Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2021-12-31	3577709000	dkk
ifrs-full:Assets	2020-12-31	3407730000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2021-01-01	2021-12-31	4314783000	dkk
ifrs-full:Revenue	2020-01-01	2020-12-31	3598408000	dkk

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   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="pp-value-1" xml:lang="en">Sustainability is an integral part of our strategy, and we consistently pursue our ambitions of operating a responsible business, securing our people, and playing an active part in reducing climate change with an overall ambition of reducing CO emissions by 70% by 2030. 2In 2021, we continued our sustainability journey and further integrated ESG throughout our business, from strategy and governance to product innovation and customer offerings. HusCompagniet is committed to achieving our important climate, people and responsible business targets by 2030. With focus on our customers and the next generations, we are working with everyone in the value chain to improve our offerings. We want to take leadership in new decisions because the world needs sustainable homes. Sustainability issues such as climate change, safety, diver-sity, and inclusion are at the top of the agenda for investors, customers, and regulators. And as a leading house builder in the Nordics, we are uniquely positioned to contribute to sus-tainability within our industry and throughout the value chain. We are constantly driving innovation to reduce CO emissions 2throughout the lifecycle of a house. Besides this, we actively promote respect for human and labour rights, fight corruption, and pioneer low-carbon offerings in the market. Sustainability reportingHusCompagniet is a signatory to UN Global Compact and committed to upholding the ten principles of human rights, labour rights, anti-corruption, and the environment. The fol-lowing report is our Communication on Progress according to that commitment. We are also presenting our Task Force on Climate-Related Financial Disclosures for 2021 along with material sector topics and metrics according to Sustainability Accounting Standards (SASB). Our ESG data are prepared in alignment with the recommended indicators from CFA Soci-ety Denmark, FSR – Danish Auditors, and Nasdaq Copenha-gen. In 2021 we have also included disclosures according to the EU taxonomy for sustainable activities. On the following page is an overview of our targets, initia-tives, and results in 2021.A range of sustainable challenges impact our business and our stakeholders.We identify and prioritise key challenges. For house building in particular, we identify what lies within our control and what we can influence in the best possible way.We develop roadmaps, initiatives and programmes to address key challenges.We aspire to have a transformative impact in SDG 11 and relate our targets to specific SDG's. See page 31 for SDG's linked to our targets. Our sreic pproch o susinbiiOur ambitions and targetsAmbitions Baseline Results 2021 Target 2022 Target 2025 Target 2030 Related SDGs2 per year from •  Climate-improved House launched, with 31% lower CO•   Prepare for Danish regulatory requirement for •  35% reduction in •  70% reduction in CO1:  Climate – •   5.8kg  CO2e per m22building materialsbuilding materials through the lifecycle emissions than defined baselineLCA-calculation from 2023upstream CO2 emissions emissions from building of a house•  First DGNB Gold B2B project sold to NREP•  Analysis results of LCA on 4 house types to be from building materials, materials through the Target 9.4•   4.0kg  CO2•  Internal DGNB course organised completed in Q1 2022compared to 2019 (2.6kg lifecycle of a house 2e per m per year from the production of building materials• Low-carbon solution tested•  Train DGNB consultant and work on DGNB pre/CO2compared to 2019 (1.7kg 2 per m per year)system certificationCO22 per m per year)Climate2:  Climate – •   48% of houses ordered with one •  Natural gas phased out by 1 January 2022 •  Continue educating sales force in advising•  60% of houses ordered •   Monitor the transition of customer or more on-site renewable energy •   Education of sales force in advising  customers on renewablecustomers on sustainabilitywith renewable energy the grid to more renewable use phasetechnologiesenergy solutions •  With district heating become more renewable,sourcessourcesTarget 7.1•  48% of houses sold in 2021 were with renewable energy consider 2025 target and add new target•   Assess and set new sourcestargets accordingly 3:  Climate – own •   878 tonnes scope 1 CO2 emissions•  Testing of electric company cars initiated and electric vehicle •  Continue testing and installing charging •  Zero scope 1 emissions •   Carbon neutral scope operations(owned and leased company vehicles)infrastructure at offices expanded infrastructurethrough 100% electric 1 and 2 emissions from •   1,536 tonnes scope 2 CO•  Consider entering a PPA (Power Purchase owned and leased operations2 emissionsTarget 13.3(purchased electricity and heating)Agreement)vehicle fleet4:   Employee •   2.2% sick leave •   Carried out annual employee satisfaction survey across •  Carry out employee satisfaction survey across •  Reduce sick leave to 2% •   Reduce sick leave to 2%well-beingDanish operations, including new questions about health and our Danish and Swedish operationssafety, diversity and inclusion •  Establish baseline for Swedish operationsTarget 8.55:  Diversity &amp; •   One female out of seven total members •   Two female out of six total members on the Board of Directors•  Monitor possible new regulatory requirements •   Two females out of six •  Two female out of six total Peopleinclusionon the Board of Directors•  21% female in managementaround gender quotas in Denmarktotal members on the members on the•   20% female in managementBoard of DirectorsBoard of DirectorsTarget 5.5 Target 10.3•  25% female in •   30% female in managementmanagement6:  Health &amp; safety•   LTIf of 15.2 for own blue and white •  Reduced overall LTIf from 11.4 in 2020  to 9.3  in 2021 •  Continue implementing initiatives (eg on-site •  Reduce LTIf by 30% •  Reduce LTIf by 50% collar•  Top safety issues identified and safety reporting system safety inspections, site planning for materials, compared to 2019compared to 2019•   LTIf of 10.7 for subcontractorsimplementedlearning from near misses)Target 8.3, 8.5•  Construction managers educated in Q4 2021, as part of •  Continue embedding safety in our own and our launch of initiativessubcontractors’ culture7:   Responsible •   Employee Guidelines for Values and•  Codes of Conduct reviewed targeted suppliers and •  Continue focus on ensuring best pratice poli-•  N/A, annual targets set •   N/A, annual targets setResponsible businessbusinessEthics employees, based on best practice standards cies are in place•   Standards of Business Conduct•  Tax policy, data ethics policy and working environment policy Target 16.5adopted 8:   Sustainable •   Supplier Code of Conduct•   Suppliers and subcontractors have signed the updated Code •  Continue engaging with suppliers in creating•  N/A, annual targets set •   N/A, annual targets setsourcing•  Whistle-blower  systemof Conduct more sustainable solutions•  Initiated dialogue with suppliers in documentation on more •  Continue focus on adoption of CoC throughout Target 12.6sustainable productsthe supply chain9:  Labour rights and •   Employee Guidelines for Values and•  Continue awareness efforts have been conducted towards •  Continue to work with suppliers and •  N/A, annual targets set •   N/A, annual targets sethuman rightsEthics suppliers and subcontractorssubcontractors to promote sound working•   Standards of Business ConductconditionsTarget 8.7, 8.8 Target 10.3The prioritisation of our material sustainability topics and focus areas are based on the UN Sustainable Development Goals (SDGs) and directs our focus to areas, where we can make a positive impact. At the same time, we acknowledge that the nature of our commercial activities also entails the risk of negative impact, which we have a responsibility to mitigate and minimise. The iecce o  HusCompnie houseProduction of materialsThe product stage of building materials includes the raw material supply, transport, and manufacturing of building materials to reduce the environmental impact of production. We can influence this phase of the house’s lifecycle through our offerings to customers, and by working with our sup-pliers to reduce the environmental impact of production.House construction  The house construction phase includes transport to the site, construction of the house, and HusCompagniet’s operations. We have the most direct influence over our own operations and this phase. We focus on limiting waste through optimis-ing and thus reducing excess material to the site.  