Assets
| Type | Time | Amount | Unit |
|---|
Revenue
| Type | Start date | End date | Amount | Unit |
|---|
XML
See the xml submitted here:
XML: INVALID
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: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">CSR summary</td></tr><tr><td colspan="1">Increased focus on integration of</td></tr><tr><td colspan="1">CSR with business strategy</td></tr><tr><td colspan="1">Rising urgency of tackling</td></tr><tr><td colspan="1">climate change</td></tr><tr><td colspan="1">Key CSR themes: âEnvironmental</td></tr><tr><td colspan="1">Footprintâ and âCaring Employerâ</td></tr><tr><td colspan="1">The CSR strategy is a key enabler for developing our</td></tr><tr><td colspan="1">business sustainably - by reducing our environmental</td></tr><tr><td colspan="1">footprint and by being a caring employer. In 2019, our CSR</td></tr><tr><td colspan="1">activities reflected a deepened engagement as sustaina-</td></tr><tr><td colspan="1">bility was integrated into the new Win23 strategy.</td></tr><tr><td colspan="1">The CSR strategy is aligned with the UN Sustainable</td></tr><tr><td colspan="1">Development Goals (SDGs). The SDGs are an external</td></tr><tr><td colspan="1">framework that motivates and guides our efforts as they</td></tr><tr><td colspan="1">represent global principles and goals for responsible</td></tr><tr><td colspan="1">conduct. The CSR strategy specifically links with SDG 3, 5,</td></tr><tr><td colspan="1">13, 14 and 17.</td></tr><tr><td colspan="1">The CSR strategy has six overriding ambitions: support the</td></tr><tr><td colspan="1">marine environment; be a responsible neighbour; improve</td></tr><tr><td colspan="1">air quality; ensure well-being for all employees; be an</td></tr><tr><td colspan="1">inclusive workplace; and provide opportunities to do good.</td></tr><tr><td colspan="1">To operationalise these ambitions, KPIs have been set for</td></tr><tr><td colspan="1">each area in 2019. Our ambitions are high knowing that</td></tr><tr><td colspan="1">the ideal state keeps evolving and may be a long way off.</td></tr><tr><td colspan="1">The ambitions are anchored in strategy and governance.</td></tr><tr><td colspan="1">Structures and processes are place to ensure we stay</td></tr><tr><td colspan="1">committed and prioritise the right initiatives in the</td></tr><tr><td colspan="1">business. The CSR team reports to the Strategic CSR</td></tr><tr><td colspan="1">Committee â which is made up of the Executive</td></tr><tr><td colspan="1">Management Team (EMT) and Operational CSR committee.</td></tr><tr><td colspan="1">With representatives from Ferry, Logistics and Group</td></tr><tr><td colspan="1">functions, the Strategic CSR Committee supports</td></tr><tr><td colspan="1">integration across operations.</td></tr><tr><td colspan="1">We want to take responsibility for the communities and</td></tr><tr><td colspan="1">environments we impact. Through our Code of Business</td></tr><tr><td colspan="1">Conduct and company policies, we are committed to the</td></tr><tr><td colspan="1">principles of the UN Global Compact and the SDGs, and to</td></tr><tr><td colspan="1">ensure responsible supply chain management through the</td></tr><tr><td colspan="1">IMPA Act. To promote full transparency, we voluntarily</td></tr><tr><td colspan="1">disclose and/or verify our environmental, social and</td></tr><tr><td colspan="1">governance data to third party systems. A critical part of</td></tr><tr><td colspan="1">our commitment is to engage in partnerships to develop</td></tr><tr><td colspan="1">solutions for the future. These include engagement in</td></tr><tr><td colspan="1">industry fora and creating industry partnerships and</td></tr><tr><td colspan="1">partnerships with innovative start-ups.</td></tr><tr><td colspan="1">On the following three pages we provide more information</td></tr><tr><td colspan="1">on three selected topics: Decarbonisation and emissions,</td></tr><tr><td colspan="1">diversity and inclusion as well as an overview key CSR</td></tr><tr><td colspan="1">figures. The full CSR Report for 2019 is available from this</td></tr><tr><td colspan="1">link: http://www.dfds.com/en/about/group/responsibility.</td></tr><tr><td colspan="1">Decarbonisation and emissions</td></tr><tr><td colspan="1">At DFDS, we fully support the decarbonisation mission.</td></tr><tr><td colspan="1">While energy efficiency continues to be a key priority, it</td></tr><tr><td colspan="1">will not be enough to achieve C02-neutral transport. We</td></tr><tr><td colspan="1">have to adopt alternative fuels based on renewable</td></tr><tr><td colspan="1">energy, if our industry is to truly transform and deliver</td></tr><tr><td colspan="1">on decarbonisation.