119 Consolidated financial statements  
163 Parent Company financial statements  
172 Group Management's statement  
173 Independent auditor's reports  
 
115  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Consolidated  
financial statements  
116 Income statement  
116 Statement of comprehensive income  
117 Balance sheet  
118 Cash flow statement  
119 Statement of changes in equity  
 
116  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Income statement  
Statement of comprehensive income  
1 January – 31 December  
1 January – 31 December  
EURm  
Note  
2024  
2023  
EURm  
2024  
337
2023  
124
Revenue  
2.1  
3,252
-2,215
-393
-310
9
2,567
-1,747
-308
-261
4
Net result  
Costs of raw materials, consumables and goods for resale  
Staff costs  
Other costs  
Other operating income  
Other comprehensive income  
2.2/2.3  
2.4/6.1/7.1  
Items that may be reclassified to income statement:  
Foreign exchange adjustment, foreign companies  
Reclassification to profit or loss on disposal of NKT Photonics  
Cash flow hedges:  
-22
-1
7
0
Earnings before interest, tax, depreciation and amortisation (EBITDA)  
343
255
Depreciation and impairment of property, plant and equipment  
Amortisation and impairment of intangible assets  
Earnings before interest and tax (EBIT)  
3.2  
3.1  
-82
-21
240
-71
-19
165
Value adjustment for the year  
118
6
51
14
-5
Transferred to revenue  
Tax on cash flow hedges  
-32
Financial income  
5.5  
5.5  
49
-15
274
11
-27
149
Cost of hedging:  
Financial expenses  
Earnings before tax (EBT)  
Value adjustment for the year  
-8
2
25
3
Transferred to profit or loss  
Tax  
2.5  
6.2  
-38
236
101
337
-30
119
5
Tax on cost of hedging  
1
-10
Net result - continuing operations  
Net result - discontinued operations  
Net result  
Items that may not be reclassified to income statement:  
Actuarial gains/losses on defined benefit pension plans  
Tax on actuarial gains/losses  
-3
1
1
0
124
To be distributed as follows:  
Equity holders of NKT A/S  
Hybrid capital holders of NKT A/S  
Net result  
Total other comprehensive income  
62
86
326
11
337
113
11
124
Comprehensive income for the year  
399
210
To be distributed as follows:  
Equity holders of NKT A/S  
Basic earnings - continuing operations, EUR, per share (EPS)  
Diluted earnings - continuing operations, EUR, per share (EPS-D)  
Basic earnings, EUR, per share (EPS)  
4.2
4.2
6.1
6.1
2.2
2.1
2.3
2.3
388
11
199
11
Hybrid capital holders of NKT A/S  
Diluted earnings, EUR, per share (EPS-D)  
Comprehensive income for the year  
399
210
The Board of Directors proposes a dividend for the year of DKK 0 per share (DKK 0 per share in 2023) for approval at the Annual General Meeting.  
 
117  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Balance sheet  
31 December  
EURm  
Note  
2024  
2023  
EURm  
Note  
2024  
2023  
Assets  
Equity and liabilities  
Goodwill  
3.1  
3.1  
3.2  
5.6  
405
241
1,464
39
351
193
1,014
41
Share capital  
Reserves  
5.1  
144
-17
144
28
Other intangible assets  
Property, plant and equipment  
Derivate financial instruments  
Investments in associated companies  
Other investments and receivables  
Deferred tax  
Retained earnings  
1,571
1,698
155
1,248
1,420
155
Equity attributable to equity holders of NKT A/S  
8
9
Hybrid capital  
5.3  
5
1
Total equity  
1,853
1,575
2.5  
21
13
Total non-current assets  
2,183
1,622
Deferred tax  
2.5  
3.6  
3.5  
5.4  
4.5  
5.6  
34
42
36
40
Pension liabilities  
Inventories  
4.2  
4.3  
5.6  
4.5  
424
423
131
143
37
311
340
144
Provisions  
35
11
Trade and other receivables  
Derivate financial instruments  
Contract assets  
Interest-bearing loans and borrowings  
Contract liabilities  
221
1,016
51
196
324
48
107
Income tax receivable  
Cash and cash equivalents  
Assets held for sale  
15
Derivate financial instruments  
Total non-current liabilities  
1,518
0
888
177
1,399
655
6.2  
Interest-bearing loans and borrowings  
Trade payables  
5.4  
4.4  
5.4  
5.6  
4.5  
17
534
291
51
11
364
145
46
Total current assets  
2,676
1,982
Total assets  
4,859
3,604
Other liabilities  
Derivate financial instruments  
Contract liabilities  
626
60
713
27
Income tax payable  
Provisions  
3.5  
6.2  
28
30
Liabilities associated with assets held for sale  
Total current liabilities  
0
38
1,607
1,374
Total liabilities  
3,006
4,859
2,029
3,604
Total equity and liabilities  
 
118  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Cash flow statement  
1 January – 31 December  
EURm  
Note  
2024  
2023  
EURm  
Note  
2024  
2023  
Earnings before interest, tax, depreciation and amortisation (EBITDA)  
343
255
Changes in loans  
5.4  
5.4  
5.1  
-8
-6
-1
-6
Repayment of lease liabilities  
Capital increase  
Non-cash operating items:  
0
357
-7
Change in provisions, gain and loss on sale of assets, etc.  
Changes in working capital  
8
711
8
320
583
Purchase of treasury shares  
-2
4.1  
Coupon payments on hybrid capital  
5.3  
-11
-27
-9
Cash flow from operations before financial items, etc.  
1,062
Cash flow from financing activities  
334
Financial income received  
45
-30
89
-105
-38
13
Net cash flow for the year from continuing operations  
Net cash flow for the year from discontinued operations  
Net cash flow for the year  
373
248
621
629
-1
Financial expenses paid  
6.2  
Income tax paid  
-38
628
Income tax received  
0
Cash flow from operating activities from continuing operations  
1,039
542
Cash and cash equivalents, 1 January  
Currency adjustments  
890
7
262
0
Acquisition of subsidiaries  
6.1  
6.1  
-144
0
0
-9
Net cash flow for the year  
621
1,518
0
628
890
2
Acquisition of associated companies  
Cash and cash equivalents, 31 December  
Of which classified as assets held for sale  
Cash and cash equivalents from continuing operations, 31 December  
Investments in property, plant and equipment  
Intangible assets and other investments  
Cash flow from investing activities from continuing operations  
-463
-32
-205
-33
1,518
888
-639
-247
The above cannot be derived directly from the income statement and the balance sheet.  
Free cash flow from continuing operations  
400
295
 
119  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Statement of changes in equity  
Foreign  
exchange  
reserve  
Cash flow  
hedge  
reserve  
Cost of  
hedging  
reserve  
1 January – 31 December  
Share  
capital  
Treasury  
shares  
Retained  
earnings  
Hybrid  
capital  
Total  
equity  
EURm  
Total  
1,420
Equity, 1 January 2024  
144
-4
-56
89
0
1,247
155
1,575
Other comprehensive income:  
Foreign exchange translation adjustments  
Reclassification to profit or loss on disposal of NKT Photonics  
Value adjustment of hedging instruments:  
Value adjustment for the year  
-22
-1
-22
-1
-22
-1
118
6
-8
2
110
8
110
8
Transferred to revenue  
Actuarial gains/losses on defined benefit pension plans  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
-3
1
-3
-3
-32
1
-30
62
-30
62
0
0
0
0
-23
-23
92
-5
-2
0
11
11
326
324
326
388
337
399
Comprehensive income for the year  
92
-5
Deferred hedge gains and losses transferred to inventory, net of tax  
-106
-5
-111
-111
Transactions with owners:  
Purchase of treasury shares  
Exercise of performance shares  
Share-based payment  
-2
3
-2
0
-2
0
-3
3
3
3
Coupon payments, hybrid capital  
Total transactions with owners in 2024  
0
-11
-11
-10
1
0
0
0
0
1
-11
Equity, 31 December 2024  
144
-3
-79
75
-10
1,571
1,698
155
1,853
 
120  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Statement of changes in equity  
Foreign  
exchange  
reserve  
Cash flow  
hedge  
reserve  
Cost of  
hedging  
reserve  
1 January – 31 December  
Share  
capital  
Treasury  
shares  
Retained  
earnings  
Hybrid  
capital  
Total  
EURm  
Total  
990
7
equity  
1,144
7
Equity, 1 January 2023  
115
-1
-63
146
-13
806
154
Other comprehensive income:  
Foreign exchange translation adjustments  
Value adjustment of hedging instruments:  
Value adjustment for the year  
7
51
14
25
3
76
17
76
17
Transferred to revenue  
Actuarial gains/losses on defined benefit pension plans  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
1
1
1
-5
-10
-15
86
-15
86
0
0
0
0
7
7
60
18
1
113
114
0
11
11
113
199
124
210
Comprehensive income for the year  
60
18
Deferred hedge gains and losses transferred to inventory, net of tax  
-117
-5
-122
-122
Transactions with owners:  
Capital increase*  
29
328
357
-7
357
-7
Purchase of treasury shares  
Exercise of performance shares  
Share-based payment  
-7
4
-4
3
0
0
3
3
Coupon payments, hybrid capital  
Total transactions with owners in 2023  
0
-10
-10
343
29
-3
-4
0
0
0
0
327
353
-10
Equity, 31 December 2023  
144
-56
89
1,247
1,420
155
1,575
* Transaction costs related to the rights issued in 2023 was EUR 5m and are accounted for as a deduction from equity in the capital increase line in the table above.  
 
121  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Sections  
Significant estimates  
and judgements  
01 02 03 04  
Significant estimates and judgements  
made by Management are included in  
the notes to which they relate with the  
purpose to increase legibility.  
Basis of preparation  
Profit for the year  
Non-current assets  
and liabilities  
Working capital  
1.1 Material Accounting  
Policy Information  
2.1 Segment information  
and revenue  
3.1 Intangible assets  
132  
4.1 Changes in working  
capital in cash flow  
122  
125  
128  
129  
140  
140  
3.2 Property, plant  
and equipment  
1.2 Implementation of new  
and amended accounting  
2.2 Staff costs  
134  
135  
136  
138  
139  
4.2 Inventories  
2.3 Share-based payment  
3.3 Leases  
4.3 Trade and other receivables 141  
Accounting policy  
standards and interpretations 123  
2.4 Research and development 130  
2.5 Tax 130  
3.4 Impairment test  
3.5 Provisions  
4.4 Trade payables  
142  
Accounting policies are included in  
the notes to which they relate in order  
to facilitate understanding of the con-  
tents and the accounting treatment  
applied. Accounting policies not  
relating directly to individual notes are  
stated in note 1.1 Material Accounting  
Policy Information.  
1.3 Significant estimates  
4.5 Contract assets  
and liabilities  
and judgements  
124  
142  
3.6 Pension liabilities  
05 06 07  
Capital structure  
and financial risk  
management  
Group structure  
Other notes  
5.1 Share capital  
144  
144  
145  
146  
148  
6.1 Acquisition of companies  
6.2 Discontinued operations  
6.3 Group companies  
154  
155  
156  
7.1 Fees to the auditor elected  
at the Annual General  
Meeting  
5.2 Earnings per share  
5.3 Hybrid capital  
157  
157  
7.2 Events after the balance  
sheet date  
5.4 Net interest-bearing debt  
5.5 Financial items  
7.3 Contingent assets and  
liabilities and pledges  
5.6 Financial risks and financial  
instruments  
157  
158  
158  
149  
7.4 Related parties  
7.5 Definitions  
 
122  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
1. Basis of preparation  
This section provides  
the overall reporting  
framework applied in  
our consolidated finan-  
cial statements. Spe-  
cific accounting policies  
applied are described in  
the relevant notes, while  
new and upcoming leg-  
islastion is presented in  
note 1.2 Implementation  
of new and amended  
accounting standards  
and interpretations, and  
significant estimates  
and judgements exer-  
cised by management  
as part of the prepa-  
ration of this Annual  
Report, is described in  
note 1.3 Significant esti-  
mates and judgements.  
1.1 Material
Accounting Policy Information  
Introduction  
The 2024 Annual Report for NKT  
Group, comprising both the consol-  
idated financial statements for NKT  
A/S and its subsidiaries (NKT Group),  
as well as the separate financial  
statements for the parent company,  
has been prepared in accordance  
with IFRS Accounting Standards, as  
adopted by the EU and additional  
Danish disclosure requirements for  
annual reports for listed companies.  
parative figures. For standards imple-  
mented prospectively, the compara-  
tive figures have not been restated.  
Non-monetary items that are meas-  
ured at historical cost in a foreign  
currency are translated using the  
exchange rates at the dates of the  
initial transactions. Non-monetary  
items measured at fair value in a for-  
eign currency are translated using the  
exchange rates at the date when the  
fair value is determined.  
The assets and liabilities of foreign  
subsidiaries are translated into EUR  
at the rate of exchange prevailing at  
the reporting date, and their income  
statements are translated at average  
exchange rates. Exchange rate adjust-  
ments arising on translation are recog-  
nised in other comprehensive income.  
On disposal of a foreign operation, the  
component of other comprehensive  
income relating to that operation is  
recognised in the income statement.  
Presentation in the notes  
not be comparable to the measures  
applied by NKT Group. These financial  
measures should therefore not be  
considered a replacement for perfor-  
mance measures as defined under  
IFRS Accounting Standards, but  
rather as supplementary information.  
Alternative performance measures  
are defined in note 7.5 Definitions in  
more detail and some are reconciled  
to IFRS measures in note 2.1 Segment  
information and revenue.  
Accounting policy  
Apart from the more general Account-  
ing policy items presented to the  
left, specific accounting policies are  
included in the notes to which they  
relate in order to facilitate a better  
understanding of the contents and the  
accounting treatment applied.  
Principles of consolidation  
The consolidated financial statements  
comprise the financial statements of  
the parent company (NKT A/S) and  
the individual subsidiaries’ financial  
statements prepared according to  
NKT Group’s accounting policies.  
Subsidiaries are fully consolidated  
from the date of acquisition, being the  
date on which NKT obtains control,  
until the date that such control ceases.  
The Annual Report has been  
approved by the Board of Directors  
and Executive Management on 21  
February 2025, and will be presented  
for approval by the shareholders at the  
Annual General Meeting on 19 March  
2025.  
Reporting under the  
ESEF regulation  
The Commission Delegated Regula-  
tion (EU) 2019/815 on the European  
Single Electronic Format (ESEF Re-  
gulation) has introduced a single elec-  
tronic reporting format for the annual  
financial statements of issuers with  
securities listed on the EU regulated  
markets.  
The applied tagging by the Group has  
been prepared in accordance with the  
ESEF taxonomy included in the ESEF  
regulation and developed based on  
the IFRS taxonomy published by the  
IFRS Foundation. The Annual Report  
submitted to the Danish Financial  
Supervisory Authority consists of the  
XHTML document together with the  
technical files included in the ZIP file  
nkt-2024-12-31-en.zip.  
All intercompany balances, income  
and expenses, unrealised gains and  
losses and dividends resulting from  
intercompany transactions are elimi-  
nated in full.  
Basis for preparation  
The Annual Report is presented in  
EUR rounded to the nearest EUR  
1,000,000. The Annual Report is pre-  
pared according to the historical cost  
principle with the exception that deri-  
vatives and financial instruments, clas-  
sified as fair value through profit loss  
(FVTPL), are measured at fair value.  
The accounting policies described  
below and in the individual sections  
have been applied consistently during  
the financial year and for the com-  
Foreign currency translation  
Transactions in foreign currencies are  
initially recognised in the Group entities  
at their respective functional currency  
rates prevailing at the date of the trans-  
action. Monetary assets and liabilities  
denominated in foreign currencies are  
translated at the functional currency  
spot rate at the reporting date. All  
adjustments are recognised in the  
income statement.  
Alternative performance  
measures (APMs)  
The consolidated financial statements  
include financial performance meas-  
ures that are not defined according to  
IFRS Accounting Standards.  
These measures are considered to  
provide valuable information to stake-  
holders and Management. Since other  
companies might calculate these  
differently from NKT Group, they may  
 
123  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
1. Basis of preparation  
1.2 Implementation
of new and amended accounting standards and interpretations  
■
IFRS 18 introduces a defined struc-  
ture for the statement of profit or  
loss. The structure is composed of  
categories and required subtotals.  
Items in the statement of profit or  
loss will need to be classified into  
one of five categories: operating,  
investing, financing, income taxes  
and discontinued operations. The  
main change regarding subto-  
tals is the mandatory inclusion of  
‘Operating profit or loss’. Additional  
subtotals can be presented in the  
statement of profit or loss.  
The group expects that grouping  
■
items of income and expenses in  
the statement of profit or loss into  
the new categories will impact how  
operating profit will be calculated  
and reported compared to the cur-  
rent EBIT subtotal. From the high-  
level impact assessment that the  
group has performed, the following  
items might potentially impact the  
new operating profit compared to  
the current EBIT:  
-
Foreign exchange differences  
currently included in financial  
items might need to be disag-  
gregated, with some foreign  
exchange gains or losses pre-  
sented above operating profit.  
New standards, interpretations  
and amendments adopted  
by NKT Group  
As of 1 January 2024, NKT Group  
adopted all relevant new or revised  
IFRS® Accounting Standards and  
IFRIC® Interpretations with effective  
date 1 January 2024 or earlier.  
The new or revised standards and  
interpretations did not affect recogni-  
tion and measurement materially nor  
did they result in any material changes  
to disclosures in the notes.  
Apart from this, the annual report is  
presented in accordance with the  
accounting policies applied in previ-  
ous years’ annual reports.  
Apart from IFRS 18 Presentation and  
Disclosure in Financial Statements  
none of the standards and interpreta-  
tions are expected to have a material  
impact on the NKT Group.  
The group’s assessment of the impact  
of IFRS 18 Presentation and Disclo-  
sure in Financial Statements (effective  
for annual periods beginning on or  
after 1 January 2027) is set out below.  
IFRS 18 will replace IAS 1 Presentation  
of financial statements, introducing  
new requirements that will help to  
achieve comparability of the finan-  
cial performance of similar entities.  
Even though IFRS 18 will not impact  
the recognition or measurement of  
items in the financial statements, it  
is expected to impact presentation  
and disclosure and in particular those  
related to the statement of financial  
performance and providing manage-  
ment-defined performance measures  
within the financial statements.  
Management is currently assessing  
the detailed implications of applying  
the new standard on the group’s con-  
solidated financial statements. From  
the high-level preliminary assessment  
performed, the following potential  
impacts have been identified:  
-
IFRS 18 has specific require-  
ments on the category in which  
derivative gains or losses are  
recognised – which is the same  
category as the income and  
expenses affected by the risk  
that the derivative is used to  
manage. The group currently  
recognises some gains or losses  
in operating profit (currently  
EBIT) and others in financial  
items, and there might be a  
change to where these gains or  
losses are recognised, and the  
group is currently evaluating the  
need for change.  
-
Share of profit from associated  
companies currently included  
in EBIT needs to be presented  
as part of the investing category  
below Operating profit.  
For management-defined perfor-  
■
mance measures it will be required  
to include new disclosures and  
reconciliations to IFRS specified  
subtotals.  
From a cash flow statement per-  
■
spective, there will be changes to  
how interest received and interest  
paid are presented. Interest paid  
will be presented as financing  
cash flows and interest received  
as investing cash flows, which is a  
change from current presentation  
as part of operating cash flows.  
Furthermore, the cash flow state-  
ment will start with operating profit  
or loss instead of EBITDA.  
The group will apply the new standard  
from its mandatory effective date of  
1 January 2027. Retrospective appli-  
cation is required, and so the com-  
parative information for the financial  
year ending 31 December 2026 will be  
restated in accordance with IFRS 18.  
New standards, interpretations  
and amendments not yet  
adopted by NKT Group  
IASB has issued a number of new  
or amended accounting standards  
and interpretations, some of which  
are not yet endorsed by the EU, and  
which are not mandatory for reporting  
periods ending at 31 December 2024.  
The NKT Group expects to implement  
these new and amended standards  
when they become mandatory.  
 
124  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
1. Basis of preparation  
1.3 Significant
estimates and judgements  
When preparing this Annual Report,  
Management has made a number of  
judgements in applying the account-  
ing policies, which form the basis for  
the recognition and measurement of  
assets, liabilities and disclosures pro-  
vided. Further, Management provides  
significant estimates regarding future  
developments. These are regularly  
reassessed based on historical expe-  
rience and other factors, which Man-  
agement assesses to be reliable, but  
which, by their nature, are associated  
with uncertainty and unpredictability.  
to the recognition of revenue from  
construction contracts, assessing the  
value of contract assets and liabilities,  
and assessing the value of deferred  
tax assets. These assumptions may  
prove incomplete or incorrect, and  
unexpected events or circumstances  
may arise, but the assumptions are  
considered reasonable and reliable  
under the circumstances.  
Presentation in the notes  
Significant estimates  
and judgements  
A description of the significant  
judgements and estimates provided  
by Management are included in the  
respective notes to which they relate.  
From Management's perspective, the  
following estimates and judgements  
are considered significant and the  
applied estimates and judgements  
are further described in the respective  
notes.  
Significant estimates and judgements  
are predominantly applied in relation  
Note  
Significant estimate and judgement  
Estimate/ Judgement  
Impact assessment1  
2.1  
Segment information and revenue
Determine revenue recognition for projects (PoC)  
Judgement and estimate  
4.5  
Contract assets and liabilities  
Valuation of construction contracts  
Estimate  
2.5  
Tax  
Valuation of deferred tax assets  
Judgement and estimate  
3.4  
Impairment of assets  
Estimate the value-in-use of intangible and tangible long-term assets  
Estimate  
3.5  
Provisions  
Determine likelihood and value of provisions  
Judgement and estimate  
6.1  
Aquisition of companies  
Determine value of acquired assets and liabilities  
Estimate  
7.3  
Contingent liabilities  
Determine recognition and measurement of obligations  
Judgement and estimate  
1 The numbers of boxes in the above assessment indicate the level of estimates and judgment applied, where five being the highest.  
 
