Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2021-12-31	10914000000	dkk
ifrs-full:Assets	2020-12-31	8306000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2021-01-01	2021-12-31	8746000000	dkk
ifrs-full:Revenue	2020-01-01	2020-12-31	7315000000	dkk

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   <mrv:CorporateGovernanceReport contextRef="ctx-1" id="pp-value-6" xml:lang="en">GovernanceCorporate Governance   •   Risk management   •   Remuneration     Board of Directors and Executive Management   •   Shareholder informationCorporate governanceThe recommendations of the Committee on Corporate Governance, current legislation and regulation within the area, best practices and internal rules provide the framework for Royal Unibrew’s corporate governance. Royal Unibrew’s objective is to ensure that Royal Unibrew meets its obligations to shareholders, customers, employees, authorities and other stakeholders and that long-term value creation is pursued.Remuneration Report 2021 Royal Unibrew has prepared a Remuneration Report in ac-cordance with section 139b of the Danish Companies Act for the financial year 2021, which concludes that the remunera-tion of the Board of Directors and the Executive Management is disclosed in accordance with the incentive guidelines and remuneration policy adopted by the Annual General Meeting on 15 April 2020. When granting the variable part of the remu-neration, information is made available for the potential value of the programs at the time of exercise.     For further information see  →Remuneration Report 2021 In compliance with the recommendations on Corporate Governance issued by the Committee on Corporate Govern-ance, Royal Unibrew has prepared a detailed description in the company’s Corporate Governance Report 2021.     For further information see  →Corporate Governance Report 2021  Annual General Meeting The Annual General Meeting (AGM) is the ultimate authority in all affairs of Royal Unibrew. According to the Articles of As-sociation of Royal Unibrew, AGM's shall be convened not more than five weeks and not less than three weeks prior to the AGM. It is an objective to formulate the notice convening the meeting and the agenda in a way that gives shareholders an adequate presentation of the business to be transacted at the general meeting. Proxies are limited to a specific AGM and are formulated also to allow absent shareholders to give specific proxies for individual items of the agenda – either to the Board of Directors or to a person attending the AGM. All documents relating to AGMs are available at Royal Unibrew’s website no later than three weeks prior to the AGM.Each share of a nominal value of DKK 2 entitles the holder to one vote. Royal Unibrew’s shares are not subject to any restrictions of voting rights, and the Company has one class of shares.Proposals for resolutions to be considered at the AGM may be submitted by shareholders to the Board of Directors no later than six weeks prior to the date of the AGM. Board of DirectorsThe Board of Directors oversees the company’s overall strat-egy and supervises the organizational, financial and perfor-mance management of the Company as well as continuously evaluates the work performed by the Executive Management on behalf of the shareholders.Attendance at meetings (in total 12)  Position  Board meetingsWalther Thygesen  Chairman Jais Valeur  Vice chairman Christian Sagild  Board member Heidi Kleinbach Sauter  Board member Catharina   Board member   Stackelberg-Hammarén   Floris van Woerkom  Board member Martin Alsø  Board member Einar Esbensen Nielsen  Board member Claus Kærgaard  Board member Peter Ruzicka  Board member Torben Carlsen   Board member   Attended the meeting   Did not attend the meeting   Not a board member at the time The Board of Directors performs its tasks in accordance with the Rules of Procedure of the Company governing the Board of Directors and the Executive Management. These Rules of Procedure are reviewed and updated annually by the Board of Directors.The Board of Directors usually meets for six annual ordinary board meetings. Under normal circumstances at least one of the meetings focuses on the Company’s strategy and pros-pects and one takes place in a market in which the Company operates, however, due to the pandemic it was not possible to arrange market visit in 2021. In 2021, additional 6 extraor-dinary meetings were held, resulting in a total of 12 board meetings during the year.The Board of Directors has established the following commit-tees:Nomination and Remuneration CommitteeThe committee consists of the Chairman and the Deputy Chairman of the Board of Directors and as per 28 April 2021 Peter Ruzicka has participated in the committee meetings as advisor. The principal duty of the Nomination and Remuner-ation Committee is to assist the Board of Directors in nom-ination of members to the Board of Directors and Executive Management. Furthermore, the committee secures that the remuneration policy is updated and the principles are followed. The committee reviews Executive compensation, design of short- and long-term incentive schemes including proposal of KPIs.Attendance at meetings (in total 9)    Remuneration and   Position  Nomination CommitteeWalther Thygesen  Chairman Jais Valeur  Vice chairman Peter Ruzicka   Board member   Attended the meeting   Did not attend the meeting   Not a committee member at the time  Audit CommitteeThe committee consists of two members; the Chairman (Christian Sagild) and one member (Peter Ruzicka). The principal duty of the Audit Committee is to secure quality and integrity in the Company’s presentation of Financial State-ments, audit and financial reporting, including compliance with relevant accounting legislation and other legal require-ments. In addition, the Audit Committee monitors accounting and reporting processes, the audit of the Company’s financial reporting, risk issues and the external auditor’s performance and independence and oversees the responsibility of monitor-ing the whistleblower reporting system.Moreover, the Audit Committee assesses and recommends to the Board of Directors election of external auditors. The ex-ternal auditor has participated in all ordinary meetings of the Audit Committee. The committee held five meetings in 2021.Attendance at meetings (in total 5)  Position  Audit Committee MeetingsChristian Sagild  Chairman Audit Committee   Board member Floris van Woerkom  Former Chairman Audit Committee,    Board member Peter Ruzicka   Board member   Attended the meeting   Did not attend the meeting   Not a committee member at the time Evaluation of the work of the Board of DirectorsEvaluation of the work of the Board of Directors takes place annually. The evaluation focuses on ensuring that the Board of Directors (as a body) has expertise and experience with-in Fast Moving Consumer Goods (FMCG), production, sales and marketing of brands globally and in business-to-busi-ness markets, strategic and general management and within economic, financial and capital market issues, including those relating to listed companies. The evaluation is facilitated by the Chairman of the Board of Directors. For this purpose, the Chairman receives written replies to a questionnaire distribut-ed to all members of the Board. The findings of the evaluation were presented and discussed at a Board meeting and based on the 2021 evaluation it was concluded that the Board of Directors possesses the necessary competencies taken Royal Unibrew’s business model and strategy into consideration.An external consultant is involved in the evaluation at least every third year. An evaluation by an external consultant took place in 2020.Both the performance of the Executive Management and the cooperation between the Board of Directors and the  Execu-tive Management are evaluated annually as a minimum.Composition of the Board of DirectorsWhen composing the Board of Directors, the Company em-phasizes that the members have the competences required. The Board of Directors assesses its composition annually, ensuring that the combined competences and diversity of the members match the Group’s activities. Candidates for the Board of Directors are recommended for election by the AGM supported by motivation in writing by the Board of Directors as well as a description of the re-cruiting criteria. The individual members’ competences and credentials are described in the below section on the Board of Directors and the Executive Management. Three of the board members are elected by the Company’s employees for a period of four years pursuant to the Danish Companies Act. Election will take place in 2022.Newly elected board members are upon their election intro-duced to the company through a focused program.Executive ManagementThe CEO and the CFO reports to the Board of Directors. Together with the Senior Leadership Team (SLT) they are responsible for the day-to-day management and strategy. In addition, we operate with a Growth Leadership Team (GLT) comprising of leaders within group functions and country managers with broad experience and each of them with spe-cial expertise within their area of business in order to achieve our overall strategy of being THE PREFERRED CHOICE.We aim for the Board of Directors to consist of expert mem-bers who should, to the widest extent possible, complement each other in terms of age, background, nationality, gender, etc., with a view to ensuring a competent and versatile con-tribution to the board duties at Royal Unibrew. These matters are taking into consideration when the Nomination and Remu-neration Committee identifies new candidates for the Board of Directors, and it is an objective of the committee to identify both male and female candidates. However, recommenda-tion of candidates will always be based on an assessment of the individual candidate’s competences and how he/she will match Royal Unibrew’s needs and contribute to the overall efficiency of the Board.Whistleblower systemRoyal Unibrew is committed to doing business according to high ethical standards striving to be responsible, committed, holistic, creative, ambitious as well as honest and open. The Company’s secure whistleblower system provides employees and any third parties doing business with Royal Unibrew the possibility to report knowledge or suspicion of non-conformance with Royal Unibrew’s Code of Conduct or other serious offences. The whistleblower system can be accessed from Royal Unibrew websites and is available in seven languages. When communicating through the whistleblower system all com-munication is encrypted, if so chosen, in order to maintain anonymity. Filings are evaluated by Group General Counsel and Director of Finance and Treasury. The Audit Committee oversees the responsibility of monitoring the whistleblower reporting system. Reporting is made in compliance with na-tional data protection regulation and GDPR. No cases reported in neither 2020 nor 2021. TaxRoyal Unibrew seeks to comply with all tax legis-lation to its business operations and, in doing so, aims to minimize its tax risks by actively seeking to identify, evaluate, monitor, and manage tax risks.The Board of Directors has decided to publish a country-by-country reporting as per the GRI 207 framework from 2021. Please refer to page 61 for further details.Tax by category (%)2021   Excise  duties VAT76   Personal taxes and social76security contributions   Company income taxes202055343253The total contribution through taxes in 2021 amounted to DKK 5.4 billion (2020: 4.7 billion).Development in total contribution billions5.65.24.84.44.02017201820192020 2021Risk managementRisk is an inherent part of our business and we take an active approach to risk management, ensuring that our key risks are identified, monitored and mitigated in a structured and prioritized manner. Royal Unibrew has defined clear risk management processes, including policies and procedures, to strive to minimize the effect of our key risks as well as to protect our people, assets, reputation, values and freedom to operate.Through our activities, we are exposed to a variety of risks, some of which are beyond our control. These risks may have a significant impact on our business if not properly assessed and controlled. Maintaining a sound and deeply rooted risk culture, including a strong control environment, is essential for the continued development of Royal Unibrew, and the purpose of our risk management approach is to address and handle risks and uncertainties in due time.On an ongoing basis, we assess risks within each of the identified key risk areas based on their potential impact and likelihood. 