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2 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Agenda 11:15 – 11:45 Executing our strategy Kasper Fangel, Group CEO 11:45 – 12:15 Customer centric growth Carl-Fredrik Bjor, Group CCRO 12:15 – 12:35 Deep dive: North America Steven Quick, CEO Americas 12:35 – 13:00 Q&A 13:00 – 13:40 Lunch 13:40 – 14:20 Site tour 14:20 – 14:45 Efficiency Troels Bjerg, Group COO 14:45 – 15:05 Leading frontline employer Liz Benison, Group CPTO 15:05 – 15:25 Q&A 15:25 – 15:50 Coffee break 15:50 – 16:20 Financials and outlook Mads Holm, Group CFO 16:20 – 17:00 Closing remarks and Q&A Kasper Fangel, Group CEO
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3 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Safety moment | Emergency Evacuation Procedures Escape route sign at exit Exit in escape route Water pressure extinguisher Grease- and oil extinguisher Dry powder extinguisher Carbon dioxide extinguisher Fire hose reel Fire blanket Manual call point • No fire drills are planned today • Familiarise yourself with the location of the nearest exits • If the alarm sounds, do not collect your belongings; evacuate immediately • Use the nearest emergency exit and do not use the lifts • Follow the placemakers to the assembly point and await further instructions
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CAPITAL MARKETS DAY 2026 Executing our strategy Kasper Fangel Group CEO
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5 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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6 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin A large and growing market with tailwind from macro trends $1.3tn Outsourced facility service spend GDP+ in line with historical average Annual growth in outsourced facility services Slightly below overall market Annual cleaning market growth Annual growth in integrated contracts Market growth outlook to 2030 ISS is a global top-5 player holding ~1% of outsourced market Slightly above overall market Tailwind from macro trends Artificial intelligence Political & economic uncertainty Talent attraction & engagement
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7 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Uniquely positioned to address customer needs Customer needs Efficiency and standardisation Customer experience Sustainability Our advantages Self-delivery enabling best experience with lowest cost and highest social sustainability Integrated Facility Services addressing customer needs across their workplace instead by service line Global footprint addressing customers’ needs across their global portfolio Global scale sharing and scaling best practices across customer portfolio
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8 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin We are the only global IFS and Cleaning self-delivery provider ISS IFS OPERATING MODEL Facility Management partner drives customer outcomes by managing sub-contractors Integrated Facility Services partner hires, trains, engages, and instils sense of purpose to drive customer outcomes TRADITIONAL FACILITY MANAGEMENT OPERATING MODEL
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9 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Self-delivery brings advantages - that are not yet fully unlocked Our strategy: Unlocking the full potential of our self-delivery model by leveraging our global scale to make targeted investments and execute with discipline Owning the user experience Global productivity benchmarks Scaling methods and tools Trained and engaged people Compliance X Social sustainability
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10 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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11 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin ISS has made a step-change in the past 3 years 1: 2000-2025 2: Operating margin before other items incl. restructuring and excl. IAS 29 3: FCF excl. IAS 29 RESOLVED 4 HOTSPOTS EXECUTING OUR STRATEGY Turned around to sustainable growth Extension and retroactive payment Exited Exited Focused smaller management team Simplified strategy Improved communication and engagement 26-YEAR AVERAGE1 2025 ACTUALS 2026 OUTLOOK ORGANIC GROWTH 3.7% 4.3% >6% OPERATING MARGIN2 4.7% 5.0% ~5.25% FREE CASH FLOW3 2.7bn >3.1bn STRONG PERFORMANCE All values in DKK
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12 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin • Executive Group Management are closer to Country Leadership teams • Leaders across the business are closer to the customers and operations • Daily cashflow and wage cost monitoring ensure proper quality of earnings • Clear alignment on global and local responsibilities • Powerful execution of few things with high quality • Reduced the number of initiatives to match bandwidth of organisation • Reduced complexity • Solid risk management framework for large bids • Post-go-live cost “true up” of bid case • Leverage scale and standards, avoid custom- made What we’ve learned from the past We have addressed the root causes behind the previous 4 hotspots: Governance for new contracts Monitoring our current portfolio Focused execution
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13 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Strong Executive Group Management team
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14 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Leading global IFS and Cleaning provider 73% 9% 17% 1% Europe AmericasAPAC GMS REVENUE 2025 53% 8% 39% GEOGRAPHIES SERVICES SEGMENTS 42% 24% 15% 6% 7% 6% Cleaning Technical Food Support FM Security 33% 67% Global Financial Professional Technology Life Science Local1 Healthcare I&M Aviation Public & Defence 1: Local segments are not exhaustive EMPLOYEES 2025 REVENUE 2025 REVENUE 2025 325,000+ placemakers serving 40,000+ customers across 57 countries
