Assets
| Type | Time | Amount | Unit |
|---|---|---|---|
| ifrs-full:Assets | 2021-12-31 | 30721000000 | dkk |
| ifrs-full:Assets | 2020-12-31 | 27006000000 | dkk |
Revenue
| Type | Start date | End date | Amount | Unit |
|---|---|---|---|---|
| ifrs-full:Revenue | 2021-01-01 | 2021-12-31 | 17869000000 | dkk |
| ifrs-full:Revenue | 2020-01-01 | 2020-12-31 | 13971000000 | dkk |
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<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="pp-value-26" xml:lang="en">The Board of Directors and the Executive Board have to-day considered and approved the Annual report of DFDSA/S for the financial year 1 January - 31 December 2021.The Annual report has been prepared in accordance withInternational Financial Reporting Standards as adopted bythe EU and additional requirements in the Danish FinancialStatements Act.In our opinion the Consolidated Financial Statements andthe Parent Company Financial Statements give a true andfair view of the Groupâs and the Parent Companyâs assets,liabilities and financial position at 31 December 2021 andof the results of the Groupâs and the Parent Companyâs op-erations and cash flows for the financial year 1 Januaryâ 31 December 2021.Further, in our opinion, the Managementâs review includesa true and fair account of the development in the Groupâsand the Parent Companyâs operations and financial mat-ters, of the result for the year and of the Groupâs and theParent Companyâs financial position as well as a descrip-tion of the most significant risks and elements of uncer-tainty facing the Group and the Parent Company.In our opinion, the annual report with the file nameDFDS-2021-12-31-en.zip is prepared in all material re-spects in accordance with the ESEF Regulation.We recommend that the Annual report be adopted at theAnnual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
<sob:PlaceOfSignatureOfStatement contextRef="ctx-1" xml:lang="en">Copenhagen</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" xml:lang="en">2022-02-24</sob:DateOfApprovalOfAnnualReport>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-48" id="pp-value-11" xml:lang="en">Torben Carlsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-49" id="pp-value-13" xml:lang="en">Karina Deacon</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-48" id="pp-value-12" xml:lang="en">President & CEO</cmn:TitleOfMemberOfExecutiveBoard>
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<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-51" id="pp-value-17" xml:lang="en">Klaus Nyborg</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-52" id="pp-value-19" xml:lang="en">Anders Götzsche</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-53" id="pp-value-20" xml:lang="en">Dirk Reich</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-50" id="pp-value-16" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
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<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-54" id="pp-value-21" xml:lang="en">Jens Otto Knudsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-55" id="pp-value-22" xml:lang="en">Jill Lauritzen Melby</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-56" id="pp-value-23" xml:lang="en">Jesper Hartvig Nielsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-57" id="pp-value-24" xml:lang="en">Lars Skjold-Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-58" id="pp-value-25" xml:lang="en">Marianne Dahl</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">TO THE SHAREHOLDERS OF DFDS A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="pp-value-29" xml:lang="en">Our opinionIn our opinion, the Consolidated Financial Statements andthe Parent Company Financial Statements give a true andfair view of the Groupâs and the Parent Companyâs finan-cial position at 31 December 2021 and of the results ofthe Groupâs and the Parent Companyâs operations and cashflows for the financial year 1 January to 31 December2021 in accordance with International Financial ReportingStandards as adopted by the EU and further requirementsin the Danish Financial Statements Act.Our opinion is consistent with our Auditorâs Long-form Re-port to the Audit Committee and the Board of Directors.What we have auditedThe Consolidated Financial Statements and Parent Compa-ny Financial Statements of DFDS A/S for the financial year1 January to 31 December 2021, page 76-155, compriseincome statement and statement of comprehensive in-come, balance sheet, statement of changes in equity,statement of cash flows and notes, including summaryof significant accounting policies for the Group as wellas for the Parent Company. Collectively referred to as theâFinancial Statementsâ.</arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="pp-value-30" xml:lang="en">Basis for opinionWe conducted our audit in accordance with InternationalStandards on Auditing (ISAs) and the additional require-ments applicable in Denmark. Our responsibilities underthose standards and requirements are further described inthe Auditorâs responsibilities for the audit of the FinancialStatements section of our report. We believe that the audit evidence we have obtained is suf-ficient and appropriate to provide a basis for our opinion.IndependenceWe are independent of the Group in accordance with theInternational Ethics Standards Board for Accountantsâ In-ternational Code of Ethics for Professional Accountants(IESBA Code) and the additional ethical requirements ap-plicable in Denmark. We have also fulfilled our other ethi-cal responsibilities in accordance with these requirementsand the IESBA Code. To the best of our knowledge and belief, prohibited non-au-dit services referred to in Article 5(1) of Regulation (EU)No 537/2014 were not provided. AppointmentWe were appointed auditors of DFDS A/S for the first time on 23 March 2021 for the financial year 2021. </arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx-1" id="pp-value-32" xml:lang="en">Key audit mattersKey audit matters are those matters that, in our profes-sional judgement, were of most significance in our audit ofthe Financial Statements for 2021. These matters were ad-dressed in the context of our audit of the Financial State-ments as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.Acquisition of the HSF Logistics GroupThe Group has prepared a purchase price allocation (âPPAâ) for the acquisition of the HSF Logistics Group resulting invarious assets and liabilities being separately valued. TheGroup used projected financial information in the PPA. Management used their best knowledge to make esti-mates when utilising the Groupâs valuation methodologies.In order to determine the fair value of the separately iden-tified assets and liabilities in the acquisition, the valuationmethodologies require input based on assumptions aboutthe future and use discounted cash flow forecasts. The significant judgements and estimates involved in thePPA mainly related to assessing the fair value of customer relationships and property, plant and equipment includingright-of-use assets. We focused on the PPA because it involves the identifica-tion of the acquired assets and liabilities and their respec-tive fair values, which requires complex and subjectivejudgements and estimates by management. Reference is made to note 5.5 in the Consolidated Finan-cial Statements. How our audit addressed the key audit matterWe assessed whether the acquisition of HSF LogisticsGroup met the criteria of a business combination. ⢠We verified the assets and liabilities recorded in theopening balance, by performing audit procedures onthe opening balance of the HSF Logistics Group beforepurchase price adjustments and agreed assets and lia-bilities to accounting records. ⢠We reconciled the purchase price to the Share Purchase Agreements and verified the cash paid to bank transfers. ⢠We tested the calculations in the PPA model and chal-lenged Managementâs judgements and estimates, includ-ing the model, significant assumptions and data applied. ⢠We involved our internal valuation experts in assessing the valuation methodologies and the significant as-sumptions used by management. ⢠Finally, we assessed the disclosures relating to the ac-quisition of HSF Logistics Group.Valuation of intangible and tangible assetsThe carrying amount of Goodwill, Ferries and other ships, other non-current intangible and tangible assets as well as Right-of-use assets is significant to the Consolidated Financial Statements. Management monitors the carrying value of the above- mentioned assets based on defined CGUâs and performs impairment tests, if any indication of impairment or rever-sal of previous impairments exist. Furthermore, goodwill is tested once a year for impairment. Managementâs assessment of the recoverability of the car-rying amount of the above-mentioned assets is based on value-in-use calculations, including determination of the significant assumptions and data applied. Furthermore, independent broker valuations are obtained to assess the fair value less cost to sell of Ferries and other ships. Bearing in mind the generally long-lived nature of the above-mentioned assets, the significant assumptions in estimating the future cash flows in the value-in-use calcu-lations are revenue, EBIT, EBIT margin, future investments, and growth expectations. The impairments performed did not lead to impairments or material reversals of impair-ments in the Consolidated Financial Statements.We focused on this area as the amounts involved are sig-nificant and because Management is required to exercise considerable estimates and judgements and because of the inherent complexity in estimating the value-in-use. Reference is made to note 3.1.5 in the Consolidated Finan-cial Statements. How our audit addressed the key audit matter⢠We discussed with Management and evaluated the methodology by which Management monitors indi-cators of impairment of Ferries and other ships, othernon-current intangible and tangible assets as well asRight-of-use assets. ⢠Further, in addressing the risk, we considered the ap-propriateness of Management defined CGUs. We exam-ined the methodology used by Management to assessthe carrying amount of the above-mentioned assetsassigned to CGUs, and the process for identifying CGUsthat required impairment testing to determine compli-ance with IFRS as adopted by the EU.