2021 – A year with continued restrictions and new acquisitionsThe pandemic continued impacting our business in 2021. In-ternally, we focused on ensuring the safety of our employees. Even with a higher rate of infected people in the societies we operate in, our production sites were not significantly impact-ed. During the year, our customers were to different extents impacted by restricted opening hours at bars and restaurants, closed nightlife, ban of larger events and festivals as well as closed borders between many of our home markets. There-fore, extra support to customers and more frequent re-plan-ning of production have been essential also in 2021. In 2021, we signed six acquisitions. The acquisitions will nat-urally add more complexity to our business and thereby also additional risks. Royal Unibrew has a strong track record of integrating new companies into the existing business setup, but the large number of acquisitions will of course increase the integration risk in 2022. Declaring support to TCFD In 2021, we declared our support to the Taskforce for Climate-related Financial Disclosures (TCFD), demonstrating our commitment to building a more resilient financial system and safeguarding against climate risks through better disclosures. We have for several years disclosed our climate performance, governance structure, strategy, risk management, as well as metrics and targets in our Annual Report but also at a more granular level through our CDP disclosure (Carbon Disclosure Project). Full scenario analysis of climate related risks/opportunities is planned to be initiated in 2022, aligning with our enterprise risk manage-ment program. Risk Management Structure and GovernanceRoyal Unibrew’s risk management structure is based on a systematic pro-cess of risk identification, risk analysis and risk assessment. This structure provides a detailed overview of key risks relating to the realization of our strategies in the short and long term and enables us to take the required measures to address risks.At Royal Unibrew risk management is an enterprise-wide effort, where local risk owners as well as central risk owners from group functions are appoint-ed to facilitate the risk identification, control, mitigation and reporting of cur-rent and emerging risks, supported by the central risk management function.The identified risks and proposed action plans are reviewed and assessed by Royal Unibrew’s Senior Leadership Team, whereas the Audit Commit-tee reviews the adequacy and the effectiveness of the risk management system. Based on this, the Executive Management presents the key risks to the Board of Directors and reports the necessary risk-mitigating activities/ac-tion plans for review.The Board of Directors is ultimately responsible for assessing the nature and extent of risks associated with Royal Unibrew’s strategic direction and activities and for the implementation of effective risk identification, assess-ment, and mitigation. Risks are assessed under a two-dimensional “heat map” assessment system which estimates the impact of the risk in relation to profit, damage to Royal Unibrew’s reputation, violation of legislation or environmental implications as well as the likelihood of the risk resulting in an incident. Based on the continuous assessment of potential risks, the ”heat map” is updated to bring a current and better understanding of potential risks and to ensure adequate mitigations efforts are initiated.Royal Unibrew leverages a structured stage-gate process  to ensure timely identification and mitigation of key risks123Prioritized risk pool for Prioritized risk pool for Review final  Total risk universe of review on next levelreview on next levelpresentation and complianceknown and unknown 4Final review  risks that may or may and approvalnot be encountered at Incoming risk pool either due Incoming risk pool from Incoming risk pool from any given point in timeto high impact and/or high previous levelprevious levelpotential likelihoodTime; final decision mandate1   Staff functions  and business units•   Risk  identification,   assessment, quantification and recording•  Risk mitigation suggestions•   Risk  monitoring   management•   Regular reporting to the Senior Leadership Team2Senior Leadership Team•  Determines risk  management policies and individual risk strategies•  Risk mitigation efforts  implementation•  Ensures consistency be-tween risk management poli-cy and business objectives•  Evaluating, rating and management of key risk developments•  Ensuring resource availability to implement efficient risk mgmt.3Audit Committee•  Monitors the development in total strategic risk exposures•  Monitors the development in individual risk factors•  Verifies compliance with overall risk policy4Board of Directors•  Approves overall risk policy•  Reviews risk findings  reported by the Senior  Leadership TeamOur key risksAn aggregated presentation of our key risks and how we attempt to address and mitigate such Environmental and ethical risks are covered in the ESG section of this annual report.risks is outlined in the following. Additional risks, not presently identified or those currently deemed to be less material, may also have an adverse effect on our business.A detailed description of the financial risks is included in note 3.Key risk factors in 2022 Area  Description Development Risk mitigationRaw  Prices and availability of a large number of key commodities materialfluctuate in line with world market. To the extent that higher unit costs cannot be compensated for by higher selling prices per unit or in other ways of increasing the average selling price per unit correspondingly, Royal Unibrew’s earnings will de-crease. The price fluctuation can also lead to deficiency of raw materials and effect Royal Unibrew's earnings negatively.BeverageIn most markets, the product categories beer and soft drinks Industryare characterized by tough price competition and intensive marketing from a number of suppliers. In 2021, the raw material prices have continued to increase since the outbreak of COVID-19. At the same time extended delivery times and lower raw material availability challenged the supply chain. We expect 2022 to be a very demanding year, as we need to fend off the significant price increases in raw materials and freight costs as well as secure availability. On top, the increased geopolitical uncertainties may increase the raw material prices even further. We have evolved our footprint in both existing and new mar-kets by a number of acquisitions in 2021 and in the beginning of 2022. With the acquisition of Solera Beverage Group and the agree-ment to acquire Hansa Borg, we have strengthened our posi-tion in the Nordic, see more about the acquisitions in note 24.  Royal Unibrew monitors the trend in commodity prices, and work closely with our valued suppliers. Hedging against short-term price increases take place on rolling basis through agreements with suppliers and through commodity hedges with financial institutions. For 2022, more than 60% of our commodity price exposure is hedged. In 2022, we will invest in a new solar park in Faxe, which will make the production less vulnerable against price volatility on electric-ity. in our procurement department, we are constantly working on improving dual sourcing both in terms of suplies as well as geographies. Royal Unibrew’s earnings and competitiveness are ensured through constant focus on markets and segments in which Royal Unibrew holds or may achieve a significant position. Our invest-ments in digital solutions and the continuous improvements across the business will contribute towards limiting the negative effect from the changes in the industry. Moreover, Royal Unibrew focuses on value management through the development of prod-ucts, containers and packaging, cooperation with customers and communication with consumers.Area  Description Development Risk mitigationIT risk  Royal Unibrew’s activities are to a large extent dependent on the use of the established IT systems and the quality of the applied IT security solutions. A prolonged breakdown, unintended maloperation or an unauthorized break-in into the systems supporting sales and supply processes as well as internal information systems may involve a significant risk of interruption of Royal Unibrew’s activities.Macro- Royal Unibrew’s product portfolio is sold in markets and mar-economicket areas where market developments are usually determined uncertaintyby economic cycles. Macroeconomic uncertainty, including changes of free trade agreements or low growth of long duration or outbreaks causing a threat to the public health, our geopolitical instability, may affect earnings negatively. As a consequence of this, we might experience declining con-sumption or shifts in product mix towards products in other packaging formats with lower earnings.Partnership Royal Unibrew cooperate with different partners across markets and product categories. Changes to these relation-ships may affect the Group’s sales and net revenue, and thus earnings.Statutory Royal Unibrew’s activities are subject to national legislation restrictionsin the markets in which Royal Unibrew operates. Any legisla-tive changes may impact the ability to operate, e.g. by way of restrictions in respect of the sale, marketing, packing material and production of Royal Unibrew’s products or due to in-creasing consumption taxes. Such restrictions may affect the Group’s sales and earnings significantly.When acquiring companies it is our risk philosophy to adopt the companies into our existing IT system landscape and IT Security framework. On 1 October 2021, Fuglsang was integrated in our ERP platform, and we expect to integrate MC Energy in Q1 2022.The pandemic has resulted in more employees being forced to work from home, which has been supported by our solid IT infrastructure. We continue to invest in our production network to secure maximum flexibility. Restrictions related to COVID-19 have impacted the On-Trade business, which seem to continue into 2022.With the acquisition of Solera Beverage Group, new partner-ships from the Solera Beverage Group portfolio have been added to our business, hence revenue from partnerbrands has increased significantly. In 2021, restrictions on opening hours at bars, hotels and res-taurants due to COVID-19 have affected our customers’ sales negatively.  Products with less sugar and products with low/no alcohol are on the agenda of many governments. Royal Unibrew continues to innovate products within both areas.Royal Unibrew works consistently to improve our IT security and has established procedures to ensure:•   day-to-day operation of the IT systems, supporting the key business processes,•   protection against data loss,•   protection against unauthorized access to and distribution of confidential data,•   general protection against cybercrime and securing physical access to RU facilities. By focusing on flexibility in our operations, Royal Unibrew is striving to get some leeway for reducing the effect of macroeconomic uncertainty and changes to consumption patterns.The efforts directed at continuous improvements across the business will contribute towards limiting the negative effect of macroeconomic changes.Royal Unibrew has in general a long history with our partners and mitigate the partnership risk by entering into long-term agree-ments and by providing adequate business results to ensure a mutually beneficial development of the partnerships.Royal Unibrew participates in local and international coopera-tion fora within the beverage industry with a view to influencing legislative decision makers to ensure that conditions for producing and marketing beer and soft drinks do not deteriorate, and that consumption taxes are applied in a balanced manner.RemunerationThe overall objective of the remuneration is to attract, motivate and retain qualified members of the Board of Directors and the Executive Management.The remuneration of the Board of Directors and Executive Management during the past financial year has been provid-ed in accordance with the remuneration policy and incentive guidelines of Royal Unibrew adopted by the Annual General Meeting on 15 April 2020.The complete Remuneration Policy and Remuneration Report for the Board of Directors and the Executive Management are disclosed at the Company’s website.    