Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2019-12-31 | 4527986000 | vDKK |
| ifrs-full:Assets | 2018-12-31 | 4124325000 | vDKK |
| ifrs-full:Assets | 2019-12-31 | 1835593000 | vDKK |
| ifrs-full:Assets | 2018-12-31 | 1779665000 | vDKK |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2019-01-01 | 2019-12-31 | 3758915000 | vDKK |
| ifrs-full:Revenue | 2018-01-01 | 2018-12-31 | 3349194000 | vDKK |
| ifrs-full:Revenue | 2019-01-01 | 2019-12-31 | 0 | vDKK |
| ifrs-full:Revenue | 2018-01-01 | 2018-12-31 | 0 | vDKK |
XML
See the xml submitted here:
XML: http://regnskaber.virk.dk/36927963/amNsb3VkczovLzAzLzRlLzgzLzQzLzY3LzIzMjAtNGEwZi1hODY5LTYwZGZlYjIzMDAzNg.xml
Separator
The full data:
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<mrv:ManagementsReview contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Management review</td></tr></table></mrv:ManagementsReview>
<mrv:LinkToCorporateGovernanceReport contextRef="ctx1">www.dvca.dk.</mrv:LinkToCorporateGovernanceReport>
<mrv:CorporateGovernanceReport contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Corporate Governance</td></tr><tr><td colspan="1">HusCompagniet is committed to exercising good corporate governance. As HusCompagniet is controlled by a member of the Danish Venture Capital and Private Equity Association (âDVCAâ), the company also strives to comply with the corporate governance guidelines issued by DVCA. These guidelines are available on www.dvca.dk. Mads Ditlevsen is EQTâs responsible partner for HusCompagniet and a member of the Board of Directors.</td></tr><tr><td colspan="1">Share capital structure</td></tr><tr><td colspan="1">The name of the legal entity owning HusCompagniet is Diego HC TopCo A/S. Diego HC TopCo A/Sâ share capital is divided into three share classes. A shares that carry no voting rights, B shares that carry 10 votes per share and C shares that carry one vote per share.</td></tr><tr><td colspan="1">A shares have preferential rights of distribution, corresponding to a maximum of 9% p.a. (incl. compound interest). B shares and C shares receive the amount remaining after the A sharesâ preferential right.</td></tr><tr><td colspan="1">Board of Directors</td></tr><tr><td colspan="1">The Board of Directors supervises the work of the Executive Management and is responsible for the overall and strategic management and proper organisation of the companyâs activities, while the Executive Management is responsible for the day-to-day management.</td></tr><tr><td colspan="1">The Board of Directors consist of seven members and has appointed a Chairman and a Vice Chairman. Two members of the Board of Directors are regarded as independent. The Board of Directors represents broad international business experience and skills considered to be relevant to HusCompagniet.</td></tr><tr><td colspan="1">The Board of Directors evaluates its work on an annual basis, and determines once a year the qualifications, experience and skills needed for the Board of Directors to best perform its tasks. All Board Members are up for election on the Annual General Meeting.</td></tr><tr><td colspan="1">The Board of Directors meets five times a year and holds extraordinary meetings when required. In 2019, five board meetings were held.</td></tr><tr><td colspan="1">In May 2020, Claus V. Hemmingsen, Magnus Tornling and Peter Balslev were elected to the Board of Directors. With their significant experience and compentences they are seen strengthening the Board of Directors in the next phase of HusCompagniets history.</td></tr><tr><td colspan="1">The Board of Directors has set up an Audit Committee. The purpose of the Audit Committee includes monitoring the financial reporting process, the companyâs internal control and risk management systems and the collaboration with the independent auditors. The Audit Committee consists currently of three members; Magnus Tornling, Ylva Ekborn and Peter Balslev.</td></tr><tr><td colspan="1">The Board of Directors has set up a Remuneration Committee. The purpose of the Remuneration Committee is to ensure that the Group maintains a remuneration policy for the members of the Board of Directors and the Executive Management as well as general guidelines for incentive pay to the Executive Management. The Remuneration Committee consists currently of two members; Vice Chairman Claus V. Hemmingsen and Mads Ditlevsen.</td></tr><tr><td colspan="1">Remuneration</td></tr><tr><td colspan="1">The remuneration of the members of the Executive Board and executive employees includes incentive programs which align interests between the companyâs management and the shareholders, as the schemes consider both short-term and long-term goals.</td></tr><tr><td colspan="1">In addition to the usual performance related bonus scheme, certain employees of the Group, as well as members of the Board of Directors of Diego HC Topco A/S take part in the Groupâs share investment program, which is disclosed in note 2.2 of this Annual Report.</td></tr></table></mrv:CorporateGovernanceReport>
<mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Diversity &amp; inclusion in a challenging industry</td></tr><tr><td colspan="1">At HusCompagniet, we strive towards a diverse and inclusive work environment. A diverse workforce can bring many advantages to an organisation, from increased creativity and innovation, to better problem solving, stronger governance, spotting of untapped market opportunities, and ultimately stronger financial performance.1 The starting point is providing equal opportunity for people of all ages, genders, nationalities, religions, political opinions, and abilities.</td></tr><tr><td colspan="1">The construction sector has traditionally been a male-dominated industry, which poses a challenge for the industry and for HusCompagniet. The starting point for improving the gender diversity of our workforce is to monitor the demographics of our employees, with the aim to track and increase gender balance over time.</td></tr><tr><td colspan="1">As of 2019, the underrepresented gender is female and constituted 19% of our workforce.</td></tr><tr><td colspan="1">Currently, women comprise 20% of our management team. Starting at the top, we have set a target to increase the representation of women in management to 25% by 2025 and 30% by 2030. We do not consider these targets to be end points, but rather as steps along the way towards increasing diversity.</td></tr><tr><td colspan="1">HusCompagnietâs Board of Directors consists of six men and one woman. The target is to have at least two female Board members.</td></tr></table></mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
<mrv:StatementOfCorporateSocialResponsibility contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Sustainability</td></tr><tr><td colspan="1">In 2019, we embarked on a journey to put sustainability at the top of the agenda, and make it a systematic focus of our business. We intensified our efforts to integrate sustainability throughout the value chain, from the way we think about building materials, to our product offerings, and through the use phase of our house after we hand over the keys to our customers. To track progress, we also scaled up reporting on our sustainability ambitions and performance.</td></tr><tr><td colspan="1">For HusCompagniet, sustainability is a leadership agenda, with ownership anchored with Business Development, the Executive Management team, and ultimately the Board of Directors. This is important for us because sustainability is an overarching and important guiding lens for business development and risk management. We work to systematically integrate it in the way that we govern our organisation going forward.</td></tr><tr><td colspan="1">It is also clear that environmental threats, such as climate change, and social issues like safety and diversity, are moving to the top of the agenda for our customers, investors, and society at large. We see it as our responsibility, as well as our opportunity, to anticipate and respond to the changing demands of our customers and of society. As one of the largest house providers in the Nordics, we have a unique position to contribute to sustainability within our industry and our value chain. We can do so by engaging with our industry and suppliers, catalysing innovation that reduces CO2 emissions throughout the lifecycle of our products, and presenting alternative offerings to our customers.</td></tr><tr><td colspan="1">Executive engagement on the sustainability agenda is high. Our lean structure and culture also lends itself to efficient decisions, actions, and results. Nonetheless, we recognise that sustainability must be anchored throughout the organisation, with strong governance in place. In 2020, HusCompagniet will continue to communicate, reinforce awareness, and anchor ownership of sustainability initiatives with employees, business partners, and customers.</td></tr><tr><td colspan="1">As we strengthen our sustainability focus, we believe it is important to take an outset in the lifecycle of our core product: single-family homes. From sourcing building materials, to construction, and our customersâ use of energy in their house, and even at the end of a houseâs life, there are a number of ways HusCompagniet can impact sustainability throughout the lifecycle.</td></tr><tr><td colspan="1">In 2019, HusCompagniet took steps to prioritise sustainability focus areas, set targets, and began to collect relevant and reliable data in order to track progress over time.</td></tr><tr><td colspan="1">In 2020, we will become a signatory to the UN Global Compact, reinforcing our commitment to the ten principles of human rights, labour rights, anti-corruption, and the environment, that serve as the foundation of our work with sustainability.</td></tr><tr><td colspan="1">The Sustainable Development Goals &amp; materiality</td></tr><tr><td colspan="1">The UN Sustainable Development Goals (SDGs) are a representation of global stakeholder sustainability priorities. HusCompagniet has used the SDGs as the starting point to inform the prioritisation of our material sustainability topics. Using this framework, we focus on areas where we can have positive impact on the SDGs. At the same time, we acknowledge that the nature of our and other commercial activities is that there is the risk of negative impact, which we have a responsibility to mitigate and minimise. In our ambitions and targets on page 16, we have mapped our focus areas to the lifecycle of a house, highlighting the connection of each to the SDGs at the target level.</td></tr><tr><td colspan="1">Nine sustainability focus areas were identified through a process of drawing on the expertise of internal stakeholders and external experts, against the backdrop of the SDGs.