Living in the houseAfter a house is delivered to our custom-ers, the use phase consists of mainte-nance, repair, replacement, refurbish-ment, and operational energy and water use. HusCompagniet’s influence on the use is driven by the on-site energy solu-tion and the house design. End of life / DemolitionThe end of life of a house involves demolition, including transport and processing of materials for recycling, reuse, recovery, or disposal. While furthest from our influence, our main contribution to this phase is through the selection of materials, that are, for example, more readily recycled or reused. For teardowns, we additionally partner with demolition companies that have higher rates of recycling and reuse of building materials. In addition to carbon emissions, other environmental im-pacts include water and waste. HusCompagniet’s current influence on waste at the end of the lifecycle of a house lies primarily in selection of materials that are more easily recycled. Since water is not a natural resource that is used in large volumes during our construction process, and we do not operate in areas of high-water stress, this issue has been deselected for the time being. Acknowledging the key role of the water in healthy ecosystems and the importance of efficiency, HusCompagniet, however, does not operate in water-stressed regions. Material social topics for HusCompagniet include health and safety, employee well-being, diversity, and inclusion, as well as human and labour rights, and anti-corruption. These elements are core to the long-term success of our business and our values as a company and inform our sustainability ambitions. With our asset-light business model in mind, we are aware of our responsibility to also uphold these standards with our subcontractors and suppliers.Climate change is one of the defining challenges of our time. It is an urgent global threat, and how we respond will determine the trajectory of global warming for generations.The impacts of climate change are wide ranging, from physical events such as flooding, extreme weather events, water, and heat stress, to climate-related displacement and subsequent population movement, all of which have implications for business in the future. The climate transition also presents significant opportunities for HusCompagniet and others.HusCompagniet's vision is to set a new standard for sustain-able construction and changing the way people think and talk about house building and sustainable living. We must drive the agenda, not just follow it. For HusCompagniet, climate change presents opportunities to bring new, low-carbon house concepts and alternative energy technologies to our customers. It also presents risks that we must mitigate, starting with reducing our own CO 2emissions. We are committed to take a leadership role in climate-related innovation, reducing our CO emissions, and 2integrating climate considerations into our strategic decision making.Being in the construction industry and as market leader, we acknowledge the responsibility to contribute towards a more sustainable development. As a house builder, we have a key impact on climate change, which we address across the lifecycle of a house. Pursuing ambitious targetsIn 2019 we began our journey and set ambitious targets for 2025 and 2030. In doing so, we understand that we need the commitment of our suppliers, and equally important we need to find the right sustainable and cost-efficient solutions for our customers. We believe the sustainable choice should be available for the many, and it is our aim to inspire and enable our customers to reduce the climate impact of their homes in the most cost-efficient way.It is our ambition to reduce the lifecycle CO emissions from 2building materials of HusCompagniet homes by 70% by 2030. To achieve this target, we are focusing our efforts at the areas, where we can make the biggest difference. One of the most important areas is in the selection of lower car-bon building materials, and we have set a short-term target of a 35% reduction in CO emissions from the production of 2building materials by 2025. Transparent reportingIn 2021 we have, by use of external support, evaluated our ESG figures. We have chosen a free reliable data source on emissions factors from “Energistyrelsen” and have restated figures for 2020 and 2019 for comparability. We believe this process will provide a smooth process for 2023 assurance process.In 2021 we have also added market-based emission figures, and total COemissions (Scope1 &amp; 2 market-based) show an 2increase of 14%, linked to increased activity and output. We do not participate in the purchase of certificates, which would significantly improve the figures. We believe the market for purchase of certificates is not a reliable way of reducing emissions and more a way to artificially improve your figures. Instead, HusCompagniet is looking into the opportunity of entering into Power Purchase Agreements. This way we contribute to expand the market for renewable energy and not just buy certificates that claims the usage of existing sources.   We achieved lower carbon intensity of our operations, from 219.8 to 18.4 CO per m indicating increased CO efficiency 22in our operations, equivalent to a 7% reduction. We also achieved a reduction of 3% year-over-year of indirect CO 2emissions – location-based. Scope 1 CO emissions was on par with 2020, and reduced 212% compared to 2019 resulting from decreased business travel and more virtual meetings, likely resulting from COV-ID-19 restrictions. From laboratory to portfolio initiatives 2019 provided us with important knowledge of the life-cy-cle emission (LCA) of our standard house, which constitute around 80% of our sales. 2020 gave us important learnings, when we developed our Climate-Improved house.In 2021, we launched the Climate-Improved house. We are using the learnings from this process to develop initiatives and as an incubator for low-carbon solutions that can be rolled out across our entire portfolio. The first steps were taken in 2021 and more will come in the coming years. We are in close cooperation with our suppliers to explore and test for low-carbon solutions and building materials. We believe this will enable us to assess and scale viable solutions that reduce CO emissions throughout the portfolio 2and achieve our targets. In December 2021, we launched a campaign, offering renewable energy sources at low cost and from 1 January 2022, we no longer offer gas as heating source and all houses sold will include preparation for instal-lation of charging stations.Climate – building materials in the lifecycleReuse, Recycle and RecoveryProduction of materials House construction  Living in the house  Living in the house:  End of life / Demolition Target 2025: 35% reduction of CO Currently, HusCompagniet has We continue to partner with dem-2replacement– energy consumptionemission from the production of build-Target 2025: 60% of Houses ordered with renewa-the least influence on the end of olition firms that focus on reuse ing materials, base year 2019.ble energy sourceslife phase. Our main contribu-of materials, and encourage tion is through the selection of circular and other innovations HusCompagniet will further explore and provide alter-more readily recycled or reused that further close the loop in the native energy technologies to our customers.building material.lifecycle of a house.Target 2030: 70% reduction of CO emission from the production of building materials through the lifecycle of a house, base year 20192HusCompnie’s sndrd house - crbon emissions cross he iecce o he house** The proportion of CO  emissions by lifecycle phase are based on HusCompagniet’s standard home and the use of geothermal heatingUpstream  HusCompagniet’s  Downstream  Downstream  Downstream  scope 3 emissionsscope 1 &amp; 2 emissionsscope 3 emissionsscope 3 emissionsscope 3 emissionsEmissions from the production of Emissions from the construc-Emissions from replacement of Emissions from operational When a house reaches the end of building materials (A1-A3). tion of a house, as well as our building materials and compo-energy use of the house after it is its lifetime and is torn down, how operations  nents throughtout the lifecycle delivered to customer (B6).materials are disposed, recycled, (A4-A5).of the house (B4).recovered, and reused have a substantial impact on lifecycle CO 2emissions (C3-C4). 1.36.80.9(15%)(100%)0.7(11%)3.70.2(10%)(34%)(2%)A1-A3 A4-A5 B4 B6 C3-C4 TotalWhen assessing climate impact and CO emissions, it is 2important 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 CO from the extraction 2of 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. To illustrate the lifetime carbon emissions of a house, we have in 2020 calculated the full lifetime carbon emissions of an standard 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 CO emissions per phase of the 2lifecycle provides an indication of the impact in each phase. The percentage of CO emissions changes, depending on 2the type of heating source used. We use the standard defi-nition for the lifecycle of a house of 50 years according to Life-cycle assessment (LCA) measures.The emissions under HusCompagniet’s 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 CO emissions 2across 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 devel-opment efforts for emissions reductions across the value chain. We are in dialogue with several suppliers for more sustainable products and documentation requirements.   The lifecycle emissions of the standard house, and HusCom-pagniet’s potential influence, targets, and actions within each phase. 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 produc-tion 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 recy-cled and reused materials, thereby reducing future down-stream scope 3 emissions. Additionally, we plan to focus on waste reduction and management on construction sites. In our Danish business we are working with Bygma, one of our key materials suppliers, to identify opportunities for integrating sustainability into our purchasing processes and improve traceability of the materials that we purchase.According to the Nordic Council of Ministers, realising the vision of a carbon-neutral and circular building sector will be impossible without addressing CO emissions embedded in 2building materials and processes, which combined represent 11% of global CO emissions.  