Read our full Remuneration  →Report hereThe Overall Guidelines for Incentive Pay adopted at the Com-pany’s Annual General Meeting are available at http://investor.royalunibrew.com/corporate-governance.Remuneration of the Executive ManagementmDKK      2021   Change  2020  Granted pay      Fixed salaries to Executive Management      13    13Severance payment       0    7Short-term bonus scheme for Executive Management    6    11Long-term bonus scheme for Executive Management    7    0Remuneration of Executive Management*      27  -13%  31Remuneration of Board of Directors      5    5Total remuneration of Board of Directors and  Executive Management    32  36Expensed payAdjustment to granted pay:      Long-term bonus (note 6)      -3    7Total remuneration of Board of Directors  and Executive Management      28    43Average remuneration of employees         Royal Unibrew employees (Group)      0.4  6%  0.4*  The decrease in fixed salaries from 2020 to 2021 is primarily due to the changes in the Executive Management which included severance payment to Johannes Savonije in 2020. Shareholder informationRoyal Unibrew’s Management strives and works actively to maintain a good and transparent communication and dialogue with its shareholders  and other stakeholders.  Share informationThe Royal Unibrew share is listed on Nasdaq Copenhagen and is included in the Danish OMX C25.In 2021, a total of 25,896,129 (2020: 36,117,909) shares were traded, corresponding to 53% (2020: 73%) of the total num-ber of shares traded (at year end) through Nasdaq Copenha-gen A/S (source: Bloomberg). The trading value amounted to DKK 19,195 million (2020: DKK 20,590 million) representing a 7% decrease. Development in Royal Unibrew’s share capitalDKK ‘000     2021  2020  2019  2018  2017Share capital 1/1     98,700  100,200  102,000  105,400  108,200 Capital reduction    -1,100  -1,500  -1,800  -3,400  -2,800Capital increase      Share capital 31/12    97,600  98,700  100,200  102,000  105,400 Basic informationShare capital, DKK  97,600,000Number of shares  48,800,000Denomination   DKK2Number of share classes   1Restriction of voting right   NonePlace of listing   Nasdaq Copenhagen A/SShort name   RBREWISIN code   DK0060634707Bloomberg code   RBREW DCReuter code   RBREW.COIndex   OMXC25At the end of 2021, the price of the Royal Unibrew share was DKK 737.20 compared to DKK 706.60 per share at the end of 2020. Royal Unibrew’s market capitalization amounted to DKK 36 billion at the end of 2021 compared to DKK 34.9 billion at the end of 2020. Each share carries one vote, and all share-holders registered in the Company’s register of shareholders are entitled to vote. Change of controlThe realization of a takeover bid resulting in change of control of the Company will entitle a few trading partners and lenders to terminate trading agreements entered. The Executive Management will not be entitled to any compensation. How-ever, a member of the Executive Management may choose to consider himself dismissed.Share performance 2021 (index)160140120100  Royal Unibrew80   OMX  C256040  Peer group200jan feb mar apr may jun jul aug sep okt nov decNote: The peer group consists of: AB InBev, Carlsberg, Heineken, Molson Coors Brewing Company, Britvic, Olvi, AG Barr, C&amp;C Group, Coca Cola, Pepsico, Keurig Dr Pepper (Source: Bloomberg) Share buy-back and treasury sharesAt the AGM on 28 April 2021, the Board of Directors was au-thorized to acquire treasury shares for up to 10% of the total share capital in the period up until the next AGM.In 2021, Royal Unibrew bought back a total of 790,430 shares at a market value of DKK 582 million and as of 31 December 2021, Royal Unibrew held 880,874 treasury shares of a nomi-nal value of DKK 2 each, corresponding to 1.8% of the Com-pany’s share capital of which 20,000  are for the purpose of covering the incentive program offered to the Executive Management. In 2021, 1,100,000 shares were cancelled. The initiated share buy-back programs were carried out in accordance with the “Safe Harbour” method.At the end of 2021, the total number of shares of the Compa-ny was 48,800,000, including treasury shares.Dividends The Board of Directors proposes a ordinary dividend of DKK 14.50 per share for 2021 (2020: DKK 13.50)OwnershipAt the end of 2021, Royal Unibrew had approximately 31,106 registered shareholders holding together 96.1% of the total share capital. According to the latest Company Announce-ments or other public announcements, the following share-holders hold more than 5% of the share capital: Shareholder  End of February 2022Chr. Augustinus Fabrikker A/S, Denmark  15.02%   (reported on 22 September 2017)BlackRock, Inc., USA  10.05%  (reported on 16 September 2021)Share transactions made by members of the Board of Directors and the Executive Management are governed by Royal Unibrew’s insider rules, and their transactions as well as those of their connected persons are subject to a notification requirement according to the Market Abuse Regulation. Indi-viduals on Royal Unibrew’s insider lists as well as their spouses and children below the age of 18 may trade Royal Unibrew shares only when the Board of Directors has announced that the window for trading shares is open (and provided that they do not have inside information). This normally applies for a period of four weeks following an announcement of financial results.On 31 December 2021, board members held 25,010 shares of the Company, and members of the Executive Management held 81,189 shares, corresponding to a total of 0.2% of the share capital.Annual General Meeting The Company’s AGM will be held on 28 April 2022, at 4 pm CET at Faxe Hallerne, Faxe. Due to current pandemic situa-tion, the Company urges its shareholders to keep updated on latest restrictions and to follow the Annual General Meeting live on our website or view the recording after the meeting has finalized. Information on the registration for electronic communication is provided at Royal Unibrew’s website www.royalunibrew.com under “Investor”.Registration of shareholder’s name is handled by the bank holding the shares in safe custody.In addition to agenda items in the Articles of Association, the agenda will include at this point in time: Share ratiosper share of DKK 2 – DKK    2021  2020  2019  2018  2017Parent Company shareholders’ share  of earnings per share    26.5  24.1  23.0  20.6  16.0 Parent Company shareholders’ diluted        share of earnings per share    26.5  24.1  22.9  20.6  16.0 Free cash flow per share    26.4  28.8  23.4  18.7  17.8 Year-end price per share     737.10  706.60  610.00  449.0  371.8 Dividend per share    14.50  13.50  12.20  10.80  8.90 Number of shares     48,800,000  49,350,000  50,100,000  51,000,000  52,700,000 •   Approval of remuneration of the Board of Directors for 2022•  Authorisation to acquire treasury shares • Approval of Remuneration Policy Communication with shareholders  and stakeholder relationsRoyal Unibrew’s Management strives and works actively to maintain a good and transparent communication and dialogue with its shareholders and other stakeholders. We believe that a high level of transparency in the communication of infor-mation on the Company’s development supports our work and a fair valuation of the Company’s shares. Our openness is limited only by the duties of disclosure of Nasdaq Copenha-gen and by competitive considerations.The dialogue with and communication to shareholders and other stakeholders take place in connection with the publish-ing of financial reports and other announcements communi-cated via audio casts, meetings with investors, analysts and the media. Financial Reports and other announcements are available at Royal Unibrew’s website immediately after being published. Our website also includes material used in con-nection with investor presentations, seminars, capital market updates and audio casts.Investor relations activitiesRoyal Unibrew aims to ensure open and timely information to its shareholders and other stakeholders.In order to maintain and develop good relations with the Company’s stakeholders a number of activities are carried out continuously. In 2021, Royal Unibrew facilitated four audio casts in connection with the publication of the Annual Report 2020 as well as H1 Interim Report and Q3 Trading Statement 2021 and when acquiring Solera Beverage Group. Moreo-ver, a virtual Capital Market Update with approximately 100 interested investors and analysts was held on 10 May 2021. Audio casts and presentations from audio casts and seminars and Capital Market Update are available at Royal Unibrew’s website, www.royalunibrew.com under investor. Moreover, Royal Unibrew facilitates and participates in analyst and investor meetings in connection with the publication of financial reports. This year, the majority of the meetings have been virtual, and we have participated in around 140 meetings with more than 320 investors.Currently, Royal Unibrew is covered by 15 brokers including brokers from major international investment banks. Analysts covering the Royal Unibrew share can be found at www.royal-unibrew.com under investor.  </mrv:CorporateGovernanceReport>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="pp-value-17" xml:lang="en">Diversity and inclusion The international management team of Royal Unibrew – a to-tal of 129 leaders – comprises 71% (2020: 67%) male and 29% (2020: 33%) female. Reference group has been changed in 2021 due to new structure at GLT level and acquisitions have also increased the gap. Our target is a more balanced gender representation of at least 40% of each gender in the Board of Directors and international management teams by 2025. When recruiting new executives, we prioritize identifying candidates of both genders without discrimination and aim to encourage female candidates’ interest in taking on managerial tasks.Currently, the Board of Directors consists of seven Board members elected by the AGM and three Board members elected by the Danish based employees. Four of the members elected by the AGM are Danish and three are non-Danish. Two of the AGM elected board members are female (29%). Our strong commitment to a 100% sustainable culture at all levels in all markets is reflected in ambitious KPIs and executives’ incentive programs Sustainability continues to be an important and integrat-ed part of our performance and we motivate our people to embed sustainability in everything we do. We have conducted workshops and training sessions in all markets and encourage to initiatives that support our CSR strategy. In 2021, we set ambitious sustainability KPI’s as part of the executive management’s incentive programs to emphasize and reflect our strong commitment to sustainability, and we strive to implement sustainability KPI’s all in incentive pro-grams for leaders around Royal Unibrew.We continue to focus on nurturing a sustainable culture by assessing and monitoring the organizational health such as employee turnover, sick leave, safety culture, diversity, equali-ty, and inclusion. In addition, and in alignment with our key initiatives set in 2020, our policies – a harassment free environment policy, a diversity, equality and inclusion policy, a human rights and no discrimination policy – have been codified in accordance with the universal declaration of human rights with the principles set out by the International Labor Organization (ILO), the UN Guiding principles, the UN Global Compact principles, and relevant UN Sustainable Development Goals.We also work on promoting other diversity aspects by for example including people that for various reasons struggle to maintain or get a foothold on the job market. Key  initiatives  •   Clear commitment and direction from the top  •   Workshops, training, and upskilling of CSR competences  •   Integrating diversity, equality, and inclusion in Human Capital processes and policiesRoyal Unibrew continued implementation of employee masterdata providing further insights to relevant focus areas for diversity. Our visual profile was updated to support diversity in recruitments, and training of employees included focus on an inclusive tone of voice. In 2022, leadership training will integrate diversity and inclusion. </mrv:StatementOfTheDiversityPolicies>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-55" id="pp-value-44" xml:lang="en">Walther Thygesen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-55" id="pp-value-45" xml:lang="en">Chairman of the Board</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-56" id="pp-value-46" xml:lang="en">Jais Valeur</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-56" id="pp-value-47" xml:lang="en">Deputy Chairman of the Board</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-57" xml:lang="en">Martin Alsø</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-58" id="pp-value-49" xml:lang="en">Einar Esbensen Nielsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-59" id="pp-value-50" xml:lang="en">Heidi Kleinbach-Sauter</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-60" id="pp-value-51" xml:lang="en">Claus Kærgaard</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-61" id="pp-value-52" xml:lang="en">Christian Sagild</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-62" id="pp-value-53" xml:lang="en">Catharina Stackelberg-</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-62" xml:lang="en">Hammarén</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-63" id="pp-value-55" xml:lang="en">Peter A. Ruzicka</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-64" id="pp-value-56" xml:lang="en">Torben Carlsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-65" id="pp-value-57" xml:lang="en">Lars Jensen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-65" id="pp-value-58" xml:lang="en">President &amp; CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-66" id="pp-value-59" xml:lang="en">Lars Vestergaard</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-66" id="pp-value-60" xml:lang="en">CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <gsd:NameOfReportingEntity contextRef="ctx-1" id="pp-value-74" xml:lang="en">Royal Unibrew A/S</gsd:NameOfReportingEntity>