</td></tr><tr><td colspan="1">As a house provider, one of the key impacts that HusCompagniet has is on the environment. Climate change is an urgent global threat, and how we respond now will determine the trajectory of warming for generations. For this reason, climate change is one of our most material topics, which we address across the lifecycle of a house. For HusCompagniet, climate change presents opportunities to bring new, climate-friendly house concepts and alternative energy technologies to our customers. It also presents</td></tr><tr><td colspan="1">risks that we must mitigate, starting with reducing our own CO2 emissions. In addition to carbon emissions, water and waste are considered to be among material impacts that businesses have on the environment. HusCompagnietâs current influence on waste at the end of the lifecycle of a house is in the selection of materials, that are, for example, more easily recycled. It has been assessed that water is not a natural resource that is used in large volumes during construction, and was thus deselected.</td></tr><tr><td colspan="1">Material social topics for HusCompagniet include employee well-being, diversity and inclusion, and health and safety. These elements are core to the long-term success of our business and our values as a company.</td></tr><tr><td colspan="1">Working against corruption, and in support of human rights and labour rights, is part of HusCompagniet and any companyâs license to operate. We have highlighted this in our sustainability ambitions. Particularly with our asset-light business model, it is our responsibility to uphold these standards with our subcontractors and suppliers. These are material issues that we will need to further explore, in order to understand our influence and responsibility in the value chain.</td></tr><tr><td colspan="1">Last but not least, our customers are at the centre of everything that we do. Tapping into changing demands for more sustainable products, we will involve our customers in defining the solutions that will play a small part in solving global sustainability challenges.</td></tr><tr><td colspan="1">Climate change</td></tr><tr><td colspan="1">Climate change is one of the defining global challenges of our time. Its impacts are wide-ranging, from physical events such as flooding, extreme weather events, and water and heat stress, to movements of populations, resulting from climate-related displacement, all of which have implications for business in the future.</td></tr><tr><td colspan="1">The construction sector is one of Europe's largest CO21 contributors, accounting for approximately 36% of CO2 emissions in the EU2. At the same time, infrastructure and housing contribute to achieving the Sustainable Development Goals3. In line with the Paris Agreement, the EU's long-term strategy to be climate-neutral by 2050 includes buildings as one of the main sectors that can play a substantial role in carbon reductions. Two building blocks that contribute to achieving the long-term climate strategy are energy efficiency and resource and material efficiency, in the form of sustainable buildings4.</td></tr><tr><td colspan="1">As shown in our ambitions and targets on page 16, HusCompagniet touches a number of phases in the lifecycle of a house, from materials selection upstream, to emissions from our own operations, and energy efficiency during the use phase downstream. For these reasons, we have chosen, as part of our sustainability journey, to have a special focus on climate change, taking the full lifecycle perspective.</td></tr><tr><td colspan="1">The Task Force on Climate-related Financial Disclosures</td></tr><tr><td colspan="1">The FSB Task Force on Climate-related Financial Disclosures (TCFD) is developing voluntary, consistent climate-related financial risk disclosures to provide information to investors, lenders, insurers, and other stakeholders. HusCompagniet supports the Task Force on Climate-related Financial Disclosures (TCFD), and has developed disclosures based on the Task Force's recommendations, which are presented on page 29.</td></tr><tr><td colspan="1">Carbon emissions: the lifecycle perspective</td></tr><tr><td colspan="1">When assessing climate impact and CO2 emissions, it is important to take a view of the entire value chain of a house, and the upstream and downstream scope 3 emissions. The lifecycle of a house starts with CO2 from the extraction of the raw materials and production of building materials, followed by emissions from the house construction phase. It continues with energy consumption while the customer is living in the house, and finally reaches the end of life, during which the house is demolished, and materials are reused, recycled, or disposed.</td></tr><tr><td colspan="1">To illustrate the lifetime carbon emissions of a house, we have calculated the full lifetime carbon emissions of an archetype house (scopes 1, 2 and 3), based on a standard single floor house, our most sold house, accounting for about 80% of our sales. The CO2 emissions per phase of the lifecycle provides an indication of the impact in each phase. The percentage of CO2 emissions changes, depending on the type of heating used. We use the standard definition for the lifecycle of a house of 50 years.</td></tr><tr><td colspan="1">The emissions under HusCompagnietâs direct control, are scope 1 and 2 emissions from our own operations, where we have the most control, and where we have set the most ambitious targets. However, a majority of the CO2 emissions across the lifecycle of a house occurs in other phases, in the form of upstream and downstream scope 3 emissions, where HusCompagniet has an influence, but not direct control. Our role in these phases is more complex, and requires engagement with our suppliers upstream and our customers downstream. As a large player in our sector, we see potential in leveraging our centralised purchasing and product development efforts for emissions reductions across the value chain.