It is our ambition to continue 2to identify and test feasible, low-carbon building solutions and work with our suppliers. In order to realise further CO 2savings from our design processes, we will continue to explore the potential of various products, and closely follow developments in more sustainable building materials.Well prepared for the coming requirements In March 2021, the Danish government published the Nation-al strategy for sustainable construction “National strategi for bæredygtigt byggeri”, that set out expected future require-ments for CO emission from buildings over a life cycle 2(LCA). We welcome initiatives towards more sustainable housing and HusCompagniet is well positioned to meet the requirements.We could even wish for even more ambitious requirements.According to the agreement, all new-builds below 1,000 sqm will require a LCA assessment from 2023, and from 2025 there will be introduced a threshold for maximum kg COe/22m/year. The expected threshold is 10.5 but will be assessed by the end of 2023 based on latest knowledge and data. In 22027 the threshold is expected to fall to 9.0 kg COe/m/year 22and for 2029 to 7.5 kg COe/m/year.2The voluntary sustainable building class “Den Frivillige bæredygtighedsklasse” has equivalently a recommended 2threshold of 7 kg COe/m/year in 2025, while reducing the 22threshold to 5 kg COe/m/year in 2029. 2The lifecycle emissions of the standard house amounts to 2between 6.8 kg COe/m/year with geothermal heating, and 228.6 kg COe/m/year with district heating. In comparison, 22the Climate-Improved house emits 5.9 kg COe/m/year with 2geothermal heating.The lifecycle emissions of our functionalism house amount 2to between 8.2 kg COe/m/year with geothermal heating, 22and 10.0 kg COe/m/year with district heating according to 2our assessments. We therefore expect to secure an LCA of 210.0 COe/m/year or below in all our offerings.  Given the 2green transition of the energy system and our focus on sus-tainable solutions as well as our suppliers', we expect further reduction of the live cycle emisison of our houses.In H1 2022, we will get results of LCA of 9 different show houses (covering 4 of our house types), including an updated assesment of the Climate-Improved house. This is part of a collaboration with BUILD (Aalborg University), where Hus-Compagniet’s data from built houses are used to develop a simplified LCA tool as part of ongoing work to develop a DGNB certification for single family houses. We feel com-fortable that our portfolio upholds expected LCA and expect that recalculations of prior LCA will improve as they are done with a conservative approach. The voluntary sustainable building class requirements have prepared us for the coming regulatory requirements. Read more on page 40 on our test against the class.On a more local level, that of municipalities, we currently see constraints on choice of for example facade materials. These could hinder the introduction of new lower-carbon alternatives.In April 2021 we launched our Climate-Improved house, designed to emit significantly less CO across the entire 2life cycle of a house. This is achieved through more sustainable building materials, alternative energy sources, and considerations in circularity, reuse, and recycling of materials at the end of the house’s life. The new offering is based on our Functionalism House, which was selected based on its modern aesthetic and suitability with more sustainable materials such as timber and slate. The project team behind the Climate-Improved house have spanned across engineering, procurement, sales and busi-ness development. We have additionally drawn on external expertise to conduct life-cycle analyses on various products and building materials.Sustainable building materialsThe Climate-Improved house is designed with high-quality materials and innovative solutions that result in approxi-mately 30% lower CO emissions from materials, compared 2to the Functionalism House, equating to 2.42 fewer kg COe 2per m per year. The Climate-Improved house has a slate façade, produced without the use of chemicals. Slate is a lower carbon alternative to traditional brick façades, and provides a contemporary take on our traditional Nordic building heritage, while also more readily replaced or reused than bricks, as it is not fastened with mortar. The inner and outer walls of the house are constructed using wood, and we have reduced the amount of concrete, a carbon intensive material, in the foundation. The insulation of the house has been changed to paper wool insulation, which is produced by recycled paper. Our Climate-Improved house is delivered with on-site renew-able energy as standard. These solutions contribute not only to a lower carbon footprint from building materials, but also to lower transport emissions, and lower emissions during the use phase of the house. In our Climate-Improved house, the use of timber significantly impacts the emissions of both the materials and end-of-life phases. The carbon emissions of the materials production phase are negative because timber stores more carbon than harvesting emits. During the end-of-life stages, the stored CO is then released, based 2on the current assumption that timber is incinerated. With the increasing focus on circularity globally, We anticipate that future innovations related to timber, such as effective recycling and reuse markets, may further reduce the carbon footprint of our Climate-Improved houses, when they reach their end-of-life stage.Our internal engineering team has worked with an external consultant to test our Climate-Improved house against the voluntary sustainable building class (Den Frivillige Bæredyg-tighedsklasse) proposed by the Danish government. This effort has been supported by Realdania and will serve to pro-vide learnings and insights for the relevant ministries involved, the construction sector, as well as for HusCompagniet. The voluntary requirements are expected to become mandatory regulatory requirements in the future. By participating in this effort, HusCompagniet has gained knowledge that will prepare us for future requirements, which are expected to be imple-mented in Danish law in 2023.The concusion hs been posiive, nd our Cime-mproved house mee he requiremens or he vounr susinbe buidin css or eih o he nine crieri. Only as regards to room acoustics, our house did not live up to the requirement in the voluntary sustainability class, which is a reverberation time of 0,6 seconds. Our house was measured to 0,7. It is not known what the final requirement will be, but as we are in the testing period, input from the industry concerning the room acoustics is the current benchmark for the industry.We have also learned that, of the nine criteria, the difference between the Climate-Improved house and our standard offer-ings are primarily of the overall climate impact of the building (criterion 1, the LCA). This means that all our offerings should meet the remaining eight criteria, with the exception of room acoustics. This illustrates the high quality of HusCompagniet’s building process as well as the quality of the house delivered to customers in terms of comfort and the low cost of heating and maintenance.Susinbe ener svinsTo reach the EU's climate neutrality target for 2050, it is crit-ical to ensure a transition towards a more sustainable build-ing stock, requiring both renovation and new-builds. At Hus-Compagniet, we build new homes at high energy efficiency standards, corresponding to the Danish Energy Agency's class A. Almost 75% of buildings in the EU were built before energy performance standards existed. In Denmark, nearly 70% of all houses have an energy class of D or lower. While the construction of a new house incurs more CO 2emissions than the renovation of an older house, older hous-es tend to be less energy efficient, making the CO footprint 2during its use phase higher than in a new house. Further-more, even after renovation, there is a limit to how much the energy performance of the existing building stock can be improved. Most existing houses in Denmark cannot reach an energy class higher than C. This also has an economic and social (comfort-related) impact for the home owner, who will expectively have relatively higher heating costs. We are ac-tively exploring opportunities to reduce the CO embedded 2in the use phase of our homes, and the end-of-life.We experience that our customers demand energy efficient homes and see this as an important part of more environ-mental friendly houses.A successful green transition must include both new-builds and renovation, and we applaud that both activities have been included in the EU Taxonomy for sustainable activ-ities, as long as the relevant technical criteria are met. At HusCompagniet, we welcome this development towards a uniform classification system of sustainable activities, ensuring a level playing field and providing investors and stakeholders with clarity on how companies' activities are aligned with the green transition. Read more on our report-ing on Taxonomy- eligibility on page 51.Avoiding CO emissions in our own operations2It is our announced target to become carbon neutral in our scope 1 and 2 emissions by 2030. We are also committed to the EV100 initiative, transitioning to fully electric fleet by 2025.We have been working to install electric vehicle (EV) charg-ing stations in all offices and completed a full roll out in 2021, as we move towards our 2025 target. In 2021, we have tested an electric van for our construction managers. Our construction managers have high mileage re-quirements, and after the testing period we must realise that the technological development of vans cannot yet meet the milage need of our construction managers.  