Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2017-12-31 | 11737000000 | DKK |
| ifrs-full:Assets | 2016-12-31 | 12835000000 | DKK |
| ifrs-full:Assets | 2017-12-31 | 9237000000 | DKK |
| ifrs-full:Assets | 2016-12-31 | 11687000000 | DKK |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2017-01-01 | 2017-12-31 | 9585000000 | DKK |
| ifrs-full:Revenue | 2016-01-01 | 2016-12-31 | 8651000000 | DKK |
| ifrs-full:Revenue | 2017-01-01 | 2017-12-31 | 129000000 | DKK |
| ifrs-full:Revenue | 2016-01-01 | 2016-12-31 | 20000000 | DKK |
XML
See the xml submitted here:
XML: http://regnskaber.virk.dk/34875242/ZG9rdW1lbnRsYWdlcjovLzAzLzRjL2VmL2FjLzI0LzhkYTktNDhkMC1iOWMzLWIyNTYyZTZlOGJkNQ.xml
Separator
The full data:
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id="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_41"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2016-01-01</xbrli:startDate><xbrli:endDate>2016-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>41</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42"><xbrli:entity><xbrli:identifier 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dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>42</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2017-01-01</xbrli:startDate><xbrli:endDate>2017-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>42</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2016-01-01</xbrli:startDate><xbrli:endDate>2016-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>42</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43"><xbrli:entity><xbrli:identifier 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id="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_45"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2016-01-01</xbrli:startDate><xbrli:endDate>2016-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>45</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_46"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2017-01-01</xbrli:startDate><xbrli:endDate>2017-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>46</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_46"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2016-01-01</xbrli:startDate><xbrli:endDate>2016-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember 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id="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_47"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:startDate>2016-01-01</xbrli:startDate><xbrli:endDate>2016-12-31</xbrli:endDate></xbrli:period><xbrli:scenario><xbrldi:typedMember dimension="ifrs-dk:IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension"><ifrs-dk:componentOfCashFlowsIdentifier>47</ifrs-dk:componentOfCashFlowsIdentifier></xbrldi:typedMember></xbrli:scenario></xbrli:context><xbrli:context id="instant_CY_C_only_start"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:instant>2017-01-01</xbrli:instant></xbrli:period></xbrli:context><xbrli:context id="instant_LY_C_only_start"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:instant>2016-01-01</xbrli:instant></xbrli:period></xbrli:context><xbrli:context id="instant_CY_only_start"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:instant>2017-01-01</xbrli:instant></xbrli:period></xbrli:context><xbrli:context id="instant_LY_only_start"><xbrli:entity><xbrli:identifier scheme="http://www.dcca.dk/cvr">24257843</xbrli:identifier></xbrli:entity><xbrli:period><xbrli:instant>2016-01-01</xbrli:instant></xbrli:period></xbrli:context><cmn:TypeOfAuditorAssistance contextRef="duration_CY_C_only">RevisionspÃ¥tegning</cmn:TypeOfAuditorAssistance><gsd:InformationOnTypeOfSubmittedReport contextRef="duration_CY_C_only">Ã
rsrapport</gsd:InformationOnTypeOfSubmittedReport><gsd:IdentificationNumberCvrOfReportingEntity contextRef="duration_CY_C_only">24257843</gsd:IdentificationNumberCvrOfReportingEntity><gsd:NameOfReportingEntity contextRef="duration_CY_C_only">GN Store Nord A/S</gsd:NameOfReportingEntity><gsd:AddressOfReportingEntityStreetName contextRef="duration_CY_C_only">Lautrupbjerg</gsd:AddressOfReportingEntityStreetName><gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="duration_CY_C_only">7</gsd:AddressOfReportingEntityStreetBuildingIdentifier><gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="duration_CY_C_only">2750</gsd:AddressOfReportingEntityPostCodeIdentifier><gsd:AddressOfReportingEntityDistrictName contextRef="duration_CY_C_only">Ballerup</gsd:AddressOfReportingEntityDistrictName><gsd:AddressOfReportingEntityCountryIdentificationCode contextRef="duration_CY_C_only">DK</gsd:AddressOfReportingEntityCountryIdentificationCode><gsd:AddressOfReportingEntityCountry contextRef="duration_CY_C_only">Denmark</gsd:AddressOfReportingEntityCountry><gsd:TelephoneNumberOfReportingEntity contextRef="duration_CY_C_only">+45 45 75 00 00</gsd:TelephoneNumberOfReportingEntity><gsd:HomepageOfReportingEntity contextRef="duration_CY_C_only">www.gn.com</gsd:HomepageOfReportingEntity><gsd:EmailOfReportingEntity contextRef="duration_CY_C_only">info@gn.com</gsd:EmailOfReportingEntity><gsd:ReportingPeriodStartDate contextRef="duration_CY_C_only">2017-01-01</gsd:ReportingPeriodStartDate><gsd:ReportingPeriodEndDate contextRef="duration_CY_C_only">2017-12-31</gsd:ReportingPeriodEndDate><gsd:PrecedingReportingPeriodStartDate contextRef="duration_CY_C_only">2016-01-01</gsd:PrecedingReportingPeriodStartDate><gsd:PredingReportingPeriodEndDate contextRef="duration_CY_C_only">2016-12-31</gsd:PredingReportingPeriodEndDate><gsd:DateOfGeneralMeeting contextRef="duration_CY_C_only">2018-03-13</gsd:DateOfGeneralMeeting><gsd:NameAndSurnameOfChairmanOfGeneralMeeting contextRef="duration_CY_C_only">Søren Jenstrup </gsd:NameAndSurnameOfChairmanOfGeneralMeeting><cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="duration_CY_C_IdentificationOfMemberOfExecutiveBoardAxis_cmn_memberOfBoardIdentifier_only_1">Anders Hedegaard</cmn:NameAndSurnameOfMemberOfExecutiveBoard><cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="duration_CY_C_IdentificationOfMemberOfExecutiveBoardAxis_cmn_memberOfBoardIdentifier_only_2">René Svendsen-Tune</cmn:NameAndSurnameOfMemberOfExecutiveBoard><cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="duration_CY_C_IdentificationOfMemberOfExecutiveBoardAxis_cmn_memberOfBoardIdentifier_only_3">Marcus Desimoni</cmn:NameAndSurnameOfMemberOfExecutiveBoard><cmn:TitleOfMemberOfExecutiveBoard contextRef="duration_CY_C_IdentificationOfMemberOfExecutiveBoardAxis_cmn_memberOfBoardIdentifier_only_1">CEO, GN Store Nord & GN Hearing</cmn:TitleOfMemberOfExecutiveBoard><cmn:TitleOfMemberOfExecutiveBoard contextRef="duration_CY_C_IdentificationOfMemberOfExecutiveBoardAxis_cmn_memberOfBoardIdentifier_only_2">CEO, GN Store Nord & GN Audio</cmn:TitleOfMemberOfExecutiveBoard><cmn:TitleOfMemberOfExecutiveBoard contextRef="duration_CY_C_IdentificationOfMemberOfExecutiveBoardAxis_cmn_memberOfBoardIdentifier_only_3">CFO, GN Store Nord & GN Hearing</cmn:TitleOfMemberOfExecutiveBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_1">Per Wold-Olsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_2">William E. Hoover, Jr.