</td></tr><tr><td colspan="1">The long-term path towards zero emissions shipping</td></tr><tr><td colspan="1">requires the industry to depart from todayâs fleets and</td></tr><tr><td colspan="1">stop using fossil fuels. For DFDS, the next significant step</td></tr><tr><td colspan="1">in this direction is to begin replacing fossil fuels with</td></tr><tr><td colspan="1">biofuels. This will allow us to continue using our existing</td></tr><tr><td colspan="1">fleet without incurring major changes to engines and</td></tr><tr><td colspan="1">equipment. To support this ambition, we have invested in</td></tr><tr><td colspan="1">the start-up, MASH Energy in 2019 â a biofuel producer</td></tr><tr><td colspan="1">that produces CO2 neutral biofuel from agricultural waste.</td></tr><tr><td colspan="1">But the major transition will be a more long-term move</td></tr><tr><td colspan="1">towards achieving zero emission shipping that relies on a</td></tr><tr><td colspan="1">new generation of ships. We believe in the potential of a</td></tr><tr><td colspan="1">new generation of sustainable fuels for shipping, created</td></tr><tr><td colspan="1">entirely from renewable energy, like offshore wind power.</td></tr><tr><td colspan="1">Finding viable alternatives to fossil fuels that can support</td></tr><tr><td colspan="1">carbon neutral transportation needs cross-sector</td></tr><tr><td colspan="1">collaboration and a willingness to experiment. So we</td></tr><tr><td colspan="1">continuously look for partners with ambitious visions.</td></tr><tr><td colspan="1">The commercial viability of renewable fuels is still held</td></tr><tr><td colspan="1">back by a number of uncertainties. The demand for</td></tr><tr><td colspan="1">renewable fuels depend on price differentials between</td></tr><tr><td colspan="1">black and green energy, availability, bunker infrastructure,</td></tr><tr><td colspan="1">rules and regulations, uncertainties around measurement,</td></tr><tr><td colspan="1">and potential special rules for passenger ferries. Levelling</td></tr><tr><td colspan="1">the price gap between fossil and renewable fuels will be</td></tr><tr><td colspan="1">critical to driving adoption and building zero-emission</td></tr><tr><td colspan="1">ships. We act by engaging with partners and open</td></tr><tr><td colspan="1">innovation initiatives to discover technologies and</td></tr><tr><td colspan="1">synergies that will help drive down the cost of</td></tr><tr><td colspan="1">renewables.</td></tr><tr><td colspan="1">We are committed to the International Maritime</td></tr><tr><td colspan="1">Organisationâs (IMO) GHG (Greenhouse Gas) strategy.</td></tr><tr><td colspan="1">Complementing this, we also want to be progressive in</td></tr><tr><td colspan="1">how we cut back on our GHG emissions. While the exact</td></tr><tr><td colspan="1">details of metrics, baseline and allocations of various</td></tr><tr><td colspan="1">shipping elements are still subject to discussion by the</td></tr><tr><td colspan="1">IMO, we have decided to use âGross Tonnage multiplied by</td></tr><tr><td colspan="1">distance travelledâ when reporting on GHG emissions</td></tr><tr><td colspan="1">performance. In 2019, we have set 2023 and 2030 targets</td></tr><tr><td colspan="1">for this KPI.</td></tr><tr><td colspan="1">While reducing CO2 emissions is vital for tackling global</td></tr><tr><td colspan="1">climate change, we must also focus on reducing NOx, SO2</td></tr><tr><td colspan="1">and particle matter emissions to improve local air quality.</td></tr><tr><td colspan="1">Our efforts to cut emissions of NOx and particle matter</td></tr><tr><td colspan="1">include installing shore power supply on vessels, which</td></tr><tr><td colspan="1">allows auxiliary engines to be switched off during port</td></tr><tr><td colspan="1">stay. Shore power significantly improves local air quality,</td></tr><tr><td colspan="1">and has the potential to be emissions-free if derived from</td></tr><tr><td colspan="1">renewable electricity sources.</td></tr></table></mrv:StatementOfCorporateSocialResponsibility>
<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 and inclusion</td></tr><tr><td colspan="1">Sustainability and diversity go hand in hand as diversity</td></tr><tr><td colspan="1">provides a broader spectrum of competencies, and</td></tr><tr><td colspan="1">better business decisions based on each individualâs</td></tr><tr><td colspan="1">unique contribution.</td></tr><tr><td colspan="1">The maritime and logistics industry has traditionally been</td></tr><tr><td colspan="1">linked with male attributes and continues to be so today â</td></tr><tr><td colspan="1">especially at sea. The industryâs lack of appeal to women</td></tr><tr><td colspan="1">challenges initiatives to balance gender, which is why itâs</td></tr><tr><td colspan="1">important that we make a particular effort to focus on</td></tr><tr><td colspan="1">gender diversity. We are therefore working on changing</td></tr><tr><td colspan="1">perceptions of the industry and make it equally attractive</td></tr><tr><td colspan="1">to women.