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ImpactReport™
ESG-Rapport
Globe Systems A/S
Globe Systems A/S
CVR DK 25986679
Complied in accordance with the EU's voluntary standard - VSME
Complied in accordance with the EU's voluntary standard - VSME
46.50: Wholesale of information and communication equipment
17.06.2026
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Foundation of the Report
Voluntary Reporting
Globe Systems A/S operates within the IT industry, a sector that plays a key role in the development and distribution of the digital infrastructure upon which modern society is built. Although we are not currently subject to mandatory ESG reporting requirements, we have voluntarily decided to prepare and publish an annual ESG report.
The rationale behind this decision is our ambition to take responsibility—not only for the physical distribution of technology, but also for the consequences and opportunities that accompany digitalisation. As a participant in the value chain, we have both the influence and the responsibility to promote digital solutions that contribute to more sustainable, ethically sound, and socially responsible outcomes.
Framework and Methodology for ESG Reporting and CO₂e Accounting
To ensure transparency and comparability in our ESG reporting and CO₂e accounting, we base our work on recognised standards and guidelines. Our approach is founded on the following methodological and organisational frameworks:
- Organisational and Operational Boundaries: This report covers Globe Systems A/S in its entirety and includes all activities and locations over which we have operational control. This includes our headquarters and warehouse facilities located at Pi 2, 8382 Hinnerup, Denmark, as well as data from our satellite office at Kirkebjerg Allé 86A, 2605 Brøndby, Denmark.
As we lease office space at the Brøndby location, the associated consumption and CO₂e footprint have been estimated based on average values. This approach has been adopted to provide the most accurate representation of Globe Systems A/S’s overall consumption and emissions profile.
The reporting follows the EU's voluntary VSME standard and includes emissions and resource consumption from locations over which we have direct influence and operational control. - Data Sources and Documentation: Data has been collected from a variety of internal and external sources, including:
- Internal accounting and HR systems
- Electricity, heating, and mileage records
- Information provided by suppliers
- Manual records of transportation, resource consumption, and waste generation
All data is documented and retained for verification, auditing, and traceability purposes.
Methodological Considerations and Calculation Basis
Our CO₂e calculations have been prepared in accordance with the Greenhouse Gas Protocol (GHG Protocol) and cover Scope 1, Scope 2, and selected Scope 3 emissions where relevant data is available.
To calculate our climate footprint, we have used Valified’s CO₂ calculator, which is based on Klimakompasset 2023, Version 2—a tool developed by the Danish Business Authority for Danish companies. Klimakompasset applies emission factors aligned with the latest international guidelines, including those published by DEFRA and the IPCC.
Where assumptions have been necessary (for example, estimated fuel consumption or unavailable supplier data), these have been clearly documented and based on conservative estimates to minimise the risk of underestimating emissions.
Transparency and Continuous Improvement
We strive for a high level of transparency and continuously work to improve data quality and expand the scope of our ESG reporting. We recognise the current limitations of our data collection processes—particularly concerning Scope 3 emissions—and aim to strengthen both measurement and documentation practices in the coming years.
Basis of the Report
This report covers the year 2025. However, as with the previous report, it also provides insight into our performance over the past three years, namely 2023, 2024, and 2025.
This approach has been chosen to provide the most accurate picture of how we, as a company, are evolving towards becoming either more or less sustainable—not only in the present, but also in the future.
We view ESG reporting as a tool to:
We view ESG reporting as a tool to:
- Strengthen transparency within our business operations;
- Document and improve our performance in areas such as climate, working conditions, and business ethics; and
- Contribute to a digital future where responsibility and resource efficiency go hand in hand with technological development.
At the same time, we seek to support the development of future-proof solutions within the industry—for example, through collaboration with suppliers on environmentally friendly products, responsible data management, and circular handling of IT equipment.
For us, digital responsibility is not merely a matter of compliance. It is about actively making choices that contribute positively to society and enhance our customers’ ability to operate responsible, digitally driven businesses—for example, through the introduction of Globe Systems Refurb.
We are, however, fully aware that this is an ongoing journey and that a single initiative is not sufficient.
This report represents both a status update and part of our continuous efforts to integrate ESG as a natural component of our business strategy and value creation.
A Message from Management
“2025 has reinforced our belief that sustainable development is, first and foremost, about people. At Globe Systems A/S, we have worked purposefully throughout the year to strengthen a culture in which responsibility is a natural part of everyday business.
We have increased employee involvement in our sustainability initiatives, further developed our Refurb programme, and continued our efforts to reduce our CO₂e footprint. Our supplier partnerships have been strengthened, and we have taken a more systematic approach to transparency and documentation.
Most importantly, ESG is now widely perceived as a shared responsibility across the organisation. Employee engagement has grown, and we see a stronger alignment between our values, our actions, and our results.