For our other cars we focus on shift to EV cars, when a car is replaced by new leasing agreement.We are monitoring developments in the EV market closely. While remaining firmly committed to the full electrification of our fleet, we expect viable EV solutions to enter the market in the coming years. Still, we are optimistic that increased demand will continue to drive technological innovation over the coming years and bring EVs to market with ranges that meet the needs of our employees, especially our construc-tion managers, who spend most of their time on the road or on construction sites.Future initiativesOver the coming years, we will increase our focus on closing the loop at homes’ end-of-life, starting with materials selection, increasing our use of readily recycled and reused materials, thereby reducing future downstream scope 3 emissions. Addi-tionally, we plan to focus on waste reduction and management on construction sites and in our demolition processes.We have initiated a test project with our supplier Bygma, for waste reduction through reuse of rubble in new bricks, thus, reducing waste from the building process and increasing the recycled content of new bricks. Further, we will explore waste sorting on specific sites. We are pursuing additional partner-ships to reduce waste further in the construction phase. A crucial first step in the work on waste reduction is obtain-ing good data on actual waste quantities of each fraction, and we are in dialogue with some of our waste companies about these data. Our digitalisation efforts will further optimise materials deliv-ered to the house through automation of material quantifi-cation. It is our ambition to continue to identify and test feasible, low-carbon building solutions and work with our suppliers. In order to realise further CO savings from our design pro-2cesses, we will continue to explore the potential of various products and closely follow developments in sustainable building materials.In 2020, we tested cross laminated timber (CLT) as a sus-tainable alternative in the portfolio. Given the development in timber prices we will for the time being not pursue further implementation of CLT in the portfolio. We aim to be sustainable while keeping a cost-efficient mindset for our customers, in line with both ‘den frivillige bæredygtighedsklasse’ and the DGNB certification scheme, sustainability must be seen holistically, covering both envi-ronmental, economic and social aspects.Renewable energy sources in our homesWe know from the standard house Life cycle assesment that alternative heating solutions have a substantial impact on the total lifecycle CO emissions of a home. (see page 236). For instance, replacing gas heating with geothermal heating reduces lifetime emissions by over 50%, from 14.9kg 2to 6.8kg COeq /m/year. It was our target to increase the 2proportion of homes delivered with one or more alternative energy sources to 60% by 2025.  In 2021, we saw a slight de-crease in houses sold with green energy solutions from 50% in 2020 to 48% in 2021. However, we also saw a decrease in gas to 2% and increase in district heating – and we welcome this transition. From 1 January 2022, HusCompagniet no longer offers gas as heating source. In Denmark, oil burners have not been allowed as an energy source for new-builds since 2013, and we excluded oil burners from our offering prior to that. With gas now phased out, fossil energy heating sources are therefore no longer part of our offering.Given the growing spread of district heating, and the expec-tation that this heating source will gradually have lower emis-sions than today, we consider to have reached our target when it comes to air source heat pumps and geo thermal heating pumps. Going forward, we will consider whether we should introduce new targets from the use phase of our houses. Phasing out fossil natural gas in households is an impor-tant part of achieving Denmark's common goal of reducing CO emissions by 70% by 2030. Today there are good 2alternatives to natural gas heating. We actively advise our customers on alternative heating sources to further drive the sustainable development and at the same time provide cost-effective solutions for our customers.Case: First semi-detached DGNB-Gold agreement signedIn our B2B business, we develop semi-detached projects for customers, ranging from private investors to asset manag-ers, pension funds and other institutional investors. A long investment time horizon naturally calls for a long-term view on sustainability-related risks and opportunities.DGNB, a leading global certification system for sustaina-ble buildings, is based on the three central sustainability areas of ecology, economy and sociocultural issues. The performance of green buildings is evaluated by means of certification criteria similar (but not equal) to the volun-tary sustainable building class where we have tested the Climate-Improved house. The DGNB certification aim to set more ambitious thresholds in order to push the industry towards more sustainable development. DGNB is currently agreed by the industry in Denmark to be the chosen certifi-cation due to the holistic approach and the expectation that certified buildings will lift the building quality. At HusCompagniet, we are exploring our product portfolio's alignment with the DGNB criteria, with the aim of providing DGNB-certified projects for our customers. This is relevant for both our B2B offerings as well as our B2C offering. HusCompagniet currently live up to the Gold-standard and certification will entail collection of documentation rather than improving performance. In November 2021, we signed our first agreement of a DGNB-Gold project. For the documentation phase we have chosen external support and will benefit from the learnings. Going for-ward, we have secured general internal knowledge by hiring competencies within sustainability and in addition, we expect to train at least one employee to become DGNB consultants. This is clearly a strategic area for HusCompagniet and will serve as an incubator for integrating a holistic approach to sustainability into our broader offerings and we believe the steps taken towards this, will further push our sustainability agenda.In parallel, our internal engineering team has worked with an external consultant to test our Climate-Improved house against the voluntary sustainable building class (frivillig bæredygtighedsklasse) proposed by the Danish govern-ment, see page 40 for details.The effort is supported by Realdania and serves to provide learnings and insights for the relevant ministries involved, the construction sector, as well as for HusCompagniet. PeopleOur employees are the most important asset at HusCompagniet, and their knowledge and insights are among our strongest assets. We rely on the capabilities of our employees to facilitate and deliver high-quality homes for families and doing so safely. We support and engage our people, through focusing on safety, well-being, diversity, and inclusion.HusCompagniet has a lean structure, and we work with local subcontractors for most of our construction work. This oper-ating model gives us a high degree of agility and efficiency, which we have benefitted from during the past year with exceptionally high sales and building activities. On the other hand, our operating model also means that we must maintain a close cooperation with our subcontractors to ensure that they also maintain a satisfactory performance on safety, quality, and sustainability standards. Over the years, we have built long-term, recurring working relation-ships with our suppliers and subcontractors, which has led to an efficient, standardised operating model across projects.Employee well-beingThe physical and mental well-being of our people is of ut-most importance to HusCompagniet. Meeting our custom-ers’ expectations every day requires us to bring together a broad range of people and skill sets, from sales to architec-ture and construction management. To improve employee engagement and well-being, we continue to work with development and engagement initiatives that improve team dynamics and communication.HusCompagniet uses a psychometric tool to measure and improve employees’ awareness of strengths and devel-opment areas, and to promote understanding of different personality types working together. It is part of our goal to enable better communication both among our employees and in client engagement, and we have had positive feed-back and commitment from many employees. In 2021, all new employees were also tested according to the system. Sick leave is a challenge to both employees and the busi-ness, and we aim to reduce overall sick leave to 2% in 2025. In 2021, sick leave increased to 3.5% from 2.8% in 2020.  The level was impacted by the pandemic and the following restrictions, which caused relativity more sick days reported for the employees and their children. HusCompagniet has a proactive approach for long-term sickness incidents and successful return plans and feel comfortable that the level will decrease again post-pandemic.   Employee satisfactionSince 2020, we conduct a yearly employee satisfaction survey measuring areas such as satisfaction and loyalty, and in 2021 we added new questions concerning health and safety and diversity and inclusion. The survey which covered our Danish employees, yielded a response rate of 86%, with a satisfaction score of 77%, and a loyalty score of 84%, which are about the same levels as in 2020.We are very pleased with this performance, which is compa-rable with both national and industry benchmarks. As part of the survey, we also achieved an employee Net Promoter Score (eNPS) of +41 compared to +47 in 2020.  The level reflected a challenging year for our employees. The +41 score is still above both industry and eNPS benchmarks, but we aim to improve the score in 2022 with special focus on optimising the building flow for a sustainable working flow.  