</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_3">Wolfgang Reim</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_4">Ronica Wang</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_5">Hélène Barnekow</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_6">Carsten Krogsgaard Thomsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_7">Leo Larsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_8">Nikolai Bisgaard</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_9">Morten Andersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard><cmn:TitleOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_1">Chairman</cmn:TitleOfMemberOfSupervisoryBoard><cmn:TitleOfMemberOfSupervisoryBoard contextRef="duration_CY_C_IdentificationOfMemberOfSupervisoryBoardAxis_cmn_memberOfBoardIdentifier_only_2">Deputy Chairman</cmn:TitleOfMemberOfSupervisoryBoard><cmn:IdentificationNumberCvrOfAuditFirm contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_1">30700228</cmn:IdentificationNumberCvrOfAuditFirm><cmn:IdentificationNumberCvrOfAuditFirm contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_2">30700228</cmn:IdentificationNumberCvrOfAuditFirm><cmn:NameOfAuditFirm contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_1">ERNST & YOUNG Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm><cmn:NameOfAuditFirm contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_2">ERNST & YOUNG Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm><gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="duration_CY_C_only">24257843</gsd:IdentificationNumberCvrOfSubmittingEnterprise><gsd:NameOfSubmittingEnterprise contextRef="duration_CY_C_only">GN Store Nord A/S</gsd:NameOfSubmittingEnterprise><gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="duration_CY_C_only">Lautrupbjerg 7</gsd:AddressOfSubmittingEnterpriseStreetAndNumber><gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="duration_CY_C_only">2750 Ballerup</gsd:AddressOfSubmittingEnterprisePostcodeAndTown><arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="duration_CY_C_only">To the shareholders of GN Store Nord A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements><arr:OpinionOnAuditedFinancialStatements contextRef="duration_CY_C_only">We have audited the consolidated financial statements and the parent company financial statements of GN Store Nord A/S for the financial year 1 January â 31 December 2017, which comprise income statement, statement of comprehen-sive income, balance sheet, statement of changes in equity, cash flow statement and notes, including accounting policies, for the Group and the Parent Company. The consolidated fi-nancial statements and the parent company financial state-ments are prepared in accordance with International Financial Reporting Standards as adopted by the EU and additional re-quirements of the Danish Financial Statements Act.<br/>In our opinion, the consolidated financial statements and the parent company financial statements give a true and fair view of the financial position of the Group and the Parent Com-pany at 31 December 2017 and of the results of the Group's and the Parent Company's operations and cash flows for the financial year 1 January â 31 December 2017 in accordance with International Financial Reporting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.<br/>Our opinion is consistent with our long-form audit report to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements><arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="duration_CY_C_only">We conducted our audit in accordance with International Standards on Auditing (ISAs) and additional requirements ap-plicable in Denmark. Our responsibilities under those stand-ards and requirements are further described in the "Auditor's responsibilities for the audit of the consolidated financial statements and the parent company financial statements" (hereinafter collectively referred to as "the financial state-ments") section of our report. We believe that the audit evi-dence we have obtained is sufficient and appropriate to pro-vide a basis for our opinion.<br/>Independence<br/>We are independent of the Group in accordance with the In-ternational Ethics Standards Board for Accountants' Code of Ethics for Professional Accountants (IESBA Code) and addi-tional requirements applicable in Denmark, and we have ful-filled our other ethical responsibilities in accordance with these rules and requirements.<br/>To the best of our knowledge, we have not provided any pro-hibited non-audit services as described in article 5(1) of Regu-lation (EU) no. 537/2014.<br/>Appointment of auditor<br/>We were initially appointed as auditor of GN Store Nord A/S before 1995, and accordingly, we have to resign as auditor of the company at the general meeting in 2021 at the latest. We have been re-appointed annually at the general meeting for a total consecutive period of more than 23 years up to and in-cluding the financial year 2017.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements><arr:KeyAuditMattersAudit contextRef="duration_CY_C_only">Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the fi-nancial statements for the financial year 2017. These matters were addressed during our audit of the financial statements as a whole and in forming our opinion thereon. We do not provide a separate opinion on these matters. For each matter below, our description of how our audit addressed the matter is provided in that context.<br/>We have fulfilled our responsibilities described in the "Audi-tor's responsibilities for the audit of the financial statements" section, including in relation to the key audit matters below. Accordingly, our audit included the design and performance of procedures to respond to our assessment of the risks of material misstatement of the financial statements. The re-sults of our audit procedures, including the procedures per-formed to address the matters below, provide the basis for our audit opinion on the financial statements.<br/>Accounting for financial support arrangements<br/>The Group has entered into financial support arrangements with certain of its dispensers, primarily in the US. The arrange-ments include providing financial support through loans and acquiring ownership interests.<br/>Financial support arrangements were significant to our audit as the total carrying amount of DKK 755 million in loans and ownership interests at 31 December 2017 is material to the consolidated financial statements and because the account-ing treatment includes judgements based on facts, circum-stances and management assumptions. The arrangements are complex by nature as they often combine or link multiple elements of the commercial relationship with the dispenser. Areas of judgement include assessing the individual compo-nents of the arrangements, the classification of the invest-ments and the recoverability of assets (impairment testing).<br/>Additional details on financial support arrangements are pro-vided in section 3.4 of the consolidated financial statements.<br/>Our procedures in relation to the audit of financial support ar-rangements included:<br/>⢠Assessing group accounting policies for compliance with IFRS.<br/>⢠Evaluating Managementâs classification of investments and of the individual components of the financial support arrangements against a sample of underlying contracts and supporting documentation.<br/>⢠Examining the principles for amortisation of supply agree-ments classified as intangible rights and recognition of any prepaid discounts against revenue against a sample of un-derlying contracts and supporting documentation.<br/>⢠In respect of recoverability of the financial support ar-rangements, we examined payment histories and impair-ment tests prepared by Management as well as obtained external confirmations of the outstanding balances for se-lected loan arrangements.<br/>Recognition and measurement of capitalised development costs<br/>The Group capitalises development costs in accordance with IFRS, which prescribes capitalisation when certain criteria are met. Recognition and measurement of capitalised develop-ment costs were significant to our audit because the balance of DKK 1,159 million at 31 December 2017 is material to the consolidated financial statements and because the criteria for capitalisation and impairment testing are subject to judge-ment and estimates based on Managementâs assumptions, in-cluding consideration of anticipated technological develop-ments within the audio and hearing care industry.