</td></tr><tr><td colspan="1">In the short- and medium-term, our focus will be upstream and in the use phase, where we can engage with our suppliers to reduce scope 3 emissions from the production of building materials, and with our customers, offering houses built with less carbon-intensive materials and on-site alternative energy technologies. In the longer term, we will further focus on end of life, starting with materials selection, shifting towards more readily recycled and reused materials, thereby reducing future downstream scope 3 emissions. Additionally, we plan to focus on waste reduction and management on construction sites.</td></tr><tr><td colspan="1">Reducing CO2 emissions across our operations</td></tr><tr><td colspan="1">We are committed to reducing the CO2 emissions from our operations and construction sites through a number of initiatives, starting with committing to the EV100 initiative, transitioning to an electric fleet of company vehicles by 2025. HusCompagniet's target for scope 1 emissions from vehicles is zero by 2025.</td></tr><tr><td colspan="1">In 2020, we will assess the viability of currently available technologies and vehicles, and prepare for electric vehicle infrastructure at our offices. This includes our fleet of not only passenger cars and sedans, but also SUVs and cargo vans, which currently pose a challenge. The current range of electric cars is not yet on par with diesel and petrol vehicles. We are optimistic that between 2020 and 2025, increased demand will drive rapid technological innovation, and bring vehicles to market with ranges that meet the needs of our employees.</td></tr><tr><td colspan="1">We have set ambitious short- and long-term targets to reduce the emissions from electricity and heating from our offices and on construction sites. Our target is to be carbon neutral in our scope 1 and 2 emissions by 2030. This will be achieved through the purchase of renewable energy, energy efficiency, and offsets where needed.</td></tr><tr><td colspan="1">The reduction will be supported by the transition of the grid's energy mix, which is expected to be 32% renewable in Europe by 2030, 100% renewable in Denmark by 2035, and 100% in Sweden by 2040.</td></tr><tr><td colspan="1">Offering alternative energy technologies to our customers</td></tr><tr><td colspan="1">As the electricity grid transitions towards a more renewable energy mix in the coming years, HusCompagniet sees an opportunity to provide customers with renewable, decentralised, and financially-viable alternative on-site energy sources. Each alternative energy source has the potential to reduce the overall CO2 emissions of our houses. For example, geo thermal heating pumps can potentially reduce emissions during the use phase of the lifecycle of a house by more than 90% (from 8.8kg to 0.8kg CO2e per m2 per year), compared to natural gas heating.</td></tr><tr><td colspan="1">In 2020, we will review our assortment of alternative energy solutions, which includes solar panels for heating and electricity, and heat pumps. We will consider the expansion of technologies and solutions. From there, educating our sales force will be key to bring these solutions to the market. This will be done with the aim of sharing insights and promoting renewable technologies to our customers as cost- and carbon-effective additions to their houses that lessen reliance on the grid. Importantly, it provides customers the choice to play a role in replacing non-renewable sources of energy with decentralised alternative solutions.</td></tr><tr><td colspan="1">In the archetype HusCompagniet house for which the full lifecycle CO2 emissions have been calculated, alternative heating solutions have a substantial impact on the use phase, as well as the total lifetime CO2 emissions of the house. Switching from district heating to geothermal heating reduces lifetime emissions by around 20%, from 8.6kg to 6.8kg CO2eq / m2 / year. Relatedly, replacing gas heating with geothermal heating reduces lifetime emissions of the house by over 50%, from 14.9kg to 6.8kg CO2eq / m2 / year.</td></tr><tr><td colspan="1">With a relatively high baseline of 48% of houses ordered in 2019 with one or more alternative energy sources, our target is to increase this to 60% by 2025. We hope to achieve this through innovative and competitive offerings, enabling our customers to make personal changes that contribute to reducing the impact on climate change.</td></tr><tr><td colspan="1">Climate-friendly house concepts</td></tr><tr><td colspan="1">With the transition of the electricity grid to renewable energy, the focus will shift upstream in the value chain, where the scope 3 CO2 to produce building materials will become proportionally larger in the total lifecycle emissions of a house. We will continue to comply with applicable building regulations, and at the same time, further explore less CO2-intensive materials. For example, one kilogram of conventional cement takes about one kilogram of CO2 to produce1, whereas wood is comparatively less carbon-intensive.</td></tr><tr><td colspan="1">In 2019, we assessed the CO2 emissions from the building materials of our most popular house model. We will continue with our other house models in 2020, and establish a baseline for our entire portfolio of houses, to better inform our target-setting and efforts.