The results of the survey have been shared with local man-agers, who are tasked with engaging their teams to develop action plans based on the survey results. Our organisational structure, with smaller teams, is well positioned to anchoring efforts at the local level, with our central HR team following progress on local action plans. As such, the implementation of initiatives will be customised to suit the needs of each de-partment at the discretion of managers, who drive our local efforts to improve employee well-being across our organisa-tion. In 2022, we plan to expand the employee engagement survey to cover the Swedish organisation as well.Employee turnover increased to 20% from 15% in 2020 in a high activity market, with a high demand for employees with-in our sector. We expect the relatively high level to decrease again when the market normalises. Health and safety The safety of our employees and subcontractors is an un-wavering priority for HusCompagniet. We acknowledge that there is more work to be done regarding employee safety with our subcontractors, and we have taken several steps over the past years to substantially scale up our efforts. Our commitment is to reduce the lost-time injury frequency (LTIf) by 30% in 2025 and by 50% in 2030, respectively, compared to our baseline level in 2019. This target applies to both our own employees and our contractors’ employees. This is an ambitious target but we remain fully committed to achieving it. Our Board of Directors receives safety updates at all ordi-nary Board meetings to monitor progress against our targets and ensure that the safety of our people and partners remain at the very top of our agenda.Working Environment PolicyIn 2021, we formulated a company Working Environment Policy aiming to protect both our employees, and the em-ployees of our subcontractors, suppliers, and customers. In addition to complying with the Danish working environment regulations, the policy also covers a range of initiatives to prevent accidents and ensure that all partners comply with the same working environment standards and procedures, as we do. By analysing risks and monitoring accidents we aim to ensure that we have the right capabilities, processes, and tools applicable. To monitor safety for both our own employees and our sub-contractors, we make regular safety performance reporting. In 2021, the reporting covered 86% of our subcontractors against an 87% response rate last year. We value transparent and accurate reporting, as it is the outset for improving safety performance, and we will work to push towards complete coverage.As part of our safety reporting, we also have a proactive and preventive safety registration on-site, which is integrated into our online project management system. The system en-ables our construction managers and subcontractors to reg-ister safety incidents and pre-emptive safety risk observa-tion such as near misses, observations and safety incidents in the app, we already use in the construction process.Our updated Standards of Business Conduct and Supplier Code of Conduct further detail our expectations of both em-ployees and subcontractors, and we are firmly committed to uphold the highest safety standards on our construction sites. Secure Workplace programmeIn 2021, we further invested in strengthening our safety by launching the safety programme “Tryg Arbejdsplads” or “Secure Workplace”. The programme includes a broad range of initiatives including improved reporting, increased focus on construction site layout and special focus on working in hights. The programme also includes initiatives to improve competences among our own and subcontractors’ em-ployees and more visible leadership through regular site visits, among others. The programme was launched with a workshop for top management followed by onboarding workshops for technical and construction management. Implementation of activities will continue through 2022, and the activities have been integrated into our safety reporting and management systems.Safety reportingSafety reporting in 2021 resulted in a 19% reduction in our overall LTIf, from 11.4 in 2020 to 9.3 in 2021. We increased the LTIf for our own employees from 5.3 to 10.5, correspond-ing to an increase in injuries from 4 injuries to 8. LTIf for subcontractors decreased by 36%, from 13.9 to 8.9. The  LTIf for own employees decreased from 15.2 in 2019 to 5.3 in 2020. As incidents are limited, fluctuations can occur, and improvement in reporting quality may also inflate the numbers. Even though the 2021 figure was lower than 2019, the increase in LTif for own employees y-o-y is not satisfac-tory.The development illustrates the importance in the invest-ments done on safety programme, launched in H2 2021 and our continued focus on relentless attention.Working against corruption, and in support of environmental responsibility, human rights, and labour rights throughout our value chain, is an essential part of our license to operate. We are aware, that our sector is often scrutinised for challenges related to business ethics, labour relations and working conditions. Through our long-standing, recurring business relationships, we are well-positioned to address responsible business principles in collaboration with suppliers and subcontractors.In 2021, we strengthened our policy framework with updated Code of Conducts for our suppliers and our employees, which will be communicated and integrated into our contracts, oper-ations, and HR manuals throughout our organisation. In line with the latest Corporate Governance recommen-dations, HusCompagniet has also formulated a Tax Policy to ensure compliance with applicable regulations, proper behaviour towards public authorities and payment of taxes as required by law. Maintaining ethical standardsAt HusCompagniet, we have a zero-tolerance policy to corruption and bribery in any form, and we are firmly com-mitted to conducting our business responsibly. Our business operations are regulated by our Anti-Corruption and Busi-ness Ethics Policy, which details our approach to combating corruption, and formulates our company’s position on the matter. As a company operating in the construction sector, we are aware that our main business ethics risks lie in our collabo-ration with third parties. As such, we take active measures to ensure that our business partners understand and uphold our ethical standards. All our suppliers are required to adhere to our Supplier Code of Conduct, which reflects our commitment to the UN Global Compact and align with our  Anti-Corruption and Business Ethics Policy.  At HusCompagniet, we consider responsible business practices to be fundamental to a transparent, efficient, and prosperous business environment, and we will continue to strengthen our understanding of business ethics risks throughout our organisation and in our collaboration with business partners.Our whistleblower system provides our employees and business partners with a confidential channel for addressing concerns or breaches of our ethical standards without fear of reprisal. No breaches to our Anti-Corruption Policy were identified during 2021.Engaging with our suppliers and subcon-tractors for sustainable sourcingAs HusCompagniet continues to explore sustainable ma-terials for our homes, sustainable sourcing will continue to be an area of focus and collaboration with a view to further improving supply availability and traceability.When working with suppliers and subcontractors, HusCom-pagniet requires compliance with all applicable regulation. All purchasing agreements with suppliers and subcontrac-tors include a requirement to comply with the Supplier Code of Conduct, which includes elements of human and labour rights, anti-corruption, and environmental sustainability. We encourage our suppliers to further promote its principles within their own organisations and supply chains. Non-com-pliance, or where a supplier or subcontractor demonstrates a lack of improvement, may result in termination of the business relationship.All new contracts as well as annual renewals of existing con-tracts will require suppliers to sign our Code of Conduct.HusCompagniet negotiates the purchase of key materials categories directly with manufacturers, centralising a large portion of our procurement and enabling long-term relations with key materials suppliers. The centralised procurement somewhat mitigates the risk of business ethics breaches. 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 by our Executive Board or Group Purchasing department.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 mak-ing have the downside of potential increased risk in terms of business ethics.Environmental responsibilityOur contribution is further increasing focus on the full life cycle of a home, and the integration of circular thinking and environmental stewardship. We aim to further understand and integrate environmental and biodiversity considerations in our business model, from the ecosystems of the land we build on, to our construction processes and materials. This will include, for instance, increasing the re-use and recycla-bility of our building materials, and improving waste and wa-ter management on our construction sites. Materials used for HusCompagniet houses are mainly locally sourced, reducing  the environmental impact of transportation. Respect for labour rights and human rights HusCompagniet is committed to respecting human rights and labour rights as set out in the Universal Declaration of Human Rights and the fundamental Conventions of the International Labour Organization (ILO). We work to advance these principles both in our own organisation and among our business partners, subcontractors, and suppliers. Our Sus-tainability Policy, internal Standards of Business Conduct, and Supplier Code of Conduct reflect our commitment to the UN Global Compact (UNGC) and its principles related to human rights and labour rights, among other areas. We respect our employees' right to freedom of association and collective bargaining.The construction industry in general has been scrutinised for labour issues, particularly related to vulnerable groups, such as migrant workers. This is a dilemma across geogra-phies because the legal minimum wage may not necessarily reflect a living wage. We have minimum wage requirements integrated into our subcontractor agreements, and contrac-tually secured our right to audit. HusCompagniet does not tolerate social dumping and will terminate subcontractors who engage in this practice.Going forward, we will continue to work with our suppliers and subcontractors to promote sound working conditions and protect human and labour rights throughout HusCom-pagniet’s value chain. In 2021, no breaches of our supplier Code of Conduct related to human rights were identified.