We recognise that we still have both a significant responsibility and considerable potential. Therefore, we will continue to learn, evolve, and set ambitious goals for our environmental, social, and governance efforts.”
Dennis Ravnborg, CEO
Globe Systems A/S
A Sustainable Future
At Globe Systems, we view sustainability as a continuous journey and an integrated part of our business development—benefiting the environment, people, and the long-term value we create for our customers. For us, sustainability is not a destination but an ongoing process of evaluating how our solutions and operations can become more responsible and resource-efficient.
Our ambition is to support our customers with technological solutions that have a lower environmental impact, a longer lifespan, and are produced under fair social and ethical conditions. This means that we strive to:
- Minimise CO₂ emissions throughout the entire product life cycle;
- Require our suppliers to comply with recognised ethical standards; and
- Prioritise partnerships with organisations that share our commitment to social and environmental responsibility.
As highlighted in our previous report, one of our key initiatives is Globe Systems Refurb, through which we work to extend the lifespan of equipment by refurbishing and preparing returned products for resale. The objective is to reduce both CO₂ emissions and the volume of electronic waste. During 2025, we increased the share of refurbished products sold to customers as an alternative to purchasing new equipment.
Another initiative is the optimisation of product shipments through consolidated deliveries. Whenever possible, we combine orders for multiple customers into a single shipment to reduce packaging materials and transportation requirements between our company and our customers. In practice, this involves consolidating and packing the day's orders later in the day, enabling more efficient shipment planning without compromising delivery times or service levels.
We recognise that sustainability is a complex area, involving both challenges and opportunities for continuous improvement. Therefore, we regard this report and our initiatives as important steps on an ongoing journey. We remain committed to continuously improving our performance and documenting our results in a transparent and credible manner.
Globe Systems Refurb
- Through Globe Systems Refurb, we actively work to extend the lifespan of IT equipment and reduce the amount of electronic waste. The Refurb programme is our tangible contribution to the circular economy: instead of disposing of equipment, we collect used devices from our customers, assess their quality, refurbish them, and reintroduce them to the market.
- Refurb provides an alternative to purchasing new equipment and can significantly reduce the environmental impact per unit, as the production of new IT equipment typically generates substantial CO₂ emissions. In 2025, we quadrupled sales within our Refurb division, demonstrating an increased focus on circular solutions both internally and externally. Equipment collected through the Refurb programme is not considered waste but rather products intended for reuse and value recovery.
- We carry out the refurbishment process in close collaboration with Special Minds, a social enterprise. Here, the equipment is prepared and refurbished by employees on the autism spectrum who work in structured and supportive environments. This partnership combines resource-efficient reuse with social inclusion and meaningful employment opportunities.
- In 2025, we also entered into a partnership with the Danish Climate Forest Fund (Klimaskovfonden), which we plan to integrate with our Refurb programme during 2026. This initiative will further strengthen the environmental impact of the programme and support our broader sustainability ambitions.
Certifications
At present, we are not certified under any ESG-related or other formal standards. However, we recognise the value of external validation and transparent measurement frameworks, and we intend to explore relevant certification schemes that can support our sustainability efforts as the company continues to grow and the need for standardised reporting increases.
Although we are not yet certified, we have already implemented a number of initiatives that support environmental and social responsibility. These include:
- The use of 100% renewable electricity at our headquarters;
- The implementation of Globe Systems Refurb, which aims to extend the lifespan of IT equipment;
- The optimisation of packaging and transportation through consolidated shipping solutions; and
- Collaboration with Special Minds, a social enterprise that supports individuals on the autism spectrum in securing and maintaining meaningful employment.
These initiatives are integrated into our business strategy and serve as a foundation for a more structured and comprehensive ESG approach in the years ahead.
How We Work with ESG – Today and Historically
For a detailed overview of the areas in which we have implemented policies, set objectives, and identified future initiatives, please see Appendix 1.
In addition to our business-related initiatives, we have implemented a range of policies that support the circular economy and contribute to reducing our environmental impact. We place a strong emphasis on workers’ rights, fair wages, safe working conditions, and fostering a diverse and inclusive workplace. Examples of specific initiatives are presented throughout this report and are linked to the relevant United Nations Sustainable Development Goals (SDGs).
As illustrated in the tables below, our approach has evolved significantly over recent years. While sustainability was an area of focus in 2023, it has become an integrated part of our mission and business strategy over the past two years. This development has been driven by established initiatives such as Globe Systems Refurb and our consolidated shipping programme, both of which continue to operate successfully, as well as by new initiatives, including our partnership with the Danish Climate Forest Fund (Klimaskovfonden), which was established in 2025 and is expected to develop further throughout 2026.