   <gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" id="pp-value-75" xml:lang="en">Faxe Alle</gsd:AddressOfReportingEntityStreetName>
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   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="pp-value-79" xml:lang="en">Corporate Social ResponsibilityOur long-term sustainability strategy   •    Managing sustainability  Our consumers and customers   •   Our products   •   Our peopleThis section is prepared in accordance with section 99a of the Danish Financial Statement Act and is at the same time our Communication On Progress report in accordance with UN Global Compact.Our long-term sustainability strategyOne year into the strategy of being THE PREFERRED CHOICE for the future - leading the beverage industry with respect to climate action and the demand for sustainable products - our focus continues to be on reducing the impact of our operations and products and the entire value chain we are a part of, while at the same time delivering sustainable business growth.  During 2021, we transformed our strategy and objectives into concrete plans and actions to achieve our short- and long-term targets for our strategic pillars:•  Our consumers &amp; customers • Our products• Our people  For each of these areas, we have defined 2025 and 2030 commitments complementing the short-term targets set in 2019. We aim for a substantial and industry-leading reduction in carbon emissions from the entire value chain, providing great tasting, healthy, nutritious and responsible products and at the same time enabling a deeply engrained safety and sustainability culture at our company. We monitor our perfor-mance closely and diligently to ensure progress and to make timely adjustments if needed.In 2021, Royal Unibrew’s aspiration of becoming a global leader in sustainable beverages with ambitious decarboni-zation targets led to the decision of endorsing the Taskforce for Climate-Related Disclosures (TCFD) and committing to the science based 1.5°C climate target aligned with the Paris Agreement. We will be ready for validation of our targets by the Science Based Target initiative (SBTi) within the next 24 months.Our dedication to take the lead in sustainability was in 2021 also recognized by a 40% improved Sustainalytics ESG rating, where we are now at low risk with an ESG risk rating of 16.9. Compared to our peers, we are amongst the top rated.Coordinated and wide-ranging efforts are needed in order to succeed with our ambitious sustainability strategy – and we cannot do it alone. We will innovate, develop and engage in partnerships with our key stakeholders, such as strategic suppliers, major customers, consumers, local communities and our employees for mutual benefit. In general, we are on-track to deliver on our short-term 2022/2025 targets as well as on our long-term 2030 targets. Due to COVID-19, the initiative on packaging waste in the Americas, Africa and Asia is delayed.“In 2021, we got a step further in our aspiration of becoming a global leader in sustainable beverages as we endorsed TCFD, joined SBTi and improved our ESG score by Sustainalytics. We recognize that it is a journey, Royal Unibrew has embarked. It is complex, requires focus and dedication, hard work and close cooperation across the value chain but we believe we have a strong foundation, and a history of delivering results together with our stakeholders.” Lars Jensen, President and CEO Overall KPIsOur consumers  &amp; customersNo/Low growing faster than average on the portfolio -  and faster than market (YoY)#1partner of choice for customers as  sustainable beverage supplier by 2030*Not measured yet in all markets 40% of marketing budget allocated to brands/  campaigns with a sustainability  39% position by 2025Our products100% carbon emission free by 2025  in scope 1 and 2**70%50% reduction in supply chain emissions  12- (scope 1, 2, 3) by 203015%100% recycled, recyclable or reusable  packaging by 202596% Our people100% safety culture 80% of employees are Royal Unibrew  ambassadors by 2030100% sustainability culture by 2025Achievement highlights in 2021We continued our sustainability journey in 2021. We implemented our ambitious long-term strategy, we continued our efforts to reduce the footprints and potential impacts for our consumers/customers, our products and our people, while at the same time following up on our short-term targets for 2022/2025.NO and LOW  sugar, calories  and alcoholRoyal Unibrew wants to provide choice for the consumers, but we are aware of the global challenges formulated by WHO regarding obesity as well as potential alcohol abuse. We take our responsibility very seriously, in our product labelling, in our mar-keting of products and not the least when we develop new products. We want to offer products with great taste for every occasion, including a balanced launch of regular, no and low products in different categories. We have codified our marketing policies for promotion, advertising, and sponsor-ships, which are aligned with legal require-ments and guidelines by the international trade associations. Between 2017 and 2021, the volume growth for no and low products signifi-cantly out-performed regular products for both soft drinks, beer, cider and RTD. For our CSD, water and energy portfolio, this is also reflected in a 8% general reduction in calory content per 100 ml across our markets during the same period. Circular materials96% of our packaging materials is now reusa-ble, recyclable or recycled.48% of our PET bottles are made of recycled material, irrespective of size, design or brand. Several brands are already in 100% such as Egekilde, Faxe Kondi, Novelle and Bauskas Alus.We continue to work on material reduction. In the past 12 years, we have down gauged packaging materials corresponding to 8,600 ton CO2 per year.All our primary packaging contains informa-tion on material, recycling and deposit return, which is one of the ways we engage with consumers to close the loop. The effect can be measured by the return rates, where the average return is above 90% and increasing year-on-year. A new filling line for cans is currently being constructed in Faxe. It will support introduc-tion of cardboard solutions enabling replace-ment or elimination plastics for several of our SKUs already in 2022.Improving Efficiency  year-on-yearRoyal Unibrew has succeeded in lowering the carbon intensity of our production year-on-year. From 2015 to 2021, we have had a decrease of 28% kgCO2/hl while having a volume increase of 32%. Our suc-cess is a combination of our keen focus on energy efficiency projects at our produc-tion sites and change in product mix from 2019 to 2020 and 2021 due to COVID-19 with a shift from the more energy con-suming brewing process to less energy consuming soft drinks production.Royal Unibrew’s production facilities are not located in high or extreme water stressed areas. However, as part of our overall ambition to produce with less im-pact on the surrounding environment wa-ter preservation and quality is important. 100% of all wastewater is treated. Reduc-ing water consumption remains a priority and the consumption of water per hl has decreased by 6% from 2015 to 2021.In our recent update of our Supplier Code of Conduct, the demand for environmental &amp; climate efficiencies have been clarified. Investing in renewable energy - decarbonizingJoining SBTi (Science Based Target initi-ative) and endorsing TCFD (Taskforce for Climate-Related Financial Disclosures) in 2021 emphasizes the importance Royal Unibrew puts on decarbonization and managing climate related risks. Two major capex projects were approved in 2021, and the projects are well under way. One project concerns construction of a solar park in Faxe, Denmark, delivering renewable energy to cover approximately 40% of power consumption at our largest site. And the other project relates to con-verting all heat consumption from fossil based to 100% bio based at our second largest site at Lahti, Finland, by establishing a bioreactor utilizing our byproduct sup-ported with biogas from a nearby landfill.  At all other sites we have advanced plans, which total a reduction of at least 48% of our CO2 emissions. Adding current RECs for electricity, it adds up to a total decar-bonization of 70%.Governance and Organizational development Improving our Sustainalytics ESG score to 16.9 (low risk) from 23.7 in 2020 shows that we are on the right path regarding governance, perfor-mance and disclosures. Compared to our peers, we are amongst the top rated.Our policy on business ethics and envi-ronment &amp; climate, respectively, were approved by the Board of Directors.Expanding our Growth Leadership Team with Group functions such as Procurement, IT, Legal and CSR to ensure the right balance between commercial and sustainability aspects.80% of our employees are ambas-sadors for Royal Unibrew and 100% sustainability culture is indicated in our recent employee engagement survey. Collective bargaining agreements cover all eligible employees in Royal Unibrew.Managing SustainabilityAt Royal Unibrew, we are committed to conduct our business in a sustainable, responsible and ethical way.Royal Unibrew is a strong regional beverage company, found-ed on locally anchored facilities, employees and sourcing of materials and services. We aim to provide successful, sustain-able brands that people trust. We have therefore always been committed to contribute positively to the development in the areas we operate in, to limit our environmental impact, to es-tablish safe and good working conditions for our employees and to deliver high quality products to our consumers.We also realize that being regional yet with global markets, we continuously need to improve our efforts and have a sustain-ability scope that encompasses the entire value chain across our markets.Our sustainability approach is underpinned by Royal Unibrew’s purpose and strategy, our continued support for the UN Glob-al Compact (UNGC) principles, the UN Sustainable Develop-ment Goals (SDGs) as well as our recent endorsement of the TCFD framework with balanced disclosure of climate risks and climate opportunities. A strong company culture is crucial for our ongoing progress – a culture in which decisions are taken with respect to our consumers', customers’, suppliers’ and other key stakeholders’ views and priorities, and a culture that encourages people to take responsibility for their actions. We believe that this ap-proach is a strong foundation to integrate sustainability deep-er into our organization and to realize our ambitious targets. During 2021, we worked intensively to implement plans and activities for