</mrv:StatementOfCorporateSocialResponsibility>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="pp-value-46" xml:lang="en">Diversity &amp; inclusionThis section includes our statutory reporting on diversity &amp; inclusion. At HusCompagniet, we strive to provide a diverse and inclusive work environment with equal opportunity for people of all ages, genders, nationalities, religions, political opinions, and abilities.The construction sector has traditionally been a male-dom-inated 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 improve gender balance over time. As of 31 December 2021, the underrepresented gender is female and constituted 21% of our workforce against 20% as of 31 December 2020. People are encouraged to apply for positions in HusCom-pagniet, irrespective of gender, age, nationality, sexual orientation, religion or ethnicity, and decisions regardingrecruitment, promotion and dismissal are not influenced by these. Our employees have equal opportunities for career development and management ambitions, which are dis-cussed as part of the yearly performance reviews.Diversity in managementThe tone set at the top Management is important, not least when it comes to diversity and inclusion. In 2021, females comprised 33% of our board of directors, which is in line with our target. The composition of the Board of Directors of Hus-Compagniet is also in accordance with the Danish Business Authority's guidelines on equal gender distribution on the Board of Directors. In 2021, other levels of management, defined by the exec-utive management and their direct reports with employee responsibility, had a female representation of 21%. HusCom-pagniet has set a target to increase the representation of females in management to 25% by 2025 and 30% by 2030.DiversityHusCompagniet strives towards diversity in the composi-tion of the Board of Directors, including gender as well as international experience, qualifications, and competencies. HusCompagniet is strongly focused on promoting diversity and equal opportunities as we believe that diversity leads to better performance and decision making. The construction sector has traditionally been and still is a male-dominated sector, which poses a challenge for both HusCompagniet and other companies within the sector. Yet, we aim to reach our ambitious targets and we are compliant with regulatory guidelines. At Board level, HusCompagniet has communi-cated a 2025 target that 25% of the total members on the Board of Directors should be female and a target that 30% of members should be females by 2030. We have already reached our 2030 target as our Board of Directors currently consists of two female and four male directors. The compo-sition of the Board of Directors as such is in accordance with the Danish Business Authority’s guidelines on equal gender distribution on the Board of Directors.</mrv:StatementOfTheDiversityPolicies>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="pp-value-87" xml:lang="en">Data Ethics Policy  Pursuant to section 99d of the Danish Financial Statement act, C and D sized companies must account for their data ethics policy and work related thereto.  We have in 2021 set in place a new data ethics policy, which regulates how we process and use the information and personal data we keep, which are necessary to service our customers, complete our building activities and ensure transparency towards our investors. Our data ethics policy is developed according to the data ethics value compass.It is key to us, that our customers and other stakeholders can rely on us and the way we process data. Our customers are primarily private individuals, and we use personal data to ensure our customers the best possible service. All data are processed with great care and confidentiality, also in our collaboration with our suppliers. Employees, who due to their work have access to data, are trained in our data ethics and data processing standards. HusCompagniet is continu-ously implementing and updating IT tools and systems, and we maintain a strict access control to limit security risks. Ex-ternal partners are only allowed access to data for a limited period and only related to the work-related need.</mrv:StatementOfPolicyForDataEthics>
   <mrv:CorporateGovernanceReport contextRef="ctx-1" id="pp-value-112" xml:lang="en">HusCompagniet has a two tier management structure comprising the Board of Directors and the Executive Management. There are no overlapping members. The Board of Directors is responsible for the overall and strategic management and proper organisation of the Group’s business and operations. On behalf of the shareholders, the Board of Directors supervises HusCompagniet's organisation, day-to-day management, and results.The Board of Directors sets guidelines on the day-today responsibilities and obligations of the Executive Manage-ment. The Board of Directors and the Executive Manage-ment further assess HusCompagniet’s business processes, the organisation, strategy, risks, business objectives and controls. A set of rules of procedure governs the work of HusCompagniet’s Board of Directors. These rules are reviewed annually by the Board of Directors and updated as necessary.  In 2021, the Board of Directors approved a Tax Policy for the company. Further the Board of Directors has considered the company’s purpose and discussed how to ensure and promote a good culture and sound values in the company going forward.Board of DirectorsThe Board of Directors consist of six members and has ap-pointed a Chairperson and a Vice Chairperson. All six mem-bers of the Board of Directors are at end of 2021 regarded as independent. The Board of Directors represents broad international business experience and skills considered rel-evant to HusCompagniet. 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 at each Annual General Meeting. The Board of Directors meet 5 times a year and holds extraordinary meetings when required. The Board’s annual wheel covers all essential areas of the business, including sustainability and climate. The Board attendance rate for 2021 is included in our table shown on next page and our ESG table on page 52.Composition and Competencies  At the Annual General Meeting on 12 April 2021, Claus V. Hemmingsen, Anja B. Eriksson, Ylva Ekborn and Mads Munkholt Ditlevsen were re-elected, and Bo Rygaard and Stig Pastwa were elected as new members of the Board. With the addition of the two new members, the Board repre-sents comprehensive experience and competences, which is considered crucial for the further realisation of HusCom-pagniet’s strategic targets. The Board’s competences are further described on page 66. Every year, the Board of Directors conducts a self-evaluation and will engage external assistance for the evaluation at least every third year. In 2021, the Board of Directors’ self-evaluation covered a broad range of topics, including evaluation of the Chair-personship, meeting structure and effectiveness, strategy develo pment, risk management and stakeholder relations among others. All board members participated in the eval-uation along with two executives. On the overall topic of whether the Board achieves its mandate, fulfils its responsi-bilities, and provides value the score was 4.38 of 5.00. Also, questions concerning meeting management and dynamics as well as evaluation of the Chairperson all scored above 4, which is considered to be a clear strength. The Board will use the feedback to further develop the framework for its activities in the coming year. The next evaluation will be performed with external assistance in 2022 in time for the AGM in 2023.Board Chairpersonship and committeesThe Board of directors has established a Chairpersonship consisting of the Charperson and the Vice Chairperson. They ensure a regular dialogue with the management. In order to support the Board of Directors, HusCompagniet has established an Audit Committee and a Remuneration &amp; Nomination Committee. The purpose of the Board Commit-tees is to report and make recommendations to the Board of Directors on committee related matters. The overall purpos-Bord meein nd bord commiee meein endnce Remuneration Audit  &amp; Nomination Election Board MeetingsCommittee  MeetingsCommittee  MeetingsperiodClaus V. Hemmingsen7/7 3/3 1 yearAnja B. Eriksson7/7 5/5 1 yearStig Pstw (joined in Apri 2021)5/6 4/4 1 yearYlva Ekborn7/7 5/5 3/3 1 yearMads Munkholt Ditlevsen7/7 1/1 1 yearBo Rgrd (joined in Apri 2021)5/6 2/2 1 yearFormer membersMgnus Torming1/1 1/1 1 yearSteffen Mrtin Bungrd1/1 1 yearAttendance rate  95% 100% 100%es of the Audit Committee and Remuneration &amp; Nomination Committee, respectively, can be found here:  https://investors.huscompagniet.com/English/governance/committees/default.aspx.RemunerationIn our policies and reports, we aim to be transparent in terms of our structure and size. HusCompagniet has adopted a general remuneration structure for the Board of Directors and Executive Management, where targets are closely aligned with the Company’s strategy and typically include targets relating, e.g., to EBITDA, number of houses sold and delivered as well as ESG related targets as deemed relevant by the Board of Directors.CEO pay ratio and gender pay ratiosare included in our ESG disclosures (see page 53). Our Remuneration Policy is availa-ble here: https://s26.q4cdn.com/546028197/files/doc_down-loads/2020/11/HusCompagniet-Remuneration-Policy.pdf. The