125  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
This section relates to profit for the year,  
including revenue, segment information,  
staff costs, share-based payments,  
research and development costs, and tax.  
2.1 Segment
information and revenue  
Service &  
Non  
Intersegment  
EURm  
Solutions  
Applications  
Accessories  
allocated  
transaction  
Total NKT  
2024  
Income statement  
External revenue goods1)  
33  
1,224  
114  
0
0
1,371  
Intersegment revenue goods1)  
3
1
47  
0
-51  
0
External revenue service, etc.1) 2)  
22  
0
10  
0
0
32  
Intersegment revenue service1) 2)  
3
0
2
0
-5  
0
External revenue construction contracts2)  
1,783  
0
66  
0
0
1,849  
Intersegment revenue construction contracts2)  
-22  
12  
19  
0
-9  
0
Revenue (market prices)  
1,822  
1,237  
258  
0
-65  
3,252  
Adjustment of market prices to std. metal prices  
-224  
-548  
-1  
0
10  
-763  
Revenue (std. metal prices)3)  
1,598  
689  
257  
0
-55  
2,489  
Costs of raw materials, consumables and goods for resale  
-1,206  
-974  
-114  
10  
69  
-2,215  
Other costs and income, net (excl. one-off items)  
-364  
-199  
-119  
-7  
-4  
-693  
Operational EBITDA3)  
252  
64  
25  
3
0
344  
Depreciation, amortisation and impairment  
-71  
-23  
-6  
-3  
0
-103  
Operational EBIT3)  
181  
41  
19  
0
0
241  
Working capital3)  
-1,546  
51  
21  
42  
0
-1,432  
Reconciliation to net result  
Operational EBITDA  
344  
One-off items3)  
-1  
EBITDA  
343  
Depreciation, amortisation, and impairment  
-103  
EBIT  
240  
Financial items, net  
34  
EBT  
274  
Tax  
-38  
Net result - continuing operations  
236  
Net result - discontinued operations  
101  
Net result  
337  
1)Revenue recognised at a point in time.  
2)Revenue recognised over time.  
3)Refer to note 7.5 Definitions.  
NKT  
Applications  
Operational EBITDA  
Operational EBITDA  
344m  
64m  
(255m in 2023)  
(59m in 2023)  
Solutions  
Service & Accessories  
Operational EBITDA  
Operational EBITDA  
252m  
25m  
(182m in 2023)  
(19m in 2023)  
 
126  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
2.1 Segment
information and revenue – continued  
Service &  
Non  
Intersegment  
EURm  
Solutions  
Applications  
Accessories  
allocated  
transaction  
Total NKT  
2023  
Income statement  
External revenue goods1)  
42  
1,097  
125  
0
0
1,264  
Intersegment revenue goods1)  
0
19  
36  
0
-55  
0
External revenue service, etc.1) 2)  
25  
0
8
0
0
33  
Intersegment revenue service, etc.  
1) 2)  
1
0
2
0
-3  
0
External revenue construction contracts2)  
1,255  
0
15  
0
0
1,270  
Intersegment revenue construction contracts2)  
-10  
0
14  
0
-4  
0
Revenue (market prices)  
1,313  
1,116  
200  
0
-62  
2,567  
Adjustment of market prices to std. metal prices  
-162  
-478  
0
0
0
-640  
Revenue (std. metal prices)3)  
1,151  
638  
200  
0
-62  
1,927  
Costs of raw materials, consumables and goods for resale  
-852  
-884  
-83  
4
68  
-1,747  
Other costs and income, net (excl. one-off items)  
-279  
-173  
-98  
-9  
-6  
-565  
Operational EBITDA3)  
182  
59  
19  
-5  
0
255  
Depreciation, amortisation, and impairment  
-69  
-15  
-5  
-1  
0
-90  
Operational EBIT3)  
113  
44  
14  
-6  
0
165  
Working capital3)  
-739  
39  
31  
-40  
0
-709  
Reconciliation to net result  
Operational EBITDA  
255  
One-off items3)  
0
EBITDA  
255  
Depreciation, amortisation and impairment  
-90  
EBIT  
165  
Financial items, net  
-16  
EBT  
149  
Tax  
-30  
Net result - continuing operations  
119  
Net result - discontinued operations  
5
Net result  
124  
1)Revenue recognised at a point in time.  
2)Revenue recognised over time.  
3)Refer to note 7.5 Definitions.  
 
127  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
2.1 Segment
information and revenue – continued  
Geographical information  
Property, plant and  
equitment and  
Revenue  
intangible assets  
EURm  
2024  
2023  
2024  
2023  
Denmark  
124  
110  
26  
12  
Germany  
906  
764  
363  
332  
Sweden  
127  
122  
1,329  
995  
UK  
448  
399  
19  
18  
Poland  
295  
257  
24  
22  
USA  
613  
391  
2
4
Norway  
170  
84  
76  
82  
Czech Republic  
72  
77  
96  
83  
France  
71  
26  
0
0
Netherlands  
75  
28  
8
7
Portugal  
2
0
165  
0
Other  
349  
309  
2
3
Total  
3,252  
2,567  
2,110  
1,558  
Accounting policy  
Segment information  
The segment information is based on  
internal management reporting and  
is presented in accordance with the  
Group’s accounting policies.  
Segment income and expenses and  
segment working capital comprise  
those items that are directly attribut-  
able to the individual segment and  
those items that can be reliably allo-  
cated to it. Other items are shown as  
non-allocated.  
The operating segments are generally  
referred to as business lines. The  
business lines consist of Solutions,  
Applications and Service & Accesso-  
ries. For further details please refer to  
the Business review section of each  
business line in Management's review.  
The Board of Directors assesses the  
operating results of the business lines  
separately to enable decisions con-  
cerning allocation of resources and  
measurement of performance.  
Revenue from goods and short-term  
service contracts (less than three  
months) are recognised at a point in  
time while revenue from construction  
contracts and long-term service con-  
tracts are recognised over time.  
Other operating income comprises  
items of a secondary nature relative to  
the operations of the Group, including  
grant schemes, reimbursements and  
gains on sale of non-current assets.  
Revenue from sale of goods for resale  
and finished goods is recognised in  
the income statement when control  
of the goods has transferred to the  
buyer, normally at delivery, and it  
is probable that the income will be  
received.  
Revenue from services that include  
service packages and extended war-  
ranties relating to products and con-  
tracts is recognised over time with the  
supply of those services.  
Projects  
Revenue from the sale of cable pro-  
jects accounted for as construction  
contracts comprises sale of onshore  
and offshore highly customised cables  
in Solutions, and delivery of highly  
customised spare cables in Service.  
Projects are usually significant in  
amount, have a long lead time affect-  
ing the financial statements of more  
reporting periods, and have a high  
degree of project management.  
Each project is normally considered  
one performance obligation as each  
project comprises highly interrelated  
and interdependent physical assets  
and services, such as production,  
installation and project management.  
However, depending on the contract  
structure, the performance obligation  
may consist of more than one con-  
tract.  
Cable projects are often sold as fixed  
price contracts and revenue from  
these are therefore recognised over  
time by applying the percentage of  
completion cost-to-cost method.  
Costs of raw materials, consumables  
and goods for resale refer to pur-  
chases and changes during the year  
in inventory levels, including shrink-  
age, waste production and any write-  
downs for obsolescence.  
Other costs comprise external costs  
relating to production, sale and admin-  
istration, as well as losses on disposal  
of tangible and intangible assets.  
Write-downs of receivables from sales  
are also included.  
Revenue is measured at the fair  
value of the expected consideration  
excluding VAT and taxes charged on  
behalf of third parties. In determin-  
ing the transaction price, revenue is  
reduced by probable penalties and  
other claims and discounts that are  
payments to the customers. The  
transaction price is further adjusted for  
any variable elements of the transac-  
tion price. The variable amount is esti-  
mated at contract inception and revis-  
ited throughout the contract period.  
Variable income is recognised as  
revenue when it is highly probable that  
a significant reversal will not occur.  
Intersegment transactions are performed on market terms. One customer in  
the Solutions segment comprises more than 10% of the group's total revenue  
amounting to EUR 612m (391m in 2023). The geographical disclosure of revenue is  
based on the country of delivery.  
Revenue from construction contracts  
with customers with a high degree of  
individual customisation and no alter-  
native use, are recognised as revenue  
over time, provided that NKT Group has  
secured an enforceable right to pay-  
ment for work performed at any time.  
The revenue therefore corresponds to  
the sales price of work performed dur-  
ing the year (the percentage-of-com-  
pletion method). See note 4.5 Contract  
assets and liabilities for further informa-  
tion concerning construction contracts.  
 
128  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
2.1 Segment
information and revenue – continued  
2.2 Staff
costs  
EURm  
2024  
2023  
Wages and salaries  
335  
265  
Social security costs  
73  
60  
Defined contribution plans  
19  
14  
Staff costs capitalised as assets  
-34  
-31  
Total  
393  
308  
Average number of full-time employees  
5,409  
4,473  
Significant estimates  
and judgements  
Cable projects are to a certain  
degree measured based on man-  
agement judgement in terms of  
when to recognise revenue and how  
to calculate the revenue in terms of  
percentage-of-completion and esti-  
mated profit on each project. The  
estimates include a risk provision,  
which is based on an assessment of  
the specific risks that each project  
is exposed to as well as assessment  
of cost development over the project  
lifetime. The percentage-of-com-  
pletion is based on costs incurred  
against estimated total project costs.  
Cost estimates include assessment  
of short and long term development  
of cost levels over the project lifetime.  
In essence, the total project costs are  
therefore to a large extent based on  
estimates.  
Assumptions for the recognition of  
revenue over time regarding larger  
cable projects are determined con-  
tract by contract. Control is trans-  
ferred as the project progresses,  
based on assumptions such as:  
Deliveries being approved on an  
■
ongoing basis,  
NKT Group’s ability to provide prod-  
■
ucts according to specification and  
the risk that the cable is rejected.  
Payment terms of a cable project con-  
tract usually comprise the following  
payments:  
Prepayment from the customer at  
■
contract inception,  
progress payments, linked to pro-  
■
ject milestones,  
final payment upon completion and  
■
customer acceptance.  
NKT Group will usually obtain pay-  
ment guarantees to minimise counter  
party risk during the execution of  
cable projects.  
Service contracts  
Service contracts comprise various  
service elements to support power  
cable efficiency and prevent or mit-  
igate power cable failures and can  
include up to round-the-clock, 365  
days/year support. Service delivered  
according to the contracts is consid-  
ered as one performance obligation  
delivered over time. Revenue is  
accordingly recognised over the life of  
the contract using the the percentage  
of completion cost-to-cost method.  
NKT Group is either entitled to pay-  
ment once the service has been pro-  
vided or on a periodic basis.  
Spare parts and other repair work  
contracts are determined as one per-  
formance obligation. The transaction  
price is usually variable, depending on  
the produced output, and revenue is  
recognised over time, using the cost-  
to-cost method. In case of significant  
uncertainties related to measuring the  
revenue reliably, revenue is recognised  
according to payments. NKT Group is  
entitled to payment once the work or  
spare parts are delivered.  
Providing new highly customised  
spare cables is defined as one per-  
formance obligation. The transaction  
price is usually fixed and revenue is  
typically recognised over time using  
the percentage of completion cost-to-  
cost method. However, if the produc-  
tion time is less than one month, reve-  
nue is recognised at a point in time.  
The payment pattern for spare cables  
is similar to the pattern for cable pro-  
jects described above and NKT Group  
will usually obtain payment guarantees  
to minimise the risk during the execu-  
tion of the cable project.  
EURk  
2024  
2023  
Remuneration to Executive Management  
Salary  
1,411  
1,344  
Short-term bonus  
1,085  
722  
Pension  
96  
85  
Long-term incentive programs  
962  
903  
Other benefits  
120  
117  
Severance payments  
0
1,334  
Executive Management in total  
3,674  
4,505  
Remuneration to Board of Directors  
735  
756  
Total  
4,409  
5,261  
Sale of products  
Sale of products relates to the sale of  
smaller less customised cable pro-  
jects, standardised cables and equip-  
ment. Small cable projects with little or  
no customisation usually have a short  
lead time of less than one year. Each  
delivered product is considered one  
performance obligation. Most of the  
products are sold at a fixed price and  
revenue is usually recognised at the  
point in time when the control of the  
products transfers to the customers,  
usually upon delivery.  
Key management personnel consist  
of Executive Management which is  
the CEO and the CFO. Remuneration  
to Executive Management comprises  
fixed salary, short- and long-term  
incentive programs and other cus-  
tomary benefits. Long-term incentive  
programs consist of share-based pay-  
ment programs. The accounting for  
share-based payments is presented  
in detail in note 2.3 Share-based  
payment. For more information on the  
development, refer to the Remunera-  
tion Report available at NKT's website  
https://investors.nkt.com/corpo-  
rate-governance/statutory-reports  
For standardised products, NKT  
Group is usually entitled to pay-  
ment upon delivery, and payment  
terms vary by market but are usually  
between 0-60 days.  
 
129  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
2.2 Staff
costs  
– continued  
2.3 Share-based
payment  
Long-term incentive programs  
for Executive Management  
and Group Leadership Team  
The decision to award performance  
shares to the Executive Management,  
the Group Leadership Team (GLT) and  
selected employees is made each  
year at the discretion of the Board  
of Directors after recommendation  
from the Remuneration Committee.  
The awarded shares represent a con-  
ditional right to receive shares after  
a three-year performance period at  
nil payment. The Board of Directors  
may decide to make cash awards in  
a given year. The performance shares  
vest subject to continued employment  
and the achievement of certain per-  
formance targets over a three-year  
period.  
For more information on the grant  
of performance shares, refer to the  
Group’s Remuneration Report avail-  
able on NKT's website.  
In 2024, a new performance share  
program was awarded to 23 par-  
ticipants (20 in 2023) with a vesting  
period of three years. All programs  
contain two key performance targets,  
one relating to operational EBITDA,  
and one relating to Total Shareholder  
Return (TSR). The total market value  
at award date was EUR 3m (EUR 3m  
in 2023).  
For the 2022 program, both the TSR  
target and EBITDA target were met  
and 50,513 shares will vest in Febru-  
ary 2025.  
Costs relating to share-based pay-  
ments in 2024 was EUR 3m (EUR 2m  
in 2023). The lower costs in 2023 was  
mainly due to the former CEO forfeit-  
ing the 2022 program.  
Remaining value to be expensed  
relating to current programs is EUR  
4m (EUR 3m in 2023). The weighted  
average remaining contractual life  
of performance shares at the end of  
the period was 1.2 years (1.1 years in  
2023).  
Performance shares  
Executive  
Other  
outstanding  
management  
employees  
Total  
1 January 2023  
87,916  
134,524  
222,440  
Shares granted during the year  
24,357  
37,182  
61,539  
Shares vested during the year and  
other movements  
-65,598  
-39,929  
-105,527  
31 December 2023  
46,675  
131,777  
178,452  
1 January 2024  
46,675  
131,777  
178,452  
Shares granted during the year  
17,519  
37,284  
54,803  
Shares vested during the year and  
other movements  
-8,642  
-57,758  
-66,400  
31 December 2024  
55,552  
111,303  
166,855  
Accounting policy  
Staff costs comprise wages and sal-  
aries, remuneration, pensions, etc.,  
and share-based payment for NKT  
Group's employees, including Group  
Management. The Board of Directors  
does not receive share-based pay-  
ment.  
Wages and salaries, social security  
contributions, leave and sick leave,  
bonuses and non-monetary benefits  
are recognised in the financial year in  
which services are rendered by the  
employee. When NKT provides long-  
term employee benefits, the costs are  
accrued to match the rendering of  
services.  
Accounting policy  
The share-based payments contain  
internal performance measures and  
external market return measures. At  
the grant date the value of services  
received in exchange for share-based  
payments are measured at the fair  
value. The fair value of share-based  
payments is estimated using a valu-  
ation model that takes into account  
the terms and conditions upon which  
granting took place. During the vesting  
Assumptions  
At grant date the fair value of awarded  
Performance shares has been cal-  
culated based on the number of  
awarded shares, the percentage of  
shares expected to vest as well as the  
share price at grant date. As dividends  
are not expected they have not been  
incorporated into the measurement of  
fair value.  
period, the costs related to the plans  
are recognised as staff costs and an  
equal amount is recognised in equity.  
For the internal performance targets,  
costs are recognised over the vesting  
period based on the number of shares  
expected to vest, whereas for the  
market return elements, costs are rec-  
ognised over the vesting period disre-  
garding any changes in the number of  
shares expected to vest.  
Termination benefits are recognised  
when an agreement has been reached  
between NKT and the employee and  
no future service is rendered by the  
employee in exchange for the benefits.  
 
130  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
2.4 Research
and development  
EURm  
2024  
2023  
Research and development costs – staff costs  
7
6
Research and development costs – other costs  
36  
32  
Total research and development costs  
43  
38  
Recognised as follows:  
Expensed in the income statement  
11  
7
Capitalised in the balance sheet  
32  
31  
Total research and development costs  
43  
38  
2.5 Tax  
EURm  
2024  
2023  
Tax recognised in the income statement  
Current tax  
59  
25  
Current tax, adjustment prior years  
-12  
4
Deferred tax  
-20  
8
Deferred tax, adjustment prior years  
11  
-7  
38  
30  
Tax rate for the year  
14%  
20%  
Reconciliation of tax:  
Calculated 22% tax on earnings before tax  
60  
33  
Tax effect of:  
Foreign tax rates relative to Danish tax rate  
-4  
-5  
Non-taxable income/non-deductible expenses, net  
0
4
Adjustment for prior years  
-1  
-3  
Value adjustment of tax assets  
-17  
1
38  
30  
EURm  
2024  
2023  
Deferred tax, 1 January, net  
-24  
-43  
Tax recognised in other comprehensive income  
-31  
-15  
Tax recognised on deferred hedge gains and  
losses transferred from equity to inventory  
38  
35  
Addition from acquisitions  
-6  
0
Deferred tax recognised in income statement  
9
-1  
Foreign exchange adjustment  
1
0
Deferred tax, 31 December, net  
-13  
-24  
Recognised deferred tax:  
Deferred tax assets, 31 December  
21  
12  
Deferred tax liabilities, 31 December  
-34  
-36  
Deferred tax, 31 December, net  
-13  
-24  
Specification on deferred tax assets and liabilities:  
Intangible assets  
-40  
-26  
Tangible assets  
-26  
-11  
Other non-current assets  
4
0
Current assets  
-50  
-53  
Non-current liabilities  
8
5
Current liabilities  
8
6
Tax losses  
155  
149  
Unrecognised tax assets  
-73  
-94  
Other  
1
0
Deferred tax, 31 December, net  
-13  
-24  
Accounting policy  
Research costs are expensed in the  
income statement as they occur.  
Clearly defined and identifiable devel-  
opment projects are recognised as  
intangible assets provided that certain  
requirements are met refer to note 3.1  
Intangible assets. Other development  
costs are expensed in the income  
statement as incurred.  
 
131  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
2. Profit for the year  
2.5 Tax
– continued  
assessment is based on budgets and  
business plans for the following years,  
including the development in revenues  
based on the high-voltage order back-  
log.The assessment is performed at  
the reporting date considering local  
tax legislation and Management’s  
business plans, and are only recog-  
nised if it is probable that future tax-  
able profit will allow the deferred tax  
asset to be recovered.  
As the NKT Group conducts business  
around the world, tax and transfer  
pricing disputes with local tax author-  
ities may occur. When assessing the  
expected outcome of these possible  
disputes, NKT Group applies IFRIC 23  
‘Uncertainty over Income Tax Treat-  
ments’ and methods directed herein  
when making provisions for uncertain  
tax positions. As this is an assess-  
ment, the actual obligations may  
deviate and will depend on the result  
of litigations and settlements with the  
tax authorities. Any taxes relating to  
tax disputes are included in Income  
tax receivables, Income tax payables  
or deferred tax based on an assess-  
ment of the most likely outcome of the  
disputes.  
native taxation rules can be applied  
to determine the tax base, deferred  
tax is measured according to Group  
Management’s planned use of the  
assets or settlement of the liabilities,  
respectively.  
Deferred tax assets, including the  
tax base of tax losses allowed for  
carry forward, are recognised at their  
expected utilisation value within the  
foreseeable future.  
Deferred tax assets and tax liabilities  
are offset if the company has a legal  
right to offset current tax assets and  
liabilities and intends to settle current  
tax assets and liabilities on a net basis  
or to realise the assets and liabilities  
simultaneously.  
Tax Approach  
NKT Group complies with the tax  
legislation of the countries in which it  
operates and seeks to pay the right  
amount of tax in the countries where it  
is applicable.  
NKT Group only uses business struc-  
tures that are driven by commercial  
consideration and have a genuine  
substance.  
NKT Group does not operate in tax  
havens. In accordance with NKT  
Group’s tax policy, any future opera-  
tions in tax havens will be purely for  
commercial reasons.  
NKT Group believes in collaboration  
and transparency regarding its tax  
matters and actively pursues oppor-  
tunities to engage with tax authorities  
and other relevant stakeholders with  
the purpose of building trust through  
collaboration and openness.  
NKT Group realised earnings before  
tax (EBT) of EUR 274m (EUR 149m in  
2023), which resulted in a reported tax  
rate of 14% (20% in 2023).  
The reported tax rate of 14% was  
primarily impacted by additional tax  
losses carried forward being capital-  
ised in Germany.  
OECD Pillar 2 had a limited impact on  
NKT Group in 2024 of around EUR  
0m.  
In 2024, NKT Group paid a net  
amount of EUR 38m in corporate  
income tax compared to paying a net  
amount of EUR 25m in 2023.  
Earnings realised in NKT Group's Dan-  
ish companies resulted in a corporate  
tax receivable of EUR 4m (Corporate  
tax receivable of EUR 11m in 2023).  
The majority of the deferred tax assets  
relate to NKT Group’s German tax  
unit. The business outlook and oper-  
ational execution have improved sig-  
nificantly during 2024, which has led  
to further capitalisation of tax losses  
carried forward. The tax losses carried  
forward from the German tax unit  
increased from EUR 449m in 2023 to  
EUR 480m in 2024. The total deferred  
tax value amounts to EUR 154m. NKT  
Group has recognised a deferred tax  
asset of EUR 87m at year-end 2024  
(EUR 50m in 2023). Tax losses in Ger-  
many have no expiry date.  
Interests carried forward in the
Swe-  
dish tax unit were fully utilised during  
2024.  
Tax losses in Danish tax units have  
been fully utilised in 2024.  
NKT Group reported a net deferred  
tax liability of EUR 13m (EUR 24m  
in 2023). The development mainly  
relates to deferred tax liability from the  
acquisition of SolidAl, and deferred tax  
liability related to hedge accounting  
recognised in other comprehensive  
income. Furthermore, the develop-  
ment relates to revenue recognition  
in Germany as well as recognition  
of deferred tax assets related to tax  
losses carried forward in Germany.  
Accounting policy  
Current income tax  
Tax for the period, consists of the  
year’s current tax, change in deferred  
tax and adjustments related to previ-  
ous years. Tax for the period is recog-  
nised in the income statement includ-  
ing the effect of coupon payments on  
the hybrid capital. Tax relating to other  
items is recognised in other compre-  
hensive income.  
Current tax payable and receivable  
is recognised in the balance sheet as  
tax estimated on taxable income for  
the year, adjusted for tax on taxable  
income for previous years and for tax  
paid on account.  
The measurement of deferred tax  
assets and liabilities is based on the  
corporate tax rate applicable in the  
years when the assets and liabilities  
are expected to be utilised. The meas-  
urement of the tax assets is based on  
budgets and estimates for the coming  
years, which by nature are subject to  
uncertainty. As a result, there can be  
a substantial difference between the  
expected use of the tax asset and  
actual use of the tax asset related to  
previous years in the consolidated  
income statement.  
Deferred tax  
Deferred tax is measured according  
to the balance sheet liability method  
on all temporary differences between  
the carrying amount and the tax base  
of assets and liabilities. However,  
deferred tax is not recognised on tax-  
able temporary differences relating to  
goodwill and on temporary differences  
arising on the initial recognition of an  
asset and liability which affects neither  
accounting profit nor taxable income  
and does not result in a deductible  
and taxable temporary difference  
of the same amount. Where alter-  
Significant estimates  
and judgements  
Management judgements and  
estimates regarding deferred  
tax assets and provisions for  
uncertain tax positions  
Deferred tax assets relating to tax  
losses carried forward are recognised  
when Management assesses that  
these can be utilised in the fore-  
seeable future. The assessment of  
possible utilisation include significant  
estimates and judgements, and the  
 