We remain committed to continuously reducing our own CO₂e footprint while also focusing on how we can contribute to broader efforts to reduce greenhouse gas emissions at both national and global levels. We recognise that sustainability requires shared responsibility, long-term commitment, and continuous improvement.
Sustainability in Our Vision, Strategy, and Core Values
The table below illustrates how, since 2023, we have progressively strengthened our focus on sustainability throughout the organisation and subsequently maintained that commitment. We believe it is essential to integrate sustainability directly into our business strategy so that it becomes more than a communication objective—it must also be reflected in the actions we take and the decisions we make on a daily basis.
Sustainability in Our Vision, Strategy, and Core Values
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| Sustainability is written into our vision, strategy, or values. | – | ||
| We are working on sustainability, but it is not written into our vision, strategy, or values foundation. | – | – | |
| We are not working on sustainability, but we plan to do so in the future | – | – | – |
| We do not work with sustainability | – | – | – |
Sustainability in Our Vision, Strategy, and Core Values – Continued
The table below provides a more detailed overview of the areas in which we have gradually increased our focus over the past three years.
Policies and Initiatives Supporting the Sustainable Transition
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| Climate change | |||
| Pollution | |||
| Water and marine resources | – | – | – |
| Biodiversity and ecosystems | – | – | – |
| Circular economy | |||
| Own workforce | – | – | – |
| Workers in the value chain | – | – | |
| Affected communities | – | – | – |
| Consumers and end users | |||
| Corporate governance | – | ||
| Other | – | – | – |
Energy consumption
244
MWh
2025
Energy consumption from fossil sources
213
MWh
2025
Share of renewable electricity consumption.
Energy Consumption
We continuously work to reduce resource consumption and improve the energy efficiency of our operations. Since 2023, our headquarters in Hinnerup has sourced electricity exclusively from renewable energy through a green electricity agreement. This is one of several initiatives aimed at reducing our overall climate impact.
Other initiatives include:
- Replacing conventional lighting with energy-efficient LED lighting;
- Installing motion sensors to prevent unnecessary energy consumption; and
- Increasing employee awareness of energy-saving habits in day-to-day operations.
We recognise that a significant share of our total energy consumption in 2025 still originates from fossil energy sources—particularly at our Brøndby location, where transitioning to renewable electricity has not yet been possible. Our objective is to reduce the proportion of fossil-based energy sources by 2030, as technological developments and market conditions make this increasingly feasible.
An important step in this transition is the gradual replacement of our vehicle fleet. In 2025, we began transitioning from fossil-fuel-powered company vehicles to fully electric company vehicles.
It should be noted that the 90% figure relates exclusively to electricity consumption. The overall share of renewable energy across our total energy consumption is lower (19.8%), as our energy use also includes fossil fuels used for company vehicles and building heating.
Historical Distribution of Energy Consumption
The charts below illustrate the distribution of our energy consumption over the past three years.
The graphs on the left show our energy consumption trends from 2023 to 2025. As can be seen, there have been no significant fluctuations in overall consumption, despite increases in both revenue and employee headcount during the period. This is primarily due to the fact that we have operated and heated the same office facilities and warehouse areas throughout the three-year period.
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| Energy consumption from fossil sources | 237 | 216 | 213 |
| Energy consumption | 260 | 242 | 244 |
The table on the right provides a detailed breakdown of energy consumption in MWh from 2023 to 2025. Our total energy consumption in 2025 remained largely unchanged compared to 2024. However, the share of renewable energy decreased during the same period. This is mainly because electricity consumption—which currently represents our primary source of renewable energy—was higher in 2025 than in 2024, resulting in a lower overall proportion of renewable energy within our total energy mix.
CO₂e Emissions
This section presents our CO₂e emissions for 2025, alongside the corresponding figures for 2023 and 2024. The calculations have been prepared using the Danish Business Authority’s Climate Calculator (Klimakompasset) and are aligned with the internationally recognised Greenhouse Gas Protocol (GHG Protocol). The first four data fields present our emissions exclusively for the reporting year 2025, providing an overview of our current climate impact across the relevant emission categories.
CO2e scope 1
42.2
ton
2025
CO2e scope 2 location-based
3.56
ton
2025
CO2e scope 2 market-based
16.5
ton
2025
The company's total location-based CO2 emissions
64.7
ton
2025
The charts clearly illustrate that the majority of our emissions fall within Scope 1. This is primarily due to our vehicle fleet, which currently consists predominantly of fossil-fuel-powered vehicles, as well as limitations in the availability of Scope 3 data.
To reduce these emissions, we are actively working towards a gradual transition of our vehicle fleet to electric vehicles by 2030. This initiative is a key component of our strategy for reducing Scope 1 emissions.