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15 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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16 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Our strategic choices and priorities Geographies Segments Customer needsPotential Global initiatives 1.3 trillion USD market Local initiatives Efficiency and standardisation Optimise customers’ costs while managing risk and compliance Customer experience Deliver exceptional employee experience for our customers Sustainability Deliver on carbon emission targets and support social progress Professional services Technology Life science Local segments Financial services Europe Asia & Pacific Americas WE MAKE SPACE FOR PEOPLE AND BUSINESSES TO THRIVE. Integrated Facility Services Single Service Cleaning Priorities Efficiency Customer centric growth Leading frontline employer Powered by Technology Global Technology Solutions operating model Workforce management Finance shared service centre Group Commercial operating model Segment-focused service products Seamless people journey Social sustainability People data and analytics Creating SAFE Spaces
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17 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Powered by Technology Global Technology Solutions operating model Technology is becoming a core enabler of ISS growth, employee experience and efficiency Cyber secure Secure solutions for ISS and customers Scalable & flexible Modern applications and infrastructure Right sourced delivery Global, local and strategic partnerships Data discipline Governed and trusted data AI ready Solid foundation for AI Leading frontline employer EfficiencyCustomer centric growth
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18 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Good momentum in executing priorities Efficiently and sustainably bringing the best people to our customers Delivering service experience in a consistent and efficient way Accelerating organic growth through improved commercial operating model Leading frontline employer -3 p.p. Employee turnover reduction 2022-2025 Efficiency ~28 million Accumulated hours saved from 2023-2026 YTD Customer centric growth +10 cNPS Customer Net Promoter Score improvement 2023-2025
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19 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin New mid-term targets Previous mid-term targets New mid-term targets (Set in 2022) 2024 and beyond Organic growth 4-6% Operating margin >5% Cash conversion >60% Average annual organic growth over 2026-2028 >5% Operating margin in 20281 5.5-6.0% Cash conversion in 2026, 2027 and 20282 >60% 1: Operating margin before other items, excl IAS 29 2: Cash conversion under current framework (corresponding to estimated >70% under IFRS 18), based on unchanged interest rate and FX
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20 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Capital allocation policy to maximise shareholder returns Protect the balance sheet Pay reliable dividend Balanced capital allocation Maintain leverage 2.0-2.5x net debt/EBITDA and preserve investment-grade credit rating Annual dividend of 20-40% of adjusted net profit Value accretive, bolt on M&A will be considered against other alternative uses of capital including share buybacks
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21 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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22 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Unlocking the full potential of our self-delivery model Attractive market Stronger platform Unlocking the potential Customer centric growth Carl-Fredrik Bjor, Group CCRO Troels Bjerg, Group COO Liz Benison, Group CPTO Steven Quick, CEO Americas Efficiency Leading frontline employer New mid-term targets Mads Holm, Group CFO Focus for the rest of today
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CAPITAL MARKETS DAY 2026 Customer centric growth Carl-Fredrik Bjor Group CCRO
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24 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin H1 organic growth of 8.2% with increasing volume growth 26-year average1 Organic Growth H1 2025 Organic Growth H1 2026 8.2%2 3.7% 4.1% Growth Drivers 1: 2000-2025 2: Including a one-off revenue adjustment based on settlement agreement with DTAG, with a meaningful impact on H1 2026 organic growth, but an insignificant impact on organic growth for the full year Win new customers Price increases Keep existing customers Grow existing customers
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25 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Driving commercial performance through an enterprise-wide growth culture Annual Growth Summits Global Sales Competitions Celebrating performance For 100 plus Commercial leaders with CEO sponsorship, to reinforce growth priorities, bring forward best practices and embed enterprise excellence Embedded in an above-base growth programme involving all ISS employees to drive growth priorities and healthy internal competition With significant wins and losses promoting external accountability for sustained growth performance
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26 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Accelerating growth across all revenue levers throughout the customer lifecycle under a single accountable unit From Sales to Strategic Growth Grow 3. Scope | 4. Price | 5. Above-base Keep 2. Retention Customer lifecycle Win 1. New wins new customers existing customers existing customers 26 | © ISS
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27 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Implemented systematic approach across customer life cycle Win Keep Grow Market segmentation and focus Consistent enterprise sales approach Annual customer engagement survey Retention programme Account development plans Account internationalisation Executive sponsorship and dedicated resources new customers existing customers existing customers Implemented at Group and across all countries Implemented across 900+ key accounts representing 71% of revenue Standardised solutions tailored to customers Local additions within Group framework Examples provided in North America deep dive Standardised cleaning Incentives Strengthened approach to above-base Local additions Local additions