</td></tr><tr><td colspan="1">Last, but not least, HusCompagniet will engage suppliers in developing solutions to reduce scope 3 CO2 emissions from the building materials that go into our houses. In 2019, 5.8kg CO2/m/year was emitted from building materials through the lifecycle of the HusCompagniet archetype house. Through innovation and collaboration with our suppliers, our target is to reduce scope 3 CO2 emissions from building materials of houses delivered by 70%, to 1.7kg/m2/year by 2030.</td></tr><tr><td colspan="1">To meet these targets, we will launch our first climate-friendly house concept in 2020, utilising solutions that reduce the upstream CO2 emissions in the materials used, without compromising on quality or aesthetics.</td></tr><tr><td colspan="1">Our people</td></tr><tr><td colspan="1">People are at the core of our business, both because we deliver family houses and because we rely on the capabilities of our employees to do so at high standards of quality. At HusCompagniet, we work as a dedicated team to realise each project, from conception to the handing over of keys to our customers.</td></tr><tr><td colspan="1">The knowledge and insights of our people are among our strongest assets as a company. We support and engage our employees, through focusing on well-being and diversity.</td></tr><tr><td colspan="1">We have a lean structure and a flat hierarchy, and work with local subcontractors for the majority of the construction. This operating model gives us a high degree of agility and efficiency. On the other hand, it means that we must invest additional efforts in our subcontractors, to improve compliance with quality and sustainability standards throughout the value chain.</td></tr><tr><td colspan="1">Over the years, we have built long-term, recurring working relationships with our suppliers and subcontractors, which has led to an efficient, standardised operating model across projects. Not only does this increase quality and lower cost, it also forms the basis for us to improve performance on issues such as health and safety, together with our subcontractors.</td></tr><tr><td colspan="1">Increasing focus on health and safety in the construction phase</td></tr><tr><td colspan="1">In the construction industry, where physical risks are present, it is important to us that our employees and subcon-tractors are safe at work. We observe all requirements of national laws and regulations related to health and safety.</td></tr><tr><td colspan="1">In 2019, we established a safety performance baseline for both our own employees and our subcontractors. As an important part of our new sustainability ambition, we scaled up our focus on the area of health and safety, but there is still a long way to go.</td></tr><tr><td colspan="1">At HusCompagniet, we work with subcontractors to execute the construction phase of our houses. Our construction managers oversee construction sites and subcontractors, and we embrace our responsibility for the health and safety for both our own employees, as well as subcontractors on-site, where much of the health and safety risks exist. Our construction managers are key to safety on construction sites. They are the eyes of HusCompagniet in this respect, and their input and uniform education is an important element to safe operations.</td></tr><tr><td colspan="1">We have a Code of Conduct that describes our current standards for safety on site, which all subcontractors are required to sign. However, we want to strengthen our approach and build stronger processes and culture around health and safety.</td></tr><tr><td colspan="1">We have established a safety baseline in 2019 with Lost Time Injury frequency (LTIf), Lost time injuries (LTIs), and fatalities. Our target is to lower the incident frequency, aiming to reduce by 30% by 2025 and 50% by 2030.</td></tr><tr><td colspan="1">Our safety baseline shows that we must follow-up, learn from the incidents, and continue to work to improve our safety performance. Over half of blue collar LTIs of our own employees involved nail-gun related injuries, both on building sites, and in our factory in VÃ¥rgÃ¥rda, Sweden. We take these incidents very seriously, and will conduct a thorough investigation to inform safety measures that will prevent</td></tr><tr><td colspan="1">future safety incidents related to nail guns.</td></tr><tr><td colspan="1">A number of actions to build out our safety program have been identified for 2020</td></tr><tr><td colspan="1">1. Engage with construction managers for input; Safety education for construction managers, enabling them to engage their teams and perform on-site safety checks</td></tr><tr><td colspan="1">2. Set up systems to capture safety data centrally</td></tr><tr><td colspan="1">Thereafter, we will update our policies, processes, and Codes of Conduct, as well as ensure communication and awareness. We believe that the safest approach is one that focuses on minimising risks and incidents, learning, and improving from the incidents that do occur.</td></tr><tr><td colspan="1">During 2020, we will explore the potential of reporting of safety incidents and near-misses in real-time through digital channels.