remuneration report for 2021 can be found here:  https://investors.huscompagniet.com/English/governance/AGM/default.aspx.All current board members have in 2021 received com-pensation fee. Mads Munkholt Ditlevsen has since august received compensation. He  has forfeit his remuneration fee. HusCompagniet has opted to donate the waived board fee to Human Practice Foundation.Reporting on Corporate GovernanceHusCompagniet is committed to complying with corporate governance standards and creating transparency around the Company’s affairs in order to maintain the trust of the Company’s shareholders and stakeholders. HusCompagniet reports on compliance with the Committee on Corporate Governance’s recommendations on Corporate Governance and the Board of Directors reviews the recommendations in force on a regular basis and at least once a year. The Board of Directors and the Executive Management share the committee's views in all material respects. HusCompagniet deviates from just one of the recommendations as the com-pany publishes trading statements for Q1 and Q3 instead of quarterly reports. We believe trading statements will provide shareholders and other relevant stakeholders with sufficient information on the company’s financials. HusCompagniet’s position on the recommendations on Corporate Governance as well as an explanation for recommendation that Hus-Compagniet has opted to deviate from, can be found in the corporate governance statement available here: https://s26.q4cdn.com/546028197/files/doc_downloads/2020/11/Hus-Compagniet-Corporate-Governance-Statement-2021.pdf. Business policiesHusCompagniet has a set of policies to govern and further guide our overall efforts towards responsible business con-duct and governance. In 2021 we have  implemented further business conduct guidelines, including codes of conduct for our employees and our suppliers. The relevant policies are available here: https://investors.huscompagniet.com/English/governance/governance-documents/default.aspx.General meetingThe next Annual General Meeting will be held on 8 April 2022 at 10.00 (CEST).  The General meeting will be a physi-cal meeting and held at Bech Bruun Advokatpartnerselskab, Langelinie Allé 35, 2100 Copenhagen, Denmark. In addition, the Annual General Meeting wil be live streamed.  </mrv:CorporateGovernanceReport>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1" decimals="0" unitRef="pure">455</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-27" decimals="0" unitRef="pure">452</fsa:AverageNumberOfEmployees>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="pp-value-127" xml:lang="en">The Board of Directors and the Executive Board have today discussed and approved the annual report of HusCom-pagniet A/S for 2021.The annual report has been prepared in accordance with International Financial Reporting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.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 2021 and of the results of their operations and cash flows for the financial year 1 January – 31 December 2021.Further, in our opinion, the Management's review gives a fair review of the development in the Group's and the Parent Company's activities and financial matters, results for theyear, cash flows and financial position as well as a descrip-tion of material risks and uncertainties that the Group and the Parent Company face.We recommend that the annual report be approved at the annual general meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="pp-value-148" xml:lang="en">Virum</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="pp-value-149" xml:lang="en">2022-03-17</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-28" id="pp-value-150" xml:lang="en">Mrtin Rvn-Niesen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-29" id="pp-value-151" xml:lang="en">Mds Dehsen Winther</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-28" id="pp-value-152" xml:lang="en">Group CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-29" id="pp-value-153" xml:lang="en">Group CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-30" id="pp-value-154" xml:lang="en">Cus V. Hemmingsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-31" xml:lang="en">Anj B. Eriksson</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-30" xml:lang="en">Chairperson</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-31" xml:lang="en">Vice chairperson</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-32" id="pp-value-158" xml:lang="en">Stig Pstw</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-33" id="pp-value-159" xml:lang="en">Yv Ekborn</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-34" xml:lang="en">Mds Munkhot Ditevsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-35" xml:lang="en">Bo Rgrd</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">To the shareholders of HusCompagniet A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="pp-value-163" xml:lang="en">We have audited the consolidated financial statements and the parent company financial statements of HusCom-pagniet A/S for the financial year 1 January – 31 December 2021, which comprise income statement, statement of other comprehensive income, balance sheet, statement of cash flow, statement of changes in equity and notes, including accounting policies, for the Group and the Parent Company. The consolidated financial statements and the parent com-pany 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. 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 2021 and of the results of the Group's and the Parent Company's operations and cash flows for the financial year 1 January – 31 December 2021 in accordance with International Financial Reporting Standardsas adopted by the EU and additional requirements of the Danish Financial Statements Act.Our opinion is consistent with our long-form audit report tothe Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="pp-value-186" xml:lang="en">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 state-ments" (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.IndependenceWe are independent of the Group in accordance with the International Ethics Standards Board for Accountants' International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, and we have fulfilled our other ethical responsibil-ities in accordance with these requirements and the IESBA Code. 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.Appointment of auditorSubsequent to HusCompagniet A/S being listed on NasdaqCopenhagen, we were initially appointed as auditors of HusCompagniet A/S on 12 April 2021.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="pp-value-211" xml:lang="en">Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the fi-nancial statements for the financial year 2021. These matterswere 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 mat-ter below, our description of how our audit addressed the matter is provided in that context.We have fulfilled our responsibilities described in the "Audi-tor's responsibilities for the audit of the financial statements&amp;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.Recognition and measurement of construction  contracts and related revenue recognitionAccounting policies and information regarding revenue recognition related to construction contracts are disclosed innotes 1.1, 1.2 and 3.2 to the consolidated financial state-ments. The Group’s main activity and revenue comes from sale and delivery of detached and semi-detached houses under construction contracts with private customers or profes-sional investors, where the delivery of the houses typicallyextends over a longer period. Due to characteristics of the projects and in accordance with the accounting policies, HusCompagniet recognizes and measures revenue on these construction contracts over time based on input-based accounting methods as the performance obligation usually isconsidered fulfilled throughout the construction.Recognition and measurement of construction contractsinvolve estimates and judgments by Management to assess percentage-of-completion at the balance sheet date, cost of completion of the houses, including costs related to war-ranties or disputes. Changes to these accounting estimates during the construction phase, can have a material impacton revenue, production costs and results.Therefore, we consider recognition of construction contractsas a key audit matter in respect of the financial statements.How our audit addressed the above key audit mattersOur audit procedures included:Assessment of the assumptions and methodologyapplied by Management to calculate the sales value ofconstruction contracts and recognition and accrual ofrevenue. We have considered the approach taken byManagement, assessed key assumptions and obtainedcorroborative evidence for the explanations provided bycomparing key assumptions to past performance, con-tract estimate, our past experience of similar transactionsand Management’s forecast supporting the calculatedsales value.Analysis of selected contracts to assess and comparerecognised revenue, including any contract modifica-tions, and production cost to contract estimate, currentproject economy and the latest forecast of cost tocomplete, including any costs related to warranties ordisputes.Discussions of the status of houses in progress withmembers of Management, the finance function and pro-ject management.For the purpose of assessing dispute and/or litigation,we obtained letters of attorney from the Group’s externaland internal attorneys and discussed with members ofManagement and the finance function cases subject todisputes to provide an assessment hereof.Focused on ensuring that policies and processes forperforming management estimates have been appliedconsistently to uniform contracts and in accordance withprevious years.