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28 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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29 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Building on segment leadership positions across markets GLOBAL SEGMENTS Financial Professional Financial Financial Financial Technology Financial Life Science LOCAL SEGMENTS Financial I&M Financial Healthcare Financial Aviation Financial Public & Defence NOT EXHAUSTIVE prioritised in all markets prioritised locally based on business case
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30 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Driving a focused commercial strategy across all markets Prioritised segments represent ~1/3 of the global outsourced market Segments prioritised country-by-country based on 4 criteria Unique selling proposition References Size and growth outlook Profitability and payment terms $1.3tn Global outsourced market
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31 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Implemented proactive customer engagement to improve sales conversion Winning Value Propositions A global operating model with strong physical presence, vast workforce depth and proven operational excellence. An integrated FM platform delivered by our people and powered by technology EXAMPLE FOR LARGE FINANCIAL SERVICE CUSTOMER Commercial excellence Competitive advantage Self-delivery through engaged placemakers Pricing discipline through Workforce Management Measurable social value and sustainability commitments Consistent enterprise sales approach Targeted segment campaigns Account-based marketing
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32 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Segment-focused strategy combined with proactive customer engagement is delivering tangible results 2023 2024 2025 +48% Initiatives Outcome New wins hit rate, % • Focusing commercial resources towards prioritised segments • Engage proactively and early with customer stakeholders • Tailoring solutions to customer needs while maintaining scalability
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33 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Case study | Transforming commercial performance in the UK through segment focus and a consistent sales approach From 2021-2023, the UK prioritised early engagement in a targeted set of attractive segments to maximise win rates +340% Annual revenue won 2021-2023 -60% Annual number of bids 2021-2023 Continued momentum Outcomes Examples of public announcements since 2024
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34 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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35 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Implemented annual process across 900+ Key Accounts delivering on mid-term retention aspiration set in 2022 Annual process for customer engagement survey to keep and grow customers Today our customer portfolio is a strong basis for future growth improvement in customer net promoter score since launch in 2022 retention rate H1 2026 in line with mid-term ambition announced in 2022 +10 95% 900+ key accounts 71% of Group revenue 4,300+ customer stakeholders Scope of 2025 cycle Listen ThinkPlan Act
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36 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Significant growth potential with existing customers ISS Competitor In-house Spend of ISS key accounts ~DKK 80 bn estimated growth potential with existing key accounts Our existing portfolio of key accounts is an attractive growth opportunity Leverage competitive advantage • Expand service scope to IFS • Expand geographical footprint Leverage strong starting point • Deep understanding of customer needs • Trusted customer relationships Efficient use of resources • Shorter sales cycle • Higher hit rate
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37 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Strengthened approach to account growth driving existing customer expansion Initiatives 2023 2024 2025 +135%• Customer engagement survey and account development plans in place across all key accounts • Developing and scaling segment-led solutions to grow share of wallet • Executive sponsorship and dedicated resources supporting Key Account Managers • Strategic focus on international account growth to leverage competitive advantage Outcome Scope increases >DKK 75m hit rate, %
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38 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Clear actions in place to harness above-base growth potential Initiatives • Clear visibility of work that should be invoiced as above-base according to the contract • Best practices for driving above-base revenue being scaled through playbooks • Targeted campaigns and competitions to rally organisation around above-base revenue • Implemented new incentive schemes rewarding performance Outcome Above-base, DKKbn 2023 2024 2025 +7%
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39 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Case study | International growth of Technology customer DKK 5m DKK 260m Local partnership in Spain grows from a 5m to 100m Key Account through operational excellence International growth to Germany, Italy and Mexico, more than doubling account revenue to 260m Future expansion plans in US, EMEA and Pacific whilst increasing existing business with unique value differentiator Potential of DKK >600m DKK 100m
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40 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin
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41 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Contract wins (new wins and scope) >DKK 100m Our strategy is delivering results… 2024 2025 2026 YTD 36% 8 20 11 2024 2025 2026 YTD Share of countries with positive volume growth before price 2024 2025 2026 YTD 44% Pipeline for new wins and scope, DKK … with visibility to future growth
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42 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Like-for-like to contribute a larger share of our growth algorithm going forward 1: Volume + net new wins Net price increases Like-for-like1 Projects and above-base >5% Organic growth target 2026-2028 Average annual organic growth over 2026-2028