In addition, we continuously monitor the availability of Scope 3 data and will seek to incorporate additional categories as reliable data becomes available.
The increase in our reported Scope 3 emissions in 2025 can largely be attributed to the availability of new data relating to the CO₂e footprint of all customer shipments. The 2025 Scope 3 figures therefore include transportation data that was not available for 2023 and 2024. As a result, the figures are not fully comparable across the reporting years.
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| CO2e scope 1 | 40,7 | 37,5 | 42,2 |
| CO2e scope 2 location-based | 4,97 | 4,73 | 3,56 |
| CO2e scope 2 market-based | 14,6 | 15,7 | 16,5 |
| The company's total location-based CO2 emissions | 60,0 | 56,0 | 64,7 |
| The company's total market-based CO2 emissions | 69,6 | 67,0 | 77,6 |
From 2024 to 2025, we experienced an increase in our total CO₂e emissions, particularly within Scope 1. This increase is primarily attributable to growth in our workforce during 2025, which naturally resulted in higher overall resource consumption and associated emissions.
While this development reflects business growth, we recognise that additional measures will be necessary to achieve our long-term climate objectives. We therefore remain committed to continuously identifying and implementing new opportunities to reduce emissions across all areas of our operations and value chain.
CO₂e Footprint per Employee :
We consider it important to monitor our CO₂e footprint per employee, as it provides insight into how we, as a company and as individuals, contribute to our overall climate impact—even during periods of business growth. The development of our CO₂e emissions per employee (measured in tonnes of CO₂e) is shown below:
- 2023:
Market-based emissions: 3.03 tonnes CO₂e
Location-based emissions: 2.61 tonnes CO₂e - 2024
Market-based emissions: 2.39 tonnes CO₂e
Location-based emissions: 2.00 tonnes CO₂e - 2025:
Market-based emissions: 2.59 tonnes CO₂e
Location-based emissions: 2.16 tonnes CO₂e
The figures demonstrate positive progress from 2023 to 2024, with a reduction in CO₂e emissions per employee. However, from 2024 to 2025, the data shows a slight increase in CO₂e emissions per employee, indicating a modest deterioration in performance during the reporting period.
CO₂e Emissions Relative to Revenue
We also monitor our CO₂e emissions relative to revenue to ensure that business growth is achieved with a lower environmental impact per unit of revenue generated.
Both the market-based and location-based figures indicate a relatively stable carbon intensity over time, supporting our efforts to make the business more climate-efficient regardless of growth. The figures are presented in the table below.
Biodiversity-sensitive locations
0.00
2025
Biodiversity-sensitive area
0.00
m²
2025
Biodiversity
At present, we have not implemented any specific initiatives aimed at biodiversity, and our operations are not located in or near environmentally sensitive natural areas. As a result, biodiversity is not currently considered a material impact area within our business activities.
However, we remain open to supporting biodiversity-enhancing initiatives in the future—either at our own locations, for example by increasing natural habitats and green spaces in outdoor areas, or through partnerships with relevant organisations and stakeholders.
As our ESG efforts continue to evolve, we will regularly assess where engagement in biodiversity-related initiatives can create the greatest value and have the most meaningful impact.
Biodiversity – Continued
The table below provides an overview of our total land use and the proportion of sealed (impermeable) surfaces associated with our operations.
Monitoring land use helps us understand our physical footprint and provides a basis for assessing any potential biodiversity-related impacts. While biodiversity is not currently considered a material aspect of our operations, transparency regarding land use forms part of our broader commitment to responsible environmental reporting.
Total use of land
3,964
m²
2025
Total sealed area
1,001
m²
2025
Nature-oriented area on-site
0.00
m²
2025
Nature-oriented area off-site
0.00
m²
2025
Water consumption
101
m³
2025
Recycled or reused water
0.00
m³
2025
Water Consumption
Our water consumption is limited and primarily associated with normal office operations, as we do not have any water-intensive processes within the company. Consumption largely depends on the number of employees physically present at our locations and will therefore vary in line with office occupancy levels.
We recognise that water is a valuable natural resource, and although our overall consumption is relatively low, we continuously monitor opportunities to reduce unnecessary usage. This includes promoting responsible water-use behaviours among employees and identifying potential efficiencies within our facilities and operations.
Water Consumption – Historically
The charts below provide an overview of our water consumption and water intensity from 2023 to 2025.
As shown in the charts, our total water consumption has increased over the past three years. This increase is primarily linked to the continued growth in our number of full-time employees throughout 2024 and 2025.
In addition, we introduced Globe Run, an initiative that allows employees to go for a run during working hours. Naturally, many participants choose to shower afterwards, which may also contribute to the increase in water consumption.
Despite the associated rise in water usage, we continue to prioritise this initiative because we believe it delivers significant benefits in terms of employee well-being, health, and team cohesion. As such, we consider the positive social impact of the programme to outweigh the relatively modest increase in water consumption.