⢠We performed detailed testing of the impairment tests, where indicators of impairment were identified. We as-sessed the reasonableness of significant assumptionsin relation to the ongoing operation of the assets. We corroborated Managementâs estimate of future cash flows and challenged whether these were appropriate in light of the significant assumptions being revenue, EBIT, EBIT margin, future investments and growth expectations. ⢠We used our internal valuation experts to independent-ly calculate the discount rate. In calculating the dis-count rate, the key inputs used were independentlysourced from market data. We compared the discountrate used by Management to our calculated rate. ⢠We tested the mathematical accuracy of the relevantvalue-in-use models prepared by Management. ⢠Finally, we assessed the disclosure of these matters inthe Consolidated Financial Statements.</arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="pp-value-35" xml:lang="en">Statement on the Managementâs reviewManagement is responsible for Managementâs Review,page 1-75 and from page 158-170.Our opinion on the Financial Statements does not coverManagementâs Review, and we do not express any form ofassurance conclusion thereon.In connection with our audit of the Financial Statements,our responsibility is to read Managementâs Review and, indoing so, consider whether Managementâs Review is ma-terially inconsistent with the Financial Statements or our knowledge obtained in the audit, or otherwise appears tobe materially misstated. Moreover, we considered whether Managementâs Reviewincludes the disclosures required by the Danish FinancialStatements Act. Based on the work we have performed, in our view, Man-agementâs Review is in accordance with the ConsolidatedFinancial Statements and the Parent Company FinancialStatements and has been prepared in accordance with therequirements of the Danish Financial Statements Act. Wedid not identify any material misstatement in Manage-mentâs Review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="pp-value-47" xml:lang="en">Managementâs responsibilities for the financial statementsManagement is responsible for the preparation of consoli-dated financial statements and parent company financialstatements that give a true and fair view in accordancewith International Financial Reporting Standards as adopt-ed by the EU and further requirements in the Danish Fi-nancial Statements Act, and for such internal control asManagement determines is necessary to enable the prepa-ration of financial statements that are free from materialmisstatement, whether due to fraud or error.In preparing the Financial Statements, Management is responsible for assessing the Groupâs and the Parent Com-panyâs ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting 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.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="pp-value-48" xml:lang="en">Auditorâs responsibilities for the audit of the financial statementsOur objectives are to obtain reasonable assurance aboutwhether the Financial Statements as a whole are free frommaterial misstatement, whether due to fraud or error, andto issue an auditorâs report that includes our opinion. Rea-sonable assurance is a high level of assurance, but is not aguarantee that an audit conducted in accordance with ISAsand the additional requirements applicable in Denmark willalways detect a material misstatement when it exists. Mis-statements can arise from fraud or error and are consideredmaterial if, individually or in the aggregate, they could rea-sonably be expected to influence the economic decisionsof users taken on the basis of these Financial Statements.As part of an audit in accordance with ISAs and the addi-tional requirements applicable in Denmark, we exercise pro-fessional judgement and maintain professional scepticismthroughout the audit. We also: ⢠Identify and assess the risks of material misstatement ofthe 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 riskof not detecting a material misstatement resulting fromfraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions,misrepresentations, or the override of internal control.⢠Obtain an understanding of internal control relevant to the audit in order to design audit procedures that areappropriate in the circumstances, but not for the pur-pose of expressing an opinion on the effectiveness ofthe Groupâs and the Parent Companyâs internal control.⢠Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimatesand related disclosures made by Management.⢠Conclude on the appropriateness of Managementâs use of the going concern basis of accounting and based onthe audit evidence obtained, whether a material uncer-tainty exists related to events or conditions that maycast significant doubt on the Groupâs and the ParentCompanyâs ability to continue as a going concern. If weconclude that a material uncertainty exists, we are re-quired to draw attention in our auditorâs report to the re-lated disclosures in the Financial Statements or, if suchdisclosures are inadequate, to modify our opinion. Ourconclusions are based on the audit evidence obtainedup to the date of our auditorâs report. However, futureevents or conditions may cause the Group or the ParentCompany to cease to continue as a going concern.⢠Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures,and whether the Financial Statements represent the un-derlying transactions and events in a manner that givesa true and fair view. Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business ac-tivities within the Group to express an opinion on the Con-solidated Financial Statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.We communicate with those charged with governance re-garding, among other matters, the planned scope and tim-ing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.We also provide those charged with governance with a statement that we have complied with relevant ethical re-quirements regarding independence, and to communicatewith them all relationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards applied.From the matters communicated with those charged withgovernance, we determine those matters that were ofmost significance in the audit of the Financial Statementsof the current period and are therefore the key audit mat-ters. We describe these matters in our auditorâs reportunless law or regulation precludes public disclosure aboutthe matter or when, in extremely rare circumstances, wedetermine that a matter should not be communicated inour report because the adverse consequences of doing sowould reasonably be expected to outweigh the public in-terest benefits of such communication.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="pp-value-51" xml:lang="en">Report on compliance with the ESEF RegulationAs part of our audit of the Financial Statements we per-formed procedures to express an opinion on whether theannual report of DFDS A/S for the financial year 1 Januaryto 31 December 2021 with the filename DFDS-2021-12-31-en.zip is prepared, in all material respects, in compli-ance with the Commission Delegated Regulation (EU)2019/815 on the European Single Electronic Format (ESEFRegulation) which includes requirements related to thepreparation of the annual report in XHTML format andiXBRL tagging of the Consolidated Financial Statements.Management is responsible for preparing an annual reportthat complies with the ESEF Regulation. This responsibilityincludes:⢠The preparing of the annual report in XHTML format;⢠The selection and application of appropriate iXBRLtags, including extensions to the ESEF taxonomy andthe anchoring thereof to elements in the taxonomy, forall financial information required to be tagged usingjudgement where necessary;⢠Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in hu-man-readable format; and⢠For such internal control as Management determines necessary to enable the preparation of an annual report that is compliant with the ESEF Regulation.Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material re-spects, in compliance with the ESEF Regulation based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of proce-dures selected depend on the auditorâs judgement, includ-ing the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include:⢠Testing whether the annual report is prepared in XHTMLformat;⢠Obtaining an understanding of the companyâs iXBRL tagging process and of internal control over the taggingprocess; ⢠Evaluating the completeness of the iXBRL tagging ofthe Consolidated Financial Statements;⢠Evaluating the appropriateness of the companyâs use ofiXBRL elements selected from the ESEF taxonomy andthe creation of extension elements where no suitableelement in the ESEF taxonomy has been identified; ⢠Evaluating the use of anchoring of extension elementsto elements in the ESEF taxonomy; and⢠Reconciling the iXBRL tagged data with the audited Consolidated Financial Statements.In our opinion, the annual report of DFDS A/S for the fi-nancial year 1 January to 31 December 2021 with the filename DFDS-2021-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
<arr:SignatureOfAuditorsPlace contextRef="ctx-1" xml:lang="en">Hellerup</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx-1" xml:lang="en">2022-02-24</arr:SignatureOfAuditorsDate>
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<cmn:NameAndSurnameOfAuditor contextRef="ctx-59" xml:lang="en">Rasmus Friis Jørgensen</cmn:NameAndSurnameOfAuditor>
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<cmn:IdentificationNumberOfAuditor contextRef="ctx-59" xml:lang="en">mne28705</cmn:IdentificationNumberOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-60" xml:lang="en">Thomas Wraae Holm</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-60" id="pp-value-44" xml:lang="en">State Authorised PublicAccountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-60" xml:lang="en">mne30141</cmn:IdentificationNumberOfAuditor>
<mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="pp-value-53" xml:lang="en">Being a transport and logistics provider, we are conscious of the footprint we have â both in terms of the environment but also relating to our employees and the people we impact through our value chain. We are structuring our work in an ESG framework that helps us address and focus on the most material topics. In 2020, we completed our specific, targeted, and actionable Climate Action Plan and emphasised organisational sustainability, including Health & Safety, Diversity & Inclusion, and our Code of Conduct. In 2021, we introduced our ESG framework. This framework is our way of structuring issues we have already worked on for years. By setting specific ESG goals, we make it clear that doing business today is about more than just giving shareholders a return on their