</td></tr><tr><td colspan="1">Employee well-being through engagement</td></tr><tr><td colspan="1">The well-being of our people is important to us. Employee well-being also ultimately links to increased productivity and firm-level financial performance1. Meeting our customers' expectations every day requires us to bring together a broad range of different people and skillsets, ranging from salespeople, to architects, and construction managers. To improve employee engagement and wellbeing, we have begun development and engagement initiatives that improve team dynamics, internal, and external communication. In 2018, HusCompagniet introduced a psychometric tool, designed to improve employees' selfawareness and understanding of personality preferences. This is part of our efforts to enable better communication both among our employees and in our client management process, and we have had positive feedback and commitment from many employees.</td></tr><tr><td colspan="1">The tool has also become a contributing factor for our recruitment process as well as a tool for managing and solving workplace conflicts. Going forward, we will conduct workshops on a quarterly basis, so all new employees go through the profiling process as they are on-boarded.</td></tr><tr><td colspan="1">First applied in our Aalborg office, where our customer satisfaction rate is also the highest, we have recently taken initiative to implement the tool across the company to leverage the learnings and benefits from Aalborg. We have observed that it can enable a constructive work environment and improves our understanding of our clients' needs throughout the building process.</td></tr><tr><td colspan="1">During 2020, we will draw on our experiences to work with leadership development, equipping our managers to better communicate with their teams. We will also incorporate the knowledge into one-on-one development meetings</td></tr></table><br><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Responsible business</td></tr><tr><td colspan="1">While the construction sector contributes to economic growth and solutions to urbanisation and modern living standards, it is often scrutinised for challenges related to working conditions and anti-corruption through the value chain. As with issues like health and safety, HusCompagniet has long-term, recurring working relationships with suppliers and subcontractors, and thus an efficient, standardised operating model across projects, potentially providing us a stronger starting point for addressing responsible business principles such as labour and human rights, and anti-corruption.</td></tr><tr><td colspan="1">Labour Rights &amp; Human Rights</td></tr><tr><td colspan="1">We at HusCompagniet acknowledge our responsibility to uphold labour and human rights standards when working with subcontractors, as labour and human rights risks tend to be related to the construction process.</td></tr><tr><td colspan="1">Our Standards of Business Conduct and internal Guidelines on Value and Ethics lay out our internal requirements for compliance with applicable laws and regulations, business ethics, working environment, equal opportunity, and labour rights. We firmly prohibit all child labour, forced labour and discrimination due to age, gender, race, colour, religion, political opinion, social origin, and we comply with all applicable labour laws and regulations in the markets where we operate. When joining HusCompagniet, all employees are required to sign our Standards of Business Conduct and internal Guidelines on Value and Ethics.</td></tr><tr><td colspan="1">We recognise that more can and should be done. In 2020, we will revisit our Codes of Conduct and Policies, and increase awareness among employees, suppliers, and subcontractors.</td></tr><tr><td colspan="1">The construction industry in general has been scrutinised for labour issues, particularly related to vulnerable groups, such as migrant workers. This is a particular dilemma across geographies because the legal minimum wage may not necessarily reflect a living wage. Nothing has come to our attention to give us reason to believe this is a systemic problem on our construction sites. However, we will continue to explore and improve our understanding and oversight of such issues.</td></tr><tr><td colspan="1">Anti-corruption</td></tr><tr><td colspan="1">HusCompagniet's work with business ethics is guided by our Standards of Business Conduct. We have a zero tolerance policy to corruption of any form, and specific provisions on conflicts of interest. We are aware, however, that in the construction sector, business ethics risks generally occur where there is close collaboration with third parties, such as in procurement.</td></tr><tr><td colspan="1">At HusCompagniet, we have a whistleblower system, providing our employees and business partners with an anonymous channel to report incidents without fear of reprisal. We will increase awareness of the whistleblower system to our employees and partners.</td></tr><tr><td colspan="1">We are working to strengthen awareness of business ethics and anti-corruption throughout our organisation and in our dealings with suppliers and subcontractors. No breaches to our anti-corruption policies have been identified in 2019.</td></tr><tr><td colspan="1">Sustainable sourcing</td></tr><tr><td colspan="1">When working with suppliers and subcontractors, we require compliance with all current legislation, and our Standards of Business Conduct and Supplier Code of Conduct, which include elements of human and labour rights, anti-corruption, and environmental sustainability.</td></tr><tr><td colspan="1">HusCompagniet negotiates the purchase of key material categories directly with manufacturers, centralising a large portion of our procurement and enabling long-term relations with key material suppliers. With this centralised procurement, the risk of business ethics breaches is somewhat mitigated. Additionally, substantial purchasing decisions are made at the relevant authority level, and approval processes have been put in place. Supplier agreements above a specific threshold must be approved</td></tr><tr><td colspan="1">by our Executive Board or Group Purchasing department.