132  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
NKT Group’s investments in non-current assets  
form a basis for the Group’s operation and  
non-current liabilities arising as a result thereof.  
The non-current liabilities in this section are  
regarded as non interest-bearing.  
3.1 Intangible
assets  
Trademarks,  
Development  
Intangible  
Total  
patents and  
projects  
assets under  
Intangible  
EURm  
Goodwill  
licences etc.  
IT software  
completed  
development  
assets  
Cost, 1 January 2023  
350  
66  
77  
63  
88  
644  
Additions  
0
0
0
0
33  
33  
Transferred between classes of assets  
0
0
0
25  
-25  
0
Exchange rate adjustments  
1
0
0
0
1
2
Costs, 31 December 2023  
351  
66  
77  
88  
97  
679  
Amortisation and impairment, 1 January 2023  
-27  
-45  
-44  
0
-116  
Amortisation for the year  
-4  
-8  
-7  
0
-19  
Exchange rate adjustments  
0
0
0
0
0
Amortisation and impairment, 31 December 2023  
-31  
-53  
-51  
0
-135  
Carrying amount, 31 December 2023  
351  
35  
24  
37  
97  
544  
Cost, 1 January 2024  
351  
66  
77  
88  
97  
679  
Additions  
0
0
0
0
32  
32  
Additions through business combinations  
66  
37  
2
0
0
105  
Transferred between classes of assets  
0
0
0
24  
-24  
0
Exchange rate adjustments  
-12  
-1  
0
-2  
-2  
-17  
Costs, 31 December 2024  
405  
102  
79  
110  
103  
799  
Amortisation and impairment, 1 January 2024  
-31  
-53  
-51  
0
-135  
Amortisation for the year  
-6  
-7  
-7  
0
-20  
Impairment  
0
0
0
-1  
-1  
Exchange rate adjustments  
1
1
0
1
3
Amortisation and impairment, 31 December 2024  
-36  
-59  
-58  
0
-153  
Carrying amount, 31 December 2024  
405  
66  
20  
52  
103  
646  
Intangible assets  
Tangible assets  
New investments  
New investments  
71m  
551m  
(hereof EUR 39m from business  
combinations)  
(hereof EUR 53m from business  
combinations)  
 
133  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.1 Intangible
assets – continued  
Accounting policy  
Goodwill is initially recognised in the  
balance sheet at cost. Subsequently,  
goodwill is measured at cost less  
accumulated impairment losses and is  
not amortised.  
The carrying amount of goodwill is  
allocated to NKT Group’s cash-gen-  
erating units at the acquisition date.  
Cash-generating units are based on  
the managerial structure and inter-  
nal financial control. As a result of  
the integration of acquisitions in the  
existing NKT Group, and identifica-  
tion of operating segments based on  
the presence of segment managers,  
Group Management finds that the  
smallest cash-generating units to  
which the carrying amount of goodwill  
can be allocated during testing for  
impairment are identical to the operat-  
ing segments.  
Expected useful life is determined as  
follows:  
Trademarks, patents  
and licences, etc.  
3-15 years  
IT software  
3-8 years  
Completed  
development projects  
2-8 years  
Intangible assets under development  
consists of clearly defined and iden-  
tifiable development projects where  
the following requirements are met:  
The technical feasibility, adequacy  
of resources and a potential future  
market can be demonstrated, it is  
intended to manufacture, market or  
utilise the project, the cost can be reli-  
ably determined, and there is reason-  
able certainty that the future earnings  
or net selling prices can cover the  
carrying amount as well as the devel-  
opment costs necessary to finalise the  
project as incurred. Intangible assets  
under development are measured at  
cost less accumulated impairment  
losses. The cost includes wages,  
amortisation and other costs relating  
to the Group’s development activities.  
On completion the development work  
is transferred to Development projects  
completed or IT software.  
Other intangible assets, which include  
IT software, trademarks, patents and  
licences, are measured at cost less  
accumulated amortisation and impair-  
ment losses and are amortised on a  
straight-line basis over the remaining  
patent or contract period or the useful  
life, whichever is the shorter.  
 
134  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.2 Property,
plant and equipment  
Manufacturing  
Fixtures, fittings,
Property, plant and  
Total property,  
Land and  
plant and  
tools and  
equipment under  
plant and  
EURm  
buildings  
machinery  
equipment  
construction  
equipment  
Cost, 1 January 2023  
418  
727  
129  
209  
1,483  
Additions  
32  
13  
4
187  
236  
Disposals  
-18  
-8  
-2  
0
-28  
Transferred between classes of assets  
67  
108  
20  
-195  
0
Exchange rate adjustments  
2
6
1
0
9
Cost, 31 December 2023  
501  
846  
152  
201  
1,700  
Depreciation and impairment, 1 January 2023  
-126  
-429  
-84  
0
-639  
Depreciation for the year  
-16  
-42  
-13  
0
-71  
Disposals  
18  
8
2
0
28  
Exchange rate adjustments  
0
-3  
-1  
0
-4  
Depreciation and impairment, 31 December 2023  
-124  
-466  
-96  
0
-686  
Carrying amount, 31 December 2023  
377  
380  
56  
201  
1,014  
Cost, 1 January 2024  
501  
846  
152  
201  
1,700  
Additions  
15  
28  
19  
436  
498  
Additions through business combinations  
14  
0
34  
5
53  
Disposals  
-2  
-5  
-3  
0
-10  
Transferred between classes of assets  
10  
35  
25  
-70  
0
Exchange rate adjustments  
-8  
-9  
-3  
-7  
-27  
Cost, 31 December 2024  
530  
895  
224  
565  
2,214  
Depreciation and impairment, 1 January 2024  
-124  
-466  
-96  
0
-686  
Depreciation for the year  
-18  
-47  
-17  
0
-82  
Disposals  
2
5
3
0
10  
Exchange rate adjustments  
1
5
2
0
8
Depreciation and impairment, 31 December 2024  
-139  
-503  
-108  
0
-750  
Carrying amount, 31 December 2024  
391  
392  
116  
565  
1,464  
In 2024, borrowing costs of EUR 10m have been capitalised as part of property, plant and equipment under construction.  
Accounting policy  
Property, plant and equipment are  
measured at cost less accumulated  
depreciation and impairment losses.  
The cost comprises the purchase  
price and any costs directly attributa-  
ble to the acquisition. Borrowing costs  
directly attributable to assets under  
construction with a lengthy construc-  
tion period are recognised in costs  
during the construction period. The  
cost of self-constructed assets com-  
prises costs of materials, components,  
subcontractors and wages. The cost  
is supplemented by the present value  
of estimated liabilities related to dis-  
mantling and removing the asset and  
restoring the site on which the asset  
was utilised.  
Subsequent costs, e.g. relating to  
replacement of parts of an item of  
property, plant and equipment, are  
recognised in the carrying amount of  
the asset if it is probable that the costs  
will result in future economic benefits  
for the Group. All other costs relating  
to ordinary repair and maintenance  
are recognised in the income state-  
ment as incurred.  
Depreciation is done on a straight-line  
basis over the expected useful life of  
the assets, as follows:  
Buildings  
10 – 50 years  
Manufacturing plant  
and machinery  
4 – 20 years  
Fixtures, fittings, tools  
and equipment  
3 – 15 years  
Vessel  
20 years  
Land  
not depreciated  
If individual parts of an item of prop-  
erty, plant and equipment have differ-  
ent useful lives, they are depreciated  
separately.  
The basis of depreciation is calculated  
according to the residual value less  
impairment losses. The residual value  
is determined at the acquisition date  
and reviewed annually. If the residual  
value exceeds the carrying amount,  
depreciation is discontinued.  
 
135  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.3 Leases  
Right-of-use assets from leases included in property, plant and equipment  
Manufacturing  
Fixtures,  
Total  
Land and  
plant and  
fittings, tools
property, plant  
EURm  
buildings  
machinery and
equipment  
Carrying amount, 1 January 2023  
29  
6
1
36  
Additions  
32  
0
0
32  
Depreciation of right of use assets  
-4  
-1  
-1  
-6  
Carrying amount, 31 December 2023  
57  
5
0
62  
Carrying amount, 1 January 2024  
57  
5
0
62  
Additions through business combinations  
12  
0
0
12  
Additions  
3
20  
0
23  
Depreciation of right of use assets  
-6  
-1  
0
-7  
Exchange rate adjustments  
-1  
0
0
-1  
Carrying amount, 31 December 2024  
65  
24  
0
89  
Accounting policy  
Leases are recognised as a right-of-  
use asset and a corresponding liability  
at the date at which the leased asset  
is available for use by the group. Each  
lease payment is allocated between  
the liability and finance cost. The  
finance cost is charged to profit or  
loss over the lease period. The right-of  
use asset is depreciated over the  
shorter of the asset's useful life and  
the lease term on a straight-line basis.  
Assets and liabilities arising from a  
lease are initially measured at present  
value. Lease liabilities include the net  
present value of the following lease  
payments:  
■
fixed payments (including in-sub-  
stance fixed payments), less any  
lease incentives receivable,  
variable lease payment that are  
■
based on an index or a rate,  
equipment and
amounts expected to be payable  
■
by the lessee under residual value  
guarantees,  
■
the exercise price of a purchase  
option if the lessee is reasonably  
certain to exercise that option, and  
payments of penalties for termi-  
■
nating the lease, if the lease term  
reflects the lessee exercising that  
option.  
assets are measured at cost, compris-  
ing the following:  
■
the amount of the initial measure-  
ment of lease liability,  
■
any lease payments made at or  
before the commencement date  
less any lease incentives received,  
any initial direct costs, and  
■
■
restoration costs.  
The lease payments are discounted  
using the interest rate implicit in the  
lease. If that rate cannot be deter-  
mined, the lessee’s incremental  
borrowing rate is used, being the rate  
that the lessee would have to pay to  
borrow the funds necessary to obtain  
an asset of similar value in a similar  
economic environment with similar  
terms and conditions. Right-of-use  
Payments associated with short-  
term leases and leases of low-value  
assets are recognised on a straight-  
line basis as an expense in profit or  
loss. Short-term leases have a lease  
term of 12 months or less. Low-value  
assets comprise e.g. cars, forklifts,  
IT-equipment and small items of office  
furniture.  
Leases mainly consist of office buildings and production facilities. Lease additions in 2023 and 2024 are driven by the general  
increase in activity and investment in production capacity.  
NKT have entered into a number of lease agreements, that are not recognised as right-of-use assets due to the low-value or  
the short-term nature of the asset. The table to the right shows the total expense of low value and short-term leases, together  
with the interest expenses of lease debt. For specification of contractual maturity of lease liabilities refer to note 5.4 Net inter-  
est-bearing debt.  
Amounts expensed in the income statement and total cash outflow  
EURm  
2024  
2023  
Interest expense on lease liabilities  
0
2
Expenses for low-value assets and short-term leases  
15  
11  
Cash outflow regarding lease liabilities  
9
8
In 2024 interest expenses of EUR 3m on lease liabilities have been capitalised as part of assets under construction.  
 
136  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.4 Impairment
test  
Result of the annual impairment test  
On 31 December 2024 goodwill was  
tested for impairment. The impairment  
test did not identify any impairment  
(none in 2023).  
Goodwill has been allocated to the  
cash-generating units according to the  
split presented below. In 2024, SolidAl  
was acquired and added to the Appli-  
cations business line. The carrying  
amount of goodwill was:  
Key Assumptions  
The recoverable amount is based  
on a value-in-use calculation. For all  
cash-generating units, the calculation  
uses cash flow projections (budget  
period) based on the financial budget  
for 2025 and financial forecasts for  
2026–2029, hence a 5-year budget  
period. Significant parameters in  
these estimates are revenue growth,  
discount rate before tax, and growth  
expectations for the terminal period.  
The discount rate before tax has been  
revised for each cash-generating unit  
to reflect the latest market assump-  
tions for the risk-free rate based on a  
10-year German government bond,  
the equity risk premium and the cost  
of debt.  
The long-term growth rate for the ter-  
minal period is based on the expected  
growth in the world economy as well  
as long-term development for the  
industries and markets in which the  
cash-generating units operate.  
Group Management determines the  
expected annual growth rate in the  
budget period and in the terminal  
period based on historical experience  
and the assumptions about expected  
market developments.  
Solutions  
No reasonably possible change in  
assumptions could lead to an impair-  
ment in Solutions.  
In 2024, Solutions was awarded  
high-voltage projects with a com-  
bined value of EUR 1.7bn, resulting  
in a high-voltage order backlog of  
EUR 10.6bn at the end of the year.  
This was a positive addition to 2023  
record high order intake, maintaining  
the order backlog at the same level  
as 2023, despite delivering 1.8bn of  
revenue during the year. NKT remains  
firmly entrenched as a key supplier of  
high-voltage DC technology, and will  
play a key role in enabling the transi-  
tion to renewable energy, especially  
across Europe. The need for more  
modern and interconnected power  
grids, capable of meeting structurally  
higher demand for electricity, contin-  
ues to be a key growth driver for Solu-  
tions. As the investment programme  
related to new high-voltage capacity  
and capabilities in Karlskrona has pro-  
gressed, NKT has identified additional  
opportunities and risks as well as gen-  
eral cost inflation. Therefore, invest-  
ments related to this programme are  
expected to increase by approximately  
EUR 300m, and it remains accretive  
to NKT’s medium-term financial ambi-  
tions of a RoCE >20%. The expected  
timeline is unchanged and the new  
assets will be operational from 2027.  
Following a record-high level of  
awards in 2022 and 2023, NKT anti-  
cipates that its average addressable  
high-voltage market will be above EUR  
10.0bn per year between 2024 and  
2030. Assessing future awards to NKT  
is by nature subject to uncertainty,  
and the value-in-use calculation of the  
Solution cash-generating unit is sen-  
sitive to changes in the actual share  
of projects awarded to NKT. However,  
the high-voltage order backlog at end-  
2024 provides higher certainty regard-  
ing future revenue and earnings.  
Applications  
No reasonably possible change in  
assumptions could lead to an impair-  
ment in Applications.  
The Applications business line is also  
positively affected by the power and  
grid modernisation and extensions  
that drives growth in Solutions and  
Service & Accessories.  
The lowest level at which goodwill is  
monitored is equal to the cash gener-  
ating units.  
EURm  
2024  
2023  
Solutions  
289  
299  
Applications  
72  
6
Service & Accessories  
44  
46  
Total goodwill  
405  
351  
Cash-generating units  
Cash-generating units identified in  
NKT Group are similar to the operating  
segments, being Solutions, App-  
lications and Service & Accessories.  
These are considered to be the low-  
est level of cash-generating units as  
defined by management.  
The definition of cash-generating units  
is based on the smallest identifiable  
group of assets that together generate  
cash inflows from continued use and  
which are independent of the cash  
flows from other assets or groups of  
assets.  
The definition of cash-generating units  
aligns with the managerial structure  
and the internal financial reporting in  
NKT Group. For impairment test pur-  
poses, tangible assets and intangible  
assets are allocated to the respective  
cash-generating units.  
2024  
2023  
Terminal  
Terminal  
Budget period  
period  
Budget period  
period  
Average  
Average  
revenue Discount
rate  
revenue Discount
rate  
growth rate  
before tax  
Growth rate  
growth rate  
before tax  
Growth rate  
Solutions  
10%  
12%  
2%  
12%  
13%  
2%  
Applications  
10%  
11%  
2%  
7%  
11%  
2%  
Service & Accessories  
9%  
12%  
2%  
6%  
13%  
2%  
 
137  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.4 Impairment
test – continued  
Significant estimates  
and judgements  
For goodwill impairment testing, a  
number of estimates are made on  
the development in revenues, gross  
profits, conversion ratios, future  
capital expenditures, discount rates  
and growth expectations in the ter-  
minal period. These are based on  
an assessment of current and future  
developments  
In 2024, SolidAl was acquired by  
NKT and added to the Applications  
business line, which means that  
the carrying amount of goodwill is  
now at a material level, compared to  
2023. With several frame agreements  
secured during 2024 and expansion  
plans across several sites in place  
the outlook for Applications provides  
solid headroom, despite the increased  
Goodwill.  
In 2024, Applications was positively  
impacted by increased demand on  
MV and 1 kV, while the construction  
related segment remained subdued.  
As a result, Applications reported  
marginal organic growth in 2024, while  
revenue was affected positively by the  
acquisition of SolidAl in Q2 2024.  
Service & Accessories  
No reasonably possible change in  
assumptions could lead to an impair-  
ment in Service & Accessories.  
Power cable services and accesso-  
ries are crucial aspects of the power  
cable value chain. The Service &  
Accessories business line is - to a  
large degree - dependent on the same  
market drivers as Solutions. Power  
grid modernisation and extensions and  
growth in the installation of high-volt-  
age power cable systems, as well as  
ageing infastructure are expected to  
drive demand for Service. In Accesso-  
ries, the transition to renewable energy  
and the continued electrification of  
societies are driving strong demand  
for high- and medium-voltage power  
cable accessories. These trends are  
set to continue and the market outlook  
for the segment is positive in the years  
to come.  
It is Management’s assessment that  
likely changes in the key assumption  
will not cause the carrying amount of  
goodwill to exceed the recoverable  
amount.  
Accounting policy  
Goodwill and intangible assets  
Goodwill, intangible assets with indef-  
inite useful lives, and development  
projects are tested at least annually for  
impairment, and furthermore when a  
trigger event occurs.  
The carrying amount of goodwill is  
tested for impairment together with  
the other non-current assets in the  
cash-generating unit to which goodwill  
is allocated. The recoverable amount  
is generally computed as the present  
value of the expected future net cash  
flows from the business or activity  
(cash-generating unit) to which good-  
will is allocated.  
Recognition of impairment loss  
in the income statement  
Impairment is recognised if the car-  
rying amount of an asset or a cash-  
generating unit exceeds the respective  
recoverable amount. The impairment  
is recognised in the income statement  
and impairment of goodwill is rec-  
ognised in a separate line item in the  
income statement.  
Impairment of goodwill is not reversed.  
Impairment of other assets is reversed  
in the event of changes having taken  
place in the conditions and estimates  
on which the impairment calcula-  
tion was based. Impairment is only  
reversed if the new carrying amount  
of the asset does not exceed the car-  
rying amount that would have applied  
after amortisation if the asset had not  
been impaired.  
Other non-current assets  
No trigger event indicating an impair-  
ment of other non-current assets  
has occurred in 2024. Therefore, no  
impairment test has been performed  
in 2024.  
In 2024, Service & Accessories  
achieved revenue growth, driven  
partially by offshore repairs within the  
Service business which increased as  
a result of the higher revenue, under-  
lining that the segment is becoming  
more robust, and less dependent on  
service repairs. Other segments con-  
tinued to perform positively, including  
NKT's onshore business, where NKT  
performed well across the majority of  
its addressable markets. This included  
onshore service repair work, as well  
as a steady level of maintenance pro-  
jects throughout the year. Structural  
growth trends continue to positively  
impact NKT's Accessories business,  
which sustained revenues and opera-  
tional EBITDA in 2024.  
in the three cash-generating units and  
on historical data and assumptions  
of future expected market develop-  
ments, including expected long-term  
average market growth rates. Data  
includes both internal and external  
data sources.  
Other non-current assets  
The carrying amount of other non-cur-  
rent assets is tested when a trigger  
event occurs which could indicate an  
impairment, in which case, the recov-  
erable amount of the asset is deter-  
mined. The recoverable amount is the  
fair value of the asset less anticipated  
cost of disposal, or its value-in-use,  
whichever is higher.  
The value-in-use is calculated as the  
present value of expected future cash  
flows from the asset or the cash-gen-  
erating unit of which the asset is part.  
No sensitivity analysis has been pre-  
sented due to no reasonably possible  
change in assumptions that could lead  
to an impairment. Changes in more  
assumptions at once is not consid-  
ered.  
 
138  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.5 Provisions  
Significant estimates  
and judgements  
Provisions, including contingencies  
and the likely outcome of pending and  
potential legal proceedings are con-  
tinuously assessed. The outcome of  
such proceedings depends on future  
events, which are, by nature, uncer-  
tain. When considering provisions  
involving significant estimates, opin-  
ions and estimates by internal experts,  
external legal experts as well as exist-  
ing case law are applied in assessing  
the probable outcome.  
Warranty  
Restructuring  
Other  
EURm  
provision  
provision  
provisions  
Total  
Provisions, 1 January 2024  
8
5
28  
41  
Acquisition of subsidiaries  
0
0
4
4
Additions in the year  
5
0
31  
36  
Used during the year  
-2  
-2  
-7  
-11  
Reversed during the year  
0
0
-7  
-7  
Provisions, 31 December 2024  
11  
3
49  
63  
Provisions are recognised in the balance sheet as:  
Non-current liabilities  
0
1
34  
35  
Current liabilities  
11  
2
15  
28  
Total  
11  
3
49  
63  
Other provisions mainly include provisions for onerous contract, court cases and retirement obligations. EUR 18m of other provisions is related to the present value of  
retirement obligations related to buildings on leased land in Cologne. Of the additions in the year to other provisions, EUR 12m relate to retirement obligations.  
Accounting policy  
The provisions recognised are  
Management’s best estimate of the  
amount required to settle the obli-  
gation. Warranty provisions are rec-  
ognised in connection with the sale  
of goods and services based on the  
level of warranty expenses incurred in  
previous years. Restructuring costs  
are recognised under liabilities when  
a detailed, formal restructuring plan  
is announced to the affected parties  
on or before the balance sheet date.  
A provision for onerous contracts is  
recognised when the expected be-  
nefits to be derived by the Group from  
a contract are lower than the Group’s  
unavoidable costs for meeting its  
contractual obligations. Provisions for  
dismantling are measured at the pres-  
ent value of the expected cost at the  
balance sheet date. The present value  
of the costs is included in the cost  
of the relevant tangible assets and  
depreciated accordingly. The addition  
of interests on provisions are recog-  
nised in the income statement under  
financial expenses.  
 