<br/>Additional details on capitalised development costs are pro-vided in section 3.1 of the consolidated financial statements.<br/>Our procedures in relation to the audit of recognition and measurement of capitalised development costs included:<br/>⢠Assessing group accounting policies for compliance with IFRS and on a sample basis testing available documenta-tion to consider whether the criteria for capitalisation were met.<br/>⢠Testing on a sample basis the effectiveness of the Groupâs controls over capitalisation of development costs.<br/>⢠Testing of the key assumptions applied by Management by means of comparison with business plans, historic per-formance and Managementâs assumptions regarding strategy, product life cycle, anticipated technological de-velopments, market expectations and discount rates for selected development projects.<br/>Revenue recognition<br/>Revenue is recognised when the risks and rewards of the un-derlying products have been transferred to the customer and is measured taking account of incentives, returns and rebates earned by dispensers and customers. Due to the multitude and variety of contractual terms across the Groupâs markets, the estimation of incentives, returns and rebates is considered complex and therefore significant to our audit.<br/>Additional details on revenue recognition are provided in sec-tion 2.1 of the consolidated financial statements.<br/>Our procedures in relation to revenue recognition included:<br/>⢠Considering the appropriateness of the Groupâs revenue recognition accounting policies, including those relating to incentives, returns and rebates and assessing compli-ance with IFRS.<br/>⢠Testing on a sample basis the effectiveness of the Groupâs controls over correct timing of revenue recogni-tion.<br/>⢠Testing on a sample basis that incentives, returns and re-bates have been recognised in the consolidated income statement in the correct period.<br/>⢠Verifying selected sales transactions taking place at ei-ther side of the balance sheet date as well as credit notes issued after the year-end date to supporting documenta-tion and assessing whether those transactions were rec-ognised in the correct period and in accordance with the applicable sales contracts.<br/>⢠Applying data analytics to identify and test revenue jour-nal entries on a sample basis.</arr:KeyAuditMattersAudit><arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="duration_CY_C_only">Management is responsible for the Management's review.<br/>Our opinion on the financial statements does not cover the Management's review, and we do not express any form of as-surance conclusion thereon.<br/>In connection with our audit of the financial statements, our responsibility is to read the Management's review and, in do-ing so, consider whether the Management's review is materi-ally inconsistent with the financial statements or our knowledge obtained during the audit, or otherwise appears to be materially misstated.<br/>Moreover, it is our responsibility to consider whether the Man-agement's review provides the information required under the Danish Financial Statements Act.<br/>Based on the work we have performed, we conclude that the Management's review is in accordance with the financial statements and has been prepared in accordance with the re-quirements of the Danish Financial Statements Act. We did not identify any material misstatement of the Management's review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements><arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="duration_CY_C_only">Management is responsible for the preparation of consoli-dated financial statements and parent company financial statements that give a true and fair view in accordance with International Financial Reporting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.<br/>In preparing the financial statements, Management is respon-sible for assessing the Group's and the Parent Company's abil-ity to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting in preparing the financial statements un-less Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic al-ternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements><arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="duration_CY_C_only">Our objectives are to obtain reasonable assurance about Our objectives are to obtain reasonable assurance as to whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assur-ance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and additional re-quirements applicable in Denmark will always detect a mate-rial misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to in-fluence the economic decisions of users taken on the basis of the financial statements.<br/>As part of an audit conducted in accordance with ISAs and ad-ditional requirements applicable in Denmark, we exercise pro-fessional judgement and maintain professional scepticism throughout the audit. We also:<br/>⢠Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks and obtain audit evidence that is sufficient and ap-propriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, mis-representations or the override of internal control.<br/>⢠Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are ap-propriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group's and the Parent Company's internal control.<br/>⢠Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and re-lated disclosures made by Management.<br/>⢠Conclude on the appropriateness of Management's use of the going concern basis of accounting in preparing the financial statements and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's and the Parent Company's ability to con-tinue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the fi-nancial statements or, if such disclosures are inadequate,<br/>to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Group and the Parent Company to cease to continue as a going concern.<br/>⢠Evaluate the overall presentation, structure and contents of the financial statements, including the note disclo-sures, and whether the financial statements represent the underlying transactions and events in a manner that gives a true and fair view.<br/>⢠Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activi-ties within the Group to express an opinion on the consol-idated financial statements. We are responsible for the direction, supervision and performance of the group au-dit. We remain solely responsible for our audit opinion.<br/>We communicate with those charged with governance re-garding, among other matters, the planned scope and timing of the audit and significant audit findings, including any signif-icant deficiencies in internal control that we identify during our audit.<br/>We also provide those charged with governance with a state-ment that we have complied with relevant ethical require-ments regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applica-ble, related safeguards.