</td></tr><tr><td colspan="1">Smaller materials categories are sourced from builder merchants, and subcontractors used for the construction process are typically managed locally to enable flexibility. We are aware that flexible and decentralised decision-making have the downside of potentially increased risk in terms of business ethics.</td></tr><tr><td colspan="1">Our Supplier Code of Conduct is aligned with our Standards of Business Conduct. All purchasing agreements with suppliers and subcontractors include a requirement to comply with the Code, and we ask our suppliers to promote it within their own organisations and supply chain. Non-compliance, where a supplier or subcontractor demonstrates inadequate commitment or lack of improvement, may result in termination of the business relationship. Going forward, we will work to further formalise our procurement processes and engage our suppliers and subcontractors to promote awareness and understanding of our Supplier Code of Conduct.</td></tr></table></mrv:StatementOfCorporateSocialResponsibility>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Statement by Management</td></tr></table></sob:StatementByExecutiveAndSupervisoryBoards>
<sob:IdentificationOfApprovedAnnualReport contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">The Board of Directors and the Executive Board have today discussed and approved the annual report of Diego HC TopCo A/S for the financial year 1 January â 31 December 2019.</td></tr></table></sob:IdentificationOfApprovedAnnualReport>
<sob:ConfirmationThatAnnualReportIsPresentedInAccordanceWithRequirementsProvidedForByLegislationAnyStandardsAndRequirementsProvidedByArticlesOfAssociationOrByAgreement contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">The annual report has been prepared in accordance with the International Financial Reporting Standards as adopted by the EU and additional disclosures requirements in the Danish Financial Statements Act.</td></tr></table></sob:ConfirmationThatAnnualReportIsPresentedInAccordanceWithRequirementsProvidedForByLegislationAnyStandardsAndRequirementsProvidedByArticlesOfAssociationOrByAgreement>
<sob:ConfirmationThatFinancialStatementGivesTrueAndFairViewOfAssetsLiabilitiesEquityFinancialPositionAndResults contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">In our opinion, the financial statements give a true and fair view of the financial position of the Group and the Company at 31 December 2019 and of the results of its operations and cash flows for the financial year 1 January â 31 December 2019.</td></tr></table></sob:ConfirmationThatFinancialStatementGivesTrueAndFairViewOfAssetsLiabilitiesEquityFinancialPositionAndResults>
<sob:ManagementsStatementAboutManagementsReview contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Further, in our opinion, the Management's review gives a fair review of the development in the Groupâs and the Company's operations and financial matters, the results for the year and the Groupâs and the Company's financial position as well as a description of the main risks and uncertainties facing the Group and the Company.</td></tr></table></sob:ManagementsStatementAboutManagementsReview>
<sob:RecommendationForApprovalOfAnnualReportByGeneralMeeting contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">We recommend that the annual report be approved at the annual general meeting.</td></tr></table></sob:RecommendationForApprovalOfAnnualReportByGeneralMeeting>
<sob:PlaceOfSignatureOfStatement contextRef="ctx1" xml:lang="da">Horsens</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx1">2020-06-03</sob:DateOfApprovalOfAnnualReport>
<arr:IndependentAuditorsReportsAudit contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Independent auditor's report</td></tr></table></arr:IndependentAuditorsReportsAudit>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">To the shareholders of Diego HC TopCo A/S</td></tr></table></arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Opinion</td></tr><tr><td colspan="1">We have audited the consolidated financial statements and the parent company financial statements of Diego HC TopCo A/S for the financial year 1 January â 31 December 2019, which comprise income statement, statement of comprehensive 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 financial statements and the parent company financial statements are prepared in accordance with International Financial Reporting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.</td></tr><tr><td colspan="1">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 Company at 31 December 2019 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 2019 in accordance with International Financial Reporting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.</td></tr></table></arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Basis for opinion</td></tr><tr><td colspan="1">We conducted our audit in accordance with International Standards on Auditing (ISAs) and additional requirements applicable in Denmark. Our responsibilities under those standards 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 statements") section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.