When analysing the company’s water consumption relative to revenue—that is, its water intensity—the trend is considerably more stable. This both indicates and supports the conclusion that the increase in total water consumption during 2025 was primarily driven by workforce growth rather than a decline in operational efficiency.
The relatively stable water intensity demonstrates that water consumption has remained broadly proportional to the company’s business activity and growth, suggesting that our resource efficiency has been maintained despite an increase in overall consumption.
Resource Consumption, Circularity, and Waste Management
At Globe Systems A/S, we have been working with the principles of the circular economy for several years, with an increasing focus in recent years. This commitment is driven both by our ambition to contribute to a more resource-efficient society and by evolving regulatory requirements in this area.
Initiatives and Focus Areas
We actively work to reduce waste and extend the lifespan of products through a range of initiatives, including:
- Product maintenance and spare parts: We provide ongoing maintenance services and replacement of wear-and-tear components such as batteries, cables, and ear cushions, enabling products to remain in use for longer rather than being replaced prematurely.
Waste sorting and recycling: We separate waste into relevant fractions for recycling and recovery, including cardboard, electronic waste, hazardous waste, and food waste. Cardboard represents our largest waste category and is prepared for external recycling.
Circular business models: Our Globe Systems Refurb programme contributes to the reuse of IT equipment that might otherwise have been discarded, supporting the transition to a more circular economy.
Waste Volumes and Waste Management
In 2025, we generated a total of 12,137 kg of waste, a significant proportion of which consisted of cardboard packaging materials.
Hazardous waste, including electronic waste, is handled and segregated separately to ensure that it enters certified recycling and recovery processes. We also sort food waste, which is subsequently collected and sent for composting, allowing it to be recycled and used as a soil improvement resource.
We are continuously working to improve our data collection and reporting practices in this area. This will enable us to monitor developments more systematically in the future and establish specific targets for waste reduction and resource efficiency.
Amount of waste generated
12,137
kg
2025
Amount of hazardous waste generated
1,151
kg
2025
Amount of waste prepared for recycling
8,404
kg
2025
Amount of waste reused
0.00
kg
2025
As illustrated by the data, there was a significant increase in the amount of waste generated between 2023 and 2024. This increase can be attributed to a combination of factors.
First and foremost, higher purchasing volumes and increased product sales resulted in greater use of packaging materials. In addition, our workforce expanded during this period, naturally contributing to higher overall waste generation. Finally, we introduced a programme to collect electronic waste from customers that would otherwise have been discarded. The purpose of this initiative is to maximise the recovery, reuse, and recycling of products and materials wherever possible.
This trend was reversed in 2025, when we recorded a reduction in total waste volumes compared to 2024. This development indicates that we have become more conscious of our resource consumption and waste generation, while continuing to focus on improving waste management practices and supporting circular economy principles.
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| Amount of waste generated | 7.677 | 14.586 | 12.137 |
| Amount of waste prepared for recycling | 4.338 | 8.087 | 8.404 |
| Amount of waste reused | 0,00 | 0,11 | 0,00 |
| Amount of hazardous waste generated | 2,00 | 991 | 1.151 |
The table above illustrates how waste volumes have evolved over time.
The substantial increase in hazardous waste is primarily attributable to the introduction of the Globe Systems Refurb programme, through which we collect products that would otherwise have been discarded. Following collection, all equipment is carefully assessed and sorted. Components and products that can be reused or refurbished are retained within the circular process, while the remaining materials are classified as electronic waste and directed to appropriate recycling or energy recovery processes.
It is worth noting that despite a fourfold increase in revenue generated by our Refurb programme in 2025 compared to 2024, the volume of hazardous waste increased by only approximately 16%. This development indicates improved resource utilisation and demonstrates the programme’s ability to scale while maintaining a relatively limited increase in waste generation.
Full-time employees
29.2
2025
Departed employees
2.00
2025
Employee turnover
Workforce
The table below provides an overview of the number of full-time employees, the number of employees who left the company, and the employee turnover rate during 2025.
Throughout the period from 2023 to 2025, we did not employ any staff on temporary contracts.
Furthermore, there were no recorded workplace accidents or work-related fatalities during the same period. This reflects our continued commitment to maintaining a safe and healthy working environment for all employees.
Employees broken down by gender
Women
8.61
2025
Employees broken down by gender
Men
20.6
2025
Gender pay gap
Gender pay gap
1.61
Men : Women
2025
Workforce and Remuneration
Our workforce is currently characterised by a predominance of male employees, which to some extent reflects broader recruitment patterns within the IT and technology sector. However, we recognise the importance of gender diversity and have increased our focus in recent years on broadening our recruitment efforts. Our ambition is to build an organisation that more accurately reflects the diversity of society over the long term.