<br/>From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial state-ments and the parent company financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor's report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed><arr:SignatureOfAuditorsPlace contextRef="duration_CY_C_only">Copenhagen</arr:SignatureOfAuditorsPlace><arr:SignatureOfAuditorsDate contextRef="duration_CY_C_only">2018-02-07</arr:SignatureOfAuditorsDate><cmn:NameAndSurnameOfAuditor contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_1">Torben Bender</cmn:NameAndSurnameOfAuditor><cmn:NameAndSurnameOfAuditor contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_2">Jens Thordahl Nøhr</cmn:NameAndSurnameOfAuditor><cmn:DescriptionOfAuditor contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_1">State Authorised Public Accountant</cmn:DescriptionOfAuditor><cmn:DescriptionOfAuditor contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_2">State Authorised Public Accountant</cmn:DescriptionOfAuditor><arr:IdentificationNumberOfAuditor contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_1">mne21332</arr:IdentificationNumberOfAuditor><arr:IdentificationNumberOfAuditor contextRef="duration_CY_C_IdentificationOfAuditorDimension_cmn_auditorIdentificer_only_2">mne32212</arr:IdentificationNumberOfAuditor><mrv:StatementOfCorporateSocialResponsibility contextRef="duration_CY_C_only">GN is committed to acting in a responsible manner throughout our entire value chain and in all business matters. We consider this crucial to managing a sustainable successful global business and essential for reaching our long-term strategic goals<br/><br/>Human & labor rights<br/>Responsible sourcing<br/>GN requires all its suppliers to comply with GNâs Code of Con-duct, which covers bribery, human and labor rights (child la-bor, wages, working hours) and safety. It is essential for GN to ensure that no violations of such rights occur.<br/>GN continually assesses its suppliers and monitors their compliance through supplier self-assessments, performance monitoring, audits and site visits.<br/>In 2017, GN performed 70 audits at suppliers. Most findings were related to CSR and Quality, including working hours, health & safety issues in production and manufacturing pro-cess control. GN is in constructive dialogue with suppliers, where a non-conformity case has been raised, in order to en-sure implementation of required remedial actions.<br/>Qualification of new suppliers<br/>When we engage with a new supplier, we follow a strict quali-fication process to ensure that the new supplier can live up to our standards and requirements. This includes:<br/>1. Initial screening<br/>2. Competence screening<br/>3. Evaluation<br/>4. Qualification<br/>5. Performance monitoring<br/>Repetitive work<br/>All jobs in GNâs own manufacturing facilities are reviewed and rated for potential health & safety related concerns. Repetitive work is mitigated through task rotation to vary work positions as well as prolonged break times for particularly exposed employees. All sites have managers with direct health & safety responsibility to ensure operator safety.<br/>Occupational health & safety<br/>We acknowledge that suppliers may implement occupational health & safety standards in a less stringent manner than at GNâs own sites. Therefore, we have a strong focus on ensur-ing compliance with our occupational health & safety require-ments, both when onboarding new suppliers and partners as well as through regular supplier audits.<br/>Compliance<br/>Business ethics<br/>GNâs Ethics Guide, anti-corruption policies, Codes of Conduct and other internal guidelines outline the requirements for how GN operates and describe the responsibilities and ethical standards expected of all employees and relevant business partners. Relevant employees electronically sign off on their compliance within specific areas and take GNâs e-learning courses within anti-corruption and competition compliance on a regular basis.<br/>Whistleblower system<br/>GNâs whistleblower hotline, Alertline, is available in 27 countries and 21 languages and is independently managed by a third party. In 2017, GN received eight reports within the scope of issues which can be reported through the hotline. The allegations were primarily fraud against GN, conflict of interest/corrupt practices and lack of business integrity. All relevant cases was investigated, and appropriate remediating and disciplinary actions were taken where relevant.<br/>Product safety<br/>Materials and substances<br/>To avoid harmful materials and substances in products, materials and components undergo thorough testing during the development phase. GN complies with the ROHS 2 directive as well as other local and international legislation. In addition, both GN Hearing and GN Audio have implemented the REACH regulation.<br/>GN Hearingâs medical devices are developed under a highly regulated quality system complying with ISO 13485 and FDA 21CFR 820 CGMP as well as other national standards, which are used by GN Hearing to control a number of product standards and processes.<br/>Animal testing<br/>Hearing aids are classified as medical devices and all materials and components that are in contact with human skin must fulfil all relevant biocompatibility requirements. This requires testing of the relevant material/components for cytotoxicity, skin sensitization and irritation, and includes animal testing to some extent. GN Hearingâs policy is to always try to minimize the amount of testing required by<br/>setting up tests and test schemes in the most efficient way. All animal tests used by GN Hearing are performed by contract laboratories.<br/>Conflict minerals<br/>Conflict minerals (gold, tantalum, tungsten and tin) originat-ing from mines controlled by military groups in the Demo-cratic Republic of Congo and nine adjacent countries have been widely reported to be the major driver of violence in Central Africa. We have, therefore, implemented a group-wide policy to avoid conflict minerals from these mines in GN products. By the end of 2017, GN has achieved 100% data coverage on validating the smelters identified and used in our supply chain as conflict-free.<br/>Environment and climate<br/>GNâs products are by nature small. A typical hearing aid weighs between 2 and 6 grams, while headsets, including base station and power supplies, weigh between 10 and 550 grams. Due to the nature and character of our business, our environmental and climate impact is assessed to be low. However, GN is committed to minimizing its impact through responsible planning and execution of activities.<br/>Energy and water consumption<br/>In 2017, several initiatives were taken by our manufacturing facilities to minimize energy consumption, including installation of electrical lighting sensors, conversion of lamps to LED and upgrading of high power equipment, such as exhaust systems and pumps. Water consumption at GNâs manufacturing facilities is very limited. Initiatives to reduce water consumption include employee awareness training, water consumption control and installation of water-reducing toilets.<br/>Waste<br/>For all production lines, GN has set a threshold for acceptable waste levels. If waste exceeds this, it triggers a production stop and corrective actions will be implemented.<br/>Most of our waste is very small in quantity. All our manufacturing facilities use licensed disposal contractors that properly dispose waste, which may include plastic, chemicals, paint, scrap parts, etc. Some waste is re-used (e.g. boxes and plastic) via recycling operations. Other waste, such as electronics, is processed for re-use.<br/>Certifications<br/>GN Audioâs repair center in China and its suppliers are certified under the ISO 14001 environmental management system. In addition, preliminary work was commenced in 2017 to have GN manufacturing facilities certified under ISO 14001. A number of GN Audioâs headsets for professional work environments are TCO Certified (an third-party sustainability certification for IT products), combining requirements for corporate responsibility at the manufacturing facilities, user safety and ergonomic design as well as minimal environmental impact for both the product and its production during its entire life cycle.