139  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
3. Non-current assets and liabilities  
3.6 Pension
liabilities  
Actuarial gains related to the pension liabilities are recognised in other compre-  
hensive income. The pension liability also include other long term benefits relating  
to anniversary bonuses, etc., amounting to EUR 2m (EUR 2m in 2023). At the end  
of 2024, there were no plan assets to be offset in the present value of the liability.  
Pension  
EURm  
liabilities, net  
Pension liabilities, 1 January 2024  
40  
Service cost and Interest on obligation  
1
Benefits paid to employees  
-2  
Actuarial gains/losses on defined benefit pension plans  
3
Pension liabilities, 31 December 2024  
42  
Pension liabilities, 1 January 2023  
41  
Service cost and Interest on obligation  
2
Benefits paid to employees  
-2  
Actuarial gains/losses on defined benefit pension plans  
-1  
Pension liabilities, 31 December 2023  
40  
Accounting policy  
For the Group’s defined benefit plans,  
an annual actuarial calculation (the  
Projected Unit Credit Method) of the  
present value of future benefits pay-  
able under the plan is provided. The  
present value is determined based on  
assumptions about the future deve-  
lopment in variables such as salary  
levels, interest rates, inflation and mor-  
tality. The present value is determined  
only for benefits earned by employees  
from their employment within the  
Group. The actuarial present value  
less the fair value of any plan assets is  
recognised in the balance sheet under  
pension liabilities.  
Pension expenses and other long-  
term employee benefits are recog-  
nised in the income statement based  
on actuarial estimates and financial  
expectations at the start of the year.  
Actuarial gains or losses are recog-  
nised in other comprehensive income.  
If a pension plan constitutes a net  
asset, the asset is only recognised if  
it offsets cumulative actuarial losses  
or future refunds from the plan, or if it  
will lead to reduced future payments  
to the plan.  
Actuarial assumptions applied  
2024  
2023  
Discount rate  
3%  
4%  
Future salary increases  
3%  
3%  
Future pension increases  
2%  
2%  
The table below shows the sensitivity of the liability to changes in key assumptions  
for the measurement of the pension liabilities, net. The analysis is based on the  
changes in the applied key assumptions considered reasonably likely provided the  
other parameters in the calculation are unchanged.  
EURm  
2024  
2023  
+0.5%-point in discount rate  
-2  
-2  
-0.5%-point in discount rate  
2
2
+0.5%-point in future pension increase  
2
2
-0.5%-point in future pension increase  
-2  
-2  
A change in the salary increase of 0.5%-points is not considered to have a material effect.  
In NKT Group, most employees are covered by pension schemes, primarily in  
the form of defined contribution-based plans managed by independent pension  
funds.  
NKT Group’s defined benefit plans, primarily relating to the activities in Germany,  
are recognised at the present value of the actuarially measured obligations. If a  
plan is not fully covered by plan assets, a plan liability is recognised in the balance  
sheet. Expenses relating to pension benefits are recognised as staff costs in the  
income statement.  
 
140  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
4. Working capital  
NKT Group’s working capital represents the  
assets and liabilities necessary to support  
the day-to-day operations. Working capital is  
defined as current assets less current liabilities,  
excluding interest-bearing items and provisions.  
4.1 Changes
in working capital in cash flow  
EURm  
2024  
2023  
Inventory  
-65  
11  
Trade receivables and other receivables  
-90  
-60  
Contract assets and contract liabilities  
569  
350  
Trade payables and other liabilities  
297  
19  
Total  
711  
320  
The numbers in the table above cannot be derived directly from the balance sheet.  
4.2 Inventories  
EURm  
2024  
2023  
Raw materials, consumables and goods for resale  
165  
145  
Work in progress  
124  
76  
Finished goods  
135  
90  
Inventories, 31 December  
424  
311  
Write-down of inventories, 1 January  
14  
8
Write-down of inventories for the year  
5
8
Reversal of write-down  
-1  
0
Scrapping  
-7  
-2  
Write-down of inventories, 31 December  
11  
14  
EURm  
2024  
2023  
Reconciliation of changes in working capital in  
cash flow statement to balance sheet  
Working capital 1 January  
-709  
-303  
Working capital 31 December  
-1,432  
-709  
Change in working capital based on  
balance sheet  
723  
406  
Acquisition/disposal of activities, derivatives and  
foreign exchange effects on working capital  
-12  
-86  
Change in working capital based on  
cash flow statement  
711  
320  
Accounting policy  
Inventories are measured at cost in  
accordance with the FIFO method  
or at a weighted average. If the net  
realisable value is lower than cost,  
inventories are written down to this  
lower value.  
Finished goods and work in progress  
are measured at cost, comprising  
direct costs and production over-  
heads.  
NKT  
Applications  
Working capital  
Working capital  
Raw materials, consumables and  
goods for resale are measured at  
cost, comprising purchase price plus  
delivery costs.  
-1,432m 51m  
(-709m in 2023)  
(39m in 2023)  
Solutions  
Service & Accessories  
Working capital  
Working capital  
-1,546m 21m  
(-739m in 2023)  
(31m in 2023)  
 
141  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
4. Working capital  
4.3 Trade
and other receivables  
In NKT Group, receivables comprise trade and other receivables from external  
companies, other receivables from derivative financial instruments and prepay-  
ments. Receivables are measured at amortised cost, which in all material respects  
corresponds to fair value and nominal value.  
Development in the allowance for credit losses  
EURm  
2024  
2023  
Trade receivables, gross  
258  
235  
Allowance for credit losses  
Allowance for credit losses, 1 January  
1
3
Additions during the year  
1
0
Reversed during the year  
0
-1  
Used during the year  
0
-1  
Allowance for credit losses, 31 December  
2
1
Trade receivables, net  
256  
234  
Accounting policy  
Trade receivables are at initial recog-  
nition measured at their transaction  
price less allowance for expected  
credit losses over the lifetime and are  
subsequently measured at amortised  
cost adjusted for changes to the  
expected credit losses. Expected  
credit losses at initial recognition are  
calculated for portfolios of receivables  
that share credit risk characteristics  
and is based on historical experience  
and, when applicable, adjusted for  
factors that are specific to the debtors  
and general economic conditions.  
The expected loss rates are updated  
at every reporting date. The portfolios  
are primarily based on the debtor’s  
domicile and credit rating in accor-  
dance with NKT Groups credit risk  
management policy. See note 5.6  
Financial risks and financial instru-  
ments.  
When there is an indication of impair-  
ment, expected credit losses are  
calculated at individual level and when  
there are no reasonable expectations  
of recovering, the receivable is written  
off in part or entirely.  
The allowances for expected credit  
losses and write-offs for trade recei-  
vables are recognised in the income  
statement as Other costs.  
EURm  
2024  
2023  
Trade receivables  
256  
234  
Other receivables  
134  
89  
Prepayments  
33  
17  
Trade and other receivables  
423  
340  
Other receivables comprise primarily of VAT and prepaid expenses.  
Trade receivables age profile  
EURm  
2024  
2023  
Not overdue  
225  
214  
Overdue by less than 30 days  
25  
14  
Overdue by between 30 and 60 days  
2
4
Overdue by between 60 and 120 days  
2
1
Overdue by more than 120 days  
2
1
Total trade receivables  
256  
234  
In 2024, credit losses recognised in the income statement correspond to 0% of  
total revenue (0% of total revenue in 2023).  
 
142  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
4. Working capital  
4.4 Trade
payables  
4.5 Contract
assets and liabilities  
One of NKT’s suppliers has entered into a receivables purchase agreement with  
a bank whereby the bank has agreed to buy invoices issued to NKT and poten-  
tially other companies. Participation in the arrangement is at the supplier's own  
discretion. NKT has separately agreed with the bank to assignment and transfer  
of certain invoices to the bank. If the goods have been received and the invoices  
have been approved by NKT, the supplier will receive early payment from the  
bank. NKT
settles the original invoices by paying the bank after an agreed num-  
ber of days.  
Contract assets comprise the sale  
value of work performed on construc-  
tion contracts, where NKT Group  
does not yet possess an unconditional  
right to payment, as the work per-  
formed has not been approved by the  
customer. Contract liabilities comprise  
contractual unconditional invoicing for  
work not yet performed.  
EURm  
2024  
2023  
Contract assets, 1 January  
107  
98  
Addition from revenue recognised  
133  
85  
Transferred to receivables  
-95  
-76  
Exchange rate adjustments  
-2  
0
Contract assets, 31 December  
143  
107  
Contract liabilities, 1 January  
1,037  
678  
Decrease from revenue recognised  
-616  
-445  
Prepayments received  
1,232  
806  
Exchange rate adjustments  
-11  
-2  
Contract liabilities, 31 December  
1,642  
1,037  
Contract liabilities are recognised in the  
balance sheet as:  
Non-current liabilities  
1,016  
324  
Current liabilities  
626  
713  
Total  
1,642  
1,037  
EURm  
2024  
2023  
Construction contracts  
Contract value of work in progress  
4,142  
2,876  
Progress billing  
-5,200  
-3,607  
-1,058  
-731  
Recognised as contract assets  
143  
107  
Recognised as contract liabilities  
-1,201  
-838  
-1,058  
-731  
Construction contracts  
1,201  
838  
Prepayments for construction contracts  
427  
185  
Other prepayments from customers  
14  
10  
Deferred income  
0
4
Total contract liabilities  
1,642  
1,037  
Trade payables under supplier finance arrangements  
2024  
Range of payment due dates  
Trade payables under supplier finance arrangements  
90-120 days  
Comparable trade payables that are not part of the supplier  
finance arrangement  
0-45 days  
Carrying amount of liabilities under supplier  
finance arrangement, 31 December (EURm)  
Trade payables under supplier finance arrangements  
145  
of which the supplier has received payment from the finance  
provider  
145  
The carrying amounts of liabilities under the supplier finance arrangements are  
considered to be reasonable approximations of their fair values, due to their short-  
term nature.  
 
143  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
4. Working capital  
4.5 Contract
assets and liabilities – continued  
Expected execution of the remaining performance obligations  
in the awarded high-voltage contracts (order backlog):  
Expected execution  
Market  
Std. metal  
prices in  
prices in  
More than  
EURm  
EURm  
1-2 years  
2 years  
Remaining  
order  
31 December 2024  
10,600  
9,300  
29-30%  
backlog  
Remaining  
order  
31 December 2023  
10,800  
9,500  
26-29%  
backlog  
Accounting policy  
Construction contracts  
Construction contracts are meas-  
ured at the selling price of the work  
performed less progress billings and  
anticipated losses. If the value of work  
performed exceeds progress billings,  
the excess is recognised as contract  
assets. and if progress billings exceed  
the value of work performed, the defi-  
cit is recognised as contract liabilities.  
Prepayments from customers are rec-  
ognised under contract liabilities.  
Construction contracts are character-  
ised by a high degree of customisation  
in the design of the cables produced.  
It is furthermore a requirement that  
before commencement of the work,  
a binding contract is signed that will  
result in a fine or compensation in  
Significant estimates  
The recognition of revenue and related  
contract assets and liabilities are  
subject to uncertainty. Construction  
contracts are measured based on  
Management’s judgement in terms of  
percentage-of-completion and esti-  
mated profit on a project-by-project  
approach to estimate the expected  
selling prices which affect the value  
recognised in the balance sheet. The  
estimate includes a risk provision,  
which is based on an assessment of  
the specific risk that each project is  
exposed to. Management’s estimates  
are based on the most likely outcomes  
of the projects.  
case of subsequent cancellation. The  
contract value is measured according  
to the percentage-of-completion,  
which is determined on the basis of an  
assessment of the work performed,  
calculated as the ratio of expenses  
incurred compared to total anticipated  
expenses on the contract concerned.  
When it is probable that the total con-  
tract costs will exceed the total con-  
tract revenue, the anticipated loss on  
the contract is immediately recognised  
as a provision.  
When income and expenses on a con-  
struction contract cannot be deter-  
mined reliably, the contract value is  
measured as the costs incurred which  
are likely to be recoverable.  
 
144  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
NKT’s Capital structure targets are related to  
solvency (ratio of minimum 30%) and NIBD rela-  
tive to operational EBITDA (ratio up to 0.0x).  
Financial risk management mainly relates to  
managing the risks related to currency, com-  
modities and interest rates relating to the  
financing.  
5.1 Share
capital  
NKT A/S’ share capital consists of  
shares with a nominal value of DKK 20  
each. No shares carry special rights.  
NKT A/S’ Articles of Association spe-  
cify no limits in respect of ownership or  
voting right, and Group Management  
is unaware of any agreements in this  
regard.  
Distribution of dividend to sharehold-  
ers of NKT A/S has no tax conse-  
quences for the company.  
In July 2023 NKT A/S completed a  
rights issue resulting in 10,744,009  
new shares. As a result of the issue  
the Company's share capital as of  
31 December 2023 amounts to DKK  
1,074,400,900 (approximately EUR  
144m) divided into 53,720,045 shares  
with a nominal value of DKK 20 each.  
As per 31 December 2024 the share  
capital compared to 31 December  
2023 is unchanged.  
During 2024, 31,000 treasury shares  
were purchased (150,000 during  
2023) of which 50,649 are held at  
31 December 2024 (87,113 at 31  
December 2023).  
5.2 Earnings
per share  
Accounting policy  
Dividend is recognised as a liability  
at the date of adoption at the Annual  
General Meeting (declaration date).  
Proposed dividend payments for the  
year are disclosed as a separate item  
under equity.  
2024  
2023  
Profit attributable to equity holders (EURm)  
326  
113  
Weighted average number of shares  
53,720,045  
50,102,581  
Dilutive effect of Performance share programs  
74,160  
94,568  
Diluted weighted average number of shares  
53,794,205  
50,197,149  
Basic earnings - continuing operations,  
EUR, per share (EPS)  
4.2  
2.2  
Diluted earnings - continuing operations,  
EUR, per share (EPS-D)  
4.2  
2.1  
Basic earnings per share, EUR  
6.1  
2.3  
Diluted earnings per share, EUR  
6.1  
2.3  
Acquisition costs, consideration  
received, and dividends relating  
to treasury shares, are recognised  
directly in retained comprehensive  
income in equity.  
NKT  
Solvency ratio  
38%  
(44% in 2023)  
NIBD relative to  
operational EBITDA  
-3.7x  
(-2.6x in 2023)  
 
145  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.3 Hybrid
capital  
Hybrid capital comprises issued  
bonds from September 2022 of EUR  
150m. The issued hybrid capital is  
accounted for as a hybrid capital  
reserve in equity. The classification is  
based on the special characteristics of  
the hybrid bond, where the bondhold-  
ers are subordinate to other creditors,  
and NKT A/S may defer and ultimately  
decide not to pay the coupon. Any  
deferred coupons outstanding in 3022  
will be cancelled. However, deferred  
coupon payments become payable  
if NKT A/S decides to pay dividends  
to shareholders. Coupon payments  
are recognised in equity. For further  
details on the hybrid capital, please  
see table below.  
As the principal of the securities  
ultimately falls due in 3022, its dis-  
counted fair value is zero due to the  
terms of the securities. Therefore, a  
liability of zero has been recognised in  
the balance sheet, and the full amount  
of the proceeds have been recognised  
as equity. Coupon payments are rec-  
ognised in the statement of cash flows  
in the same way as dividend payments  
within financing activities.  
Accounting policy  
Hybrid capital is treated in accordance  
with the rules on compound financial  
instruments based on the charac-  
teristics of the bonds. The notional  
amount, which constitutes a liability,  
is recognised at present value, and  
equity has been increased by the  
difference between the net proceeds  
received and the present value of the  
discounted liability. The part of the  
hybrid capital that is accounted for  
as a liability is measured at amortised  
cost. The carrying amount is zero  
on initial recognition and due to the  
1,000-year term of the hybrid capital,  
amortisation charges will only have an  
impact on the income statement for  
the years at the end of the 1,000-year  
term of the hybrid capital.  
Coupon payments are accounted  
for as dividends and are recognised  
directly in equity when the obligation  
to pay arises.  
The obligation to pay coupon pay-  
ments is at the discretion of Group  
Management and deferred coupon  
lapses upon maturity of the hybrid  
capital. Coupon payments are recog-  
nised in the statement of cash flows in  
the same way as dividend payments  
within financing activities.  
On redemption of the hybrid capi-  
tal, the payment will be distributed  
between liability and equity, applying  
the same principles as used when  
the hybrid capital was issued. The  
difference between the payment on  
redemption and the net proceeds  
received on issue is recognised  
directly in equity as the debt portion  
of the existing hybrid issues will be nil  
during the first part of the life of the  
hybrid capital.  
On the date on which the Board of  
Directors decides to exercise an  
option to redeem the hybrid capital,  
the part of the hybrid capital that will  
be redeemed will be reclassified to  
loans and borrowings. The reclassi-  
fication will be made at the market  
value of the hybrid capital at the date  
the decision is made. Following the  
reclassification, coupon payments  
and exchange rate adjustments will be  
recognised in the income statement  
as financial income or expenses.  
Hybrid bonds  
2024  
2023  
Nominal value of hybrid capital  
EUR 150m  
EUR 150m  
Classification in financial statement  
Equity  
Equity  
Issued  
Sept. 2022  
Sept. 2022  
Maturing  
July 3022  
July 3022  
First call date  
1 July 2026  
1 July 2026  
Interests:  
For the first four years  
7.24%  
7.24%  
For the following years  
Resets to the  
Resets to the  
4-year EUR swap
4-year EUR swap  
rate prevailing  
rate prevailing  
at that time plus  
at that time plus  
5%  
5%  
 
146  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.4 Net
interest-bearing debt  
Net interest-bearing debt  
Net interest-bearing debt at 31  
December 2024 was EUR -1,280m  
(EUR -671m at 31 December 2023  
including liabilities associated with  
assets held for sale), corresponding to  
a decrease of EUR 609m.  
The decrease was driven by milestone  
payments received in Solutions and  
improved results.  
Changes in current loans, non-current loans and lease liabilities  
Effect of  
Additions  
Additions  
changes in  
during the
from business  
exchange  
31  
EURm  
1 January  
Cash flows  
period combinations  
rates  
December  
2024  
Loans  
143  
-8  
0
12  
-1  
146  
Lease liabilities  
64  
-6  
23  
12  
-1  
92  
2023  
Loans  
158  
-1  
0
0
-14  
143  
Lease liabilities  
38  
-6  
32  
0
0
64  
EURm  
2024  
2023  
Net interest-bearing debt comprises:  
Non-current loans  
221  
196  
Current loans  
17  
11  
Interest-bearing debt, gross  
238  
207  
Demand deposits  
668  
438  
Termed deposits (3 months or less)  
850  
450  
Cash and cash equivalents  
1,518  
888  
Net interest-bearing debt  
-1,280  
-681  
Net interest-bearing debt presented as  
assets held for sale  
0
10  
Net interest-bearing debt including  
assets held for sale  
-1,280  
-671  
 
147  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.4 Net
interest-bearing debt – continued  
Contractual undiscounted cash flows  
Carrying  
Less than  
More than  
Total  
EURm  
amount  
1 year  
1-3 years  
3-5 years  
5 years  
cash flows  
2024  
Interest-bearing loans and borrowings (excl. lease liabilities)1  
146  
11  
26  
38  
99  
174  
Lease liabilities2  
92  
15  
21  
16  
82  
134  
Trade payables  
534  
534  
0
0
0
534  
Derivative financial liabilities  
102  
51  
50  
1
0
102  
Other liabilities  
291  
291  
0
0
0
291  
Total  
1,165  
902  
97  
55  
181  
1,235  
2023  
Interest-bearing loans and borrowings(excl. lease liabilities)1  
143  
12  
22  
31  
119  
184  
Lease liabilities2  
64  
9
15  
11  
62  
97  
Trade payables  
364  
364  
0
0
0
364  
Derivative financial liabilities  
94  
46  
45  
3
0
94  
Other liabilities  
145  
145  
0
0
0
145  
Total  
810  
576  
82  
45  
181  
884  
1
The principal of the hybrid capital is not included in the contractual maturities as it is due in year 3022.  
2
Lease liabilities are recognised in the balance sheet excluding short-term and low-value leases (refer to note 3.3 Leases).  
The forward contracts are presented  
at fair value as the discount element is  
considered insignificant.  
Interest-bearing loans and borrowings  
are predominantly based on floating  
interest rates and are measured at  
amortised cost. The carrying amount  
therefore in all material aspects cor-  
responds to fair value and nominal  
value.  
Accounting policy  
Interest-bearing loans and borrowings  
are recognised at the amount of pro-  
ceeds received at the date of borrow-  
ing, net of transaction costs paid. In  
subsequent periods the financial liabi-  
lities are measured at amortised cost  
using ‘the effective interest method’,  
and the difference between the pro-  
ceeds and the nominal value is there-  
fore being recognised in the income  
statement under financial expenses  
over the term of the loan.  
Interest-bearing loans and borrowings  
also include lease liabilities recognised  
in the balance sheet measured at  
amortised cost.  
 
148  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.5 Financial
items  
Financial income  
Financial expenses  
Net financial items  
EURm  
2024  
2023  
2024  
2023  
2024  
2023  
Interest etc. relating to financial assets/liabilities measured at amortised cost  
41  
11  
-8  
-8  
33  
3
Interest expenses on leases  
0
0
-0  
-2  
0
-2  
Total interest  
41  
11  
-8  
-10  
33  
1
Foreign exchange gains/losses, net  
8
0
0
-2  
8
-2  
Gains/losses on derivative financial instruments, net  
0
0
-7  
-15  
-7  
-15  
Total currency gains/losses  
8
0
-7  
-17  
1
-17  
Total financial items  
49  
11  
-15  
-27  
34  
-16  
Accounting policy  
Financial income and expenses  
comprise interest income and  
expenses, dividends received, net  
exchange gains or losses on balances  
denominated in foreign currencies,  
amortisation of financial assets and  
liabilities, allowances under the Danish  
tax prepayment scheme, as well as  
changes in the fair value of derivative  
financial instruments not designated  
as hedges.  
The development in financial items in 2024 is mostly affected by the development in interest income. The increasing interest income is a result of an excess cash position  
in the year as well as increase of interest rates.  
 