With regard to remuneration, we monitor the difference between the average salaries of women and men across the organisation. The current pay gap is primarily attributable to differences in seniority and job categories, as many of our female employees have joined the company within the last few years. We continuously monitor developments in pay equity and intend to strengthen our focus on equal pay principles as we further enhance and professionalise our HR data and processes.
We also recognise that gender is only one dimension of diversity. We are committed to fostering an inclusive workplace that embraces a broad range of perspectives, backgrounds, ages, experiences, and competencies, creating an environment where all employees have the opportunity to contribute and thrive.
Ratio between starting salary and minimum wage
1.02
2025
CEO salary discrepancy
2.30
CEO : Employees
2025
Employees covered by collective bargaining agreements
Remuneration & Collective Agreements
We strive to offer fair and competitive remuneration that reflects employees’ responsibilities, contributions, and prevailing market conditions. Our entry-level salaries are above the applicable industry minimum standards, and we regularly review compensation levels to ensure alignment with both market benchmarks and internal considerations.
None of our employees are currently covered by a collective bargaining agreement, as Globe Systems A/S is not a collective agreement-covered company. Nevertheless, we follow relevant guidelines and recommendations issued by the Confederation of Danish Industry (Dansk Industri) and ensure that employment terms relating to areas such as annual leave, pension contributions, working hours, and notice periods meet established industry standards.
To promote transparency regarding internal remuneration structures, we also report the ratio between the average employee salary and the remuneration of the company’s CEO. Going forward, this pay ratio will be monitored and assessed as part of our broader ESG reporting and workforce-related metrics.
Average number of hours female employees have received training
3.00
2025
Average number of hours male employees have received training
3.00
2025
Sick leave
Sick leave
3.67
7.4 Days/FTE
2025
Education and Sick leave
In recent years, all employees have participated in continuing professional development, with a minimum of three hours of mandatory training annually covering areas such as leadership, technical skills, and personal development. We are continuously working to strengthen a culture of learning, where employees’ individual aspirations and development needs play a central role, while also providing flexible opportunities for further education and professional growth.
At present, we have chosen not to establish a fixed company-wide target for training hours, as we wish to tailor development activities to the individual employee’s opportunities for growth and the needs of the business. We intend to monitor employee satisfaction and learning outcomes through regular evaluations and feedback processes. The average number of training hours has increased from two to three hours per employee, partly as a result of organisation-wide upskilling initiatives related to ESG topics.
With regard to sick leave, our average absence rate in 2025 was 3.67 days per employee, representing an improvement compared to 4.57 days per employee in 2024. We actively promote employee well-being through a range of health and wellness initiatives designed to maintain a positive working environment and help prevent illness.
Our current level of sick leave remains significantly below national averages and broader workforce trends observed in 2024 and 2025. Maintaining this positive performance remains an important objective as part of our ongoing commitment to employee well-being and organisational health.
Men on the board
4
2025
Women on the board
0
2025
Presence at board meetings
Responsible Leadership
At Globe Systems A/S, responsible leadership is a fundamental element of how we operate our business. Our Board of Directors and management team actively work to ensure that the company’s core values—ambition, community, freedom with responsibility, openness, and trustworthiness—are embedded in both strategic decision-making and day-to-day operations.
We regularly assess employee and leadership engagement through annual surveys, the results of which are incorporated into management discussions and development plans. This helps ensure that our leadership team not only communicates our organisational values and culture but also demonstrates them in practice.
Our Board of Directors is actively involved in ESG-related decision-making and plays a key role in ensuring responsible governance and oversight. This contributes to a transparent, accountable, and engaged organisation across all levels of the business.
Workforce and Remuneration – Historical Development
The table below provides an overview of how our workforce has evolved over the past three years.
The charts on the left provide an overview of how our workforce has evolved from 2023 to 2025. As illustrated, the company has experienced steady growth in employee headcount over the three-year period.
While the overall gender distribution remains imbalanced, we have made progress towards a more diverse workforce. Between 2023 and 2025, the proportion of male and female employees shifted by 10 percentage points, reflecting our increased focus on broadening recruitment efforts and improving gender diversity across the organisation.
Although there is still room for improvement, this development represents a positive step towards creating a workforce that more closely reflects the diversity of the wider society.
| 2023 | 2024 | 2025 | |
|---|---|---|---|
| Full-time employees | 23,0 | 28,0 | 29,2 |
| Employees broken down by gender - Kvinder | 4,51 | 6,42 | 8,61 |
| Employees broken down by gender - Mænd | 18,7 | 21,7 | 20,6 |
| Gender pay gap | 1,55 | 1,60 | 1,61 |
| CEO salary discrepancy | 1,75 | 1,89 | 2,30 |
| Ratio between starting salary and minimum wage | 1,03 | 1,02 | 1,02 |
| Departed employees | 1,03 | 1,78 | 2,00 |
| Number of recordable work-related accidents | 0,00 | 0,00 | 0,00 |
The table on the right illustrates how the key indicators described above have developed over the past three years. Although we are not covered by a collective bargaining agreement, it is noteworthy that our entry-level salaries have consistently remained above the industry minimum level throughout the reporting period.