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43 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Strategic approach to growth implemented with commercial focus and accountability across the customer lifecycle… … translating into improved win rates, larger contract wins, stronger account growth, and resilient retention… …driving broader-based volume growth, underpinned by the capabilities, culture and operating model needed to sustain future profitable growth Key takeaways
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CAPITAL MARKETS DAY 2026 North America deep dive Steven Quick CEO Americas
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45 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin 25+ years of executive expertise in the commercial real estate and facilities management sectors 1998 – 2012 Various VP functions 2012 – 2013 Executive Managing Director of Global Corporate Services 2013 – 2020 CEO, Global Occupier Services 2020 – 2024 Global CEO 2024 – PRESENT CEO, Americas
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46 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Long growth runway in North American market Large addressable market… … highly fragmented … … with ample room for growth 29% of global FM market is in North America 79% of spend sits outside the largest competitors <1% market share for ISS today
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47 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Our North American business today 51%49% REVENUE 2025 42% 58% GEOGRAPHIES SERVICES SEGMENTS 53% 22% 15% 7% 3% 1% 65% 35% Global Financial Professional Technology Life Science Local1 Retail I&M Aviation 1: Local segments are not exhaustive EMPLOYEES 2025 REVENUE 2025 REVENUE 2025 5,000+ placemakers serving 135 customers across US & Canada NAM West DivisionNAM East Division Food Technical Cleaning FM Support Security
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48 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin ISS is a differentiated platform in the North American market A market fatigued with the traditional Facility Management model, ready for change Hospitality mindset embedded across the business enabling experience Strong culture, heritage, people and sustainability profile Self-delivery model driving experience, efficiency and consistency
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49 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin We have addressed previous challenges Scale and synergies not fully leveraged Fragmented focus across markets and services Inconsistent execution of strategic priorities Leadership turnover affecting momentum Our current focus Strengthen market position and demonstrate the value of our self-delivery model
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50 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin • Invested in central resourcing to support operational excellence • Scalable IT infrastructure (digital recruiting and procure-to-pay) • Refined and matured the service experience offering platform • Implementing global “customer life cycle”- framework with local additions: • Growth channel management • Capital projects • Digital marketing campaigns • Pricing strategy • Upgraded sales team with experienced professionals • Trained Key Account Managers in growing existing accounts • Reorganised for operating leverage and customer proximity • Upskilled Country Leadership Team Built scalable platform through targeted investments Leadership and organisation Operations Commercial Deep dive Deep dive Deep dive
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51 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin DEEP DIVE | UPSKILLED COUNTRY LEADERSHIP TEAM Strong leadership team in place to execute on the strategy Leadership team with multi-country experience and expertise from ISS and the industry Appointed September 2022 STRATEGIC Appointed January 2025 Joe
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52 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Claiming position in the market by leading with service experience 300% Increase in website visits 65% LinkedIn audience growth 12M LinkedIn impressions 150+ Pieces of media coverage 2.15M Media impressions DEEP DIVE | DIGITAL MARKETING CAMPAIGNS 52 | © ISS
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53 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Self-delivery brings advantages DEEP DIVE | PRICING STRATEGY Reduced employee turnover Growing talent pipeline Enhanced compliance Higher quality Extension of their organisation Lower total costs of delivery For ISS For our customers In North America we have a strong focus on leveraging the following advantages from self-delivery
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54 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Leverage self-delivery for more competitive pricing at higher margins Share of true price ISS vs competition in the past ISS vs competition going forward Management fee Higher Competitive Service cost Lower Lower Total price Lower Competitive Competitive on bid price and provide customers with a more predictable facility service budget than competition North American buyers evaluate bids on management fee rather than total price which in the past has put ISS at disadvantage despite more cost-efficient self- delivery model Competitive New pricing strategy CONCEPTUAL DEEP DIVE | PRICING STRATEGY
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55 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Early indicators of success – with the aspiration to grow faster than the Group WinKeep Grow new customersexisting customers existing customers YoY Retention Rate (LTM) improvement 1: Deals that are a qualified opportunity, have a proposal presented or are in the negotiations phase +9 p.p. +30% +300% YoY improvement in growth within existing accounts in 2025 Qualified NAM pipeline1 increase YoY