each strategic pillar in all markets to ensure that Royal Unibrew is progressing and delivers results on both our short-term and long-term targets. By joining the Science Based Target initiative, we have set the course for full scope 3 transparency within the next 24 months. We believe that our current decarbonization targets will be approved. Furthermore, Royal Unibrew has been laying the foundation and initiated the integration of the five acquisitions com-pleted in 2021. The new companies, their business models and competences, encourage us to reconsider some of our programs and approaches, such as our responsible sourcing and supplier management procedures, as well as it challenges some of our KPIs.Our sustainability journeyBefore 2018Year on Year improvements of eco-efficiencies (energy, water, packaging, waste per produced hl)2018Materiality assessment  highlighting nine strategic focus areas for sustainability2019Signing up to UN Global Establishing 2020-2022  Compacttargets aligned with the SDGs focusing on CO2, recycled packaging, no/low products Calculation of carbon  and employee safetyfootprint and overview of carbon emissions throughout the entire value chain2020Establishing the framework for our sustainability strategy Implementation of a number and setting long-term (2030) of initiatives, including targets and KPIsrenewable energy, use of recycled plastic, launch of no/low products, continued local engagement and focus on employee safety2021Initiated implementation of Joining and committing  our 2025/2030 sustainability to SBTi (Science Based strategyTarget initiative) for Paris Agreement alignmentEndorsing TCFD (Taskforce for Climate-Related Financial Disclosing country- Disclosure) framework by-country tax and EU taxonomy eligibilityOur policies and systemsRoyal Unibrew is working in accordance with international and national legislation as well as international guidelines, conventions, and standards for corporate social responsibility (CSR) and sustainability. Our policies and systems ensure compliance.  In 2021, we codified several of our internal guidelines and the Board of Directors adopted our policy on Business Ethics and our policy on Environment &amp; Climate. Furthermore, we put forward additional requirements for our suppliers, i.e., establishing an addendum to our current Code of Conduct, addressing CO reduction targets and renewable energy for 2all categories and specific requirements for agriculture-based raw material and packaging material. Our Data Ethics Policy adopted by the Board of Directors, specifies requirements for topics such as legality, ethical de-sign, security, transparency and respect for human rights.     For further information see →Data Ethics Statement 2021The majority of our production sites are operating in accord-ance with internationally recognized quality standards and are food safety certified in accordance with standards rec-ognized by GFSI (Global Food Safety Initiative). In addition, we have a systematic approach to environment, health and safety, where several production sites are certified, as well.Policies and systemsPolicy Systems,  procedures  and guidelinesOur  Group level: ISO 9001  consumers •  Business Ethics (4 sites)&amp; Policy Global Food Safety customers(GFSI) recognized standards  (9 sites)Tax compliance  and transfer pricing  documentationOur  Group level: ISO 14001  products•  Business Ethics (5 sites)PolicyEnvironmental  •  Environment &amp; Management  Climate policySystems•  Code of Energy assessment Conduct with at all production sitesaddendumOur peopleGroup level: ISO 45001  •  Business Ethics(2 sites)•  Remuneration OHS Management policySystems•  Diversity &amp;  Employee  Inclusion policyengagement survey•  Data ethicsEmployee Master DataMandatory training: GDPR, Competition, Marketing law, etc.Our governance structureOur sustainability activities are anchored at the Board of Directors, which set the direction for our strategy, targets, risks, opportunities and group policies together with the Executive Management (see the section on Corporate Governance). The targets are aligned by and implemented through the Growth Leadership Team, consisting of the SVPs and VPs for our main markets and group functions, including Group Director CSR. To ensure focus on sustainability, Group CSR reports directly to the CEO. Signing up to the UN Global Compact in 2019 was the starting point for further formalization of our sustainability efforts, including further improvement of transparency in our sustain-ability policies, systems and due diligence processes. We aim to continuously improve these fundamentals. Establishing clear accounting policies for sustainability data and thus establishing a basis for transparency and external assurance has been an integral part of this process. Group CSR and Finance are responsible for measuring our results, including good practice guidelines for risk and controls. Based on the accounting policies, a control framework is established to ensure consistent quality in our reports and documenta-tion. The ESG data governance responsibility lies at the Audit Committee, whereas the Board of Directors oversees all sustainability aspects. We strive to work with a balanced approach towards our stakeholders, both by disclosing potential risks to our busi-ness and how we control these, as well as by showing the opportunities for Royal Unibrew; commercially, as a sustain-able beverage company and locally as a sustainable partner and not least as a great place to work.We have implemented policies and procedures to minimize risks from our activities and to ensure our freedom to operate. Compliance with legal and other requirements, including our business ethics policy, is fundamental. Potential risks may include food safety incidents, workplace incidents, human rights or anti-corruption violations (in entire value chain), failure to attract and retain the right employees, non-conformities or litigations regarding responsible market-ing requirements. Market availability of recycled packaging material, lack of well-functioning waste collection and recy-cling systems, unintentional emissions or inefficient process-es are the main environmental risks. Climate related risks are generally assessed as being low, whereas we see opportuni-ties in being a leading sustainable beverage company, i.e. our purpose and strategy to be THE PREFERRED CHOICE of the future.Governance structureBoard of DirectorsExecutive ManagementGroup CSRGrowth Leadership TeamFOCUS AREAS BiodiversityHuman rights Health and SafetyEnvironmental issuesWater scarcity/water useSupply chain management Product and Service SafetyClimate related transition risksDiversity &amp; inclusion initiativesOur consumers  &amp; customers We want to be the preferred partner for our customers with the most relevant innovations for our consumers regarding health and wellness, authenticity and care for the environment. We aim to•   Support consumers in making the healthy, nutritious and sustainable choice •  Become circular by engaging consumers and  customers• Be actively involved in the local communities where we are present•  Encourage responsible drinkingKey areasHealth &amp; nutrition In the market circularity Local engagementHealth &amp; nutritionWe believe in the consumer’s choice. We want to help consumers make the healthy or nutritious choice by always having an alternative to regular products, e.g. fully sugared, alcoholic, etc. We want to provide transparency for the consumer when choosing beverages. Being a responsible company, Royal Unibrew is aware of the global challenges formulated by WHO regarding obesity and the associated risks of cardiovascular diseases, cancer and diabetes as well as risk of alcohol abuse, linked to excess con-sumption of food and beverages.We strive to offer consumers and customers sustainable enjoyment through a broad variety of beverages, comple-menting the setting/situation whether the individuals find themselves at a music venue, dining with family and friends, exercising, travelling or at other occasions. The purpose is to provide energy, refreshment, quenching thirst or simply a good time. Consequently, we develop, launch and supply products with great taste and with regular, low/no-alcohol and calorie content, all clearly declared. Our aim is to offer a low/no alternative in all categories and in all markets to enable our customers to offer healthier choices to the consumers. Royal Unibrew also wants to lead development of healthy and nutritious products and markets, not only by offering new products and outperforming market growth but also by investing in more information and communication about the products. During recent years, Royal Unibrew has introduced more no/low sugar alternatives compared to regular, e.g., full sugar products in the soft drink, water and energy categories. The volume of no sugar products increased by 11% from 2017 to 2021, while regular products increased by 6% in the same period, which indicates our short-term 2022 target of a bal-anced launch of regular, low and no beverages is working. In addition, the calorie content of the portfolio showed an overall 8% reduction per 100 ml during the same period. The launch of 0.0% and low alcohol containing products (beer and cider/RTD) increased in 2021. The no-alcohol segment in-creased by 38% from 2017 to 2021 compared to a total of 1% decrease for regular and strong alcohol containing products in the same period, which indicates that our 2022 target of in-creasing the number of beverages with 0.0% and low alcohol will be met.In all our major markets, we have leading positions within the no-calorie segments for carbonated soft drinks. In the no-alcohol segment Royal Unibrew is a market leader for beer in DK, Finland and the Baltics.Measurements for Royal Unibrew’s goal to be THE PRE-FERRED CHOICE is not finalized, yet. But our goal of allocating 40% of our marketing budget to sustainability (no/low, organ-ic, responsible, environment, etc.) shows a positive trend with a total in 2021 of 39%, excluding the acquired sites. Key  initiatives  •   Offer no/low alternatives in all categories•   Reduce sugar/kcal/alcohol per serving •   Promote responsible drinkingResponsible drinking In 2021, Royal Unibrew made our policy on responsible drink-ing and labelling publicly available as it was integrated in our Business Ethics policy approved by the Board of Directors. We have more detailed internal guidelines on advertising, pro-motion, and sponsorships, and we consider disclosing more detailed policies in 2022. Our commitment to responsible marketing and products is unambiguous, and it is our responsibility to prioritize quality over quantity for products containing alcohol.We support a large variety of sports and health initiatives, such as ice hockey and basketball, through our 0.0% alcohol brands in both regional and local sponsorships. Promotion of responsible drinking is an integrated part of our strategy and integrated in National campaigns of 0.0% brands as well as initiatives in association with our trade associations.  