</td></tr><tr><td colspan="1">A key ambition of our strategic theme âCaring Employerâ is</td></tr><tr><td colspan="1">to be an inclusive workplace. That is why we have defined</td></tr><tr><td colspan="1">specific targets in this area, to make sure we maintain our</td></tr><tr><td colspan="1">focus on increasing diversity. In 2019, we set a target of</td></tr><tr><td colspan="1">minimum 30% minority representation by 2023. Gender</td></tr><tr><td colspan="1">distribution is the only diversity area we can collect data</td></tr><tr><td colspan="1">in, and our performance measurement therefore focuses</td></tr><tr><td colspan="1">on improvements in gender diversity. But to secure a</td></tr><tr><td colspan="1">workforce that is truly diverse, minority representation</td></tr><tr><td colspan="1">also relates to minorities related to race, ethnic</td></tr><tr><td colspan="1">background, religion, sexual orientation, age, level of</td></tr><tr><td colspan="1">education and socioeconomic status.</td></tr><tr><td colspan="1">Women hold 33% of the seats on our Board of Directors.</td></tr><tr><td colspan="1">We are proud to have met our target at this leadership</td></tr><tr><td colspan="1">level. For senior managers, our proportion of women</td></tr><tr><td colspan="1">increased significantly between 2018 and 2019 â from</td></tr><tr><td colspan="1">10% to 23% â as two women joined our Executive</td></tr><tr><td colspan="1">Management Team (EMT) and one woman was promoted</td></tr><tr><td colspan="1">to VP. 33% of EMT members are now women. It is</td></tr><tr><td colspan="1">essential we lead by example. So the changes in</td></tr><tr><td colspan="1">leadership are vital steps on the road to becoming truly</td></tr><tr><td colspan="1">diverse. We still have some distance to travel. Women</td></tr><tr><td colspan="1">make up 26% at employee level but only 17% of</td></tr><tr><td colspan="1">managers.</td></tr><tr><td colspan="1">To help us reach our targets, focus on diversity was</td></tr><tr><td colspan="1">intensified in 2019: we set diversity goals at VP level</td></tr><tr><td colspan="1">based on ambitious but realistic targets, participated in</td></tr><tr><td colspan="1">information campaigns to increase awareness and</td></tr><tr><td colspan="1">attractiveness of the industry for women, ran internal</td></tr><tr><td colspan="1">diversity awareness workshops, rolled out inclusivity</td></tr><tr><td colspan="1">programmes to create better opportunities for minority</td></tr><tr><td colspan="1">groups, and participated in the Copenhagen Pride Parade</td></tr><tr><td colspan="1">to support equality, inclusion and diversity.</td></tr><tr><td colspan="1">In 2020, and the future, we expect to implement the</td></tr><tr><td colspan="1">diversity and inclusion initiatives in managementâs</td></tr><tr><td colspan="1">operating procedures, facilitate internal diversity</td></tr><tr><td colspan="1">community sharing challenges (best practice and good</td></tr><tr><td colspan="1">ideas), provide better access to internal communication</td></tr><tr><td colspan="1">sites to include all DFDS people, whether working at sea or</td></tr><tr><td colspan="1">on land, engage in projects to support female</td></tr><tr><td colspan="1">entrepreneurs and gender equality, and we signed Danish</td></tr><tr><td colspan="1">Shippingâs Equality Charter for more women in shipping in</td></tr><tr><td colspan="1">the beginning of 2020.</td></tr></table></mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
<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 summary</td></tr><tr><td colspan="1">Board of Directors</td></tr><tr><td colspan="1">The Board of Directors is made up of six directors</td></tr><tr><td colspan="1">appointed by the annual general meeting of shareholders,</td></tr><tr><td colspan="1">elected for a period of one year, as well as three directors</td></tr><tr><td colspan="1">appointed by employees, elected for a period of four</td></tr><tr><td colspan="1">years.</td></tr><tr><td colspan="1">Five of the six directors appointed by shareholders at the</td></tr><tr><td colspan="1">most recent ordinary and extraordinary general meetings</td></tr><tr><td colspan="1">are deemed independent according to the Danish</td></tr><tr><td colspan="1">recommendations on good corporate governance. Two of</td></tr><tr><td colspan="1">the six appointed directors are women.</td></tr><tr><td colspan="1">The Board of Directors work in accordance with the</td></tr><tr><td colspan="1">companyâs articles of association, the rules of procedure</td></tr><tr><td colspan="1">of the Board of Directors as well as an established annual</td></tr><tr><td colspan="1">cycle of focus areas to ensure that all major governance</td></tr><tr><td colspan="1">aspects are reviewed at least once annually.