investment. Ambitious goals are a key part of running a sustainable business. Environment In an industry with a large carbon footprint, we are committed to finding solutions that will eventually transform how our industry operates. Vessels crossing seas can be the cause of oil spills and discharges, and our trucks impact air quality. We aim to be a responsible neighbour who reduces pollution, waste, and noise in the communities in which we operate. We continue our efforts to protect ocean life and biodiversity by supporting research and education that focuses on the marine environment. Our projects include monitoring and protecting whales and dolphins with ORCA, long-term measurement of the ecological health of marine plankton with the Continuous Plankton Recorder Survey and monitoring and researching cetacean and seabirds with MARINElife. CO2 emissions Our approach 97% of our scope 1 and scope 2 CO2e emissions come from our vessels (87% if scope 3 is included), making it a natural starting point in our green transition. However, the challenge is twofold: Vessels and vehicles are designed and built for fossil fuel, and green fuel alternatives do not currently exist at the scale we as a business require. In the short term, we focus on improving and upgrading our existing fleet and reducing CO2 emissions from our buildings and operations in general. We have identified actions such as fleet replacement and environmental upgrading, optimising the vessels' hydro-dynamic performance to reduce friction in the water and improving decision support systems to help crews and shore-side support teams operate in a more fuel-efficient way, as well as continuous improvements to energy consumption. We also actively develop and test new means of propulsion and energy generation. The major and long-term transition towards zero-emission transport requires our industry to replace today's fossil-fuel dependent fleets with a new generation of vessels and vehicles that run on sustainable fuels created entirely from renewable energy. By 2050, our target is that we have replaced fossil fuels with zero-emission fuels like ammonia, hydrogen, or methanol. Storing, handling, and using these new fuels differs vastly from how fossil fuel works. Finding feasible alternatives to fossil fuels calls for cross-sector collaboration and an appetite for experiments. Numerous complex uncertainties still hold back the commercial viability of renewable fuels. Their demand depends on price differentials between black and green energy, availability, bunker infrastructure, and public incentives and regulations. Closing the price gap between fossil and renewable fuels will be critical to driving zero-emission vessels' adoption, construction, and use. To find green fuel alternatives, we partner with other companies and organisations who share our need and desire to transform the transport industry into one that runs on sustainable fuel. We openly share information about which sustainable fuels we are investigating and the volumes we estimate to be required to fuel a business of our size. We are contributing to the development of a hydrogen factory in Copenhagen and a green ammonia production facility in Esbjerg to better understand the production of green fuels and contribute to their availability. With projects like those, we aim to lessen the price gap between black and green fuels, sustain our commercial competitiveness, and provide customers with green transport options that reduce their Scope 3 emissions. Our performance In 2021, we included scope 3 emissions to the GHG inventory, and our emissions of CO2e were estimated to be 3,460,000 tonnes. 2,551,000 tonnes are from scope 1 and scope 2 emissions. This is an increase of 26% in absolute values compared to 2020 but only 13% compared to 2019. Sustainable fuel availability is currently limited and will continue to be so for years to come. This means that our absolute emissions will increase as we grow the business. The effect of our climate initiatives is visible when we look at the efficiency of our own vessels and the full route network. We have reduced CO2 emissions per GT mile for owned vessels with 6.3% since 2019. For the full network, including chartered vessels, the reduction is 3.5% during the same period. The realised and planned reductions align with our Climate Action Plan of a 45% reduction in CO2 per GT mile in 2030 from a 2008 baseline. We have a long tradition of continuously improving our fuel efficiency and relative CO2 emissions resulting in a 25.6% reduction from 2008 to 2021 for own vessels. The scope 3 emission analysis indicates that 64% of our scope 3 CO2e emissions are related to the upstream production of the fuel used in our own fleet â both vessels and trucks. 26% is related to third party suppliers within transport â both on water, road, and rail. On total this means that 90% of our scope 3 emissions relates directly to our services of transport solutions. The last 10% comes from purchased goods and services, capital goods and waste. 