In the market circularityWe want to become circular across the value chain by engaging consumers and customers. We will close the material loop, reduce the strain on resources and reduce our footprint.Today, all Royal Unibrew’s primary packaging materials have information on either deposit return or labels on recycling. Some of the secondary packaging contains this information as well. It is our objective to expand the product information not only to include packaging material information but to include sustainability information from the entire value chain no later than 2030.However, information is not enough in itself to reduce the footprint from packaging material. For the well-functioning deposit return systems (DRS) there are generally very high return rates, e.g., +90% in Denmark, Finland, Norway, Sweden, Estonia and Lithuania. Today, the remaining 10% is collected through the general waste infrastructure. Therefore, we will step up on engaging consumers in closing the loop, thus, en-abling food grade material for recycling. Recycling campaigns are currently run together with the deposit return systems (DRS) in the aforementioned markets, and it is our plan to con-duct campaigns on waste reduction and circularity in large markets by 2025 to increase consumer awareness on recy-cling. This also applies to our customers, where awareness and handling of secondary packaging, especially in export markets, must be improved. In 2021, we implemented several initiatives and in 2022 we will continue the efforts. An example our new guidelines on sales material (POS). In our industry, sales material is widely used such as coasters, cups, t-shirts, umbrellas etc. Upon re-viewing our Business Ethics, Environmental &amp; Climate policies, we also revised our guidelines for purchase of POS material. In line with the policies, we have established specific require-ments regarding materials, ethics, and engagement. The latter is related to using POS as an agent for nudging of consumers to make sustainable choices.Key  initiatives  •  Reduce food waste•   Engage consumers in closing the loop•  Develop infrastructure In our industry, sales material (POS) is widely used such as coasters, cups, t-shirts, umbrellas etc. Upon reviewing our Business Ethics, Environmental &amp; Climate policies, we also revised our guidelines for purchase of POS material. In line with the policies, we have established specific requirements regarding materials, ethics, and engagement. The latter is related to using POS as an agent for nudging of consumers  to make sustainable choices.Local engagementThe local connection is in our DNA – we want to be present in the local communities with local brands and products, actively engaging with local consumers and customers through activities we support. As a strong regional multi-beverage company, it is in our DNA to engage not only in the local societies surrounding our premises, sports clubs, employees’ families but also in our brand commu-nities, with customers, other business partners and NGOs. We strive to provide successful brands that people trust and therefore we have always been committed to contributing positively, wherever we operate and are connected. We believe, it is part of our responsibility and value as a company to drive, develop and support sustainability efforts through relevant touch points. Sourcing of local ingredients and development of local products are other examples of our local engagement. Royal Unibrew has a number of ongoing local engagements with local sports clubs, local music scenes, city festivals, etc. We want to make these interactions sustainable. This also applies for music festivals and large sports events, where we participate. The initiatives encompass introducing organic bev-erages (beer, soft drinks and cider/RTD) and sponsorships with 0.0% beer, supporting preservation of freshwater in Finland and Latvia and fostering excellence in West Africa by sponsoring education of school children. We view these activities as a way to give back to society.Our goal is that at least 50% of our engagements include sus-tainability elements by 2030, and for large events we are even more ambitious with 70% already in 2025.Supporting local businesses in general is another important undertaking for Royal Unibrew. During the pandemic this has become even more pertinent, especially in relation to On-Trade customers and events. We continued to engage in activating consumers using our platforms and channels together with various customers e.g., the Ceres Bar Supporter. We kept the Danish virtual beer tasting events going to support microbrew-eries. With eight events and a televised program “Natholdet”, we have presented 143 beers in total, 120 being from micro-breweries. One tasting event in May 2021, was adopted to the Guinness Books of World Records as the World’s largest virtual beer tasting. Key  initiatives  •   Drive sustainability in local communities, organizations, and NGOs•  Empower local players• Develop local productsThe up-and-coming musicians, who were planning concerts already in 2020, were supported in Denmark in a campaign called “The Cancelled Bands”. 15 selected bands were promoted in nationwide campaigns, enabling their stories to reach the consumer and enable the meeting between musicians and music lovers, either at concerts or via cooperation between different festivals and organizers as well as various branding activities.Our productsOur ambition is to be one of the most sustainable beverage companies and to be THE PREFERRED CHOICE for the future. We will convert our energy consumption to renewable energy in the entire value chain and we will work with our partners on reducing CO2 emissions and lowering the impact from packaging material through recycling, while having a positive social impact. By having joined the Sci-ence Based Target initiative (SBTi) we are committing not only to decarbonize in line with the Paris goals, but also to deliver transparent and verified data on our progress for 2030 for scope 1, 2 and 3 and for net zero later. We will reach our targets by: •  Shifting to renewable energy • Becoming circular •  Engaging with our entire value chainKey areasRenewable energy sourcesProduct circularitySupplier roadmapPrinciples for reducing CO2 emission from production are: Reduce energy consumption/increase energy efficiency 1Investing in transformation of thermal energy to electrical energy2Actively invest in or push for additionally renewable energy in the grid3 In the short- to medium-term, either source renewable energy power 4or biogas or buy accredited certificatesRenewable energy sourcesWe will increase our renewable energy use towards 2030, starting from our own production and gradually increasing demands on suppliers. Royal Unibrew is setting ambitious targets on carbon emis-sions. From our own production (scope 1 and 2) we aim at being carbon emission free in 2025, and for the entire supply chain (scope 1, 2 and 3) reducing our footprint by at least 50% in 2030. We have decided on several initiatives to reach these ambitious targets, but we also acknowledge that imple-mentation of new, not yet available, technologies are key to succeed.Royal Unibrew’s principles for decarbonization have not changed. Drivers are efficiency improvements, transitioning from fossil-based to renewable energy or adding renewables to the grid. Royal Unibrew partners with external specialists to conduct energy audits aiming at having a catalogue of best practices, feasibility studies and a number of approved projects by the end of 2022.Today, 25% of Royal Unibrew’s CO2 footprint from scope 1 and 2, excluding logistics, is renewable energy based, covered by RECs (Renewable Energy Certificates). We will gradually phase out RECs and replace with either our own renewable energy projects or PPAs (Power Purchase Agreements). Projects reducing approximately 70% of our production related carbon footprint (24 mio kgCO2), are progressing or planned for the period 2022 to 2024. We have projects running at our larg-est productions sites, installing a solar park in Faxe, Denmark, delivering renewable energy to cover approximately 40% of the power consumption, and transforming our fossil based thermal energy to 100% biobased at our Lahti site in Finland utilizing our spent grain from production and biogas from a near-by landfill. Furthermore, projects to transition from fossil-based to biobased fuel, from thermal energy to electrical, and installation of solar panels fully implemented by 2024 are already planned Emissions throughout the life cycle Proportion of greenhouse gas emissions in each stage of the life cycle of our products.* Approx industry averageScope 1+2,  Scope 3 - Down stream,  excl. own logisticsincl. own distribution (scope 2)***12%45%13%10%15%5%BREWERIESPACKAGINGDISTRIBUTIONREFRIGERATIONRAW MATERIALS MALT I N G36 mkg143 mkg38 mkgCO2 impactKey  initiatives  •   Transform and electrify production•   Demand renewable energy in the supply chain•   Optimize energy and water consumption•   Committing to the Science based Target Initiativein Denmark, Latvia and Lithuania. In addition, we continue the purchase of RECs (Renewable Energy Certificates) or in 2022 PPAs. We do, however, still need to identify options for the re-maining 30%, primarily fossil-based thermal energy. A top priority in 2022 is to finalize the roadmap for our 2025 scope 1 and 2 decarbonization target, which in turn will form the basis of creating a roadmap for our 2030 scope 3 target - science-based and contributing to limiting global warming to 1.5°C. Our ambition to become emission free also translates into new demands for our suppliers and partners across the entire value chain.In 2021, the CO2 impact from production, packaging materials and distribution was 36 million, 143 million and 38 million kg CO2, respectively. Essentially unchanged from 2020 in absolute amounts but with an improvement per produced unit of 2% for packaging material. The reduction for packaging materials is triggered by the increased content of recycled material.The carbon footprint for our production was reduced by 28%, measured as kg CO2 per produced volume, from the base year 2015 to 2021. This shows that we are on the right track for our short-term target of 30% in 2022 compared to 2015. Between 2020 and 2021, the kg CO2 per produced volume decreased with 7%. Thus, the efficiency of our production continues to improve year-on-year. The CO2 reduction is a result of the on-going energy optimizations at the production sites. Greening of distributionTransportation is another area where sustainable technolo-gies, especially for heavy duty transportation are still rather immature. We are conducting several projects to optimize distribution within our own fleet, and with our forwarders, such as com-bining optimal locations for distribution hubs with proximity of alternative lanes or alternative fuel sources. At our Headquar-ter in Faxe we installed charging stations to support employ-ees’ choice of electrical vehicles (EV) or hybrid cars. 15% of our company cars are currently EV or hybrid. Furthermore, in 2022 we introduce at least two electrical trucks and one biogas fueled truck.  Water remains a priorityWater is our most important raw material and therefore water preservation and water quality are key to us. All our wastewater is treated before emission to meet the requirements. Reducing water consumption remains a priority and the consumption of water per hl has decreased by 3% from 2020 to 2021. The water intensity from 2015 to 2021 reduced 7%, organically.  Royal Unibrew’s production facilities are not located in high or extremely high water stressed areas. Withdrawal of water in low and medium-low water stressed areas constitutes ap-proximately 47% of the total water consumption. We only use municipal or own well water at our sites. We have several projects aiming at preserving freshwater ecosystems. One is at the Lake Vesijärvi, close to our brewery in Lahti, where 500 kg trout was released in 2021. Another example is in Latvia, where Royal Unibrew just signed a long-term agreement with WWF to cooperate on preserving the rivers of Latvia. Product circularityWe want to become circular across the value chain by engaging suppliers. We will close the material loop, reduce the strain on resources and reduce our footprint. In the beverage industry product circularity depends to a high degree on closing the loop for packaging material (pri-mary, secondary and tertiary). The elements are to remove, reduce, reuse and recycle material. To succeed in our strategy it is, however, pivotal that food-grade packaging material such as r-PET, is not down-cycled for non-food applications. The food safety requirements for primary packaging material (e.g., glass bottles, PET bottles and cans) are stringent as it is key to protect our products. The entire packaging system, e.g. bottles, crates, trays and wraps ensures there is no harm to our products during distribution, and packaging is there-fore also key for product protection and avoiding food waste. Thus, the packaging systems are complex, and substituting or eliminating elements such as plastic wrap or down-gauging require careful testing to ensure continued stability. Royal Unibrew is applying all the circular principles for our packaging material. We are on track for our overall goal of 100% reusable, recyclable, or recycled material in 2025. In principle, we use only mono materials today. Mono materials can easily be separated, sorted, and recycled in clean frac-tions such as glass, PET, carton, aluminum, etc.. However, our juice portfolio, and bag-in-box concept for soft drinks, con-tributing approximately 4% of sales volume (measured organ-ic) in 2021, are currently provided in more complex laminated materials. While the recyclability of these materials may be improved over the next couple of years, we will however, also be looking at alternatives. Packaging material will be a focus area also for the acquired sites.As an example of removing material a new can line in Faxe, Denmark, is under construction and is expected to be com-missioned in May 2022. This line will enhance flexibility and application of new packaging concepts, where plastics may be eliminated or replaced by cardboard. Thus, enabling the transition from fossil-based materials to bio-based materials.We continuously cooperate with our suppliers on reducing the weight of material balancing food safety, transportation stability and environmental requirements.  