Aside from the increase in the number of full-time employees, remuneration and employment conditions have remained relatively stable over the three-year period. This stability reflects our commitment to maintaining competitive employment terms while supporting the company’s continued growth and development.
Convictions for the violation of anti-corruption and anti-bribery laws
0.00
2025
Confirmed cases of corruption
0.00
2025
Corruption and Bribery
During the period from 2023 to 2025, we recorded no incidents of corruption or bribery.
We remain committed to maintaining a culture founded on integrity, transparency, and ethical business conduct. To support this commitment, we continuously review and evaluate our policies, procedures, and internal controls to mitigate the risk of corruption and ensure compliance with applicable legal and ethical standards.
We remain committed to maintaining a culture founded on integrity, transparency, and ethical business conduct. To support this commitment, we continuously review and evaluate our policies, procedures, and internal controls to mitigate the risk of corruption and ensure compliance with applicable legal and ethical standards.
UN Sustainable Development Goals
The United Nations Sustainable Development Goals (SDGs) provide a global framework for guiding sustainable development towards 2030, benefiting both people and the planet.
At Globe Systems A/S, we have identified a number of SDGs that are particularly relevant to our business activities and sustainability ambitions. These goals help guide our efforts and provide a framework for how we create value in a responsible and sustainable manner.
The selected SDGs are presented below, together with an overview of how we actively integrate their principles into our daily operations, business practices, and long-term strategic initiatives.
Health and Wellbeing
We must ensure a healthy life for everyone and promote well-being for all age groups
Quality education
We must ensure everyone has equal access to quality education and promote everyone's opportunities for lifelong learning
Sustainable Energy
We must ensure that everyone has access to reliable, sustainable, and modern energy at an affordable price
Decent Jobs and Economic Growth
We should promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all
Industry, Innovation and Infrastructure
We must build robust infrastructure, promote inclusive and sustainable industrialization, and support innovation
Responsible Consumption and Production
We need to ensure sustainable consumption and production
Climate initiative
We must act quickly to combat climate change and its consequences
United Nations Sustainable Development Goals (SDGs) – Detailed Overview
SDG 3 – Good Health and Well-Being
We prioritise both the physical and mental well-being of our employees. In 2024, we conducted an employee survey on mental health, in which 85% of respondents reported satisfaction with their work-life balance. Our flexible working model, built on the principle of freedom with responsibility, enables employees to adapt their working hours to their individual needs.
We prioritise both the physical and mental well-being of our employees. In 2024, we conducted an employee survey on mental health, in which 85% of respondents reported satisfaction with their work-life balance. Our flexible working model, built on the principle of freedom with responsibility, enables employees to adapt their working hours to their individual needs.
We had set a target to improve employee well-being scores by 5% by 2026 through ongoing follow-up initiatives and enhanced health and well-being programmes. As no employee well-being survey was conducted during 2025, progress towards this target could not be formally assessed. However, our average number of sick leave days per employee decreased during the year, indicating that we are moving in the right direction.
Going forward, our objective remains to maintain a strong focus on employee well-being while ensuring that well-being indicators do not deteriorate over time.
SDG 4 – Quality Education
We continuously invest in professional development for all employees. In 2025, each employee completed an average of at least three hours of continuing education and training.
We continuously invest in professional development for all employees. In 2025, each employee completed an average of at least three hours of continuing education and training.
Looking ahead to 2030, we aim to further increase the overall number of training hours provided. We have already increased the average training time from two hours per employee in 2024 to three hours in 2025 and remain committed to tailoring development activities to individual employee needs and the requirements of the business. We also support apprentices and interns through structured training programmes, which are reviewed annually to ensure their quality and relevance.
SDG 7 – Affordable and Clean Energy
We source 100% renewable electricity for our headquarters in Hinnerup and are working towards extending this arrangement to our second location by 2027.
We source 100% renewable electricity for our headquarters in Hinnerup and are working towards extending this arrangement to our second location by 2027.
We have also initiated the transition of our vehicle fleet to electric vehicles, with the objective of achieving a fully electric fleet by 2030. In addition, we continuously optimise our energy consumption through measures such as LED lighting and motion-sensor-controlled systems.