2021 highlights Ferry: We continued to update and upgrade our fleet with new tonnage, operational and technical improvements, and innovative anti-fouling treatments to reduce resistance on several vessels. We installed route planning and propulsion control technology on three ferries to improve fuel performance, applied anti-fouling hull paint to ten ferries to reduce friction in the water and fuel consumption, and installed LED lighting on freight decks on three ferries. We also installed a new injection system to optimise engine combustion on five ferries to save fuel (PMI VIT) and expanded the organisation handling initiatives to upgrade our existing fleet. We continued improving air quality with scrubbers, cutting sulphur levels through our pioneering work with air cleaning systems. We were one of the first shipping companies to deploy scrubbers on our ferries, installing the first system in 2009 on Ficaria Seaways. In 2021, we completed the installation of scrubber systems onboard Aura Seaways, bringing the total of vessels in DFDS with installed scrubbers to 38. Our Ballast Water Management Programme continued this year with the installation of ballast water treatment systems on eight vessels. The system prevents the spread of potentially invasive aquatic species using ballast water on ships operating across different regions. This is done mechanically, using a combination of filtration and UV radiation to render the organisms non-viable. Logistics: We upgraded our road fleet by investing in trucks with the highest possible Euro class engines to reduce exhaust emissions and ensure optimal safety and efficiency. In 2021, we purchased 181 Euro 6 standard Volvo trucks for our operations, maintaining the level of 98% Euro 5 or 6-certified trucks in our fleet of 571 trucks. These vehicles effectively reduce harmful gas emissions, and are fuel-efficient. Across the Logistics Division, we reduce emissions by improving fuel efficiency. We train drivers in Eco-driving, optimised route planning, and expanded our use of biodiesel (HVO). At the Gothenburg Ro-Ro Terminal in, we use biofuel in all vehicles and trucks. We have initiated innovative partnerships with customers and truck manufacturers to test fuel additives in a research set-up to confirm that this will increase fuel efficiency and reduce emission per kilometre. If the test results are positive, we plan to scale the test to a section of the fleet. We purchased our first 125 electric trucks this year for deployment in 2022-2023. Our focus on circularity is increasing as the circular economy offers many opportunities for logistics companies. There is an opportunity to develop new roles and business models and it can be part of how we innovate together with customers and partners in 2022 and beyond. The mindset is not new to DFDS as we already strive to fill trailers to minimise empty running, including securing back-loads. Scope 3 included in reporting: We have included scope 3 in our emissions reporting from 2021. This is an important step in gaining an overview of our carbon footprint through our value chain. As our products are transportation and other services and not physical products, there are no significant downstream emissions within our value chain. Within the upstream value chain emissions related to fuel- and energy-related activities, transportation and distribution, and purchased goods and services are those material to our business. In 2022, we will dive further into our Scope 3 categories to identify how to reduce our emissions within these areas. Emission accounting: We continue to improve our internal emission accounting procedures by aligning data from different operational systems. They are all contributing to our climate action plan reporting and are key elements in our common reporting standard. This might have a minor impact on previously recorded performance, but it is improving our ability to measure results, assess and identify areas for improvement and delivery of customer emissions data. Energy mix Our approach We use different types of energy sources to fuel our operations. These include marine oils, regular diesel, HVO, green and regular electricity, shore power, batteries, and solar panels. We always try to save, reduce, or avoid energy consumption when possible as we transform from a company that mainly runs on fossil fuel to one that runs on sustainable fuel. We are also applying circularity principles to better utilize resources and reduce the energy needed for a given asset. When investigating which sustainable fuels we need to run a business of our size and complexity, we find that there will not be one fuel to fit all our routes, vessels, vehicles or purposes. Over time we will see a development in our energy mix â reducing the fossil/traditional fuels and increasing sustainable fuels. We are currently looking into methanol, ammonia, and/or hydrogen for our fleet and including renewable energy in our portfolio of energy sources â either by way of own production (for instance, with solar panels), power purchase agreements, and green electricity certificates. Our performance As the DFDS business continues to grow, so does our energy consumption. Marine fuel and diesel are still the majority energy source by far. But as shore power solutions and electric trucks are added to the operation, we will see an increase in the use of electricity. The use of biofuel/HVO has doubled since 2019 and we expect that it will continue to increase in coming years. 