149  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.6 Financial
risks and financial instruments  
Financial risk management policy  
NKT is exposed to several financial  
risks due to its operations, investments  
and financing activities. NKT has cen-  
tralised management of the Group's  
financial risks. The overall objectives  
and policies for financial risk manage-  
ment are outlined in the internal Group  
Treasury Policy, which is approved by  
the Board of Directors. The risk policy  
does not allow for speculation in finan-  
cial risks.  
The risk management policy is man-  
aged by Group Treasury. All known  
risks are hedged, though with accept-  
ance of an open position within a  
defined and monitored threshold. The  
risk thresholds are defined at a level  
that ensures NKT is sufficiently pro-  
tected against any risk, while providing  
Group Treasury room for managing  
risks efficiently.  
NKT uses financial instruments, such  
as forwards, swaps and options to  
hedge exposures relating to currency,  
interest rates, and commodities.  
The financial risks, as described further  
below, are divided into:  
■
Currency risks  
Interest rate risks  
■
Raw material price risks  
■
■
Credit risks  
■
Liquidity risks  
Currency risks  
With presence in several countries NKT  
is exposed to currency risks that may  
have considerable influence on the  
income statement and balance sheet.  
Currency risks refer to the risks of  
losses (or opportunities for gains) result-  
ing from changes in currency rates.  
Currency risks arise through transac-  
tions, financial assets and liabilities  
denominated in currencies other than  
the functional currency of the individual  
subsidaries. Quantification and identi-  
fication of existing and anticipated cur-  
rency risks are the responsibility of the  
individual subsidaries, while the actual  
hedging is executed by Group Treasury.  
NKT does not hedge the currency risks  
related to net investments in foreign  
subsidiaries. Gains and losses relating  
to unhedged net assets in foreign sub-  
sidiaries are accounted directly in other  
comprehensive income.  
The principal currency exposure relates  
to sales and purchases in currencies  
other than the functional currency of the  
businesses. Hedging of these currency  
risks are based on an assessment of  
the likelihood of the future transaction  
being performed and materiality.  
Expected cash flows with significant  
currency risk are hedged as they become  
known. Currency risks from project-re-  
lated sales are considered on an individual  
basis. The fair value of the effective portion  
of the hedge is recognised in other com-  
prehensive income on a continuous basis.  
The table on the next page shows the  
net outstanding forward exchange  
hedging contracts as of 31 December  
2024 for NKT, which are used for and  
fulfil the conditions for hedge account-  
ing of future transactions.  
The fair value of the total portfolio of  
currency hedge contracts will impact  
other comprehensive income if cur-  
rency rates change. The effect of  
reasonably possible changes based on  
past experience in selected currency  
rates is shown in the table to the right.  
As NKT largely uses forwards and  
spots to hedge the FX risks, and only  
designates the spot element, the likeli-  
hood of inefficiency is low, though pos-  
sible if changes in expected cashflows  
from projects are not reflected correctly  
in the hedges.  
Sensitivity analysis - financial instruments  
EURm  
2024  
2023  
Effect on  
Effect on  
Effect on  
Effect on  
Price  
earnings  
equity  
earnings  
equity  
Risk  
change  
before tax  
before tax  
before tax  
before tax  
SEK  
+7%  
69  
11  
9
27  
-7%  
-59  
-12  
-9  
-27  
GBP  
+5%  
0
2
0
-8  
-5%  
0
1
0
8
NOK  
+8%  
-2  
5
1
2
-8%  
2
-4  
-1  
-2  
USD  
+8%  
0
-17  
-2  
-19  
-8%  
0
17  
2
19  
PLN  
+6%  
-6  
0
-1  
0
-6%  
6
0
1
0
CAD  
+7%  
0
-2  
0
-3  
-7%  
0
2
0
3
Copper  
+21%  
0
128  
0
107  
-21%  
0
-128  
0
-107  
Lead  
+22%  
0
14  
0
6
-22%  
0
-14  
0
-6  
Aluminium  
+18%  
0
9
0
1
-18%  
0
-9  
0
-1  
Gas-oil  
+28%  
0
6
0
4
-28%  
0
-6  
0
-4  
Interest rate risks  
Interest rate risks refer to the influence of  
changes in market interest rates on future  
cash flows concerning interest-bearing  
assets and liabilities. NKT's exposure to  
interest rate risk is considered to be low  
due to the capital structure.  
An increase in variable interest rates  
of 1 percentage point would result in  
an increase in the earnings before tax  
of EUR 13m (2023 EUR 7m). Refer to  
note 5.4 Net interest-bearing debt for  
a specification of the interest bearing  
assets and liabilities.  
The table above shows a sensitivity analysis of the exposures in currencies and commodities assuming effective hedge account-  
ing continued to be applied. The presented effects are from the derivative financial instruments only (all things being equal).  
When also considering the development of the underlying exposure, the future income statement effects will be fully or partially  
offset as hedge accounting is applied.  
 
150  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.6 Financial
risks and financial instruments – continued  
Cash flow hedges related to  
Notional value  
Notional value  
Fair value  
the most significant currencies  
Average exchange rate1  
Hedged currency in million  
EURm  
EURm  
Hedged currency  
31 Dec 2024
31 Dec 2024
31 Dec 2024
31 Dec 2024
31 Dec 2023
31 Dec 2023
31 Dec 2023
31 Dec 2023  
USD  
Buy  
Less than 1 year  
1.0736  
1.0834  
834  
798  
777  
737  
44  
-26  
More than 1 year  
1.0685  
1.1004  
542  
592  
507  
538  
20  
-24  
Sell  
Less than 1 year  
1.0695  
1.0815  
991  
883  
926  
816  
-51  
24  
More than 1 year  
1.0685  
1.0939  
610  
779  
571  
712  
-26  
30  
GBP  
Buy  
Less than 1 year  
0.8458  
0.8788  
325  
125  
384  
142  
13  
-2  
More than 1 year  
0.8620  
0.8972  
185  
195  
214  
218  
11  
-2  
Sell  
Less than 1 year  
0.8438  
0.8713  
462  
250  
548  
287  
-22  
-3  
More than 1 year  
0.8459  
0.8765  
64  
201  
76  
230  
-4  
0
NOK  
Buy  
Less than 1 year  
11.4521  
11.3211  
489  
311  
43  
27  
0
0
More than 1 year  
11.5122  
11.1675  
547  
208  
48  
19  
-1  
0
Sell  
Less than 1 year  
11.6490  
11.3589  
260  
159  
22  
14  
0
0
More than 1 year  
11.4376  
11.6299  
173  
109  
15  
9
0
0
CAD  
Buy  
Less than 1 year  
1.4932  
1.4630  
8
16  
5
11  
0
0
More than 1 year  
0
0
0
0
0
0
0
0
Sell  
Less than 1 year  
1.4805  
1.3743  
46  
68  
31  
50  
0
1
More than 1 year  
0
0
0
0
0
0
0
0
Cash flow hedges reported as assets  
91  
71  
Cash flow hedges reported as liabilities  
107  
73  
1
EUR/CCY, to make average exchange rates comparable a theoretical EUR/CCY have been calculated for hedges made against non-EUR currencies.  
Accounting policy  
NKT mainly applies hedge accounting  
for financial instruments related to  
currency, raw materials, and interest  
rates for loans. The hedges normally  
hedge the risk one-to-one with the  
hedged item. Only gas-oil hedges for  
the hedging of the price risk of plastic  
differs from this principle, as here  
Group Treasury determines the ratio  
necessary to hedge the price risk for  
plastic.  
The Group designates the share of  
the fair value of a forward contract  
that is related to spot price for metals  
and spot price for FX hedges (i.e.  
excluding the forward elements) as the  
hedging instrument for all of its hedg-  
ing relationships involve forward con-  
tracts. In accordance with the cost of  
hedging principle all fair values related  
to the forward element of the hedging  
contract is recognised in other com-  
prehensive income and accumulated  
in the cost of hedging reserve. As the  
hedged items are transaction-related,  
the forward element is reclassified to  
the profit or loss when the hedged  
item affects profit or loss, and in the  
same line item as the hedged item.  
Fair value changes for cash flow  
hedges considered effective, are  
recognised in other comprehensive  
income in the hedging reserve. At  
each reporting date, effectiveness is  
considered and if the future cash flows  
are no longer expected to materialise,  
the accumulated value reported in the  
hedge reserve is reclassified to finan-  
cial items in the income statement. In  
other cases the accumulated value is  
reclassified to the income statement in  
the same line as the hedged item.  
Where the hedged item subsequently  
results in the recognition of a non-  
financial asset (such as inventory),  
both the deferred hedging gains and  
losses and the deferred forward points  
are included within the initial cost of  
the asset. The deferred amounts are  
ultimately recognised in the income  
statement, when the hedged item  
affects profit or loss (for example,  
through cost of goods sold).  
 
151  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.6 Financial
risks and financial instruments – continued  
Raw material price risks  
Raw material price risks primarily  
relate to metals and plastics used in  
the cable production. When changes  
in raw material prices cannot be  
transferred to customers, NKT uses  
financial instruments to hedge the  
price risks. NKT has, due to the larger  
order backlog, a high amount of raw  
material derivatives to hedge the risks  
related to the large future purchases  
of copper in particular. Current and  
expected future raw material expo-  
sures are managed by the subsidaries  
and hedging is managed by Group  
Treasury according to the Group's  
Treasury Policy. Hedging of awarded  
projects are done at the time of award  
and adjusted according to changes in  
production plans.  
NKT hedges raw materials by pur-  
chasing hedging instruments on  
London Metal Exchange via financial  
counterparties. Changes in the fair  
value of the hedging instrument  
should offset changes in the value  
of the underlying item because the  
reference prices are the same for the  
hedging instrument and the hedged  
item. NKT applies cost of hedging,  
whereby the forward points are recog-  
nised in other comprehensive income  
and transferred with the effective  
hedge when the hedged transaction  
occurs. For the hedge of plastic,  
ineffectiveness could arise as this is  
hedged via a gas-oil proxy hedge.  
Ineffectiveness because of differences  
in the change between gas-oil and  
plastic are considered insignificant.  
As at 31 December 2024, NKT A/S  
had current financial hedging instru-  
ments relating to future raw material  
supplies with a net notional value of  
EUR 944m (EUR 1,084m in 2023) and  
a net positive fair value of EUR 79m  
(positive value of EUR 77m in 2023).  
The table to the right provides an  
overview of the cash flow hedges  
related to raw materials.  
As at 31 December 2024 accumulated  
basis adjustments included in the  
carrying amount of inventory from fair  
value hedges was EUR 0m (EUR 0m  
in 2023). The ineffectiveness recog-  
nised in the statement of profit or loss  
was immaterial.  
Cash flow hedges related to  
Average rate  
Notional value  
Fair value  
raw material  
EUR/ton  
EURm  
EURm  
31 Dec  
31 Dec  
31 Dec  
31 Dec  
31 Dec  
31 Dec  
Commodity  
2024  
2023  
2024  
2023  
2024  
2023  
Copper  
Buy  
Less than 1 year  
7,321  
6,652  
531  
579  
82  
84  
More than 1 year  
8,347  
7,915  
108  
254  
1
-13  
Sell  
Less than 1 year  
8,367  
7,112  
-116  
-69  
-3  
5
More than 1 year  
7,326  
0
0
0
0
0
Lead  
Buy  
Less than 1 year  
1,987  
1,903  
34  
26  
-1  
-1  
More than 1 year  
2,020  
1,996  
41  
59  
-2  
-3  
Sell  
Less than 1 year  
1,979  
1,804  
-5  
-1  
0
0
More than 1 year  
0
0
0
0
0
0
Aluminium  
Buy  
Less than 1 year  
2,390  
2,051  
34  
9
0
0
More than 1 year  
2,480  
2,459  
29  
39  
-1  
0
Sell  
Less than 1 year  
2,420  
2,000  
-23  
-12  
0
1
More than 1 year  
0
0
0
0
0
0
Gas-oil  
Buy  
Less than 1 year  
523  
550  
16  
19  
4
4
More than 1 year  
617  
615  
4
12  
0
0
Sell  
Less than 1 year  
514  
669  
-3  
-4  
-1  
0
More than 1 year  
0
847  
0
-1  
0
0
Cash flow hedges reported as assets  
92  
84  
Cash flow hedges reported as liabilities  
13  
7
Accounting policy  
Fair value changes of financial instru-  
ments used to hedge the change in  
fair value of an asset or liability are  
recorded in the income statement in  
the same line item as the changes in  
value of the hedged asset or liability is  
recognised in.  
In a fair value hedge where the  
hedged item is a non-financial item  
such as inventory, the changes in fair  
value attributable to the risk being  
hedged are adjusted against the  
carrying value of inventory. The basis  
adjustment remains part of the car-  
rying value of inventory and is recog-  
nised in the income statement when  
the inventory is sold.  
Hedging of currency risk is not per-  
formed for net assets (equity) in for-  
eign subsidiaries. Gains and losses  
relating to unhedged net assets in  
foreign subsidiaries are accounted  
for directly in other comprehensive  
income.  
 
152  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.6 Financial
risks and financial instruments – continued  
Cash flow hedge reserve  
Foreign  
Cost of  
Total  
exchange  
Interest rate  
Commodity  
hedging  
hedging  
EURm  
risk hedging  
risk hedging  
risk hedging  
reserve  
reserve  
Balance at 1 January 2023  
0
6
140  
-13  
133  
Gain/(loss) arising from changes in fair value of hedging instruments  
22  
-2  
31  
25  
76  
(Gain)/loss reclassified to profit or loss - hedged items have affected profit  
or loss  
14  
0
0
3
17  
Deferred hedging gains and losses transferred to inventory  
-16  
0
-135  
-6  
-157  
Deferred tax  
1
1
27  
-9  
20  
Balance at 31 December 2023  
21  
5
63  
0
89  
Gain/(loss) arising from changes in fair value of hedging instruments  
-35  
0
153  
-8  
110  
(Gain)/loss reclassified to profit or loss - hedged items have affected profit  
or loss  
9
-3  
0
2
8
Deferred hedging gains and losses transferred to inventory  
-4  
0
-138  
-7  
-149  
Deferred tax  
7
1
-4  
3
7
Balance at 31 December 2024  
-2  
3
74  
-10  
65  
The fair values in the total hedging reserve (excluding tax) is expected to be recorded in the following line items in the income statement: Revenue EUR -36m (EUR 6m in  
2023), Inventory/Cost of raw materials EUR 115m (EUR 102m in 2023), and Financial items EUR 3m (EUR 5m in 2023).  
Categories of financial instruments  
EURm  
2024  
2023  
Financial assets  
Measured at amortised costs:  
Trade and other receivables  
423  
340  
Contract assets  
143  
107  
Interest bearing receivables  
0
0
Cash at bank and in hand  
1,518  
888  
Measured at fair value through profit /loss:  
Other investments and receivables  
5
1
Derivative financial instruments  
170  
185  
Financial liabilities  
Measured at amortised costs:  
Trade payables and other liabilities  
825  
509  
Interest-bearing loans and borrowings  
238  
207  
Measured at fair value through profit /loss:  
Derivative financial instruments  
102  
94  
In the table above, financial instruments are presented in the categories which  
determine how they will be measured in the financial statements.  
 
153  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
5. Capital structure and financial risk management  
5.6 Financial
risks and financial instruments – continued  
Measuring fair value  
Financial instruments measured at fair  
value in the balance sheet are desig-  
nated as belonging to one of the fol-  
lowing three categories (the ‘fair value  
hierarchy’):  
Level 1: Listed prices (unadjusted) in  
active markets for identical assets and  
liabilities  
Level 2: Input, other than listed prices  
on Level 1, which is observable for  
the asset or liability either directly  
(as prices) or indirectly (derived from  
prices)  
Level 3: Input for the asset or liability  
which is not based on observable mar-  
ket data (non-observable input)  
Financial instruments measured at  
fair value consist of derivative finan-  
cial instruments. The fair value on 31  
December 2024 and 2023 of NKT  
Group’s forward transactions are  
measured in accordance with Level  
2 as the fair value is calculated based  
on official exchange rates and forward  
rates at the balance sheet date.  
The fair value of commodity forwards  
is measured as the present value of  
future cash flows based on forward  
rates and official exchange rates on the  
balance sheet date. The fair value of  
foreign currency forwards is measured  
as the present value of future cash  
flows based on the forward exchange  
rates at the balance sheet date.  
No financial instruments were moved  
from one level to another in the year (no  
move in 2023 either).  
It is Group Management’s opinion that  
the financial headroom is sufficient to  
manage the level of activity expected in  
2025 for the NKT Group.  
NKT’s credit risks relate partly to  
receivables, contract assets and cash  
at bank and in hand, and partly to  
derivative financial instruments with  
positive fair value. The maximum credit  
risk attached to financial assets corre-  
spond to the values recognised in the  
balance sheet.  
To manage credit risk regarding finan-  
cial counterparties, NKT only enters  
into derivative financial contracts and  
money market deposits with financial  
counterparties possessing a long-term  
credit rating of ‘A-‘ from at least one  
out of the following three selected  
rating agencies: Standard and Poor's,  
Moody's or Fitch.  
NKT has no material risks relating to  
a single customer or partner. NKT’s  
policy for acceptance of credit risks  
entails ongoing monitoring and credit  
rating of important customers and  
other partners. NKT historically has  
had only a few material losses related  
to customers.  
Credit risks  
Credit risk arises from the possibility  
that transactional counterparties may  
default on their obligations causing  
financial losses for the Group.  
Liquidity risks  
It is NKT Group’s policy to maintain  
adequate liquidity resources to imple-  
ment planned operating activities and  
to be able to operate effectively in  
the event of unforeseen fluctuations  
in liquidity. NKT Group’s liquidity  
resources consist of cash, cash equiv-  
alents and undrawn committed credit  
facilities, which have a maturity of more  
than 12 months.  
The revolving credit facility of EUR  
200m matures in November 2026. The  
mortgage loan portfolio matures in  
2032, 2033 and 2037.  
NKT has financial covenants and  
change of control clause on certain  
financial agreements. The latter comes  
into effect if a shareholder or share-  
holder group gains control over NKT  
A/S or if NKT A/S is no longer listed at  
Nasdaq Copenhagen.  
Credit exposure for cash at bank and derivative financial instruments  
(fair value)  
Derivative  
Cash at  
financial  
EURm  
bank instruments  
Total  
2024  
AA range  
413  
42  
455  
A range  
1,099  
128  
1,227  
BBB range  
4
0
4
Not rated or below BBB range  
2
0
2
Total  
1,518  
170  
1,688  
2023  
AA range  
140  
25  
165  
A range  
744  
160  
904  
BBB range  
4
0
4
Total  
888  
185  
1,073  
Liquidity resources  
EURm  
2024  
2023  
Committed facilities (1-3 years)  
200  
200  
Committed facilities (<1 year)  
0
0
Total commited facilities  
200  
200  
Uncommitted facilities  
0
0
Total facilities  
200  
200  
Cash  
1,518  
888  
Utilised facilities  
0
0
Cash classified as assets held for sale  
0
2
Liquidity recources  
1,718  
1,090  
 
154  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
6. Group structure  
6.1 Acquisition
of companies  
Significant estimates  
and judgements  
In applying the purchase method of  
accounting, estimates are an integral  
part of assessing fair values of iden-  
tifiable assets acquired and liabilities  
assumed, as observable market  
prices are typically not available. Valu-  
ation techniques where estimates are  
applied typically relate to determining  
the present value of future uncertain  
cash flows or assessing other events  
in which the outcome is uncertain at  
the date of acquisition. Significant esti-  
mates are typically applied in account-  
ing for property, plant and equipment,  
customer relationships, deferred tax  
debt and provisions. As a result of the  
uncertainties inherent in fair value esti-  
mation, measurement period adjust-  
ments may be applied.  
On 21 June 2024 NKT acquired 100%  
of SolidAl, a Portugal-based power  
cable manufacturer, from Njord Part-  
ners, adding medium- and high-volt-  
age capacity to meet the growing  
demand for power grid upgrades and  
renewable energy projects across  
Europe. The considerations were  
transferred in full and there are no  
contingent considerations.  
1 January 2024, the impact for the  
period until 31 December 2024 on  
revenue and EBITDA would have been  
approximately EUR 138m and EUR  
16m, respectively.  
Accounting policy  
Enterprises acquired during the year  
are recognised in the consolidated  
financial statements from the date of  
acquisition. The acquisition date is the  
date when the parent company effec-  
tively obtains control of the acquired  
enterprise.  
For acquisitions of new enterprises  
in which the parent company can  
exercise control over the acquired  
enterprise, the purchase method is  
used. The acquired enterprises’ identi-  
fiable assets, liabilities and contingent  
liabilities are measured at fair value at  
the acquisition date. Identifiable intan-  
gible assets are recognised if they are  
separable or arise from a contractual  
right. Deferred tax on revaluations is  
recognised.  
Any excess of the cost over the fair  
value of the identifiable assets, liabili-  
ties and contingent liabilities acquired  
is recognised as goodwill under intan-  
gible assets. Goodwill is not amortised  
but is tested at least annually for  
impairment. The first impairment test  
is performed within the end of the  
acquisition year. Upon acquisition,  
goodwill is allocated to the cash-gen-  
erating units, which subsequently form  
the basis for the impairment test.  
The cost of a business combina-  
tion comprises the fair value of the  
consideration agreed upon. When  
a business combination agreement  
provides for an adjustment to the  
cost of the combination contingent  
on future events, the amount of that  
adjustment is included in the cost of  
the combination if the adjustment is  
probable and can be measured in a  
reliable manner. Subsequent changes  
to contingent considerations are  
recognised in the income statement.  
If uncertainties regarding measure-  
ment of identifiable assets, liabilities  
and contingent liabilities exist at the  
acquisition date, initial recognition will  
take place based on preliminary fair  
values. If identifiable assets, liabilities,  
and contingent liabilities are subse-  
quently determined to have different  
fair value at the acquisition date than  
first assumed, goodwill is adjusted up  
until twelve months after the acquisi-  
tion. The effect of the adjustments is  
recognised in the opening balance of  
equity and the comparative figures are  
re-stated accordingly.  
Investments in associated  
companies in 2023  
On 22 May 2023, NKT acquired 10%  
of interest in Walsin Energy Cable  
System Co., Ltd., a Taiwan-based  
company, for EUR 9m with the option  
to acquire additional interest. NKT is  
considered to have significant influ-  
ence on the company.  
Walsin Energy Cable System Co., Ltd.  
is a plant under construction that will  
manufacture high-voltage cables. The  
acquisition is for a greenfield invest-  
ment and consequently, the net assets  
predominantly related to cash and  
cash equivalents, which will be used  
to construct the plant.  
The impact on revenue and profit from  
the acquisition date to 31 December  
2023 was immaterial.  
EURm  
Fair value  
Intangible assets  
39  
Property, plant, and equipment  
53  
Other non-current assets  
4
Inventories  
37  
Trade and other receivables  
10  
Cash and cash equivalents  
5
Non-current liabilities  
-22  
Current liabilites  
-43  
Acquired net assets  
83  
Goodwill  
66  
Purchase price  
149  
Acquired cash and cash equivalents  
-5  
Net cash transferred to seller  
144  
The acquisition consists of net assets  
of EUR 83m predominantly related  
to property, plant, and equipment,  
intangible assets, and working capital.  
Acquired intangible assets are related  
to technology and customer relations.  
EUR 66m is recognised as goodwill  
reflecting expected synergies from  
the acquisition. The goodwill is not  
expected to be deductible for tax  
purposes. Acquisition-related costs of  
EUR 1m are recognised in other costs.  
From the acquisition date to 31 De-  
cember 2024 the impact on revenue  
was EUR 75m while EBITDA was  
impacted by 5m. EBITDA was nega-  
tively impacted by EUR 4m related to  
inventory purchase price allocation.  
Had the acquisition occurred on  
 