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56 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Key takeaways Large, fragmented market that is fatigued with existing models and ready for change Early indicators of success with long- term ambition of growth above group levels Self-delivery is a differentiator enabling better experience at competitive, predictable pricing Past performance was constrained by fragmented focus, inconsistent execution and leadership turnover Strong leadership in place with the right profiles to grow and scale the business
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57 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Carl-Fredrik Bjor Group CCRO Kasper Fangel Group CEO Steven Quick CEO Americas
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58 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Capital Markets Day will resume at CEST 13:40
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59 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin TOUR DIGITAL ON/OFFBOARDING1 GUIDE Christian LAURITZEN People & Culture Director, ISS Denmark GUIDE Liz BENISON Group CPTO TOUR TEAM BOARD 2 TOUR ABOVE-BASE SELLING3 GUIDE Cecilia VESTERAGER Head of Technical Services, PwC Account Team GUIDE Carl-Fredrik BJOR Group CCRO GUIDE Cristina BJERREGAARD PwC Site Manager GUIDE Jacob RAIS Key Account Executive Capital Markets Day will resume at CEST 14:20
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CAPITAL MARKETS DAY 2026 Efficiency Troels Bjerg Group COO
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61 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Invigorating Performance Management ‘The ISS Way’ Instilling and promoting a strong performance culture as part of who we are and how we work Closeness to the business through a simplified structure with tight follow-up Rigorous Business Review cadence driving transparency, accounta- bility and performance Performance benchmarks and best practices scaled across the enterprise ‘In ISS we have passion for performance’ 100A B C D E
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62 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin The nature of our portfolio business Time effect Run-rate increasing movements What needs to be driven by management every year Run-rate decreasing movements What happens automatically every year Margin Margin uplift continuing portfolio Customer glide paths Contract losses with mature margin profile Contract wins with immature margin profile Productivity uplift Gap closing programs Increase above- base and project sales Overhead dilution from growth Increase preferred supplier base Price increases Wage increases Cost increases Ambition Run-rate starting point
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63 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin The essence of our unique value proposition addressing two customer needs: The best SERVICE EXPERIENCE OUTCOMES… …with the LOWEST INPUT OF HOURS AND COSTS
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64 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Delivered through the ISS Service Experience System
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65 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin While unlocking unparallelled cost synergies through self- delivery DKK 55bn Employee compensation and temporary workers cost representing 65% of revenue… … managed by 10,000 first-line managers with teams averaging 32 placemakers 65%Wage Costs 100% of revenue Share of total revenue in %1 1: Full year 2025 values
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66 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Case study Cleaning | Leveraging full productivity potential based on global ISS benchmarks and best practices 1: Average placemaker wage/Average white-collar wage 50 60 70 80 90 100 110 130120 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 0 Productivity potential Taking waste out of processes Productivity Index Global productivity benchmarks Tried and tested methods and tools Trained and engaged people Documentation of outcomes delivered Placemaker factor cost1
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67 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Workforce Management as a strategic priority 65% of our revenue is spent on wage costs 10,000 first-line managers managing wage costs daily 36 million decentralised decisions impacting total wage costs every year Workforce Management is about supporting our first-line managers in taking the best and most cost- effective decisions every day and freeing up time to lead their teams and create customer experience 1/3 of the scheduled workforce with daily interventions
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68 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Workforce Management end-to-end process is the core labour optimisation management activity across the enterprise Monitor and control hours dailyShift planning Time & Attendance ManagementWorkforce planning 1 Productivity based staff costing based on global benchmarks Service productivity and Costing Value capture Workforce Management Process Framework 2 First Line Manager Profit and Loss Reporting 7 Build and Publish Workable Shift Plan 9 Shift Plan Deviation Management 10 Visibility of Actual Hours 13 Business Review Meetings 3 Effective Contract Change Note (CCN) Policy 4 Validation of Workforce Requirements 6 Seasonal Activity Plan 5 Master Shift Plan 8 Shift Plan Cover Arrangements 11 Review of Productive and Un-Productive Hours 12 Vacancy Replacement Policy 14 Productivity Assessment 15 Workforce Management Benefits & Utilization Review One global process and systems across countries Local process and systems compliant with global requirements 15 Workforce Management Controls
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69 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin 3 examples of how AI will be supporting labour optimisation across the Workforce Management process in ISS Monitor and control hours dailyShift planning Time & Attendance ManagementWorkforce planningService productivity and Costing Value capture Workforce Management Process Framework Predictive maintenance Service and maintenance based on expected need rather than fixed schedules Rostering and scheduling Scheduling the right people at the right time based on demand, skills, availability and costs First line manager agent Making better decisions on daily workforce changes and taking more cost-effective actions based on actual hours