Over a 10–12-year period reductions in PET, aluminum and recently cardboard material, represents a reduction of 8,600 ton CO per year.2We take our producer responsibility very seriously. We will continue our support to DRS in our major markets to increase the return rate further and look for solutions to avoid packaging waste in other markets with more immature systems. We have just initiated an investigation on how Royal Unibrew can support development of waste infrastructures or deposit return systems in our export markets with poor or non-existing frameworks. Key  initiatives  •   Eliminate unnecessary packaging  (incl. plastics)•   Source recycled packaging material•   Become the sustainable partner100% recycled PETWe already provide several of our own brands in 100% r-PET bottles. Together with our partner PepsiCo, we are committed to reach 100% r-PET already by the end of 2022. Target % Recycled materialRealized  Realized Tar get  Tar get  2020202120222025r- Corrugated cardboard 80 84 &gt;90 100r- Paper labels 69 77 &gt;90 100r- Shrink film 3 32 100r-PET 19 48 &gt;30 100Supplier road mapWe engage with our entire value chain to reduce carbon emissions in scope 3 and minimize negative environmental impact and social impact. We have a large share of our footprint (environmental and social) outside our own direct control. Therefore, we engage and cooperate with our supply chain to reduce the footprint and to increase supply chain transparency. By 2030, the target is a 50% reduction of the entire supply chain’s CO2 emissions, and no later than 2023 all of Royal Unibrew’s critical suppliers must have signed the responsi-ble procurement principles and an agreement with a defined road map to reduce their carbon footprint (60% has signed in 2021). This, in combination with the current general con-sensus on possible technological advances in the relevant sectors until 2030, make us believe it is a realistic target.Royal Unibrew recognizes that responsible sourcing is a journey where improvements are achieved through collabora-tion with our suppliers. In 2021, we reviewed our policies and strengthened our requirements based on discussions with key suppliers. Specific terms regarding circular design and waste minimization, energy management, decarbonization and carbon intensity targets applicable to all (strategic) sup-pliers were added. For critical categories such as packaging material and agriculture-based raw material, we emphasized requirements such as management of water, biodiversity and adherence to community and traditional rights as well. Our supply chain procedures were also reviewed. We believe, we have a robust system based on due diligence, risk assess-ment and periodic review of performance. Our risk based approach to supplier management triggers self-assessment questionnaires as well as audits, if the supplier due diligence indicates elevated risks, e.g. of human rights violations. In 2022, we are stepping up on especially supplier of agriculture based raw materials, where we recog-nize human rights may be at risk. The majority of direct materials and services are currently sourced in Europe (75%). With our recent acquisition of Solera, our product base will not only expand, but the geographies from where we source, especially for the wine category, will become more diversified. Royal Unibrew has always cooperated closely with suppliers and other partners to improve our products as well as produc-tion and process performance. To reach our targets, it is pivotal on the one hand to build on these well-established relations and strengthen them further and on the other hand to identify and establish new partnerships for sustainable development.Key  initiatives  •   Further develop responsible  procurement principles•   Road map for CO2 reduction in transportation, packaging, agriculture  and sales refrigerationOur peopleWe reiterate our strong commitment to become THE PREFERRED CHOICE for our people through a strengthened people strategy and ambitious KPI’s defined by our business units. We strive to secure a sustainable business with a safe and healthy working environment that attracts, motivates, and retains the best people.The main strategic pillars and priorities of our group people strategy:•   To be the preferred workplace• To secure a safety and sustainability culture•   To develop tomorrow’s talents while building on existing competencies to support our aspiration for growth•  Organize ourselves to win tomorrow’s businessKey areasProudest employeesSustainability cultureSafety cultureProudest employeesWe aspire to have the proudest employees in the industry by fostering a winning culture securing a competitive advantage We strive to cultivate the proudest employees as they are the foundation for our success and progress. Our performance builds on our deeply rooted culture and past success and we continuously ensure that our leadership model accom-modates our strategic ambitions on delivering future growth while nurturing a sustainable culture and providing a healthy working environment. To become THE PREFERRED CHOICE for our people we have accelerated our performance man-agement and revisited our initiatives within e.g. organizational development, and digitalization of processes. We have enhanced our performance management process in all our business units which includes regular performance reviews in alignment with career development plans, quan-titative development areas and targets, talent development as well as formal mechanisms to promote a mutual feedback culture. Further, we have accelerated our digitalization of human capi-tal processes to improve the employee experience, and during 2022 and 2023 employee master data as well as perfor-mance management and development will become digital. To us, performance management is not only what we deliver but also how we deliver – thus 100% of white-collar must have accomplished development goals.To attract, motivate and retain talented people remain key to our success, and we continue to invest in the development of our leaders to ensure the organizational readiness to execute on our strategy. From 2018 to 2020 the voluntary employee turnover decreased significantly from 17.5% to 13.9%, how-ever in 2021 there was a slight increase in turnover to 15.0% reflecting the general trends in the job market. As people were more exposed to illness and quarantine restrictions in 2021, the leave of absence due to illness increased from 3.7% in 2020 to 3.8% in 2021.We continue to measure engagement and compared to 2019, the engagement index in Royal Unibrew has increased from 4.0 to 4.1 whereas the ambassador willingness has increased from 3.9 to 4.0, realizing our 2030 KPI of 80% of our employ-ees to be Royal Unibrew ambassadors - primarily driven by Denmark, Finland, and Italy. We continuously focus on developing our talents to strengthen our succession plans. In 2021, we implemented an internal rotation program in Italy to foster professional and personal growth in order to strengthen the leadership pipeline.Key  initiatives  •  Expanding leadership model •   Acceleration of performance-, talent-, development initiatives•   Digitalizing human capital processes •   Organizational  development Sustainability CultureIn Finland, dozens of employees came together to work on the company’s sustainability culture, to influence the desired culture of the entire company. Through a focused ‘Hackathon’ needs  and opportunities were discovered,  and concrete ideas and suggestions  were addressed to establish a solid  foundation for future work on a  synergetic sustainability culture.Safety cultureSafety is of highest priority and with a strong commitment from the leadership teams Safety comes first when it comes to our people, and preven-tive measures to avoid employees being injured and/or worn out are of highest priority. We recognize that one accident is one too many, and we continue to focus on minimizing risks by allocating more resources and share best practice across markets. As we aim for zero lost time incidents, we have conducted a number of behavior-based safety campaigns in several mar-kets. In Denmark, we have also conducted training in risk as-sessment, ergonomics, and chemistry, as well as focusing on continuous improvements, root cause assessments and near misses. Our focus and efforts have had a positive impact as we first and foremost have not had any fatal accidents among our employees or contractors the past years. In addition, in 2021 we had a 10% reduction of accidents per one million working hours compared to 2020. However, we are not yet close to our target of 40% reduction in 2022 compared to 2018.  Safety of our people during Covid-19 Also in 2021, Covid-19 impacted us in different ways in all markets. Consumers and customers around the world rely on us to deliver our products, so it is essential that produc-tion, sales, distribution, and services remain operating. For the safety of our people, we adapted to local restrictions and regulations and in addition offered testing on-site. “Further development of the safety culture by using humor is the philosophy behind our “Safety Thirst” campaign developed together with employees from various business functions. The campaign has been rolled out.”Key  initiatives  •   Behavior-based safety campaign and training in several markets•   Safety and stress prevention included in the engagement survey•   Increased investment in health and safety in productionTo further strengthen our safety culture, Denmark has developed a clear safety vision and identified key initiatives for 2022 regarding physical safety, including noise, ergonomics and chemical safety. Descriptive notes for ESG highlights and ratiosNote 1: Basis for preparationRoyal Unibrew A/S has developed a CSR data reporting procedure en-compassing roles and responsibilities, data scope, reporting, controls and documentation requirements as well as a detailed description of each key performance indicator.The companies acquired in 2021 are not included under ‘Our Consum-ers/Customers’ (note 2) but included under ‘Our Products', for produc-tion (scope 1 and 2) and distribution (scope 1 and 3) excluding pack-aging material in scope 3 (note 3). They are encompassed under ‘Our People’ (note 4).Note 2: Our Consumers/CustomersThe data disclosed as target follow up for 2022 is based on actual sales volume in the period from 2017 to 2021, divided into no/low and regular kcal content for the categories carbonated soft drinks, Water and Ener-gy and for alcohol content (Beer, Cider and RTD) no and low compared to regular and strong. The sales volumes are used as an assessment of a balanced development and launch of new no/low and regular products. Sales volumes from the acquired companies (Frem, Fuglsang, Tanker, Solera and Nohrlund) are not included.  Note 3: Our productsRoyal Unibrew has reported on environmental performance for a number of years. Therefore, data are available from 2015. The data has been cor-rected to the reporting requirements mentioned in Note 1.Acquisitions in 2018, 2019 and 2021 increased our absolute consumption. Despite acquisitions in 2018, 2019 and 2021, the relative consumption of energy and water decreased from 2015 to 2021 and the associated CO2 emissions as well. The energy consumption per hectoliter and the CO2 emission per hec-toliter decreased significantly compared to 2015 (baseline for the 2022 target) by 19% and 28%, respectively. If corrected for the acquired sites, the CO2 emission decreased 29%. The improvement is due to a keen fo-cus on energy reduction projects.The consumption of water per hectoliter has decreased by 6% com-pared to 2015, and 7%, if corrected for the acquisitions. We have for the third time calculated the CO2 emission for transporta-tion (downstream), including GHG Scope 1 and Scope 3, i.e. owned and leased vehicles as well as third party forwarders measured as kg CO2 eq. The calculation is based on industry standards and direct input from our forwarders. It is estimated that at least 80% of the footprint is account-ed for, but further data development is needed. In 2021, we identified an additional 13% kgCO2 not accounted for in 2020. We believe that at least 80% of the footprint is accounted for regarding packaging material. Note 4: Our PeopleRoyal Unibrew A/S has collected data for lost time incidents (LTI) and disclosed information in our annual report since 2015. The data has been corrected to the reporting requirements mentioned in Note 1. As it may be noted other relevant data for occupational health and safe-ty performance has only been collected for 2018 to 2021, as the record-ing has been lacking at some entities before that. The same applies to employee engagement and diversity data.100% of employees eligible for collective bargaining agreements are covered.0 contractor fatalities and 0 employee fatalities in 2021. The employee engagement survey was conducted in 2021, enabling measurement of 'Our People' KPI's and comparison to the 2019 baseline. </mrv:StatementOfCorporateSocialResponsibility>