155  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
6. Group structure  
6.2 Discontinued
operations  
In June 2022, NKT entered into an agreement to divest NKT Photonics to Photon-  
ics Management Europe S.R.L, a 100% owned subsidiary of Hamamatsu Photon-  
ics K.K. Closing of the transaction was subject to regulatory approvals which were  
obtained from Germany, the United Kingdom, and the United States; however, not  
approved in Denmark in May 2023. After refiling the application in July 2023 the  
sale was approved in April 2024 and NKT Photonics was sold with effect from 31  
May 2024.  
EURm  
2024  
2023  
Cash flows from discontinued operations  
Cash flow from operating activities  
-3  
4
Cash flow from investing activities  
241  
-15  
Cash flow from financing activities  
10  
10  
Net cash flow from discontinued operations  
248  
-1  
Balance sheet items comprise  
Non-current assets  
0
119  
Current assets  
0
58  
Assets held for sale  
0
177  
Non-current liabilities  
0
18  
Current liabilities  
0
20  
Liabilities associated with assets held for sale  
0
38  
EURm  
2024  
2023  
Consideration received or receivable:  
Cash  
254  
0
Total disposal consideration  
254  
0
Intangible assets  
85  
0
Property, plant, and equipment  
41  
0
Inventories  
29  
0
Trade and other receivables  
19  
0
Cash and cash equivalents  
3
0
Trade payables  
-5  
0
Provisions  
-10  
0
Other liabilities  
-19  
0
Carrying amount of net assets sold  
-143  
0
Transaction costs  
-3  
0
Gain on sale before income tax and reclassifica-  
tion of foreign currency translation reserve  
108  
0
Reclassification of foreign currency translation reserve  
-1  
0
Gain on sale before income tax  
107  
0
Income tax expense on gain  
0
0
Gain on sale after income tax  
107  
0
Cash effect:  
Cash received  
254  
0
Cost related to transaction  
-3  
0
Cash and cash equivalents disposed of  
-3  
0
Net cash effect  
248  
0
Discontinued operations and information on discontinued operations below solely  
relates to NKT Photonics.  
EURm  
2024  
2023  
Profit for the year – discontinued operations  
Revenue  
28  
88  
Costs and other income, net  
-38  
-81  
Earnings before interest, tax, depreciation,  
and amortisation (EBITDA)  
-10  
7
Depreciation, amortisation and impairment  
0
0
Earnings before interest and tax (EBIT)  
-10  
7
Financial items, net  
2
-1  
Gain from sale of discontinued operations, net  
107  
0
Earnings before tax (EBT)  
99  
6
Tax  
2
-1  
Net result - discontinued operations  
101  
5
NKT's share hereof  
101  
5
Basic earnings - discontinued operations,  
EUR, per share (EPS)  
1.9  
0.1  
Diluted earnings - discuntinued operations,  
EUR, per share (EPS-D)  
1.9  
0.1  
 
156  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
6. Group structure  
6.2 Discontinued
operations – continued  
6.3 Group
companies  
Accounting policy  
Discontinued operations represent  
a separate major line of businesses  
intended to be disposed within 12  
months. The results of discontinued  
operations are presented separately  
in the income statement and the cash  
flow statement with restatement of  
comparative figures.  
Assets and liabilities held for sale from  
discontinued operations are presented  
as separate items in the balance sheet  
with no restatement of comparative  
figures. Elimination between contin-  
uing and discontinued operations  
is presented to reflect continuing  
operations as post-separation, which  
includes elimination of interest and  
loans.  
Group companies  
Domicile Group
NKT Group  
Denmark  
NKT Cables Group A/S  
Denmark  
NKT (Denmark) A/S  
Denmark  
NKT Invest A/S  
Denmark  
Europe  
NKT Group GmbH1  
Germany  
NKT Verwaltungs GmbH  
Germany  
NKT GmbH & Co. KG  
Germany  
NKT GmbH  
Germany  
Zweite NKT GmbH  
Germany  
NKT s.r.o.  
Czech Republic  
NKT (Ibérica) S.L.  
Spain  
Solicabel, S.A.  
Spain  
NKT (Sweden) AB  
Sweden  
NKT HV Cables AB  
Sweden  
NKT AS  
Norway  
NKT HVC AS  
Norway  
NKT (U.K.) Ltd.  
UK  
NKT HVC Ltd.  
UK  
Ventcroft Ltd.  
UK  
NKT S.A.  
Poland  
NKT HVC B.V.  
Netherlands  
NKT HV Cables GmbH  
Switzerland  
companies  
Domicile  
NKT Lithuania, UAB  
Lithuania  
Solidal – Condutores Eléctricos, S.A.  
Portugal  
Gandra Land, Sociedade Unipessoal, Lda.  
Portugal  
Póvoa Land, Unipessoal, Lda.  
Portugal  
Quintas & Quintas – Condutores Eléctricos, S.A.  
Portugal  
Bobimade – Indústria de Bobines, S.A.  
Portugal  
North America  
NKT, Inc  
US  
Câbles NKT JV Canada Inc.3  
Canada  
Middle East  
NKT Middle East DMCC  
Dubai  
Asia/Pacific  
NKT Pty Ltd  
Australia  
NKT South Asia Private Limited  
India  
NKT Operations India Private Limited  
India  
Walsin Energy Cable System Co. Ltd2  
Taiwan  
Assets and liabilities from discontin-  
ued operations and assets held for  
sale are measured at the lower of  
carrying amount and fair value less  
cost of disposal. Impairment test is  
performed immediately before classi-  
fication as held for sale. Non-current  
assets held for sale are not depreci-  
ated or amortised.  
Enterprises disposed of are recog-  
nised in the consolidated income  
statement until the disposal date.  
Gains and losses from disposal of  
activities are included the income  
statement in the line item ‘Net result -  
discontinued operations’.  
All Group companies are wholly owned.  
Companies without material interest and dormant companies are omitted from the list.  
1 The Group has applied Section 264 (3) of the German Commercial Code (“Handelsgesetzbuch”) by which NKT Group  
GmbH is exempted from filing local financial statement.  
2 The owned share in the entity is 10%. The entity is treated as an associated company in accordance with IAS 28.  
3 The owned share in the entity is 80%.  
 
157  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
7. Other notes  
7.1 Fees
to the auditor elected at the  
Annual General Meeting  
7.3 Contingent
assets and liabilities  
and pledges  
EURm  
2024  
2023  
PwC:  
Statutory audit  
1
1
Other assurance  
0
1
Other service  
1
0
Total  
2
2
On the balance sheet date none of the  
issued guarantees are expected to  
materialise.  
2023) have been pledged as security  
for mortgage loans of total EUR 138m  
(EUR 140m in 2023). The development  
of pledged assets relate mostly to tan-  
gible assets on sites of construction  
and the progression hereof.  
NKT Group is a party to various dis-  
putes and inquiries from authorities  
whose outcome is not expected to  
materially affect profit for the year and  
the financial position. In connection  
with the disposal of companies in  
previous years, guarantees have been  
provided which are not expected to  
materially affect the net result. Fur-  
ther, NKT Group is a party to various  
insurance claims as well as customer  
claims whose outcome is still uncer-  
tain and not recognised in the financial  
statement at the balance sheet day.  
Finally, NKT Group is from time to time  
party to inquires from public authori-  
ties and others related to competition  
laws and regulations. It is the opinion  
of Management that, apart from items  
recognised in the financial statements,  
it is associated with a high degree of  
uncertainty to assess how the out-  
come of any of these inspections may  
affect NKT Group's business, financial  
conditions and results of operations.  
NKT Group does not expect these to  
have a material impact on the financial  
statements.  
schemes to which certain conditions  
are attached. As of 31 December  
2024 these conditions were complied  
with.  
Pledges  
Non-current assets with carrying  
amount of EUR 880m (EUR 565m in  
Guarantees  
At 31 December 2024 the value of  
guarantees issued by financial institu-  
tions on behalf of Group companies  
was EUR 2,570m (EUR 1,901m in  
2023). At the balance sheet date none  
of the issued guarantees are expected  
to materialise.  
As part of the Group’s commercial  
activities, parent company guarantees  
are provided towards customers and  
suppliers. These guarantees cover the  
risk relating to performance inherent in  
projects and contracts. On 31 Decem-  
ber 2024 the value of parent company  
guarantees issued to customers and  
suppliers was EUR 5,542m (EUR  
4,705m in 2023). On the balance sheet  
date none of the issued guarantees  
are expected to materialise.  
Further, parent company guarantees  
have been provided towards financial  
institutions in relation to guarantee  
facilities, credit facilities and mortgage  
loans. On 31 December 2024 the  
value of parent company guarantees  
issued to financial institutions was  
EUR 2,742m (EUR 2,052m in 2023).  
EURm  
2024  
2023  
Carrying amount of assets pledged as  
collateral for credit institutions:  
Land and buildings  
254  
243  
Plant and machinery  
121  
131  
Fixtures, tools and equipment  
50  
39  
Property, plant and equipment under construction  
455  
152  
Total  
880  
565  
Liabilities related to pledged assets  
138  
140  
Other services than statutory audit provided by PwC Denmark in 2024 relate to  
sustainability assurance, transaction advice, cyber security, and other accounting  
and advisory services.  
7.2 Events
after the balance sheet date  
Management is not aware of any subsequent matters that could be of material  
importance to NKT Group’s financial position.  
Significant estimates and judgements  
Disclosures for contingent assets  
and liabilities and when they must be  
recognised is derived from evalua-  
tions of the expected outcome of the  
individual issues. These evaluations  
are based on legal opinions of the  
agreements contracted, which in  
significant instances also include opin-  
ions obtained from external advisors,  
including lawyers.  
NKT Group is jointly liable for Danish  
corporate taxes on dividend, interest  
and royalties together with Photonics  
up until the sale in May 2024. In a  
few cases the NKT Group’s foreign  
companies are subject to special tax  
 
158  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
7. Other notes  
7.4 Related
parties  
7.5 Definitions  
The Group operates with the following performance measures which are calcu-  
lated in accordance with the Danish Finance Society’s guidelines:  
Performance measures defined by IFRS standards:  
1. Earnings, EUR per outstanding share (EPS) – Earnings attributable to  
equity holders of NKT A/S relative to average number of outstanding shares.  
2. Diluted earnings, EUR per outstanding share (EPS) – Earnings attribut-  
able to equity holders of NKT A/S relative to average number of outstanding  
shares, including the dilutive effect of outstanding share programmes.  
Furthermore, the group presents the following performance measures not defined  
according to IFRS (non-GAAP measures) in the Annual Report:  
3. Revenue at standard metal prices – Revenue at standard metal prices  
for copper and aluminium is set at EUR/tonne 1,550 and EUR/tonne 1,350  
respectively.  
4. Organic growth – Revenue growth (standard metal price) as a percentage of  
prior-year adjusted revenue (standard metal price). Organic growth is a meas-  
ure of growth, excluding the impact of exchange rate adjustments, acquisi-  
tions and divestments.  
5. One-off items – Consist of non-recurring income and cost related to acqui-  
sitions, divestments, integration, restructuring, severance and other one-time  
items.  
6. Operational earnings before interest, tax, depreciation and amortisa-  
tion (Operational EBITDA) – Earnings before interest, tax, depreciation and  
amortisation (EBITDA) excluding one-off items.  
7. Operational earnings before interest and tax (Operational EBIT) –  
Earnings before interest and tax excluding one-off items.  
NKT Group has no individuals or legal entities with control or any significant influ-  
ence on the Group other than key management. Other related parties consist of  
Associated companies.  
8. Net interest-bearing debt – Cash and interest-bearing receivables less  
interest-bearing debt. Specified in note 5.4 Net interest-bearing debt. Hybrid  
capital is not included in net interest-bearing debt.  
9. Capital employed – Equity plus net interest-bearing debt.  
10. Working capital – Current assets and non-current derivate financial instru-  
ments minus current liabilities, non-current contract liabilities and derivate  
financial intruments (excluding interest-bearing items and provisions).  
11. Gearing – Net interest-bearing debt as a percentage of equity.  
12. Net interest-bearing debt relative to operational EBITDA – Calculated  
as net interest-bearing debt as defined in point 8 relative to LTM (last twelve  
months) of operational EBITDA for continuing operations as defined in point 6.  
13. Solvency ratio (equity as a percentage of total assets) – Equity includ-  
ing hybrid capital as a percentage of total assets.  
14. Return on capital employed (RoCE) – Operational EBIT for continuing  
operations as a percentage of average of the last five quarters of capital  
employed for continuing operations.  
15. Equity value, EUR per outstanding share – Equity attributable to equity  
holders of NKT A/S per outstanding share at 31 December. Dilution effect of  
outstanding share programmes is excluded.  
16. Free cash flow – Cash flow from operating and investing activities.  
17. Free cash flow excluding acquisition of subsidiaries – Cash flow from  
operating and investing activities excluding cash flow used for acquisitions of  
subsidaries.  
18. Order backlog – Value of the uncompleted work of contracts within the  
Solutions business line. Contracts are included when they are signed and all  
significant conditions which may impact the value of the contracts have been  
agreed.  
Related-party transactions  
Transactions with related parties comprise remunerations of the Board of Directors  
and the Executive Board. Moreover, transactions with related parties comprise of  
transactions with associated companies as follows:  
EURm  
2024  
2023  
Related-party transactions  
Fees, income  
7
7
Receivables, current  
1
1
Payables, current  
0
4
 
159  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Parent company  
financial statements  
160 Income statement  
160 Statement of comprehensive income  
160 Balance sheet  
161 Statement of changes in equity  
163 Cash flow statement  
 
160  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Income statement  
Balance sheet  
1 January – 31 December  
31 December  
EURm  
Note  
2024  
2023  
EURm  
Note  
2024  
2023  
Assets  
Other costs  
2
-8  
-6  
Earnings before interest, tax, depreciation and amortisation (EBITDA)  
-8  
-6  
Investments in subsidiaries  
Receivables from subsidiaries  
Total non-current assets  
5
7/8  
426  
1,816  
2,242  
423  
1,654  
2,077  
Reversal of impairment of shares in subsidiaries  
Financial income  
5
3
3
0
298  
-72  
43  
151  
-92  
96  
Receivables from subsidiaries  
Other receivables  
Income tax receivables  
Cash and cash equivalents  
Assets held for sale  
14  
351  
0
1,220  
0
17  
301  
11  
609  
28  
Financial expenses  
8
Earnings before tax (EBT)  
218  
Tax  
4
-32  
-10  
Net result  
186  
86  
Total current assets  
1,585  
966  
Total assets  
3,827  
3,043  
Equity and liabilities  
Share capital  
Reserves  
Retained earnings  
Equity attributable to equity holders of NKT A/S  
Hybrid capital  
Total equity  
144  
0
1,874  
2,018  
155  
144  
1
1,699  
1,844  
155  
Statement of comprehensive income  
1 January – 31 December  
2,173  
1,999  
EURm  
Note  
2024  
2023  
Interest-bearing loans  
8
0
1
Total non-current liabilities  
0
1
Other comprehensive income  
Payables to subsidiaries  
Trade payables and other liabilities  
Total current liabilities  
7/8  
8
1,344  
310  
1,654  
732  
310  
1,042  
Items that may be reclassified to income statement:  
Value adjustment of hedging instruments  
Tax  
-3  
1
-2  
0
Total liabilities  
1,654  
3,827  
1,043  
3,042  
Total other comprehensive income for the year  
-2  
-2  
Total equity and liabilities  
Comprehensive income for the year  
184  
84  
 
161  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Statement of changes in equity  
Foreign  
exchange  
reserve  
1 January – 31 December  
Share  
capital  
Treasury  
shares  
Hedging  
reserve  
Retained  
earnings  
Hybrid  
Capital  
Total  
equity  
EURm  
Total  
1,844  
Equity, 1 January 2024  
144  
-4  
1
4
1,699  
155  
1,999  
Other comprehensive income:  
Other comprehensive income for the year  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
-3  
1
-3  
1
-3  
1
0
0
0
0
0
0
-2  
0
175  
175  
-2  
0
11  
11  
-2  
175  
173  
186  
184  
Comprehensive income for the year  
-2  
Transactions with the owners:  
Purchase of treasury shares  
Excercise of performance shares  
Share based payment  
-2  
3
-2  
-2  
0
-3  
3
0
3
0
3
Coupon payments, hybrid capital  
Total transactions with owners in 2024  
Equity, 31 December 2024  
-11  
-11  
-11  
0
1
0
1
0
2
0
1
-10  
2,173  
144  
-3  
1,874  
2,018  
155  
 
162  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Statement of changes in equity  
Foreign  
exchange  
reserve  
1 January – 31 December  
Share  
capital  
Treasury  
shares  
Hedging  
reserve  
Retained  
earnings  
Hybrid  
Capital  
Total  
equity  
EURm  
Total  
1,418  
-2  
Equity, 1 January 2023  
115  
-1  
1
6
-2  
-2  
-2  
1,297  
154  
1,572  
Other comprehensive income:  
Other comprehensive income for the year  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
-2  
0
0
0
0
0
0
0
75  
75  
-2  
75  
73  
0
11  
11  
-2  
86  
84  
Comprehensive income for the year  
Transactions with the owners:  
Capital increase*  
29  
328  
357  
-7  
357  
-7  
Purchase of treasury shares  
Exercise of performance shares  
Share-based payment  
-7  
4
-4  
3
0
0
3
3
Coupon payments, hybrid capital  
Total transactions with owners in 2023  
Equity, 31 December 2023  
0
-10  
-10  
-10  
343  
1,999  
29  
-3  
-4  
0
1
0
4
327  
353  
1,844  
144  
1,699  
155  
* Transaction costs related to the rights issued in 2023 was EUR 5m and are accounted for as a deduction from equity in the capital increase line in the table above.  
 
163  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Cash flow statement  
1 January – 31 December  
EURm  
2024  
2023  
Earnings before interest and tax (EBIT)  
Cost related to sale of subsidiary  
-8  
3
-6  
0
Changes in working capital  
-57  
-62  
35  
29  
Cash flow from operations before financial items  
Financial income received  
Financial expenses paid  
Income tax paid/received  
Cash flow from operations  
232  
-72  
-15  
83  
153  
-94  
-31  
57  
Change in loans to/from subsidiaries  
Sales of subsidiaries  
294  
248  
542  
35  
0
Cash flow from investing activities  
35  
Changes in loans  
-1  
0
0
357  
-7  
Capital increase  
Purchase of treasury shares  
Coupon payments on hybrid capital  
Cash flow from financing activities  
-2  
-11  
-14  
-9  
341  
Net cash flow for the year  
611  
433  
Cash and cash equivalents, 1 January  
Net cash flow for the year  
609  
611  
176  
433  
609  
Cash and cash equivalents, 31 December  
1,220  
The above cannot be derived directly from the income statement and the balance sheet.  
 
164  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Notes  
1 Accounting policies, estimates and judgements  
The financial statements for the parent  
company are included in the Annual  
Report in pursuance of the require-  
ments of the Danish Financial State-  
ments Act. The financial statements  
for the parent company have been  
prepared in accordance with IFRS®  
Accounting Standards, as adopted by  
the EU and additional Danish disclo-  
sure requirements for annual reports  
for listed companies.  
the year the dividends are declared.  
If the dividend distributed exceeds  
the comprehensive income of the  
subsidiaries in the period the dividend  
is declared, an impairment test is  
performed.  
from the NKT A/S equivalent to the  
tax base of the tax losses utilised (full  
absorption).  
Estimates that are significant for the  
parent company are related to valu-  
ation of investments in subsidiaries.  
The estimates used are based on  
assumptions which Group Manage-  
ment consider to be reliable, but  
which by nature are uncertain and  
unpredictable.  
References to notes in the  
consolidated financial statements  
The following notes in the consoli-  
dated financial statements provide  
further information:  
Investments in subsidiaries  
Investments in subsidiaries are meas-  
ured at costs. An impairment test is  
carried out, if indications of impair-  
ment exist. If indications of impairment  
no longer exist, any impairment will be  
reversed. Where the carrying amount  
exceeds the recoverable amount, the  
value is written down to the recovera-  
ble amount.  
■
1.2 Implementation of new and  
amended accounting standards  
and interpretations  
5.1 Share capital  
5.3 Hybrid capital  
7.2 Events after the balance sheet  
The changes, as described in the con-  
solidated financial statements, have  
not influenced recognition and meas-  
urement in the financial statements of  
the parent company in 2024. See the  
description of the changes in note 1.2  
Implementation of new and amended  
accounting standards and interpre-  
tations in the consolidated financial  
statements.  
■
■
■
date  
Tax  
NKT A/S operates as a holding com-  
pany for the Group’s activities and  
undertakes the tasks related thereto.  
For description of the enterprise’s  
activities, etc., please refer to the Man-  
agement’s review for the group.  
NKT A/S is jointly taxed with all  
Danish subsidiaries within the NKT  
Group. NKT A/S is the administration  
company for the joint taxation and  
settles all payments of tax with the  
tax authorities. Joint taxation contri-  
butions to/from subsidiaries are rec-  
ognised under income tax related to  
net profit, and recognised separately  
in the balance sheet. Companies that  
use tax losses in other companies pay  
joint taxation contributions to NKT A/S  
equivalent to the tax base of the tax  
losses utilised. Companies whose tax  
losses are used by other companies  
receive joint taxation contributions  
In relation to the accounting poli-  
cies described in note 1.1 Material  
Accounting Policy Information in the  
consolidated financial statements, the  
accounting policies of the parent com-  
pany differ in the following:  
Significant estimates  
and judgements  
When preparing the financial State-  
ments for NKT A/S, a number of  
estimates and judgements are made  
that affect the income statement and  
balance sheet. Estimates are regularly  
reassessed by management on the  
basis of historical experience and  
other relevant factors.  
Dividend from investments  
in subsidiaries  
Dividends from investments in sub-  
sidiaries are recognised in the income  
statement of the parent company in  
 
165  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Notes  
2 Other costs  
3 Financial income and expenses  
4 Tax  
EURm  
2024  
2023  
Financial income  
EURm  
2024  
2023  
EURm  
2024  
2023  
Wages and salaries  
Bonus  
1
1
0
0
2
1
0
1
1
3
Current tax  
32  
10  
Income tax for the year  
32  
10  
Interest, etc. relating to financial assets/liabilities  
measured at amortised cost  
Long-term incentive programs  
Severance payments  
Total staff costs  
83  
93  
62  
89  
0
Reconciliation of tax:  
Interest from subsidiaries  
Calculated 22% tax on earnings before tax  
Tax effect:  
48  
12  
Foreign exchange gains, net  
Net gains on derivative financial instruments  
Gains on shares sold  
11  
45  
0
PwC:  
Value adjustment of deferred tax assets  
Non-deductible expenses  
Total  
1
-17  
32  
1
-3  
10  
66  
0
Statutory audit  
Other assurance  
Other services  
1
0
0
1
0
0
Total financial income  
298  
151  
Financial expenses  
EURm  
Total fees to the auditor elected at  
the Annual General Meeting  
1
1
2024  
2023  
Legal services  
Other costs  
3
2
8
0
2
6
Interest, etc. relating to financial liabilities  
measured at amortised cost  
-52  
-20  
0
-40  
-18  
-8  
Total other costs  
Interest to subsidiaries  
Other services than statutory audit provided by PwC Denmark in 2024 relate to  
sustainability assurance, transaction advice, cyber security, and other accounting  
and advisory services.  
Foreign exchange losses, net  
Net loss on derivative financial instruments  
Total financial expenses  
0
-26  
-92  
-72  
For remuneration for the Board of Directors reference is made to the consolidated  
financial statements. Average number of employees in 2024 was one person (two  
persons in 2023), being the current CEO of NKT A/S.  
 