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70 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Efficiency potential from co-bots is limited while we are exploring the future potential of humanoids ~3% of our total cleaning scope can be automated with technology available today We have ~850 cleaning co-bots deployed globally Sites typically achieve total wage cost reductions of 0.5–1.0% where robots can be meaningfully deployed We are exploring how this can be leveraged to unlock next level productivity in cleaning Humanoids technology not yet matured ISS´ expertise in cleaning makes unique case for becoming the “coach” producing the most effective humanoids Autonomous Mobile Robots (co-bots) Humanoids 70 | © ISS
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71 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Strong momentum in unlocking potential… … driving profitable growth Supporting pricing Investments in new technology including AI and robotics Margin expansion Workforce Management powered by technology is our single most important driver of profitable growth 2022 2023 2024 2025 2026 and beyond Gross benefits, DKKm Launch at ISS Capital Markets Day in London accumulated ~28 million hours saved from 2023–2026 YTD
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72 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Improvement in underlying business to drive margin growth towards 2028 2025 Improved DTAG runrate Improved underlying business1 Outlook 2026 Operating leverage Workforce management In 2028 5.0% ~5.25% 5.5-6.0% Operating margin target by 2028 Note: Operating margin before other items, excl. IAS 29 1: Workforce management + operating leverage
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73 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Key takeaways The only global IFS and Cleaning self-delivery provider creating superior service experience outcomes at the lowest input of hours and costs Eliminating waste in work processes and hours management will continue to unlock significant wage cost savings to be turned into growth, technology investments and margin Selectively scaling AI technology to optimise the end-to-end workforce management process where it really matters, driving customer outcomes and profitable growth
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CAPITAL MARKETS DAY 2026 Leading frontline employer Liz Benison Group CPTO
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75 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Our people are the foundation for exceptional service and profitable growth …so they can deliver exceptional service and make space for customers’ employees and business to thrive… …enabling our business to deliver profitable growth and thrive 325,000+ employees 40 languages 100+ nationalities 5 generations We make space for our people to thrive… Our people Ourshareholders Ourcustom ers We make space for people and businesses to thrive
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76 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Our people, Since the beginning, people have been at the heart of ISS Formed in 1901, ISS grew from a night-watchman business into a multi-service and then integrated facility services company over a century-long history. Throughout that history, we have recognised that if our people thrive, so do our customers and our business. our story 1940 Gerda Buhl starts a welfare department
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77 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Over the past 3 years, we have tightened our People focus Focused interventions aimed at making sure we consistently attract, enable, and engage our placemakers, so that in turn they deliver great service to our customers As a result, we have lowered our turnover by and increased our global placemaker engagement to above external benchmarks -3 p.p. +8 p.p. And we can demonstrate a direct correlation from improvement in these metrics to increases in client satisfaction and retention, with a when placemakers are engaged+18 cNPS 77 | © ISS
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78 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin 4 initiatives underpin our leading frontline employer ambition Focus of today’s presentation Creating a Seamless People Journey, increasingly digitised, and designed to be easy and engaging for our teams Strengthening our Social Sustainability approach, creating opportunity for our placemakers and generating quantifiable social value for our customers and society Developed a structured and standardised approach to People Data and Analytics, allowing us to analyse our people KPIs and so make better operational decisions Driving a global programme around Creating SAFE Spaces, physically and psychologically for all our placemakers ensuring consistent standards
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79 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Seamless people journey I EXPLORE AND APPLY Deep dive I START AND BELONG Deep dive I MANAGE AND CARE I PERFORM AND CONTRIBUTE I LEARN AND GROW I LEAVE AND STAY CONNECTED A seamless people journey enables our people to thrive… … and delivers tangible business outcomes Improved time-to-hire Reduced administration Improved employee engagement Reduced employee turnover Improved customer value proposition PROCESS BUSINESS OUTCOMES
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80 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin DEEP DIVE | I EXPLORE AND APPLY Seamless people journey | “I EXPLORE AND APPLY” We are improving the candidate and manager experience combining human and AI interactions faster time-to-interview than industry average~7x ~3x faster time-to-hire than industry average 24 p.p. lower 90-day turnover rate than industry average ~32 hrs first-line manager time saved per month AI-enabled Human effort BUSINESS OUTCOMES An AI assistant supports managers, recruiters and applicants throughout the process, and allows applicants to connect, interact and apply in their native language APPLICATION MATCHING HIRING DECISION INTERVIEW SCHEDULING FEEDBACK ONBOARDING