</td></tr><tr><td colspan="1">The Chair of the Board of Directors undertakes an annual</td></tr><tr><td colspan="1">review of the performance of the Board of Directors. The</td></tr><tr><td colspan="1">composition of the Board of Directors aims to ensure that</td></tr><tr><td colspan="1">competencies that are key to the companyâs performance</td></tr><tr><td colspan="1">are represented. Eight board meetings were held in 2019.</td></tr><tr><td colspan="1">Board committees</td></tr><tr><td colspan="1">The Board of Directors has established an audit</td></tr><tr><td colspan="1">committee, a nomination committee and a remuneration</td></tr><tr><td colspan="1">committee. Each committee has three members. The</td></tr><tr><td colspan="1">purposes of these committees as well as recent activities</td></tr><tr><td colspan="1">are available on www.dfds.com/group.</td></tr><tr><td colspan="1">Remuneration</td></tr><tr><td colspan="1">The members of the Board of Directors are paid according</td></tr><tr><td colspan="1">to an agreed, fixed annual fee together with fixed annual</td></tr><tr><td colspan="1">supplements for the Chair and the Deputy Chair of the</td></tr><tr><td colspan="1">Board, the Chair of the audit committee as well as</td></tr><tr><td colspan="1">members of the audit, the remuneration and the</td></tr><tr><td colspan="1">nomination committee. Members of the Board of Directors,</td></tr><tr><td colspan="1">including members of the committees, do not receive any</td></tr><tr><td colspan="1">incentive-based remuneration. The fees proposed to be</td></tr><tr><td colspan="1">paid to directors are presented for approval at DFDSâ</td></tr><tr><td colspan="1">annual general meeting. For the annual general meeting in</td></tr><tr><td colspan="1">March 2020 the Board of Directors is proposing a revised</td></tr><tr><td colspan="1">remuneration policy in compliance with the provisions of</td></tr><tr><td colspan="1">the Danish Companies Act. For the annual general meeting</td></tr><tr><td colspan="1">to be held in 2021 the Board of Directors intend to</td></tr><tr><td colspan="1">present a remuneration report based on the said policy.</td></tr><tr><td colspan="1">Recommendations on corporate governance</td></tr><tr><td colspan="1">Performance in relation to corporate governance is</td></tr><tr><td colspan="1">regularly assessed and a review of compliance with the</td></tr><tr><td colspan="1">Danish recommendations on corporate governance is</td></tr><tr><td colspan="1">reported annually. The report reviews the approach to all</td></tr><tr><td colspan="1">items of the recommendations.</td></tr><tr><td colspan="1">DFDS is compliant with all recommendations.</td></tr><tr><td colspan="1">Business ethics</td></tr><tr><td colspan="1">DFDS has a code of business conduct that sets out</td></tr><tr><td colspan="1">expectations for employee behaviour and actions. In</td></tr><tr><td colspan="1">addition, a compliance line, operated by a third party,</td></tr><tr><td colspan="1">offers âwhistleblowersâ the possibility to raise concerns on</td></tr><tr><td colspan="1">behaviour by name or anonymously. A total of 14 cases</td></tr><tr><td colspan="1">were reported during 2019.</td></tr><tr><td colspan="1">Rules and policies</td></tr><tr><td colspan="1">DFDS A/S is subject to Danish law and listed on Nasdaq</td></tr><tr><td colspan="1">Copenhagen. DFDSâ corporate governance is based on</td></tr><tr><td colspan="1">Danish legislation and regulations, including the Danish</td></tr><tr><td colspan="1">Companies Act, the rules for listed companies on Nasdaq</td></tr><tr><td colspan="1">Copenhagen, the Danish recommendations for good</td></tr><tr><td colspan="1">corporate governance and the companyâs articles of</td></tr><tr><td colspan="1">association, as well as other relevant rules.</td></tr><tr><td colspan="1">More information on DFDSâ corporate governance is</td></tr><tr><td colspan="1">available from www.dfds.com/group</td></tr><tr><td colspan="1">⢠Statutory report on corporate governance,</td></tr><tr><td colspan="1">www.dfds.com/group/about/governance</td></tr><tr><td colspan="1">⢠DFDSâ statutes,</td></tr><tr><td colspan="1">www.dfds.com/group/about/governance</td></tr><tr><td colspan="1">⢠Materials from DFDSâ most recent AGM,</td></tr><tr><td colspan="1">www.dfds.com/group/investors/general-meetings</td></tr><tr><td colspan="1">⢠Remuneration policy,</td></tr><tr><td colspan="1">www.dfds.com/group/about/governance</td></tr><tr><td colspan="1">⢠Diversity policy,</td></tr><tr><td colspan="1">www.dfds.com/group/about/governance</td></tr></table></mrv:CorporateGovernanceReport>