166  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Notes  
5 Investments in subsidiaries  
6 Contingent liabilities  
7 Related parties  
EURm  
2024  
2023  
The parent company is jointly taxed  
with all Danish subsidiaries. As an  
administration company, the parent  
company is liable with the other com-  
panies in the joint taxation scheme for  
Danish corporate taxes on dividend,  
interest and royalties within the joint  
taxation group. Any adjustments to  
the taxable joint taxation income may  
increase the amount for which the  
parent company is liable. The parent  
company is further liable for VAT under  
the joint registration with NKT (Den-  
mark) A/S.  
As part of NKT’s commercial activ-  
ities, parent company guarantees  
are provided towards customers and  
suppliers. These guarantees cover the  
risk relating to performance inherent in  
projects and contracts. On 31 Decem-  
ber 2024 the value of parent company  
guarantees issued to customers and  
suppliers was EUR 5,241m (EUR  
NKT A/S has no individuals or legal  
entities with control or any significant  
influence on the Company other than  
management. Related parties consist  
of subsidiaries and their affiliates as  
listed in note 6.3 Group Companies.  
The transactions are shown in the  
table below. Further transactions  
relate to remuneration for Manage-  
ment as included in note 2.2 Staff  
costs to the consolidated financial  
statements.  
Cost, 1 January  
423  
3
420  
3
Addition from share-based payments  
Cost, 31 December  
426  
423  
Impairment, 1 January  
Reversal of impairment  
Impairment, 31 December  
0
0
0
-43  
43  
0
EURm  
2024  
2023  
4,705m in 2023). At the balance sheet  
date none of the issued guarantees  
are expected to materialise.  
Related-party transactions  
Interest received, net  
Paid joint tax contribution, net  
Receivables, non-current  
Receivables, current  
Payables  
73  
-9  
71  
-27  
Book value, 31 December  
426  
423  
Further, parent company guarantees  
have been provided towards financial  
institutions in relation to guarantee  
facilities, credit facilities and mortgage  
loans. On 31 December 2024 the  
value of parent company guarantees  
issued to financial institutions was  
EUR 2,703m (EUR 2,052m in 2023).  
On the balance sheet date none of the  
issued guarantees are expected to  
materialise.  
1,816  
14  
1,654  
17  
Subsidiaries  
Domicile  
NKT Group is jointly liable for Danish  
corporate taxes on dividend, interest  
and royalties together with Photonics  
up until the sale in May 2024.  
In a few cases the NKT Group’s for-  
eign companies are subject to special  
tax schemes to which certain condi-  
tions are attached. As of 31 December  
2024 these conditions were complied  
with.  
1,344  
-4  
732  
-5  
NKT Cables Group A/S  
NKT Invest A/S  
Brøndby, Denmark  
Brøndby, Denmark  
Management fee  
Hedging (net gain/loss)  
15  
-13  
The above subsidiaries are all owned  
100% by NKT A/S.  
For information regarding assets held  
for sale, refer to note 6.2 Discontinued  
operations in the consolidated finan-  
cial statements.  
 
167  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Notes  
8 Financial risks, financial instruments and risk management  
Management of capital structure at NKT A/S is performed for the Group as a  
whole and no operational targets or policies are therefore established inde-  
pendently for the parent company. See note 5.6 Financial risks and financial  
instruments in the consolidated financial statements and the sections ‘Risk man-  
agement’ in the Business line sections.  
Maturity of financial liabilities:  
Less than  
1 year  
More than  
5 years  
EURm  
2-3 years  
3-4 years  
Total  
2024  
The hybrid capital is accounted for as part of equity. For more information refer to  
note 5.3 Hybrid capital in the consolidated financial statements.  
Payables to subsidiaries  
Trade payables and other liabilities  
Total financial liabilities  
1,344  
310  
0
0
0
0
0
0
0
0
0
1,344  
310  
1,654  
1,654  
Categories of financial instruments:  
2023  
EURm  
2024  
2023  
Interest-bearing loans and borrowings  
Payables to subsidiaries  
Trade payables and other liabilities  
Total financial liabilities  
0
732  
1
0
0
1
0
0
0
0
0
0
0
0
1
732  
Financial assets  
310  
310  
Measured at amortised cost:  
Receivables from subsidiaries  
1,042  
1,043  
1,816  
351  
1,654  
300  
Measured at fair value through profit/loss:  
Derivative financial instruments1  
9 Payables to credit institutions and other liabilities  
Payables to credit institutions, which predominantly are subject to floating interest rates, as well as Other payables are meas-  
ured at amortised cost. The carrying amount therefore in all material respects corresponds to fair value and nominal value.  
Financial liabilities  
Measured at amortised cost:  
Interest-bearing loans and borrowings  
Payables to subsidiaries  
0
1,344  
14  
1
732  
5
Changes in current and non-current loans:  
EURm  
Changes  
from cash  
flow  
31  
Trade payables and other liabilities  
1 January  
December  
Measured at fair value through profit/loss:  
Derivative financial instruments2  
Current and non-current loans, 2024  
Current and non-current loans, 2023  
1
1
-1  
0
0
1
296  
305  
1
Included in Other receivables  
Included in Trade payables and other liabilities  
2
 
168  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Group Management’s statement  
The Board of Directors and Executive  
Board and the Executive Board have  
today considered and adopted the  
Annual Report of NKT A/S for the  
financial year 1 January – 31 Decem-  
ber 2024.  
In our opinion, Management’s Review  
includes a true and fair account of the  
development in the operations and  
financial circumstances of the Group  
and the Parent Company, of the  
results for the year and of the financial  
position of the Group and the Parent  
Company as well as a description  
of the most significant risks and ele-  
ments of uncertainty facing the Group  
and the Parent Company.  
The year 2024 marks the initial imple-  
mentation of paragraph 99a of the  
Danish Financial Statements Act  
concerning compliance with ESRS. As  
such, more clear guidance and prac-  
tice are anticipated in various areas,  
which are expected to be issued in  
the coming years. Furthermore, the  
sustainability statement includes for-  
ward-looking statements based on  
disclosed assumptions about events  
that may occur in the future and possi-  
ble future actions by the Group. Actual  
outcomes are likely to be different  
since anticipated events frequently do  
not occur as expected.  
Brøndby, 21 February 2025
Executive Management  
The Consolidated Financial State-  
ments and the Parent Company  
Financial Statements have been  
prepared in accordance with IFRS  
Accounting Standards as adopted by  
the EU and further requirements in  
the Danish Financial Statements Act.  
Management’s Review has been pre-  
pared in accordance with the Danish  
Financial Statements Act.  
Claes Westerlind
President & CEO
Line Andrea Fandrup
CFO
Additionally, the Sustainability State-  
ment, which is part of Management’s  
Review, has been prepared, in all  
material respects, in accordance with  
paragraph 99a of the Danish Financial  
Statements Act. This includes compli-  
ance with the European Sustainability  
Reporting Standards (ESRS) includ-  
ing that the process undertaken by  
Management to identify the reported  
information is in accordance with the  
description set out in the section titled  
“General information” in the Sustain-  
ability Statements. Furthermore, dis-  
closures within “EU Taxonomy” in the  
Environmental Information section of  
the Sustainability Statement are, in all  
material respects, in accordance with  
Article 8 of EU Regulation 2020/852  
(the “Taxonomy Regulation”).  
Board of Directors  
In our opinion, the annual report of  
NKT A/S for the financial year 1 Jan-  
uary to 31 December 2024 with the  
file name nkt-2024-12-31-en.zip is  
prepared, in all material respects, in  
compliance with the ESEF Regulation.  
In our opinion, the Consolidated  
Jens Due Olsen
Chair
René Svendsen-Tune
Deputy Chair
Andreas Nauen
Karla Lindahl
Financial Statements and the Parent  
Company Financial Statements give  
a true and fair view of the financial  
position on 31 December 2024 of the  
Group and the Parent Company and  
of the results of the Group and Parent  
Company operations and consoli-  
dated cash flows for the financial year  
1 January - 31 December 2024.  
Anne Vedel
Akos Frank*
Nebahat Albayrak
Jean Leif Iversen*
We recommend that the Annual  
Report be adopted at the Annual Gen-  
eral Meeting.  
Pernille Blume Jørgensen*
* Employee-elected
member.
 
169  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Independent auditor’s reports  
To the shareholders of NKT A/S  
Report on the audit of the Financial Statements  
Our opinion  
What we have audited  
Our responsibilities under those  
Appointment  
In our opinion, the Consolidated  
Financial Statements give a true and  
fair view of the Group’s financial posi-  
tion at 31 December 2024 and of the  
results of the Group’s operations and  
cash flows for the financial year 1 Jan-  
uary to 31 December 2024 in accord-  
ance with IFRS Accounting Standards  
as adopted by the EU and further  
requirements in the Danish Financial  
Statements Act.  
The Consolidated Financial State-  
ments of NKT A/S for the financial  
year 1 January to 31 December 2024  
comprise the income statement, the  
statement of comprehensive income,  
the balance sheet, the statement of  
changes in equity, the cash flow state-  
ment and notes, including material  
accounting policy information.  
standards and requirements are fur-  
ther described in the Auditor’s respon-  
sibilities for the audit of the Financial  
Statements section of our report.  
We were first appointed auditors of  
NKT A/S on 23 March 2023 for the  
financial year 2023. We have been  
reappointed annually by shareholder  
resolution for a total period of uninter-  
rupted engagement of 2 years includ-  
ing the financial year 2024.  
We believe that the audit evidence  
we have obtained is sufficient and  
appropriate to provide a basis for our  
opinion.  
Key audit matters  
Key audit matters are those matters  
that, in our professional judgement,  
were of most significance in our audit  
of the Financial Statements for 2024.  
These matters were addressed in the  
context of our audit of the Financial  
Statements as a whole, and in forming  
our opinion thereon, and we do not  
provide a separate opinion on these  
matters.  
The Parent Company Financial State-  
ments of NKT A/S for the financial  
year 1 January to 31 December 2024  
comprise the income statement,  
the balance sheet, the statement of  
changes in equity, the cash flow state-  
ment and notes, including material  
accounting policy information.  
Independence  
We are independent of the Group in  
accordance with the International Eth-  
ics Standards Board for Accountants’  
International Code of Ethics for Profes-  
sional Accountants (IESBA Code) and  
the additional ethical requirements  
applicable in Denmark. We have also  
fulfilled our other ethical responsibili-  
ties in accordance with these require-  
ments and the IESBA Code.  
Moreover, in our opinion, the Parent  
Company Financial Statements give  
a true and fair view of the Parent  
Company’s financial position at 31  
December 2024 and of the results  
of the Parent Company’s operations  
and cash flows for the financial year  
1 January to 31 December 2024 in  
accordance with the Danish Financial  
Statements Act.  
Collectively referred to as the “Finan-  
cial Statements”.  
Basis for opinion  
To the best of our knowledge and  
belief, prohibited non-audit services  
referred to in Article 5(1) of Regulation  
(EU) No 537/2014 were not provided.  
Our opinion is consistent with our  
Auditor’s Long-form Report to the  
Audit Committee and the Board of  
Directors.  
We conducted our audit in accord-  
ance with International Standards  
on Auditing (ISAs) and the additional  
requirements applicable in Denmark.  
 
170  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Key audit matter  
How our audit addressed the key audit matter  
Key audit matter  
How our audit addressed the key audit matter  
Revenue recognition and valuation  
of construction contracts  
We performed risk assessment proce-  
dures with the purpose of achieving an  
understanding of IT-systems, business  
procedures and relevant key controls  
regarding revenue recognition. In  
respect of key controls, we assessed  
whether they were designed and  
implemented effectively to address  
the risk of material misstatements. For  
selected controls that we planned to  
rely on, we tested whether they were  
performed on a consistent basis, pri-  
marily related to contract approvals,  
monitoring of project development  
and estimation of costs to complete  
projects.  
challenged the accounting treatment  
applied by Management. We tested  
whether revenue is recorded in the  
correct period and whether construc-  
tion contracts are valued properly and  
accurately by challenging the esti-  
mated costs to complete related to the  
projects, including the assumptions  
used, and by performing retrospective  
review and considering the historical  
accuracy of the assessment of per-  
centage-of-completion and of the  
assessment of risk provisions.  
Valuation and recognition of  
deferred tax assets  
We considered the appropriateness of  
the accounting policies and valuation  
models utilised for tax accounting and  
assessed compliance with applicable  
IAS 12. We also assessed Manage-  
ment’s process for identifying and  
assessing deferred tax assets that  
might not be recoverable.  
of future taxable profits in Germany,  
and reviewed the Group’s preliminary  
tax calculations for significant entities.  
We verified that taxes recognised  
in the Financial Statements are in  
accordance with the preliminary tax  
calculations.  
The accuracy and valuation of work  
in progress of large construction con-  
tracts in Solutions and the timing of  
recognition in the income statement  
is dependent on complex estimation  
methodologies of, amongst oth-  
ers, construction costs, percent-  
age-of-completion and uncertainties  
in the construction phase.  
NKT has deferred tax assets from  
tax losses carried forward and other  
timing differences in foreign entities,  
especially in Germany. Significant  
judgement and estimates are made  
when measuring and recognising the  
tax assets, including when and to  
which extent these can be utilised in  
the future.  
We performed a retrospective review  
and considered the historical accuracy  
of the valuation of deferred tax assets.  
We assessed Management’s judge-  
ments and estimates of tax balances  
and carrying amounts as well as  
the related applied tax rates when  
calculating these. We also assessed  
the reasonableness of the main data  
and assumptions used to calculate  
the taxable income forecasts used for  
recognition and recoverability of the  
deferred tax assets relating to tax loss  
carryforward.  
We focused on this area because the  
revenue recognised over time and  
valuation of construction contracts  
require significant judgements and  
estimates by Management.  
We focused on this area because  
Management makes significant judge-  
ments and estimates when measuring  
and recognising the tax assets, includ-  
ing when and to which extent these  
can be utilised in the future.  
In assessing the valuation and rec-  
ognition of deferred tax assets, we  
involved our tax specialists.  
We also assessed how the project  
managers determined the degree of  
completion by obtaining their calcula-  
tions and challenged assumptions and  
inputs used.  
We assessed the completeness and  
accuracy of the disclosure of deferred  
tax assets against the disclosure  
requirements in IAS 12.  
We considered the appropriateness  
of the Group’s accounting policies for  
revenue recognition and construction  
contracts and assessed compliance  
with IFRS 15.  
Refer to notes (2.1) and (4.5) in the  
consolidated financial statements.  
Refer to note (2.5) in the consolidated  
financial statements.  
We assessed the completeness and  
accuracy of the disclosure of revenue  
recognition and construction con-  
tracts against the disclosure require-  
ments in IFRS 15.  
We obtained and evaluated Manage-  
ment’s expectations for the generation  
On a sample basis, we reviewed the  
individual contracts in Solutions and  
 
171  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
■
Statement on  
Statements and has been prepared  
in accordance with the requirements  
of the Danish Financial Statements  
Act, except for the requirements in  
paragraph 99 a related to the sus-  
tainability statement, cf. above. We  
did not identify any material misstate-  
ment in Management’s Review.  
accounting unless Management either  
intends to liquidate the Group or the  
Parent Company or to cease opera-  
tions, or has no realistic alternative but  
to do so.  
Identify and assess the risks of  
material misstatement of the Finan-  
cial Statements, whether due to  
fraud or error, design and perform  
audit procedures responsive to  
those risks, and obtain audit evi-  
dence that is sufficient and appro-  
priate to provide a basis for our  
opinion. The risk of not detecting  
a material misstatement resulting  
from fraud is higher than for one  
resulting from error, as fraud may  
involve collusion, forgery, intentional  
omissions, misrepresentations, or  
the override of internal control.  
tainty exists related to events or  
conditions that may cast significant  
doubt on the Group’s and the Par-  
ent Company’s ability to continue  
as a going concern. If we conclude  
that a material uncertainty exists,  
we are required to draw attention  
in our auditor’s report to the related  
disclosures in the Financial State-  
ments or, if such disclosures are  
inadequate, to modify our opinion.  
Our conclusions are based on the  
audit evidence obtained up to the  
date of our auditor’s report. How-  
ever, future events or conditions  
may cause the Group or the Parent  
Company to cease to continue as a  
going concern.  
supervision and review of the audit  
Management’s Review  
Management is responsible  
for Management’s Review.  
work performed for purposes of  
the group audit. We remain solely  
responsible for our audit opinion.  
Our opinion on the Financial State-  
ments does not cover Manage-  
ment’s Review, and we do not as  
part of the audit express any form  
of assurance conclusion thereon.  
We communicate with those charged  
with governance regarding, among  
other matters, the planned scope  
and timing of the audit and significant  
audit findings, including any significant  
deficiencies in internal control that we  
identify during our audit.  
Auditor’s responsibilities for the  
audit of the Financial Statements  
Our objectives are to obtain reason-  
able assurance about whether the  
Financial Statements as a whole are  
free from material misstatement,  
whether due to fraud or error, and to  
issue an auditor’s report that includes  
our opinion. Reasonable assurance  
is a high level of assurance, but is not  
a guarantee that an audit conducted  
in accordance with ISAs and the  
additional requirements applicable in  
Denmark will always detect a material  
misstatement when it exists. Mis-  
statements can arise from fraud or  
error and are considered material if,  
individually or in the aggregate, they  
could reasonably be expected to influ-  
ence the economic decisions of users  
taken on the basis of these Financial  
Statements.  
Management’s responsibilities  
for the Financial Statements  
Management is responsible for the  
preparation of consolidated finan-  
cial statements that give a true and  
fair view in accordance with IFRS  
Accounting Standards as adopted  
by the EU and further requirements  
in the Danish Financial Statements  
Act and for the preparation of parent  
company financial statements that  
give a true and fair view in accordance  
with the Danish Financial Statements  
Act, and for such internal control as  
Management determines is necessary  
to enable the preparation of financial  
statements that are free from material  
misstatement, whether due to fraud  
or error.  
In connection with our audit of the  
Financial Statements, our respon-  
sibility is to read Management’s  
Review and, in doing so, consider  
whether Management’s Review is  
materially inconsistent with the Finan-  
cial Statements or our knowledge  
obtained in the audit, or otherwise  
appears to be materially misstated.  
We also provide those charged with  
governance with a statement that we  
have complied with relevant ethical  
requirements regarding independ-  
ence, and to communicate with them  
all relationships and other matters  
that may reasonably be thought to  
bear on our independence and, where  
applicable, actions taken to eliminate  
threats or safeguards applied.  
■
Obtain an understanding of internal  
control relevant to the audit in order  
to design audit procedures that are  
appropriate in the circumstances,  
but not for the purpose of express-  
ing an opinion on the effectiveness  
of the Group’s and the Parent Com-  
pany’s internal control.  
■
Evaluate the overall presenta-  
tion, structure and content of the  
Financial Statements, including  
the disclosures, and whether the  
Financial Statements represent the  
underlying transactions and events  
in a manner that gives a true and  
fair view.  
Moreover, we considered whether  
Management’s Review includes  
the disclosures required by the  
Danish Financial Statements Act.  
This does not include the require-  
ments in paragraph 99 a related  
to the sustainability statement  
covered by the separate auditor’s  
limited assurance report hereon.  
From the matters communicated with  
those charged with governance, we  
determine those matters that were of  
most significance in the audit of the  
Financial Statements of the current  
period and are therefore the key audit  
matters. We describe these matters  
in our auditor’s report unless law or  
regulation precludes public disclosure  
■
Evaluate the appropriateness of  
accounting policies used and the  
reasonableness of accounting  
estimates and related disclosures  
made by Management.  
■
Plan and perform the group audit to  
obtain sufficient appropriate audit  
evidence regarding the financial  
information of the entities or busi-  
ness units within the group as a  
basis for forming an opinion on the  
Consolidated Financial Statements.  
We are responsible for the direction,  
In preparing the Financial Statements,  
Management is responsible for  
As part of an audit in accordance with  
ISAs and the additional requirements  
applicable in Denmark, we exercise  
professional judgement and maintain  
professional scepticism throughout  
the audit. We also:  
■
Based on the work we have per-  
formed, in our view, Management’s  
Review is in accordance with the  
Consolidated Financial Statements  
and the Parent Company Financial  
assessing the Group’s and the Parent  
Company’s ability to continue as a  
going concern, disclosing, as applica-  
ble, matters related to going concern  
and using the going concern basis of  
Conclude on the appropriateness  
of Management’s use of the going  
concern basis of accounting  
and based on the audit evidence  
obtained, whether a material uncer-  
about the matter.  
 