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81 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Seamless people journey | “I START AND BELONG” 102K+ registered users 70K+ active users ~69% activity rate Scalable | Same experience, regardless of location, language or role Personalised | Tailored messages, training links and practical information. Features include pay info, work scheduling, absence management and more Data-driven | Connects data to deliver actionable insights down to customer location MyISS consistently gives all placemakers a great and personalised start at ISS Reduced employee turnover Reduced time spent on administration Improved employee engagement BUSINESS OUTCOMES Roll-out progress so far DEEP DIVE | I START AND BELONG 11.15 MyISS 5G
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82 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Social Sustainability | Our partnership with Social Value Portal creates a structural bidding advantage Social value has become a structural bidding advantage “By adopting this approach globally, ISS is helping to set a new standard for people- and community-first business practices worldwide” First-of-its-kind partnership developing a unified global framework measuring ISS's social sustainability impact Guy Battle CEO of Social Value Portal Uses certified, financial 'proxy values’ to translate social actions into measures of impact on people, communities, and economy Enables social sustainability initiatives to be compared on a like- for-like basis across different countries. Can also calculate the social value generated on a customer contract X Minimum social value weighting in public bids increasing to 15–20%10% Advantage in customer scoring of bids with higher social value score1 +5% Recent wins with social value bid weighting 1. In a contract evaluated on 60% quality / 30% price / 10% social value, a bidder scoring 100% on social value versus a competitor scoring 50% captures a 5% overall advantage, equivalent to roughly a 17% price reduction Case study
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83 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Social Sustainability | Global banking customer Creating & sustaining employment Employs 1K+ people, creating meaningful employment at scale £36m+ social value added Supporting local communities Invests into local communities and works with local SMEs £0.1m+ social value added Employment of targeted groups Employs long-term unemployed people and new apprentices £0.4m+ social value added Supporting growth & wellbeing Upskills employees and provides staff wellbeing programs £0.2m+ social value added ISS translated social, economic and environmental actions across the global banking contract’s operations in UK into measurable social value £37 million+ delivered in Social Value across the contract in 2025 NOT EXHAUSTIVE
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84 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Key takeaways Great service is delivered by engaged, enabled people which is why we have strived to be a leading frontline employer since our founding We are powering our people processes with technology and AI, to deliver tangible business outcomes and a great experience for our people Leading the way on social sustainability which is increasingly important for our employees, our customers and a true differentiator for ISS
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85 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Liz Benison Group CPTO Troels Bjerg Group COO Kasper Fangel Group CEO
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Capital Markets Day will resume at CEST 15:50
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CAPITAL MARKETS DAY 2026 Financials & outlook Mads Holm Group CFO
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88 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin We delivered a strong set of financial fundamentals since the 2022 CMD Organic growth Operating margin Cash conversion We slightly overdelivered on our ambitions set in 2022 for 2024 and beyond 1: Operating margin before other items incl. restructuring and excl. IAS 29 2: Cash conversion and FCF excl. IAS 29 3: Cash conversion in 2024 was negatively impacted by withheld payments of DKK 600m from DTAG, which were paid in 2026 4-6% >5% >60% 2024 2025 2026 OUTLOOK ORGANIC GROWTH 6.3% 4.3% >6% OPERATING MARGIN1 5.0% 5.0% ~5.25% CASH GENERATION2 48% 63% >3.1bn (>65%) 3 All values in DKK 3
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89 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Disciplined capital allocation and earnings growth compound shareholder value Return on invested capital Earnings per share, DKK 6 12 12 11 2 7 3 11 14 16 17 Neg. 101 2014 28 11% 2015 27 12% 2016 28 11% 2017 25 10% 2018 27 2019 21 Neg. 29 21 4% 2021 21 12% 2022 21 13% 2023 22 16% 2024 22 15% 2025 23 16% 2020 Invested capital, DKKbn2 ROIC, %2 COVID-19 1: Total 2023 EPS of 10, excluding the France divestment 2: Invested capital incl. GW excl. IAS 29; ROIC post-tax and incl. GW excl. IAS 29 EPS is fully restored Invested capital down significantly, ROIC nearly doubled since IPO M&A vs. share buy backs are assessed on a returns basis June 2026 LTM 9% 8%
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90 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin We are committed to maximising shareholder returns Protect the balance sheet Maintain leverage 2.0-2.5x net debt/EBITDA and preserve investment-grade credit rating Pay reliable dividend Annual dividend of 20-40% of adjusted net profit Balanced capital allocation Value accretive, bolt on M&A will be considered against other alternative uses of capital including share buybacks Our capital allocation priorities All values in DKK 7.6bn 1.5bn 1.7bn Share buyback announced Dividend paid Invested in bolt- on acquisitions 9.1bn Distributed to shareholders 14% Reduced share count1 What we´ve done since 2024 1: In addition, ISS currently own ~3.5% of the share capital