<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 the Executive Board and the Board of Directors</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 considered and approved the Annual report of DFDS A/S for the financial year 1 January - 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 International Financial Reporting Standards as adopted by the EU and additional 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 Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the Groupâs and the Parent Companyâs assets, liabilities and financial position at 31 December 2019 and of the results of the Groupâs and the Parent Companyâs operations and cash flows for the financial year 1 January - 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 Managementâs review includes a true and fair account of the development in the Groupâs and the Parent Companyâs operations and financial matters, of the result for the year and of the Groupâs and the Parent Companyâs financial position as well as a description of the most significant risks and elements of uncertainty facing the Group and the Parent 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 adopted at the Annual General Meeting.</td></tr></table></sob:RecommendationForApprovalOfAnnualReportByGeneralMeeting>
<sob:PlaceOfSignatureOfStatement contextRef="ctx1" xml:lang="da">Copenhagen</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx1">2020-02-24</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 Auditorsâ 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 DFDS 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 DFDS A/S for</td></tr><tr><td colspan="1">the financial year 1 January â 31 December 2019, which comprise income statement, statement of comprehensive</td></tr><tr><td colspan="1">income, balance sheet, statement of changes in equity, cash flow statement and notes, including accounting policies,</td></tr><tr><td colspan="1">for the Group and the Parent Company. The consolidated financial statements and the parent company financial</td></tr><tr><td colspan="1">statements are prepared in accordance with International Financial Reporting Standards as adopted by the EU and</td></tr><tr><td colspan="1">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</td></tr><tr><td colspan="1">view of the financial position of the Group and the Parent Company at 31 December 2019 and of the results of the</td></tr><tr><td colspan="1">Groupâs and the Parent Companyâs operations and cash flows for the financial year 1 January â 31 December 2019 in</td></tr><tr><td colspan="1">accordance with International Financial Reporting Standards as adopted by the EU and additional requirements of the</td></tr><tr><td colspan="1">Danish Financial Statements Act.</td></tr><tr><td colspan="1">Our opinion is consistent with our long-form audit report to the Audit Committee and the Board of Directors.</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 require-</td></tr><tr><td colspan="1">ments applicable in Denmark. Our responsibilities under those standards and requirements are further described</td></tr><tr><td colspan="1">in the âAuditorâs responsibilities for the audit of the consolidated financial statements and the parent company</td></tr><tr><td colspan="1">financial statementsâ (hereinafter collectively referred to as âthe financial statementsâ) section of our report. We</td></tr><tr><td colspan="1">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 Accountantsâ 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">To the best of our knowledge, we have not provided any prohibited non-audit services as described in article 5(1) of Regulation (EU) no. 537/2014.</td></tr><tr><td colspan="1">Appointment of auditor</td></tr><tr><td colspan="1">We were initially appointed as auditor of DFDS A/S before 1995 and accordingly, we have to resign as auditor of the Company at the annual general meeting in 2021 at the latest. We have been reappointed annually by resolution of the general meeting for a total consecutive period of more than 25 years up to and including the financial year 2019.</td></tr></table></arr:StatementOnOtherInformationAuditorsReportOnAuditedFinancialStatements>
<arr:KeyAuditMattersAudit 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">Key audit matters</td></tr><tr><td colspan="1">Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements for the financial year 2019. 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.</td></tr><tr><td colspan="1">We have fulfilled our responsibilities described in the âAuditorâs responsibilities for the audit of the financial statementsâ 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 results of our audit procedures, including the procedures performed to address the matters below, provide the basis for our audit opinion on the financial statements.</td></tr><tr><td colspan="1">Valuation of non-current intangible and tangible assets</td></tr><tr><td colspan="1">Non-current intangible and tangible assets including investments in ferries and other ships, goodwill and other non-current intangible assets amounts to a total of DKK 18,603 million at 31 December 2019. Managementâs disclosures on the impairment testing of non-current intangible and tangible assets are included in note 3.1.5 to the consolidated financial statements.</td></tr><tr><td colspan="1">This area is significant to our audit due to the carrying value of non-current intangible and tangible assets as well as the management assessments and estimations involved in impairment testing of these.