<br/>Citizenship<br/>Hearing aid project in South Africa<br/>In South Africa, GN in 2017 continued to contribute to the overall hearing health. Under a multi-year program, South Africans with limited financial resources and difficult living conditions are eligible to receive free hearing aids donated by GN. In 2017, a total of 469 new hearing aids were provided to and fitted on eligible patients. All have their new hearing aids professionally fitted by an audiologist. The program initially covered two provinces, but has been extended to cover all nine provinces.<br/>Partnering with HAMAP<br/>In 2017, GN Audio entered into a partnership with HAMAP, a non-governmental organization that works to improve the life and health of some of the worldâs most vulnerable people. GN Audio contributes in helping close to 90,000 people gain access to clean drinking water, basic sanitation and education, emphasizing GNs commitment to improve living conditions globally.<br/>Supporting research to improve treatment<br/>GN Hearing co-sponsors the research activity of the Centre for Acoustic-Mechanical Micro Systems (CAMM) at the Technical University of Denmark (DTU). The research focuses on optimization of micromechanics and acoustics in hearing aids.<br/>GN Hearing co-sponsors The Centre for Applied Hearing Research (CAHR) with focus on the origin, nature and consequences of hearing impairment. CAHR has more than 45 academics and is recognized as a world-leading research institution<br/>GN Hearing co-sponsors a research project on Better hEAring Rehabilitation (BEAR), which is carried out by a consortium of hospital clinics, universities and hearing aid manufacturers, to document the effect of current clinical practices, develop new diagnostic methods for creating more customized solutions for patients and establish new guidelines for improved clinical practices. So far, approximately 2,000 patients have been enrolled in the project.<br/>More information on GNâs responsibility activities<br/>GNâs Communication on Progress report to the United Nations Global Compact outlines GNâs full corporate responsibility activities and is available on http://www.gn.com/-/media/Files/Document-Download-Center/Corporate-responsibility/COP2017.pdf. The report represents GNâs mandatory account for corporate responsibility according to §99a in the Danish Financial Statement Act.</mrv:StatementOfCorporateSocialResponsibility><mrv:LinkToStatementOfCorporateSocialResponsibility contextRef="duration_CY_C_only">http://www.gn.com/-/media/Files/Document-Download-Center/Corporate-responsibility/COP2017.pdf</mrv:LinkToStatementOfCorporateSocialResponsibility><mrv:CorporateGovernanceReport contextRef="duration_CY_C_only">GN Store Nord maintains a strong focus on corporate governance through policies, processes and control systems as well as training and follow-up activities<br/><br/>Corporate governance refers to the way a company is<br/>managed and controlled through ownership, management structure, incentive schemes, etc. GN strives to build trusted relationships with customers, shareholders, suppliers, employees and the community. We also aim to increase transparency and active ownership, including sharing information and engaging in ongoing dialogue with all of our stakeholders.<br/>The Board of Directors follows all recommendations on corporate governance aimed at companies listed on Nasdaq Copenhagen. On its website, GN provides a statutory report on corporate governance. This overview, as well as the risk management and internal control systems related to financial reporting described in the risk management section in this report, forms the statutory report on corporate governance that is required under Section 107b of the Danish Financial Statements Act: http://www.gn.com/-/media/Files/Document-Download-Center/Corporate-governance/Statutoryreport2017.pdf.<br/>Board of Directors<br/>Composition and responsibilities of the Board of Directors GNâs Board of Directors consists of six directors elected by the shareholders at the Annual General Meeting and three employee representatives elected by the employees based in Denmark. Members of the Board of Directors, elected by the shareholders at the Annual General Meeting, are elected for an annual term until GNâs next Annual General Meeting. GNâs 2018 Annual General Meeting will be held on March 13.<br/>Employee representatives are elected in accordance with the Danish Companies Act for terms of four years.<br/>The Board of Directors is responsible for safeguarding the interests of the shareholders while at the same time considering all other stakeholders. At least once a year, the Board of Directors assesses the most important tasks based on the overall strategic direction of the company, including the financial and managerial supervision of the company. As part of the supervision, the Board of Directors evaluates the performance of the Executive Management on a continuous basis.<br/>In 2017 the Board of Directors held 12 meetings and conference calls.<br/><br/>GN Store Nordâs framework for corporate governance<br/>GNâs structure is built to support its two main businesses focusing on the hearing aid and headset segments. The CFO of GN Store Nord, the CEO of GN Hearing and the CEO of GN Audio constitute the Groupâs Executive Management. The Board members of GN Store Nord are elected at GNâs Annual General Meeting.<br/><br/>Shareholders<br/>Board of Directors<br/>Executive Management<br/>GN Hearing<br/>GN Audio<br/><br/>Remuneration<br/>GN pursues a policy of offering the Board of Directors and the Executive Management remuneration that is competitive with industry peers and other global companies to attract and retain competent professional leaders of the businesses and members of the Board of Directors. Remuneration of the Executive Management is based on a fixed base salary plus a target bonus of 50% of the base salary with a potential to underperform or outperform the target leading to an effective potential bonus range of 0 - 100% of the base salary. In addition, Executive Management is offered to be part of GN Store Nordâs Long-Term Incentive Program. The grant range is between 50-100% with a target grant of 75% of their base salary in Black-Scholes value.<br/>The company does not make pension contributions for members of the Executive Management, and the Executive Management has severance and change-of-control agreements in line with Danish market practice. The company has a fixed termination notice of 12 months if given by the company and six months if given by a member of the Executive Management.<br/>Members of the Board of Directors receive fixed remuneration. They are not awarded share options, nor do they participate in other incentive programs. Board members, Executive Management and senior management are encouraged to buy and own shares in GN.<br/>Board committees<br/>Chairmanship<br/>The Chairman and the Deputy Chairman form the chairmanship of the Board. The chairmanship prepares and organizes the work of the Board of Directors with a view to<br/>ensure that the Board performs its tasks, duties and responsibilities in an efficient and responsible manner. The chairmanship also performs preparatory tasks for and advise the Board in relation to inter alia: business strategy, implementation of strategy, business development, budget and projects, and performs in-depth business reviews of selected areas.<br/>Audit Committee<br/>According to its charter, the Audit Committee, among other things, assists the Board of Directors in relation to the accounting and control environment, the integrity of the companyâs financial reports and engagements with external auditors. The Audit Committee also carries out ongoing assessments of the companyâs financial and business risks.<br/>In 2017, the Committee continued to deploy GNâs internal controls framework which, among other things, build on increased education and financial reporting process tracking. In addition, the committee reviewed the whistleblower reporting system, main accounting principles, tax strategy and compliance and key risks (including identified supplier risks), etc.