SDG 8 – Decent Work and Economic Growth
We seek to ensure fair working conditions throughout our value chain by requiring suppliers to comply with our Code of Conduct or equivalent standards.
We seek to ensure fair working conditions throughout our value chain by requiring suppliers to comply with our Code of Conduct or equivalent standards.
In 2025, our objective was to conduct supplier assessments covering 60% of our key suppliers, with a particular focus on labour conditions and ethical business practices. During the year, we successfully expanded this coverage to suppliers representing 90% of our procurement spend.
As a result, our original target of covering 90% of suppliers by procurement value before 2030 has effectively been achieved ahead of schedule. Our focus has therefore shifted towards ongoing monitoring and ensuring that both existing and new suppliers continue to comply with our Code of Conduct requirements.
SDG 9 – Industry, Innovation and Infrastructure
We promote innovation with a focus on circular economy principles and sustainable business practices.
We promote innovation with a focus on circular economy principles and sustainable business practices.
Through the Globe Systems Refurb programme, we extended the lifespan of more than 7,000 IT products in 2024. In 2025, this figure increased to more than 20,000 IT products, further contributing to the reduction of electronic waste and the conservation of valuable resources.
Our consolidated shipping initiative also continues to reduce packaging requirements and transportation needs. Although it has not yet been possible to quantify the exact CO₂e reduction achieved through this initiative, we recognise its positive contribution to resource efficiency.
We also encourage the increased use of audiovisual (AV) solutions, which have helped reduce the need for physical meetings. However, we currently do not have sufficient data to quantify the extent to which our customers have reduced travel and in-person meetings as a result.
SDG 12 – Responsible Consumption and Production
We actively promote circular economy principles and responsible resource management throughout our operations.
We actively promote circular economy principles and responsible resource management throughout our operations.
Our waste sorting and recycling efforts ensured that 56.7% of company waste was correctly recycled in 2024. In 2025, this figure increased to 69.2%, demonstrating improved resource recovery and recycling performance.
In 2025, we also planned to implement supplier due diligence measures to ensure that none of our business partners operated in conflict-affected areas or relied on illegal mining activities. As suppliers representing 90% of our procurement spend have now been assessed, we consider this objective to be substantially achieved.
Nevertheless, this remains an important focus area, and we will continue to monitor supplier compliance and responsible sourcing practices going forward.
SDG 13 – Climate Action
We are committed to reducing our climate impact through targeted initiatives and continuous improvement.
We are committed to reducing our climate impact through targeted initiatives and continuous improvement.
In 2024, we achieved an overall energy reduction of 7% through energy-efficiency measures such as LED lighting and motion sensors. In 2025, however, we experienced a slight increase in energy consumption, primarily due to growth in our workforce.
At the same time, we have begun transitioning our vehicle fleet to electric vehicles, with the goal of ensuring that all company vehicles are fully electric by 2030. This transition represents one of the most significant measures in our long-term strategy to reduce greenhouse gas emissions and support climate action.
Concluding Remarks and Focus Areas for 2026
With this report, we take stock of another year in which ESG has remained an integral part of our business operations and strategic priorities. The year 2025 was characterised by continued development and growth—both in terms of business activities and employee headcount—and this is naturally reflected in our overall climate footprint.
We did not reduce our total CO₂e emissions during the year, and we acknowledge this openly and responsibly. At the same time, we remain committed to ensuring that future growth is achieved on a more resource-efficient and data-driven basis.
The year also brought significant progress. Our Globe Systems Refurb programme continued to develop positively and now plays an increasingly important role in our circular business model. In addition, we launched new initiatives, including our partnership with the Danish Climate Forest Fund (Klimaskovfonden), which supports our long-term climate ambitions and our commitment to contributing actively to the green transition.
Any climate contributions made through the Danish Climate Forest Fund are not deducted from, or used to offset, the CO₂ emissions reported in this report.
We view ESG as a continuous journey in which both achievements and challenges must be communicated transparently. Transparency is a prerequisite for credibility, and we recognise that responsible development requires persistence, prioritisation, and continuous adaptation.
Through this report, we aim to hold ourselves accountable and provide a solid foundation for the next steps in our sustainability journey. Our ambition remains clear: to build a business where growth, responsibility, and long-term value creation go hand in hand.
Appendix 1 – Data Overview
This appendix provides a comprehensive overview of all data included in the VSME Basic Module Baseline disclosures for the reporting years 2023, 2024, and 2025.
Appendix 2 – ESG Key Performance Indicators (KPIs) 2025 – Summary
Comments on the report
The report is not verified by an independent third party. Although we have made efforts to ensure that the content of the report is accurate, there is no guarantee regarding its accuracy and/or completeness, and we therefore disclaim any liability for any damage or loss that may arise from actions taken based on the report.
Denne ImpactReport er lavet med Valified