</td></tr></table></arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:StatementOnOtherInformationAuditorsReportOnAuditedFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Independence</td></tr><tr><td colspan="1">We are independent of the Group in accordance with the International Ethics Standards Board for Accountants' Code of Ethics for Professional Accountants (IESBA Code) and additional requirements applicable in Denmark, and we have fulfilled our other ethical responsibilities in accordance with these rules and requirements.</td></tr><tr><td colspan="1">Statement on the Management's review</td></tr><tr><td colspan="1">Management is responsible for the Management's review.</td></tr><tr><td colspan="1">Our opinion on the financial statements does not cover the Management's review, and we do not express any assurance conclusion thereon.</td></tr><tr><td colspan="1">In connection with our audit of the financial statements, our responsibility is to read the Management's review and, in doing so, consider whether the Management's review is materially inconsistent with the financial statements or our knowledge obtained during the audit, or otherwise appears to be materially misstated.</td></tr><tr><td colspan="1">Moreover, it is our responsibility to consider whether the Management's review provides the information required under the Danish Financial Statements Act.</td></tr><tr><td colspan="1">Based on our procedures, we conclude that the Management's review is in accordance with the financial statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We did not identify any material misstatement of the Management's review.</td></tr></table></arr:StatementOnOtherInformationAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Management's responsibilities for the financial statements</td></tr><tr><td colspan="1">Management is responsible for the preparation of consolidated 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.</td></tr><tr><td colspan="1">In preparing the financial statements, Management is responsible for assessing the Group's and the Parent Company's ability 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 unless Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so.</td></tr></table></arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx1" xml:lang="da"><table xmlns="http://www.w3.org/1999/xhtml" style="border-right: 0px; border-top: 0px; border-left: 0px; width: 650px; border-bottom: 0px; border-collapse: collapse" width="100%"><tr><td colspan="1">Auditor's responsibilities for the audit of the financial statements</td></tr><tr><td colspan="1">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 assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and additional requirements applicable in Denmark will always detect a material 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 influence the economic decisions of users taken on the basis of the financial statements.</td></tr><tr><td colspan="1">As part of an audit conducted in accordance with ISAs and additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also</td></tr><tr><td colspan="1">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 appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal control.</td></tr><tr><td colspan="1">Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group's and the Parent Company's internal control.</td></tr><tr><td colspan="1">Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management.</td></tr><tr><td colspan="1">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 continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Group and the Parent Company to cease to continue as a going concern.</td></tr><tr><td colspan="1">Evaluate the overall presentation, structure and contents of the financial statements, including the note disclosures, and whether the financial statements represent the underlying transactions and events in a manner that gives a true and fair view.</td></tr><tr><td colspan="1">Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.</td></tr><tr><td colspan="1">We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.</td></tr></table></arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:SignatureOfAuditorsPlace contextRef="ctx1" xml:lang="da">Copenhagen</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx1">2020-06-03</arr:SignatureOfAuditorsDate>
<gsd:NameOfReportingEntity contextRef="ctx1" xml:lang="da">Diego HC TopCo A/S</gsd:NameOfReportingEntity>
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<gsd:NameAndSurnameOfChairmanOfGeneralMeeting contextRef="ctx1" xml:lang="da">Gro Andreasen</gsd:NameAndSurnameOfChairmanOfGeneralMeeting>
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rsrapport</gsd:InformationOnTypeOfSubmittedReport>
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<cmn:NameAndSurnameOfAuditor contextRef="ctx22" xml:lang="da">Torben Bender</cmn:NameAndSurnameOfAuditor>
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<arr:IdentificationNumberOfAuditor contextRef="ctx22">mne21332</arr:IdentificationNumberOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx23" xml:lang="da">Thomas Bruun Kofoed</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx23" xml:lang="da">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<arr:IdentificationNumberOfAuditor contextRef="ctx23">mne28677</arr:IdentificationNumberOfAuditor>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx23">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx23" xml:lang="da">Ernst & Young Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
</xbrli:xbrl>