<br/>In 2017, the Audit Committee held five meetings.<br/>Remuneration Committee<br/>According to its charter, the Remuneration Committee assists the Board of Directors in matters and decisions concerning remuneration of the Executive Management and senior employees, and in ensuring that the general remuneration policies reflect an appropriate balance. Resolutions on remuneration recommended by the Remuneration Committee and adopted by the Board of Directors are in line with the guidelines for incentive pay, as approved by the Annual General Meeting and by the Board.<br/>The 2017 remuneration policy for the Executive Management is based on the remuneration guidelines and takes into account the corporate governance recommendations of Nasdaq Copenhagen and the requirements of the Danish Companies Act. In 2017, the Remuneration Committee supervised and reviewed the remuneration policy, salary, bonus, long-term incentive process and results. It also reviewed warrant grants, talent development and succession planning process and results. Moreover, a set of new GN company values and leadership principles were revised and approved by the Board.<br/>In 2017, the Remuneration Committee held seven meetings.<br/>Strategy Committee<br/>As an innovation-driven company, it is vital for GN to maintain and further enhance the technological core capabilities of the Group of today, and even more importantly of tomorrow. Investments in a number of exploratory research projects aim at discovering potential future business opportunities that are outside GN Hearingâs and GN Audioâs immediate areas of operation, leveraging core knowledge and competencies of GN.<br/>In 2017, the Strategy Committee supervised a series of existing projects as well as new projects to explore technological innovations within the broader technology space.<br/>In 2017, the Strategy Committee held nine meetings.<br/>Nomination Committee<br/>According to its charter, the Nomination Committee advises and makes recommendations to the Board of Directors in relation to the skills that the Board of Directors and the Executive Management must have to best perform their tasks.<br/>In 2017, primary activities included a review of the general competencies necessary to be represented on the Board. Based on this analysis and a review of the competency profiles of the individual Board members, the committee concluded that all necessary competencies are represented in the current composition of the Board. The structure, size and diversity of the Board was also reviewed and found to meet all governance requirements as well as the requirements of GN. The committee also reviewed the latest developments in good corporate governance and performed succession planning for the Board.<br/>In 2017, the Nomination Committee held two meetings.<br/>Internal audit function<br/>In accordance with its charter, the Audit Committee annually considers the need for an internal audit function. Based on the recommendations of the Audit Committee, the Board of Directors determines whether the internal control environment is adequate.<br/>During 2017, GNâs financial control department continued the strengthening of its internal procedures for controller visits, including implementation of financial reporting tracking, which further supports the financial compliance and internal control environment.<br/>The Board of Directorsâ assessment, which is based on the companyâs size and the organization of the finance department, is that there is no need to establish an internal audit function at this time.<br/>Compliance<br/>Business ethics<br/>GNâs commitment to business ethics and compliance with international regulation and internal policies is anchored in our Ethics Guide, our Code of Conducts and other internal policies and guidelines. These outline the fundamental<br/>requirements for how GN operates and describe the responsibilities and ethical standards expected of all employees and relevant business partners.<br/>To ensure and document employeesâ familiarity with the Ethics Guide and key policies at all times, relevant employees electronically sign off on their compliance within specific areas and take GNâs e-learning courses within anti-corruption and competition compliance on a regular basis. This is supplemented with face-to-face compliance training for selected groups of employees conducted based on needs and requests.<br/>Whistleblower system<br/>GNâs whistleblower hotline, the GN Alertline, is available in 27 countries and 21 languages and is independently managed by a third party. The hotline can be used by employees as well as external parties to report a concern or perceived misconduct via the internet (at gnstorenord.alertline.eu) or via one of the local Alertline phone numbers. The system is an important tool to ensure that allegations of illegal or unethical conduct can be reported in a confidential and easy way. It also ensures that concerns or issues can be immediately addressed. All complaints are treated with confidentiality, and GN will not discharge, demote, suspend, threaten, harass or in any other way discriminate against an employee due to any lawful action(s) taken by the employee with respect to good faith reporting of complaints or participation in a related investigation, as outlined in our non-retaliation policy.<br/>In 2017, GN received eight reports within the scope of issues which can be reported through the hotline. The allegations were primarily fraud against GN, business integrity, conflict of interest/corrupt practices and lack of business integrity. All relevant cases have been investigated, and appropriate remediating as well as disciplinary actions were taken where relevant<br/>Shareholders<br/>GN aims for transparency and active ownership toward shareholders through an open and active dialogue by ongoing communication with our shareholders at the Annual General Meeting and through investor presentations, newsletters, conference calls, the company website, webcasts, interim reports, the annual report, company announcements and media outreach activities.<br/>GN services national, as well as international investors, and ensures a continuous dialogue with shareholders, whether existing or potential, as well as equity analysts. On the companyâs website, www.gn.com, detailed material on the interests of the shareholders can be found. GNâs shares are 100% free float, and shareholders have the ultimate authority over the company and exercise their right to make decisions at the Annual General Meeting where they also approve the annual report and elect board members and the independent auditor. For more information, please see the shareholder section on pages 37-38.<br/>Notices for the Annual General Meeting<br/>GN sends notices to convene Annual General Meetings by email. Thus, we encourage all registered shareholders to sign up at the investor portal with their email addresses and check the box labeled âsubscribe/unsubscribeâ in the field âNotice for the Annual General Meetingâ. Shareholders will then receive the notice by email in the future.</mrv:CorporateGovernanceReport><mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="duration_CY_C_only">Competencies of the Board of Directors<br/>GNâs Board of Directors strives to recruit board members with a diversified range of mutually complementary competencies. When the Board of Directors proposes new board members, a CV, as well as a thorough description of the candidateâs qualifications, will be available to the shareholders. GN is a<br/>global company and to successfully develop and maintain this position in the marketplace, GN is dependent upon global expertise and experience at the board level. The Board of Directors is a diversified group in terms of global experience, functional competencies and industry background, which ensures that it can fulfill its obligations. Board members possess expertise within medtech, innovation, product development, online marketing and commercialization, as well as thorough understanding of financial and human resource matters and in-depth knowledge of GNâs business.