Structured progress in sustainability
In 2025, VEO advanced its sustainability work through structured measures and clear strategic focus. While many sustainability challenges require industry-wide cooperation, VEO remains committed to making measurable progress where it can.
Environmental responsibility in practice
VEO’s environmental focus rests on three pillars: supporting customers in their decarbonisation journeys, reducing emissions in its own operations and addressing impacts across the value chain.
“Our most significant environmental impact is created through the solutions we design and deliver. Today, a vast majority of our projects support the energy transition, and this share continues to grow,” says Kim Råholm, Development and HSEQ Director.
In its own operations, VEO continued to improve energy efficiency, increase material reuse and advance the electrification of its vehicle fleet. Emission monitoring was further strengthened through the introduction of a new carbon accounting tool. From 2026 onwards, the remaining Scope 1 and 2 emissions will be partly compensated through certified forest planting projects.
“Compensation is not a shortcut, but complements structural improvements. Our focus is systematic progress, improving data quality and increasing transparency.”
Most emissions originate from Scope 3 within the wider value chain. “We work systematically with suppliers and customers to identify concrete reduction measures. Real progress is achieved together.”
A culture built on safety and engagement
Safety and employee engagement remain central pillars of VEO’s sustainability work. “Making sure that our people are safe and feel valued is fundamental. Safety is about responsibility; every person must return home unharmed at the end of the day. Engagement grows when people feel heard and involved. Open dialogue and clear processes strengthen both.”
In 2025, VEO achieved twelve consecutive months without lost-time injuries, reflecting sustained focus on preventive practices and improved site procedures. A new safety video reinforced shared standards across the organisation.
Employee engagement strengthened in 2025, reflected in a clear rise in eNPS. “During the year, we made a conscious effort to recognise good work, give people more responsibility and strengthen positive internal communication. Regular development discussions and continuous learning support that work”.
Governance and long-term direction
During 2025, VEO also continued to strengthen its governance and reporting practices, while closely monitoring regulatory developments. A double materiality assessment identified the sustainability topics most relevant to VEO and its stakeholders, sharpening strategic priorities.
“Policies, however, are not enough – they also need to be understood and applied in everyday work. All employees complete training on our Code of Conduct and information security, with follow-up through our digital learning platform.”
The overall sustainability work at VEO is guided by clear direction rather than short-term initiatives. “Sustainability is not a separate agenda for us,” Råholm concludes. “It is about working systematically, improving transparency and building trust with our stakeholders.”
Kim Råholm
Development and HSEQ Director