172  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
■
■
Ensuring consistency between  
iXBRL tagged data and the Con-  
solidated Financial Statements  
presented in human-readable for-  
mat; and  
Evaluating the completeness of the  
iXBRL tagging of the Consolidated  
Financial Statements including  
notes;  
Hellerup, 21 February 2025
Report on compliance  
with the ESEF Regulation  
As part of our audit of the Financial  
Statements we performed procedures  
to express an opinion on whether  
the annual report of NKT A/S for  
the financial year 1 January to 31  
December 2024 with the filename nkt-  
2024-12-31-en.zip is prepared, in all  
material respects, in compliance with  
the Commission Delegated Regulation  
(EU) 2019/815 on the European Single  
Electronic Format (ESEF Regulation)  
which includes requirements related to  
the preparation of the annual report in  
XHTML format and iXBRL tagging of  
the Consolidated Financial Statements  
including notes.  
PricewaterhouseCoopers
■
Evaluating the appropriateness of  
the company’s use of iXBRL ele-  
ments selected from the ESEF tax-  
onomy and the creation of exten-  
sion elements where no suitable  
element in the ESEF taxonomy has  
been identified;  
■
For such internal control as Man-  
Statsautoriseret Revisionspartnerselskab
CVR No 33 77 12 31
agement determines necessary to  
enable the preparation of an annual  
report that is compliant with the  
ESEF Regulation.  
Kim Tromholt
Søren Ørjan Jensen
State Authorised Public Accountant
mne33251
State Authorised Public Accountant
mne33226
Our responsibility is to obtain reason-  
able assurance on whether the annual  
report is prepared, in all material  
respects, in compliance with the ESEF  
Regulation based on the evidence we  
have obtained, and to issue a report  
that includes our opinion. The nature,  
timing and extent of procedures  
selected depend on the auditor’s  
judgement, including the assessment  
of the risks of material departures from  
the requirements set out in the ESEF  
Regulation, whether due to fraud or  
error. The procedures include:  
■
Evaluating the use of anchoring of  
extension elements to elements in  
the ESEF taxonomy; and  
■
Reconciling the iXBRL tagged  
data with the audited Consolidated  
Financial Statements.  
Management is responsible for pre-  
paring an annual report that com-  
plies with the ESEF Regulation. This  
responsibility includes:  
In our opinion, the annual report of  
NKT A/S for the financial year 1 Jan-  
uary to 31 December 2024 with the  
file name nkt-2024-12-31-en.zip is  
prepared, in all material respects, in  
compliance with the ESEF Regulation.  
■
The preparing of the annual report  
in XHTML format;  
■
Testing whether the annual report is  
prepared in XHTML format;  
■
The selection and application of  
appropriate iXBRL tags, including  
extensions to the ESEF taxon-  
omy and the anchoring thereof to  
elements in the taxonomy, for all  
financial information required to  
be tagged using judgement where  
necessary;  
■
Obtaining an understanding of the  
company’s iXBRL tagging process  
and of internal control over the tag-  
ging process;  
 
173  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
Independent auditor’s limited assurance report on the Sustainability Statement  
To the stakeholders of NKT A/S  
■
■
Limited assurance conclusion  
Limited assurance conclusion We  
have conducted a limited assurance  
engagement on the sustainability  
statement of NKT A/S (the “Group”)  
included in Management’s Review p.  
54 – 113 and p. 175 – 179, for the finan-  
cial year 1 January – 31 December  
2024 (the “Sustainability Statement”).  
Basis for conclusion  
International Code of Ethics for Profes-  
sional Accountants (IESBA Code) and  
the additional ethical requirements  
applicable in Denmark. We have also  
fulfilled our other ethical responsibili-  
ties in accordance with these require-  
ments and the IESBA Code.  
identification of the actual and  
designing, implementing and  
our conclusion. Misstatements can  
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)”)  
and the additional requirements appli-  
cable in Denmark.  
potential impacts (both negative  
and positive) related to sustainability  
matters, as well as risks and oppor-  
tunities that affect, or could rea-  
sonably be expected to affect, the  
Group’s financial position, financial  
performance, cash flows, access to  
finance or cost of capital over the  
short-, medium-, or long-term;  
maintaining such internal control  
that 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  
arise from fraud or error and are con-  
sidered material if, individually or in  
the aggregate, they could reasonably  
be expected to influence decisions of  
users taken on the basis of the Sus-  
tainability Statement as a whole.  
■
Our firm applies International Stand-  
ard on Quality Management 1, which  
requires the firm to design, imple-  
ment and operate a system of quality  
management including policies or  
procedures regarding compliance  
with ethical requirements, professional  
standards and applicable legal and  
regulatory requirements.  
the selection and application of  
appropriate sustainability reporting  
methods and making assumptions  
and estimates that are reasonable  
in the circumstances.  
As part of a limited assurance engage-  
ment in accordance with ISAE 3000  
(Revised) we exercise professional  
judgement and maintain professional  
scepticism throughout the engage-  
ment.  
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 pre-  
pared, in all material respects, in accord-  
ance with the Danish Financial State-  
ments Act paragraph 99 a, including:  
■
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 assur-  
ance obtained in a limited assurance  
engagement is substantially lower  
than the assurance that would have  
been obtained had a reasonable  
assurance engagement been per-  
formed.  
assessment of the materiality of the  
identified impacts, risks and oppor-  
tunities related to sustainability  
matters by selecting and applying  
appropriate thresholds; and  
Inherent limitations in preparing  
the Sustainability Statement  
Our responsibilities in respect of the  
Process include:  
In reporting forward-looking infor-  
mation in accordance with ESRS,  
Management is required to prepare  
forward-looking information on the  
basis of disclosed assumptions about  
events that may occur in the future  
and possible future actions by the  
Group. Actual outcomes are likely to  
be different since anticipated events  
frequently do not occur as expected.  
■
making assumptions that are rea-  
sonable in the circumstances.  
■
Management’s responsibilities  
for the Sustainability Statement  
Management is responsible for  
designing and implementing a  
process to identify the information  
reported in the Sustainability State-  
ment in accordance with ESRS and  
for disclosing this Process as included  
in section “Impact, risk and oppor-  
tunity management” p. 65-74 of the  
Sustainability Statement. This respon-  
sibility includes:  
Obtaining an understanding of the  
■
compliance with the European  
Process, but not for the purpose of  
providing a conclusion on the effec-  
tiveness of the Process, including  
the outcome of the Process;  
Sustainability Reporting Standards  
(ESRS), including that the process  
carried out by Management to  
identify the information reported in  
the Sustainability Statement (the  
“Process”) is in accordance with the  
description set out in the section  
“Impact, risk and opportunity man-  
agement” p. 65-74; and  
Management is further responsible for  
preparation of the Sustainability State-  
ment, which includes the information  
identified by the Process, in accord-  
ance with the Danish Financial State-  
ments Act paragraph 99 a, including:  
We believe that the evidence we have  
obtained is sufficient and appropriate  
to provide a basis for our conclusion.  
Our responsibilities under this stand-  
ard are further described in the Audi-  
tor’s responsibilities for the assurance  
engagement section of our report.  
■
Considering whether the informa-  
tion identified addresses the appli-  
cable disclosure requirements of  
ESRS; and  
■
compliance with ESRS;  
Auditor’s responsibilities for  
the assurance engagement  
■
■
preparing the disclosures as  
Our responsibility is to plan and per-  
form 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  
Designing and performing proce-  
■
compliance of the disclosures in  
included in subsection “EU Taxon-  
omy” within the environmental sec-  
tion p. 88-94 of the Sustainability  
Statement, in compliance with Arti-  
cle 8 of the Taxonomy Regulation;  
dures to evaluate whether the Pro-  
cess is consistent with the Group’s  
description of its Process, as dis-  
closed in section “Impact, risk and  
opportunity management” p. 65-74.  
■
subsection “EU Taxonomy” within  
the environmental section p. 88-94  
of the Sustainability Statement with  
Article 8 of EU Regulation 2020/852  
(the “Taxonomy Regulation”).  
Our independence and  
quality management  
We are independent of the Group in  
accordance with the International Eth-  
ics Standards Board for Accountants’  
understanding the context in which  
the Group’s activities and busi-  
ness relationships take place and  
developing an understanding of its  
affected stakeholders;  
 
174  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S
Annual Report 2024  
■
Our other responsibilities in respect of  
the Sustainability Statement include:  
and reviewing the Group’s internal  
documentation of its Process; and  
Performed inquiries of relevant per-  
sonnel and analytical procedures  
on selected information in the Sus-  
tainability Statement;  
Hellerup, 21 February 2025
■
■
Identifying where material misstate-  
Evaluated whether the evidence  
obtained from our procedures  
about the Process implemented by  
the Group was consistent with the  
description of the Process set out in  
section “Impact, risk and opportu-  
nity management” p. 65-74.  
ments are likely to arise, whether  
due to fraud or error; and  
PricewaterhouseCoopers
■
Performed limited substantive  
assurance procedures on selected  
information in the Sustainability  
Statement;  
Statsautoriseret Revisionspartnerselskab
CVR No 33 77 12 31
■
Designing and performing proce-  
dures responsive to disclosures in  
the Sustainability Statement where  
material misstatements are likely  
to arise. 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.  
Kim Tromholt
Søren Ørjan Jensen
■
Where applicable, compared dis-  
closures in the Sustainability State-  
ment with the corresponding dis-  
closures in the Financial Statements  
and Management’s Review;  
State Authorised Public Accountant
mne33251
State Authorised Public Accountant
mne33226
In conducting our limited assurance  
engagement, with respect to the Sus-  
tainability Statement, we:  
■
Obtained an understanding of the  
■
Group’s reporting processes rele-  
vant to the preparation of its Sus-  
tainability Statement including the  
consolidation processes by obtain-  
ing an understanding of the Group’s  
control environment, processes  
and information systems relevant  
to the preparation of the Sustaina-  
bility Statement but not evaluating  
the design of particular control  
activities, obtaining evidence about  
their implementation or testing their  
operating effectiveness;  
Evaluated the methods, assump-  
tions and data for developing  
estimates and forward-looking  
information; and  
Summary of the work performed  
A limited assurance engagement  
involves performing procedures to  
obtain evidence about the Sustainabil-  
ity Statement. The nature, timing and  
extent of procedures selected depend  
on professional judgement, including  
the identification of disclosures where  
material misstatements are likely to  
arise, whether due to fraud or error, in  
the Sustainability Statement.  
■
Obtained an understanding of the  
Group’s process to identify taxon-  
omy-eligible and taxonomy-aligned  
economic activities and the corre-  
sponding disclosures in the Sus-  
tainability Statement.  
■
Evaluated whether the information  
In conducting our limited assurance  
engagement, with respect to the Pro-  
cess, we:  
identified by the Process is included  
in the Sustainability Statement;  
■
Evaluated whether the structure  
■
Obtained an understanding of the  
and the presentation of the Sustain-  
ability Statement are in accordance  
with ESRS;  
Process by performing inquiries  
to understand the sources of the  
information used by Management;  
 
175  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Appendix  
176 Content Index and Other EU legislation  
 
176  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Appendix  
General disclosures  
Disclosure  
Requirement Description  
Disclosure  
Requirement Description  
Content index:  
Page  
Page  
A list of Disclosure Requirements complied with in preparing the sustainabil-  
ity statement, based on the outcome of the materiality assessment, can be  
found in the content index.  
Climate change  
E1  
Water and marine resources  
E3  
GOV-3  
Integration of sustainability-related performance in incentive  
schemes  
60  
IRO-1  
Description of the processes to identify and assess material  
water and marine resources-related IROs  
72  
Disclosure  
Requirement Description  
E1-1  
Transition plan for climate change mitigation  
77-78  
65-68  
E3-1  
E3-2  
E3-3  
Policies related to water and marine resources  
98  
99  
99  
Page  
SBM-3  
Material IROs and their interaction with strategy and  
business model  
Actions and resources related to water and marine resources  
Targets related to water and marine resources  
General disclosures  
ESRS 2  
IRO-1  
Description of the processes to identify and assess material 65-68  
climate-related IROs  
Biodiversity and ecosystems  
E4  
BP-1  
General basis for preparation of sustainability statement  
57  
57  
59  
E1-2  
E1-3  
E1-4  
E1-5  
E1-6  
E1-8  
Policies related to climate change mitigation and adaptation  
78  
BP-2  
GOV-1  
Disclosures in relation to specific circumstances  
Actions and resources in relation to climate change policies 78-81  
Targets related to climate change mitigation and adaptation 81-82  
E4-1  
Transition plan and consideration of biodiversity and  
ecosystems in strategy and business model  
98  
72  
72  
The role of the administrative, management, and supervisory  
bodies  
Energy consumption and mix  
83  
84-87  
87  
SBM-3  
IRO-1  
Material IROs and their interaction with strategy and  
business model  
GOV-2  
GOV-3  
Information provided to and sustainability matters addressed  
by the ASM bodies  
59  
60  
Gross Scopes 1, 2, 3 and Total GHG emissions  
Internal carbon pricing  
Description of the processes to identify and assess material  
biodiversity and ecosystem-related IROs  
Integration of sustainability-related performance in incentive  
schemes  
E4-2  
E4-3  
Policies related to biodiversity and ecosystems  
98  
99  
Pollution  
E2  
GOV-4  
GOV-5  
Statement on due diligence  
61  
61  
Actions and resources related to biodiversity and  
ecosystems  
Risk management and internal controls over sustainability  
reporting  
IRO-1  
Description of the processes to identify and assess material  
pollution-related IROs  
72  
E4-4  
Targets related to biodiversity and ecosystems  
99  
SBM-1  
SBM-2  
SBM-3  
Strategy, business model, and value chain  
Interests and views of stakeholders  
62  
64  
E2-1  
E2-2  
E2-3  
Policies related to pollution  
98  
99  
99  
Material IROs and their interaction with strategy and  
business model  
65, 68  
Actions and resources related to pollution  
Targets related to pollution  
IRO-1  
Description of the process to identify and assess material  
IROs  
65  
65  
75  
IRO-2  
MDR-P  
Disclosure requirements in ESRS covered by the  
undertaking’s sustainability statement  
Policies adopted to manage material sustainability matters  
 
177  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Appendix  
General disclosures  
Disclosure  
Requirement Description  
Disclosure  
Requirement Description  
Disclosure  
Requirement Description  
Page  
Page  
Page  
Resource use and circular economy  
E5  
Workers in the value chain  
S2  
Affected communities  
S3  
IRO-1  
Description of the processes to identify and assess material  
resource use and circular economy-related IROs  
72  
SBM-2  
SBM-3  
Interests and views of stakeholders  
64  
74  
SBM-2  
SBM-3  
Interests and views of stakeholders  
64  
74  
Material IROs and their interaction with strategy and  
business model  
Material IROs and their interaction with strategy and  
business model  
E5-1  
E5-2  
Policies related to resource use and circular economy  
95  
95  
Actions and resources related to resource use and circular  
economy  
S2-1  
S2-2  
S2-3  
S2-4  
Policies related to value chain workers  
107-  
108  
S3-1  
S3-2  
S3-3  
S3-4  
Policies related to affected communities  
107-  
108  
E5-3  
E5-4  
E5-5  
Targets related to resource use and circular economy  
Resource inflows  
95  
96  
97  
Processes for engaging with value chain workers about  
impacts  
107-  
108  
Processes for engaging with affected communities about  
impacts  
107-  
108  
Processes to remediate negative impacts and channels for  
value chain workers to raise concerns  
107-  
108  
Processes to remediate negative impacts and channels for  
affected communities to raise concerns  
107-  
108  
Resource outflows  
Taking action on material impacts, and approaches to  
managing material risks and pursuing material opportunities,  
and effectiveness of those actions  
108  
Taking action on material impacts, and approaches to  
managing material risks and pursuing material opportunities,  
and effectiveness of those actions  
108  
Own workforce  
S1  
S2-5  
Targets related to managing material negative impacts,  
advancing positive impacts, and managing material risks and  
opportunities  
108  
S3-5  
Targets related to managing material negative impacts,  
advancing positive impacts, and managing material risks and  
opportunities  
108  
SBM-2  
SBM-3  
Interests and views of stakeholders  
64  
74  
Material IROs and their interaction with strategy and  
business model  
S1-1  
S1-2  
Policies related to own workforce  
101  
101  
Business ethics  
G1  
Processes for engaging with own workforce and workers’  
representatives about impacts  
GOV-1  
The role of the administrative, supervisory and management  
bodies  
59  
65  
S1-3  
S1-4  
Processes to remediate negative impacts and channels for  
own workforce to raise concerns  
101  
102  
IRO-1  
Description of the processes to identify and assess material  
IROs  
Taking action on material impacts, and approaches to  
managing material risks and pursuing material opportunities,  
and effectiveness of those actions  
G1-1  
G1-2  
Business conduct policies and corporate culture  
Management of relationships with suppliers  
111  
S1-5  
S1-6  
Targets related to managing material negative impacts,  
advancing positive impacts, and managing material risks and  
opportunities  
103  
111-  
112  
G1-3  
G1-5  
Prevention and detection of corruption and bribery  
Political influence and lobbying activities  
112  
113  
Characteristics of the undertaking’s employees  
104-  
105  
S1-14  
S1-17  
Health and safety metrics  
105  
106  
Incidents, complaints, and severe human rights impacts  
 
178  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Appendix  
General disclosures  
Data points deriving from other EU legislation  
IRO-2  
This section outlines a table of all the datapoints that derive from other EU legislation as listed in Appendix B in ESRS 2.  
SFDR  
(23) reference  
Pillar 3  
(24) reference  
Benchmark Regulation  
(25) reference  
EU Climate Law  
(26) reference  
Disclosure Requirement and related datapoint  
ESRS 2 GOV-1  
ESRS 2 GOV-1  
ESRS 2 GOV-4  
ESRS 2 SBM-1  
ESRS 2 SBM-1  
ESRS 2 SBM-1  
ESRS 2 SBM-1  
ESRS E1-1  
ESRS E1-1  
ESRS E1-4  
ESRS E1-5  
ESRS E1-5  
Board's gender diversity paragraph 21 (d)  
Percentage of board members who are independent paragraph 21 €  
Statement on due diligence paragraph 30  
Involvement in activities related to fossil fuel activities paragraph 40 (d) i  
Involvement in activities related to chemical production paragraph 40 (d) ii  
Involvement in activities related to controversial weapons paragraph 40 (d) iii  
Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv  
Transition plan to reach climate neutrality by 2050 paragraph 14  
Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g)  
GHG emission reduction targets paragraph 34  
Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38  
Energy consumption and mix paragraph 37  
Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43  
Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44  
Gross GHG emissions intensity paragraphs 53 to 55  
Page 46  
Page 46  
Page 46  
Page 61  
Not material  
Not material  
Not material  
Not material  
Not material  
Not material  
Not material  
Not material  
Page 77  
Page 77  
Page 81  
Page 77  
Page 81  
Page 81  
Page 83  
Page 83  
Page 83  
Page 85  
Page 84  
ESRS E1-5  
ESRS E1-6  
ESRS E1-6  
Page 85  
Page 84  
Page 85  
Page 84  
ESRS E1-7  
GHG removals and carbon credits paragraph 56  
Not material  
ESRS E1-9  
ESRS E1-9  
ESRS E1-9  
ESRS E1-9  
ESRS E1-9  
ESRS E2-4  
Exposure of the benchmark portfolio to climate-related physical risks paragraph 66  
Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a)  
Location of significant assets at material physical risk paragraph 66 (c).  
Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c).  
Degree of exposure of the portfolio to climate- related opportunities paragraph 69  
Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release  
and Transfer Register) emitted to air, water and soil, paragraph 28  
Water and marine resources paragraph 9  
Material (phase-in)  
Material (phase-in)  
Material (phase-in)  
Material (phase-in)  
Material (phase-in)  
Not material  
Page 98  
ESRS E3-1  
ESRS E3-1  
ESRS E3-1  
ESRS E3-4  
ESRS E3-4  
ESRS 2- SBM-3 - E4  
ESRS 2- SBM-3 - E4  
Dedicated policy paragraph 13  
Sustainable oceans and seas paragraph 14  
Total water recycled and reused paragraph 28 ©  
Total water consumption in m3 per net revenue on own operations paragraph 29  
paragraph 16 (a) i  
Not material  
Not material  
Not material  
Not material  
Not material  
Page 72  
paragraph 16 (b)  
 
179  
Introduction  
Group review and markets  
Business lines  
Governance  
Sustainability Statement  
Financial Statements  
NKT A/S Annual Report 2024  
Appendix  
General disclosures  
SFDR  
(23) reference  
Pillar 3  
(24) reference  
Benchmark Regulation  
(25) reference  
EU Climate Law  
(26) reference  
Disclosure Requirement and related datapoint  
ESRS 2- SBM-3 - E4  
ESRS E4-2  
ESRS E4-2  
paragraph 16 (c)  
Not material  
Page 98  
Page 98  
Sustainable land / agriculture practices or policies paragraph 24 (b)  
Sustainable oceans / seas practices or policies paragraph 24 ©  
Policies to address deforestation paragraph 24 (d)  
Non-recycled waste paragraph 37 (d)  
Hazardous waste and radioactive waste paragraph 39  
Risk of incidents of forced labour paragraph 14 (f)  
Risk of incidents of child labour paragraph 14 (g)  
Human rights policy commitments paragraph 20  
ESRS E4-2  
Page 98  
ESRS E5-5  
ESRS E5-5  
ESRS 2- SBM3 - S1  
ESRS 2- SBM3 - S1  
ESRS S1-1  
Not material  
Not material  
Not material  
Not material  
Page 101  
ESRS S1-1  
ESRS S1-1  
ESRS S1-1  
ESRS S1-3  
ESRS S1-14  
ESRS S1-14  
ESRS S1-16  
ESRS S1-16  
ESRS S1-17  
ESRS S1-17  
ESRS 2- SBM3 – S2  
ESRS S2-1  
ESRS S2-1  
ESRS S2-1  
ESRS S2-1  
ESRS S2-4  
ESRS S3-1  
Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 21  
processes and measures for preventing trafficking in human beings paragraph 22  
workplace accident prevention policy or management system paragraph 23  
grievance/complaints handling mechanisms paragraph 32 ©  
Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and ©  
Number of days lost to injuries, accidents, fatalities or illness paragraph 88 €  
Unadjusted gender pay gap paragraph 97 (a)  
Excessive CEO pay ratio paragraph 97 (b)  
Incidents of discrimination paragraph 103 (a)  
Non-respect of UNGPs on Business and Human Rights and OECD paragraph 104 (a)  
Significant risk of child labour or forced labour in the value chain paragraph 11 (b)  
Human rights policy commitments paragraph 17  
Page 101  
Page 107  
Page 101  
Page 101  
Page 105  
Page 105  
Not material  
Not material  
Page 106  
Page 106  
Page 107  
Page 107  
Page 108  
Page 107  
Page 105  
Not material  
Page 106  
Policies related to value chain workers paragraph 18  
Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19  
Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 19  
Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36  
Human rights policy commitments paragraph 16  
Page 107  
Page 107  
Page 108  
Page 108  
ESRS S3-1  
ESRS S3-4  
ESRS S4-1  
ESRS S4-1  
ESRS S4-4  
ESRS G1-1  
Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines paragraph 17  
Human rights issues and incidents paragraph 36  
Policies related to consumers and end-users paragraph 16  
Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17  
Human rights issues and incidents paragraph 35  
United Nations Convention against Corruption paragraph 10 (b)  
Page 108  
Page 108  
Page 108  
Not material  
Not material  
Not material  
Not material  
Page 111  
Not material  
ESRS G1-1  
Protection of whistleblowers paragraph 10 (d)  
ESRS G1-4  
ESRS G1-4  
Fines for violation of anti-corruption and anti-bribery laws paragraph 24 (a)  
Standards of anti- corruption and anti- bribery paragraph 24 (b)  
Not material  
Not material  
Not material  
 
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Remuneration Report  
Prepared in accordance with the  
EU Shareholder Rights Directive  
II and contains a transparent and  
comprehensive overview of the  
remuneration of our Board and  
Executive.  
Corporate Governance Report  
Prepared in accordance with section  
107b of the Danish Financial Statements  
Act. Describes our compliance with  
the Danish Committee on Corporate  
Governance recommendations.  
NKT is signatory to:  
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Denmark  
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Science Based Targets initiative.  
A commitment to become a net  
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United Nations Global Compact.  
A pledge to implement universal  
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Europacable Industry Charter.  
A commitment towards  
superior quality.  
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