<br/>The composition of the Board is a mix of board members with executive positions and professional board members of both genders, as well as Danish and international profiles. This composition is deemed to provide a good balance between knowledge, competencies, experience and availability for a substantial workload.<br/>At the end of 2017, the Board of Directors carried out its annual self-evaluation. This encompassed the achievements of the Board as well as those of the chairman and the individual Board members. The evaluation is carried out in a systematic way and is based on well-defined criteria.<br/>The key area of continued focus for the Board of Directorsâ self-evaluation is the identification of necessary updates of the organizational development, the recruiting, training and education of staff in line with the companyâs new strategy.<br/><br/>Diversity and talent management<br/>The Board of Directors believes that diversity strengthens any governing body and acknowledges the importance of diversity in general, including diversity of gender, nationality and competencies.<br/>In 2017, the Board of Directors reached its goal to see two women out of six elected for the Board by the end of 2017. As communicated in last yearâs annual report, the Board of Directors aims to have three female board members by the end of 2020.<br/>Currently, women fill 19% of the companyâs senior management positions. This development is the result of dedicated efforts since GNâs diversity policy was established in 2014, when women filled 14% of the companyâs senior management positions â an increase in actual numbers of 31%.<br/>At the top leadership level â called the Global Management Teams â women leaders now constitute 14% in GN Audio (11% in 2014) and 25% in GN Hearing (0% in 2014).<br/>GN had aimed for 25% women in senior management positions in 2017. It is still managementâs firm goal to reach this target during the implementation of the 2017 - 2019 strategy, and GN will continue to strengthen efforts to build a pipeline of future female candidates. For members of the Global Management Teams, it will be part of their personal bonus programs in 2018 to achieve a goal of one third of their senior leaders being women.<br/>Furthermore, to achieve our goals, we ensure that diversity â encompassing gender, nationality, competencies, etc. â is an integral part of GNâs yearly talent review and succession planning process, of talent development practices, recruitment procedures, leadership development programs and mentor programs. 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unitRef="DKK">134000000</ifrs-full:PurchaseOfIntangibleAssetsClassifiedAsInvestingActivities><ifrs-full:PurchaseOfIntangibleAssetsClassifiedAsInvestingActivities contextRef="duration_LY_only" decimals="-6" unitRef="DKK">5000000</ifrs-full:PurchaseOfIntangibleAssetsClassifiedAsInvestingActivities><ifrs-full:ProceedsFromOtherLongtermAssetsClassifiedAsInvestingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">157000000</ifrs-full:ProceedsFromOtherLongtermAssetsClassifiedAsInvestingActivities><ifrs-full:ProceedsFromOtherLongtermAssetsClassifiedAsInvestingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">214000000</ifrs-full:ProceedsFromOtherLongtermAssetsClassifiedAsInvestingActivities><ifrs-full:PurchaseOfOtherLongtermAssetsClassifiedAsInvestingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">229000000</ifrs-full:PurchaseOfOtherLongtermAssetsClassifiedAsInvestingActivities><ifrs-full:PurchaseOfOtherLongtermAssetsClassifiedAsInvestingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">201000000</ifrs-full:PurchaseOfOtherLongtermAssetsClassifiedAsInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_11">Investments in intangible assets, excluding development projects</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_11">Investments in intangible assets, excluding development projects</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_22">Development projects</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_22">Development projects</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_23">Disposal of intangible assets and property, plant and equipment</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_23">Disposal of intangible assets and property, plant and equipment</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_24">Divestment of companies/operations</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_24">Divestment of companies/operations</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_25">Amounts owed by subsidiaries</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_25">Amounts owed by subsidiaries</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_11" decimals="-6" unitRef="DKK">-181000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_11" decimals="-6" unitRef="DKK">-127000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_22" decimals="-6" unitRef="DKK">-396000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_22" decimals="-6" unitRef="DKK">-481000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_23" decimals="-6" unitRef="DKK">1000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_23" decimals="-6" unitRef="DKK">25000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_24" decimals="-6" unitRef="DKK">752000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_24" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_25" decimals="-6" unitRef="DKK">-425000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInInvestingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_25" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInInvestingActivities><ifrs-full:CashFlowsFromUsedInInvestingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">-93000000</ifrs-full:CashFlowsFromUsedInInvestingActivities><ifrs-full:CashFlowsFromUsedInInvestingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">-1565000000</ifrs-full:CashFlowsFromUsedInInvestingActivities><ifrs-full:CashFlowsFromUsedInInvestingActivities contextRef="duration_CY_only" decimals="-6" unitRef="DKK">-559000000</ifrs-full:CashFlowsFromUsedInInvestingActivities><ifrs-full:CashFlowsFromUsedInInvestingActivities contextRef="duration_LY_only" decimals="-6" unitRef="DKK">8000000</ifrs-full:CashFlowsFromUsedInInvestingActivities><ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">1792000000</ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities><ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">238000000</ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities><ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities contextRef="duration_CY_only" decimals="-6" unitRef="DKK">3295000000</ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities><ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities contextRef="duration_LY_only" decimals="-6" unitRef="DKK">-43000000</ifrs-dk:FreeCashFlowsFromUsedInOperatingInvestingActivities><ifrs-dk:PurchaseSaleOfTreasuryAssets contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">1372000000</ifrs-dk:PurchaseSaleOfTreasuryAssets><ifrs-dk:PurchaseSaleOfTreasuryAssets contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">1272000000</ifrs-dk:PurchaseSaleOfTreasuryAssets><ifrs-dk:PurchaseSaleOfTreasuryAssets