</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="pp-value-283" xml:lang="en">Management is responsible for the Management's review.Our opinion on the financial statements does not cover the Management's review, and we do not express any form of assurance conclusion thereon.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. Moreover, it is our responsibility to consider whether the Management's review provides the information requiredunder the Danish Financial Statements Act. Based on the work we have performed, we conclude that the Management's review is in accordance with the financial statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We didnot identify any material misstatement of the Management'sreview.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="pp-value-302" xml:lang="en">Management is responsible for the preparation of consol-idated 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 Managementdetermines is necessary to enable the preparation of finan-cial statements that are free from material misstatement, whether due to fraud or error.In preparing the financial statements, Management is re-sponsible for assessing the Group's and the Parent Com-pany'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.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="pp-value-319" xml:lang="en">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 guar-antee that an audit conducted in accordance with ISAs and additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatementscan 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 takenon the basis of the financial statements.As part of an audit conducted in accordance with ISAs and additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepti-cism throughout 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 thoserisks and obtain audit evidence that is sufficient andappropriate 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 fraudmay involve collusion, forgery, intentional omissions, mis-representations or the override of internal control.Obtain an understanding of internal control relevant tothe audit in order to design audit procedures that are ap-propriate in the circumstances, but not for the purpose ofexpressing an opinion on the effectiveness of the Group'sand the Parent Company's internal control.Evaluate the appropriateness of accounting policies usedand the reasonableness of accounting estimates andrelated disclosures made by Management.Conclude on the appropriateness of Management's useof the going concern basis of accounting in preparing thefinancial statements and, based on the audit evidenceobtained, whether a material uncertainty exists relatedto events or conditions that may cast significant doubt onthe Group's and the Parent Company's ability to continueas a going concern. If we conclude that a material un-certainty exists, we are required to draw attention in ourauditor's report to the related disclosures in the financialstatements or, if such disclosures are inadequate, tomodify 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.Evaluate the overall presentation, structure and contentsof the financial statements, including the note disclo-sures, and whether the financial statements representthe underlying transactions and events in a manner thatgives a true and fair view.Obtain sufficient appropriate audit evidence regard-ing the financial information of the entities or businessactivities within the Group to express an opinion on theconsolidated financial statements. We are responsible forthe direction, supervision and performance of the groupaudit. We remain solely responsible for our audit opinion.We communicate with those charged with governance re-garding, among other matters, the planned scope and timingof 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 requirements regarding independence, and to communicate with them all relationships and other matters that may rea-sonably be thought to bear on our independence, and whereapplicable, actions taken to eliminate threats or safeguards applied.From the matters communicated with those charged with governance, we determine those matters that were of mostsignificance in the audit of the consolidated financial state-ments and the parent company financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor's report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="pp-value-402" xml:lang="en">As part of our audit of the financial statements of HusCom-pagniet A/S we performed procedures to express an opinion on whether the annual report for the financial year 1 January – 31 December 2021 with the file name HusCompagniet-Group-2021-12-31.zip is prepared, in all material respects, incompliance 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 and iXBRLtagging of the Consolidated Financial Statements.Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes: The preparing of the annual report in XHTML format;The selection and application of appropriate iXBRL tags,including extensions to the ESEF taxonomy and theanchoring thereof to elements in the taxonomy, for finan-cial information required to be tagged using judgementwhere necessary;Ensuring consistency between iXBRL tagged data andthe Consolidated Financial Statements presented inhuman readable format; andFor such internal control as Management determinesnecessary to enable the preparation of an annual reportthat 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 auditor’s 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 company’s iXBRLtagging process and of internal control over the taggingprocess;Evaluating the completeness of the iXBRL tagging of theConsolidated Financial Statements;Evaluating the appropriateness of the company’s 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 elements toelements in the ESEF taxonomy; andReconciling the iXBRL tagged data with the audited Con-solidated Financial Statements.In our opinion, the annual report for the financial year 1 Janu-ary – 31 December 2021 with the file name HusCompagniet-Group-2021-12-31.zip is prepared, in all material respects, incompliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="pp-value-456" xml:lang="en">2022-03-17</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-36" id="pp-value-457" xml:lang="en">EY Godkendt Revisionspartnerselskab</cmn:NameOfAuditFirm>
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   <cmn:NameAndSurnameOfAuditor contextRef="ctx-36" id="pp-value-459" xml:lang="en">Torben Bender</cmn:NameAndSurnameOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-37" id="pp-value-460" xml:lang="en">Morten Weinreich Larsen</cmn:NameAndSurnameOfAuditor>
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   <gsd:TelephoneNumberOfReportingEntity contextRef="ctx-1" xml:lang="en">(+45) 75 64 57 99</gsd:TelephoneNumberOfReportingEntity>
   <gsd:HomepageOfReportingEntity contextRef="ctx-1" xml:lang="en">www.HusCompagniet.dk</gsd:HomepageOfReportingEntity>
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   <gsd:ReportingPeriodStartDate contextRef="ctx-1" xml:lang="en">2021-01-01</gsd:ReportingPeriodStartDate>
   <gsd:ReportingPeriodEndDate contextRef="ctx-1" xml:lang="en">2021-12-31</gsd:ReportingPeriodEndDate>
   <gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" xml:lang="en">2020-01-01</gsd:PrecedingReportingPeriodStartDate>
   <gsd:PredingReportingPeriodEndDate contextRef="ctx-1" xml:lang="en">2020-12-31</gsd:PredingReportingPeriodEndDate>
   <gsd:DateOfGeneralMeeting contextRef="ctx-1" xml:lang="en">2022-04-08</gsd:DateOfGeneralMeeting>
   <gsd:ReportingPeriodNumber contextRef="ctx-1" decimals="0" unitRef="pure">1</gsd:ReportingPeriodNumber>
   <gsd:NameAndSurnameOfChairmanOfGeneralMeeting contextRef="ctx-1" xml:lang="en">Simon Milthers</gsd:NameAndSurnameOfChairmanOfGeneralMeeting>
   <gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1" xml:lang="en">894500SWECYCFZ58R246</gsd:LegalEntityIdentifierOfReportingEntity>
   <gsd:NameOfReportingEntity contextRef="ctx-1" xml:lang="en">HusCompagniet A/S</gsd:NameOfReportingEntity>
   <fsa:ClassOfReportingEntity contextRef="ctx-1" xml:lang="en">Reporting class D</fsa:ClassOfReportingEntity>
   <gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" xml:lang="en">Plutovej</gsd:AddressOfReportingEntityStreetName>
   <gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-1" xml:lang="en">3</gsd:AddressOfReportingEntityStreetBuildingIdentifier>
   <gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-1" xml:lang="en">8700</gsd:AddressOfReportingEntityPostCodeIdentifier>
   <gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" xml:lang="en">Horsens</gsd:AddressOfReportingEntityDistrictName>
   <gsd:AddressOfReportingEntityCountry contextRef="ctx-1" xml:lang="en">Denmark</gsd:AddressOfReportingEntityCountry>
   <gsd:DateOfFoundationOfReportingEntity contextRef="ctx-1" xml:lang="en">2015-07-23</gsd:DateOfFoundationOfReportingEntity>
   <gsd:RegisteredOfficeOfReportingEntity contextRef="ctx-1" xml:lang="en">Plutovej 3, 8700 Horsens</gsd:RegisteredOfficeOfReportingEntity>
   <gsd:LegalEntityIdentifierOfSubmittingEnterprise contextRef="ctx-1" xml:lang="en">894500SWECYCFZ58R246</gsd:LegalEntityIdentifierOfSubmittingEnterprise>
   <gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx-1" xml:lang="en">36972963</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" xml:lang="en">HusCompagniet A/S</gsd:NameOfSubmittingEnterprise>
   <gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" xml:lang="en">Plutovej 3</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
   <gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" xml:lang="en">8700 Horsens</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
   <arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
   <arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">Basis for Opinion</arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements>
</xbrli:xbrl>