2021 highlights The shore power facility in Copenhagen was inaugurated in October, making it possible for the ferries on the OFC route to shut down engines in both Copenhagen and Oslo where we have been using shore power since 2019. We added solar panels to several warehouses, for instance, in Peterborough. The solar array here will offset 11 tonnes of carbon in its first year and generate more than 25% of the electricity needed to run the warehouse. Once the returns are proven, we will assess viability and apply solar panels to other relevant sites. Energy efficiency is a primary concern when we contract or build new buildings. The new DFDS headquarters that opens in February 2022 will get 25-30% of the energy needed to run it from the solar panels on its roof. Water & Waste We continuously assess our general resource consumption â including water consumption and waste generation - to initiate measures that limit our environmental impact. Our employees can also help make a difference, and we nudge them to make informed decisions on water use and waste disposal through clear local guidelines. We are working on establishing targets for water use and waste disposal by gathering data that will make us better able to create a baseline and measure use and procedures across locations. </mrv:StatementOfCorporateSocialResponsibility>
<mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx-1" id="pp-value-63" xml:lang="en">Diversity & Inclusion Our approach DFDS works to promote and change the face of our industry, historically with a majority of men, through a dedicated and structured approach to diversity and inclusion. We are committed to ensuring equal opportunities and avoiding discrimination based on race, religion, gender, disabilities, or age. The monitoring and measures implemented to improve diversity in DFDS cover all layers of management. One of our primary priorities on the diversity agenda has been to increase the number of women in the organisation. We aim to be 30% women in our organisation by 2023. In 2022 we will evaluate the target from a sea based perspective and consider if a vessel by vessel approach will be a suitable approach going forward. Our performance In 2021 the female ratio increased across all KPIs compared to 2021. On land we saw an increase from 27% to 29% and at sea we moved from 15% to 17% females. On manager and senior management level we have also seen a slight increase, but we are still a bit behind compared to 2019 where we had the largest share of female managers. From a board perspective we have maintained a minimum 33% female representation between the shareholder elected directors. Here by we have obtained equal representation in accordance with authority guidelines. When analysing the gender distribution on land we see that there is a high level of variance between office and non-office workers. In offices, the female gender ratio was 44%, and 29% for managers, while the non-office ratio was 7%, with 2% female managers. In 2022 we will also see the impact of the HSF Logistics Group acquisition. On a like-for-like comparison the female representation will drop to from 29% to 25% for all land based employees but only from 27% to 26% when looking at manager positions. This is an expected impact of mergers within an industry where there typically is an over-representation of males in most companies. In the coming years we will continue to work with increasing both awareness and our performance within Diversity & Inclusion. 2021 highlights We monitor the development of female representation in DFDS closely in internal monthly reports within our Divisions and Business Units. All managers began structured and ongoing diversity and inclusion training this year. We introduced a D&I toolbox to all employees covering themes like sexual harassment prevention, bias identification, fair recruitment practices, how to phrase job ads to be more inclusive, and stressing that we encourage applicants from any background or persuasion to apply. A new talent mentor programme was launched to develop a diverse talent pipeline for future management positions. D&I was the focal point of a case during DFDSâ selection of participants for Horizon, our 12-month talent development programme. Manager training on how to handle harassment and bullying was developed in 2021 and will be implemented in 2022. </mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
<mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="pp-value-66" xml:lang="en">Data Ethics Our approach As a transport and logistics provider, we use data to maintain and improve customer experience and operational efficiency. We are committed to ensuring that employees, customers, and business partners can entrust us with their data. We are determined to handle data sustainably and with great care. We recognise that digital development entails responsibility and transparency. Our Data Ethics policy sets a vision for working with data ethically and is based on three principles: Security, Confidentiality and Integrity. 2021 in focus We launched the Data Ethics policy appointing CTO Rune Keldsen as overall responsible for implementation and progress. The objective for 2022 is to make our three principles of data ethics operational.</mrv:StatementOfPolicyForDataEthics>
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