contextRef="duration_CY_only" decimals="-6" unitRef="DKK">1372000000</ifrs-dk:PurchaseSaleOfTreasuryAssets><ifrs-dk:PurchaseSaleOfTreasuryAssets contextRef="duration_LY_only" decimals="-6" unitRef="DKK">1272000000</ifrs-dk:PurchaseSaleOfTreasuryAssets><ifrs-dk:CashReceiptsFromNoncurrentBorrowings contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">-1616000000</ifrs-dk:CashReceiptsFromNoncurrentBorrowings><ifrs-dk:CashReceiptsFromNoncurrentBorrowings contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">0</ifrs-dk:CashReceiptsFromNoncurrentBorrowings><ifrs-full:RepaymentsOfNoncurrentBorrowings contextRef="duration_CY_only" decimals="-6" unitRef="DKK">1599000000</ifrs-full:RepaymentsOfNoncurrentBorrowings><ifrs-full:RepaymentsOfNoncurrentBorrowings contextRef="duration_LY_only" decimals="-6" unitRef="DKK">0</ifrs-full:RepaymentsOfNoncurrentBorrowings><ifrs-full:DividendsPaidClassifiedAsFinancingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">161000000</ifrs-full:DividendsPaidClassifiedAsFinancingActivities><ifrs-full:DividendsPaidClassifiedAsFinancingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">149000000</ifrs-full:DividendsPaidClassifiedAsFinancingActivities><ifrs-full:DividendsPaidClassifiedAsFinancingActivities contextRef="duration_CY_only" decimals="-6" unitRef="DKK">161000000</ifrs-full:DividendsPaidClassifiedAsFinancingActivities><ifrs-full:DividendsPaidClassifiedAsFinancingActivities contextRef="duration_LY_only" decimals="-6" unitRef="DKK">149000000</ifrs-full:DividendsPaidClassifiedAsFinancingActivities><ifrs-full:OtherInflowsOutflowsOfCashClassifiedAsFinancingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">-13000000</ifrs-full:OtherInflowsOutflowsOfCashClassifiedAsFinancingActivities><ifrs-full:OtherInflowsOutflowsOfCashClassifiedAsFinancingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">-50000000</ifrs-full:OtherInflowsOutflowsOfCashClassifiedAsFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_41">Increase/(decrease) of short-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_41">Increase/(decrease) of short-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42">Increase of long-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42">Increase of long-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42">Increase of long-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42">Increase of long-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43">Net proceeds from issue of bond-with-warrant units (convertible bond)</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43">Net proceeds from issue of bond-with-warrant units (convertible bond)</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43">Net proceeds from issue of bond-with-warrant units (convertible bond)</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43">Net proceeds from issue of bond-with-warrant units (convertible bond)</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_44">Net proceeds from warrant units issued with bonds</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_44">Net proceeds from warrant units issued with bonds</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_45">Share-based payment (exercised)</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_45">Share-based payment (exercised)</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_46">Decrease of short-term loans and amounts owed to subsidiaries</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_46">Decrease of short-term loans and amounts owed to subsidiaries</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_47">Increase of short-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_47">Increase of short-term loans</ifrs-dk:NameOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_41" decimals="-6" unitRef="DKK">-2000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_41" decimals="-6" unitRef="DKK">11000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42" decimals="-6" unitRef="DKK">1228000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_42" decimals="-6" unitRef="DKK">1231000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43" decimals="-6" unitRef="DKK">1560000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43" decimals="-6" unitRef="DKK">1636000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_43" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_44" decimals="-6" unitRef="DKK">76000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_44" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_45" decimals="-6" unitRef="DKK">70000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_45" decimals="-6" unitRef="DKK">67000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_46" decimals="-6" unitRef="DKK">-1534000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_46" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_CY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_47" decimals="-6" unitRef="DKK">0</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities contextRef="duration_LY_IdentificationOfComponentOfCashFlowsFromUsedInFinancingActivitiesDimension_ifrs-dk_componentOfCashFlowsIdentifier_only_47" decimals="-6" unitRef="DKK">233000000</ifrs-dk:AmountOfComponentOfCashFlowsFromUsedInFinancingActivities><ifrs-full:CashFlowsFromUsedInFinancingActivities contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">-1458000000</ifrs-full:CashFlowsFromUsedInFinancingActivities><ifrs-full:CashFlowsFromUsedInFinancingActivities contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">-165000000</ifrs-full:CashFlowsFromUsedInFinancingActivities><ifrs-full:CashFlowsFromUsedInFinancingActivities contextRef="duration_CY_only" decimals="-6" unitRef="DKK">-3030000000</ifrs-full:CashFlowsFromUsedInFinancingActivities><ifrs-full:CashFlowsFromUsedInFinancingActivities contextRef="duration_LY_only" decimals="-6" unitRef="DKK">43000000</ifrs-full:CashFlowsFromUsedInFinancingActivities><ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">334000000</ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges><ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">73000000</ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges><ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges contextRef="duration_CY_only" decimals="-6" unitRef="DKK">265000000</ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges><ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges contextRef="duration_LY_only" decimals="-6" unitRef="DKK">0</ifrs-full:IncreaseDecreaseInCashAndCashEquivalentsBeforeEffectOfExchangeRateChanges><ifrs-full:EffectOfExchangeRateChangesOnCashAndCashEquivalents contextRef="duration_CY_C_only" decimals="-6" unitRef="DKK">-15000000</ifrs-full:EffectOfExchangeRateChangesOnCashAndCashEquivalents><ifrs-full:EffectOfExchangeRateChangesOnCashAndCashEquivalents contextRef="duration_LY_C_only" decimals="-6" unitRef="DKK">2000000</ifrs-full:EffectOfExchangeRateChangesOnCashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_CY_C_only_start" decimals="-6" unitRef="DKK">207000000</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_LY_C_only_start" decimals="-6" unitRef="DKK">132000000</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_CY_only_start" decimals="-6" unitRef="DKK">0</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_LY_only_start" decimals="-6" unitRef="DKK">0</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_CY_C_only" decimals="-6" unitRef="DKK">526000000</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_LY_C_only" decimals="-6" unitRef="DKK">207000000</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_CY_only" decimals="-6" unitRef="DKK">265000000</ifrs-full:CashAndCashEquivalents><ifrs-full:CashAndCashEquivalents contextRef="instant_LY_only" decimals="-6" unitRef="DKK">0</ifrs-full:CashAndCashEquivalents></xbrli:xbrl>