</td></tr><tr><td colspan="1">Management generally prepares impairment tests for all significant non-current assets at year-end, or more frequent if there is any indication of impairment. Impairment testing is based on the estimated recoverable amounts, which for investments in ferries and other ships is the higher of fair value less estimated costs of disposal and value in use. For other non-current intangible and tangible assets, the recoverable amount is estimated on basis of value in use. Value in use is calculated for the cash generating units determined by Management, which therefore means that the value in</td></tr><tr><td colspan="1">use of non-current assets are tested together at the level of a business area.</td></tr><tr><td colspan="1">For details on the impairment tests performed by Management reference is made to note 3.1.5 in the consolidated financial statements.</td></tr><tr><td colspan="1">How our audit addressed the Key Audit Matter</td></tr><tr><td colspan="1">Our audit procedures in relation to valuation of non-current intangible and tangible assets included</td></tr><tr><td colspan="1">⢠Examination of the value-in-use model prepared by Management, including consideration of the cash-generation units defined by Management and the valuation methodology and challenging the reasonableness of key assumptions and input data based on our knowledge of the business and industry together with available supporting evidence such as available budgets and externally observable market data related to interest rates etc.</td></tr><tr><td colspan="1">⢠For investments in ferries and other ships testing of the component accounting and comparison of the useful life and scrap values used with assessments made and data provided by DFDSâ technical department and other sources as well as inquiries to DFDSâ Management and DFDSâ technical department.</td></tr><tr><td colspan="1">⢠Examination of fair value less costs to sell for ferries and other ships calculated by Management, including</td></tr><tr><td colspan="1">comparison of carrying values of the ferries and other ships with available valuations prepared by external and independent ship valuation experts.</td></tr><tr><td colspan="1">⢠Review of the adequacy of disclosures about key assumptions and sensitivity in note 3.1.5 to the consolidated financial statements.</td></tr></table></arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements 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 on the Managementâs review</td></tr><tr><td colspan="1">Management is responsible for the Managementâs review.</td></tr><tr><td colspan="1">Our opinion on the financial statements does not cover the Managementâs review, and we do not express any form of assurance conclusion thereon.</td></tr><tr><td colspan="1">In connection with our audit of the financial statements, our responsibility is to read the Managementâs review and, in doing so, consider whether the Managementâs 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 Managementâs review provides the information required under the Danish Financial Statements Act.</td></tr><tr><td colspan="1">Based on the work we have performed, we conclude that the Managementâs 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 Managementâs review.</td></tr></table></arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<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">Managementâs 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</td></tr><tr><td colspan="1">statements that give a true and fair view in accordance with International Financial Reporting Standards as adopted</td></tr><tr><td colspan="1">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 Groupâs and the Parent Companyâs 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">Auditorâs 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 auditorâs report that includes our opinion.</td></tr><tr><td colspan="1">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.</td></tr><tr><td colspan="1">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 exerciseprofessional 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</td></tr><tr><td colspan="1">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 Groupâs and the Parent Companyâs 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 Managementâs 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 Groupâs and the Parent Companyâs ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditorâs 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 auditorâs 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><tr><td colspan="1">We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.</td></tr><tr><td colspan="1">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 statements and the parent company financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditorâs 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.</td></tr></table></arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:SignatureOfAuditorsPlace contextRef="ctx1" xml:lang="da">Copenhagen</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx1">2020-02-24</arr:SignatureOfAuditorsDate>