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91 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Our growing financial flexibility enables disciplined investment through bolt-on M&A What we buy: 3 non-negotiables for bolt-on M&A targets Where we buy: 3 non-negotiables for country activation Strategic fit Financially attractive Clear low risk synergies Stable outlook Well-functioning operating platform Experienced management team
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92 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Case study | Value creation through bolt-on M&A in Spain 12% 19% 4 Strategic acquisitions solidified ISS’ position with stronger Key Account coverage, greater scale in Madrid, healthcare expertise and leadership in the Basque Country Grupo Fissa (2023) Grupo BN (2024) Garbialdi (2025) Financial outcomes CAGR revenue (2022-2025) CAGR operating profit (2022-2025) Operating profit rank among ISS countries improved to #7 since 2022 Successfully integrated 3 bolt-on acquisitions while sustaining solid organic growth and cash conversion above Group levels
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93 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Livit FM; gammaRenax • Strengthened platform, market position and customer base, while improving productivity • Synergies exceeded the business case, delivering strong returns Fissa; BN; Garbialdi • Expanded scale and market leadership across Spain, adding healthcare expertise • Supported organic growth and margin uplift Toma • Secures scale and presence in Norway and across our key services • Cost synergies expected to deliver significant value accretion Franye • Added Technical Services capability, opening new IT opportunities and reducing need of sub-contractors • Progressing to plan with solid returns expected Cater Plus • Added Food capabilities and strengthens Pacific proposition and access to new opportunities • Growth and margin uplift above plan Blue Bridge • Added Technical Services capability, gaining access to blue-chip clients and reducing sub-contractor need • Margin ratio on plan but lower growth following customer loss 0.20bn 0.15bn0.20bn 1.7bn 1.8bn1.0bn Our successful acquisitions support the strategic journey, in line with the M&A strategy outlined at the last CMD Acquired revenue in DKKLEVERAGING PLATFORMADDING CAPABILITIES
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94 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin We are building a scalable and global finance platform, delivering structural cost efficiencies and stronger control From European transition to a global, resilient and productivity-led finance platform while reducing our local operations ~0 - 50 FTEs transitioned Initial wave ~50 - 250 FTEs transitioned European scope >500 FTEs transitioned Global scope 2 Scale 3 Optimise & expand Footprint expansion Automation and AI integration Scale-up beyond Europe Established Gdansk FSC Migrated core back-office processes Stabilised governance and controls Accelerating country onboarding Standardizing processes Embedding KPIs and control frameworks 1 Foundation Doing Next ~DKK 100m Annual gross benefit from efficiencies Structural cost efficiency Productivity upside Increased resilience Business enablement
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95 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin New targets to accelerate value creation towards 2028 >5% 5.5-6.0% >60% Average annual organic growth over 2026-2028 Operating margin in 20281 Cash conversion in 2026, 2027 and 20282 1: Operating margin before other items, excl IAS 29 2: Cash conversion under current framework (corresponding to estimated >70% under IFRS 18), based on unchanged interest rate and FX
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96 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Like-for-like to contribute a larger share of our growth algorithm going forward 1: Volume + net new wins Net price increases Like-for-like1 Projects and above-base >5% Organic growth target 2026-2028 Average annual organic growth over 2026-2028
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97 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Improvement in underlying business to drive margin growth towards 2028 2025 Improved DTAG runrate Improved underlying business1 Outlook 2026 Operating leverage Workforce management In 2028 5.0% ~5.25% 5.5-6.0% Note: Operating margin before other items, excl. IAS 29 1: Workforce management + operating leverage Operating margin target by 2028
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98 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Cash conversion target over 2026-2028 Operating profit D&A, Capex & additions to leased assets Changes in working capital Payment from DTAG Net interests Tax payments Cash conversion in 2026, 2027 and 20281 100% >60% Cash conversion target 2026-2028 1: Cash conversion under current framework (corresponding to estimated >70% under IFRS 18), based on unchanged interest rate and FX
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99 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Key takeaways Significantly strengthened the financial fundamentals of the business and recovered EPS since last CMD in 2022 Top-line growth enabled by a world- class cost base create benefits to scale and accelerate value creation Continued focus on disciplined M&A strategy with bolt-on acquisitions with clear strategic and financial rationale Revised guidance reinforces ability to deliver attractive shareholder returns while maintaining financial flexibility
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100 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Mads Holm Group CFO Kasper Fangel Group CEO Liz Benison Group CPTO Carl-Fredrik Bjor Group CCRO Troels Bjerg Group COO Steven Quick CEO Americas
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CAPITAL MARKETS DAY 2026 Closing remarks Kasper Fangel Group CEO
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102 | © ISS Header Category Head (Noto Sans Bold-12pt,White/Azure) Title (Noto Sans SemiBold-28pt, ISS Navy) Footer Margin Header Footer Margin MarginMargin Why invest in ISS Market leader and strong growth potential Focus on profitability Robust cash flow and disciplined capital allocation Driving sustainable impact and social responsibility Attractive EPS growth