<gsd:NameOfReportingEntity contextRef="ctx1" xml:lang="da">DFDS A/S</gsd:NameOfReportingEntity>
<gsd:AddressOfReportingEntityStreetName contextRef="ctx1" xml:lang="da">Sundkrogsgade</gsd:AddressOfReportingEntityStreetName>
<gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx1" xml:lang="da">11</gsd:AddressOfReportingEntityStreetBuildingIdentifier>
<gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx1" xml:lang="da">2100</gsd:AddressOfReportingEntityPostCodeIdentifier>
<gsd:AddressOfReportingEntityDistrictName contextRef="ctx1" xml:lang="da">Copenhagen Ã</gsd:AddressOfReportingEntityDistrictName>
<gsd:HomepageOfReportingEntity contextRef="ctx1">www.dfds.com</gsd:HomepageOfReportingEntity>
<gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx1">14194711</gsd:IdentificationNumberCvrOfReportingEntity>
<gsd:DateOfGeneralMeeting contextRef="ctx1">2020-06-04</gsd:DateOfGeneralMeeting>
<gsd:NameAndSurnameOfChairmanOfGeneralMeeting contextRef="ctx1" xml:lang="da">Claus Hemmingsen</gsd:NameAndSurnameOfChairmanOfGeneralMeeting>
<gsd:InformationOnTypeOfSubmittedReport contextRef="ctx1">Ã
rsrapport</gsd:InformationOnTypeOfSubmittedReport>
<gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx1">30700228</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
<gsd:NameOfSubmittingEnterprise contextRef="ctx1" xml:lang="da">EY</gsd:NameOfSubmittingEnterprise>
<gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx1" xml:lang="da">Englandsgade 25</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
<gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx1" xml:lang="da">5000 Odense</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
<gsd:PrecedingReportingPeriodStartDate contextRef="ctx1">2018-01-01</gsd:PrecedingReportingPeriodStartDate>
<gsd:PredingReportingPeriodEndDate contextRef="ctx1">2018-12-31</gsd:PredingReportingPeriodEndDate>
<cmn:TypeOfAuditorAssistance contextRef="ctx1">Revisionspåtegning</cmn:TypeOfAuditorAssistance>
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<ifrs-full:CashAndCashEquivalents contextRef="ctx10" unitRef="vDKK" decimals="-6">581000000</ifrs-full:CashAndCashEquivalents>
<ifrs-full:CashAndCashEquivalents contextRef="ctx11" unitRef="vDKK" decimals="-6">581000000</ifrs-full:CashAndCashEquivalents>
<ifrs-full:CashAndCashEquivalents contextRef="ctx12" unitRef="vDKK" decimals="-6">938000000</ifrs-full:CashAndCashEquivalents>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx13" xml:lang="da">Torben Carlsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx13" xml:lang="da">CEO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx14" xml:lang="da">Karina Deacon</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx14" xml:lang="da">CFO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx15" xml:lang="da">Claus V. Hemmingsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx15" xml:lang="da">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx16" xml:lang="da">Klaus Nyborg</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx16" xml:lang="da">Deputy Chair</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx17" xml:lang="da">Anders Götzsche</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx18" xml:lang="da">Dirk Reich</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx19" xml:lang="da">Jens Otto Knudsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx20" xml:lang="da">Jill Lauritzen Melby</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx21" xml:lang="da">Jesper Hartvig Nielsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx22" xml:lang="da">Lars Skjold-Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx23" xml:lang="da">Marianne Dahl Steensen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameOfAuditFirm contextRef="ctx24" xml:lang="da">Ernst & Young</cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx24">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx24" xml:lang="da">Torben Bender</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx24" xml:lang="da">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<arr:IdentificationNumberOfAuditor contextRef="ctx24">mne21332</arr:IdentificationNumberOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx25" xml:lang="da">Morten Weinreich Larsen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx25" xml:lang="da">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<arr:IdentificationNumberOfAuditor contextRef="ctx25">mne42791</arr:IdentificationNumberOfAuditor>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx25">30700228</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx25" xml:lang="da">ERNST & YOUNG Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
</xbrli:xbrl>