   <mrv:ReportOnPaymentsToAuthorities contextRef="ctx-1" id="pp-value-98" xml:lang="en">Tax and EU TaxonomyCreating jobs and deliver prosperity in the communities Royal Unibrew is a part of is a tangible contribution for society Total tax contribution (country-by-country)Royal Unibrew seeks to comply with all tax legislation to its business operations. We operate in many markets, either via our own sales companies or via distributors, whereas, our production is located in countries in Europe.   Total Revenues Revenues from   Tangible Corporate      em-  from  intragroup  Balance  Profit/  assets   income Calculated Country-  Number  ployee  third  transactions  of inter  loss  other  tax paid  local tax by-country  of em-  remu-  party  with other tax  company  before  than  on a cash  on profit key figures -  ployees  neration  sales  jurisdictions  debt  tax  cash  basis   (loss) IFRS, 2021 average DKKm DKKm  DKKm  DKKm DKKm DKKm DKKm DKKmDenmark   1.119    675    3.539    671    3    828    1.469    176    195 Finland   662    328    2.458    67    10    652    1.096    140    129 Norway   39    46    457    -      657    27    196    10    -2 Italy   141    92    919    296    57    33    185    8    8 France   148    65    279    86    600    51    163    5    14 Latvia   368    63    334    127    -      39    130    0    0 Lithuania   340    58    419    106    29    13    202    9    2 Estonia   23    5    61   0   36    -6    19    -      -   Other*   50    32    280    0    61    10    55    3    2    2.890    1.365    8.746    1.352    1.453    1.646    3.515    352    349* Includes Canada, Sweden, UK and US        Personal               taxes &amp; social           security Corporate Country-by-country key   Excise duties  VAT  contributions  taxes  Total figures - IFRS, 2021    DKKm  DKKm  DKKm  DKKm  DKKmDenmark   249    619    193    176    1.238 Finland   1.854    716    76    140    2.786 Norway   283    157    12    10    462 Italy   157    187    15    8    368 France   26    5    1    5    37 Latvia   115    73    24    0    213 Lithuania   145    64    0    9    219 Estonia   0    14    2    -      16 Others*   20    18    7    2    47    2.849    1.855    329    352    5.385* Includes Canada, Sweden, UK and US Borne by the Collected by the company companyRoyal Unibrew follows the OECD principles for transfer pricing disclosures and documentation and use external advisors in preparing the documentation. The country-by-country tax disclosure is based on the GRI 207 tax guideline. In 2021, Royal Unibrew paid DKK 5.4 billion in Taxes, Excise duties and VAT. Excise duties, VAT and some taxes are col-lected on behalf of the tax authorities in countries where we operate.We are not currently eligible for disclosing in accord-ance with the EU Taxonomy for climate change miti-gation and climate change adaptation, as our activities are not in scope. We do however, reserve the right to investigate further once the guidelines from the EU commission are finalized. Royal Unibrew is already considering the overarch-ing principle of Do No Significant Harm (DNSH) in our business decisions. We have not evaluated the four remaining objectives of the EU Taxonomy, yet: Sustain-able use and protection of water and marine resources, transition to circular economy, pollution prevention and control, protection and restoration of biodiversity.</mrv:ReportOnPaymentsToAuthorities>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="pp-value-108" xml:lang="en">Royal Unibrew’s policies and our Code of Conduct provide guidance for our employees, third parties acting on behalf of the company and suppliers regarding anti-corruption, environment, human rights and labor standards, incl. occupa-tional health and safety but also quality &amp; food safety, GDPR (General Data Protection Regulation), competition, responsiblemarketing and responsible products. The basic requirement for Royal Unibrew is being in legal compliance, i.e., having the right mechanisms, systems and programs to ensure that we have no violations.Internal controls and the whistle-blower scheme are impor-tant means for controlling and reporting potential irregulari-ties also by external stakeholders. Regular training is among the tools to ensure compliance internally, thus employees are trained in relevant aspects depending on their function inside and outside of the company.</mrv:StatementOfPolicyForDataEthics>
   <mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx-1" id="pp-value-170" xml:lang="en">Traditionally, the beverage industry is male dominated, how-ever Royal Unibrew’s target is to have a more balanced gender representation of at least 40% of each gender by 2024. In 2021 the female proportion of the workforce increased from 24% to 26%. For the international management team, we saw a positive year on year improvement from 2018 to 2020 where the female proportion grew from 31% to 33%, however due to the acquisitions made in 2021, the female proportion in the international management teams have decreased to 29%. Employees by gender, Int. Management teamsGender %  2021  2020  2019  2018Female  29 33 32  31Male  71 67 68 69</mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="pp-value-188" xml:lang="en">Faxe</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="pp-value-189" xml:lang="en">2022-03-01</sob:DateOfApprovalOfAnnualReport>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="pp-value-186" xml:lang="en">Management's Statement on the Annual ReportThe Board of Directors and the Executive Management have today considered and adopted the Annual Report of Royal Unibrew A/S for 1 January - 31 Decem-ber 2021.The Annual Report is prepared in accordance with International Financial Re-porting Standards as adopted by the EU and Danish disclosure requirements for annual reports of listed companies.In our opinion, the Consolidated Financial Statements and the Parent Compa-ny Financial Statements give a true and fair view of the financial position of the Group and the Parent Company at 31 December 2021 as well as of the results of the Group and Parent Company operations and cash flows for the finan-cial year 1 January - 31 December 2021. In addition, in our opinion the Annual Report for Royal Unibrew A/S for 1 January - 31 December 2021 with the file name ROYAL-2021-12-31.zip in all material aspects is prepared in accordance with ESEF Regulation. In our opinion, Management’s Review gives a true and fair account of the development in the operations and financial circumstances of the Group and the Parent Company, of the results for the year, cash flows and of the Parent Company’s financial position, as well as a description of the key risks and un-certainties facing the Group and the Parent Company. We recommend that the Annual Report be adopted at the Annual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">To the shareholders of Royal Unibrew A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="pp-value-191" xml:lang="en">OpinionWe have audited the consolidated financial statements and the parent financial statements of Royal Unibrew A/S for the financial year 1 January – 31 December 2021 page 78-147, which comprise the income statement, statement of com-prehensive income, balance sheet, statement of changes in equity, cash flow statement and notes, including a summary of significant accounting policies, for the Group as well as for the Parent. The consolidated financial statements and the parent 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 financial statements give a true and fair view of the Group’s and the Parent’s financial position at 31 December 2021, and of the results of their operations and cash flows for the financial year 1 January – 31 December 2021 in accord-ance with International Financial Reporting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.Our opinion is consistent with our audit book comments is-sued to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="pp-value-214" xml:lang="en">Basis for opinionWe conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional require-ments applicable in Denmark. Our responsibilities under thosestandards and requirements are further described in the 'Au-ditor’s responsibilities for the audit of the consolidated finan-cial statements' and the 'parent financial statements' section of this auditor’s report. We 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 require-ments applicable in Denmark, and we have fulfilled our other ethical responsibilities in accordance with these requirementsand the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.To the best of our knowledge and belief, we have not provided any prohibited non-audit services as referred to in Article 5(1) of Regulation (EU) No 537/2014.We were appointed auditors of Royal Unibrew A/S for the first time on 28 April 2021 for the financial year 2021.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="pp-value-235" xml:lang="en">Statement on the management commentaryManagement is responsible for the management commen-tary, page 6-77.Our opinion on the consolidated financial statements and the parent financial statements does not cover the management commentary, and we do not express any form of assurance conclusion thereon.In connection with our audit of the consolidated financial statements and the parent financial statements, our responsi-bility is to read the management commentary and, in doing so,consider whether the management commentary is materially inconsistent with the consolidated financial statements and the parent financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated.Moreover, it is our responsibility to consider whether the management commentary provides the information required under the Danish Financial Statements Act.Based on the work we have performed, we conclude that the management commentary is in accordance with the consoli-dated financial statements and the parent financial statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We did not identify any material misstatement of the management commentary.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="pp-value-258" xml:lang="en">Key audit mattersKey audit matters are those matters that, in our professional judgement, were of most significance in our audit of the consolidated financial statements and the parent financial statements for the financial year 1 January 2021 – 31 December 2021. These matters were addressed in the context of our audit of the consolidated financial statements and the parent financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.Key audit matters Revenue recognitionThere are a significant number of transactions and contracts with customers.Sales contracts with customers are relatively complex with discounts and agreements with marketing contributions etc. Furthermore, locally imposed duties and fees are considered complex.Overall this introduce an inherent risk to revenue recognition. Therefore we have considered this as a Key Audit Matter.Reference is made to note 5 in the consolidated financial statements.Valuation of goodwill and trademarks Goodwill and trademarks represent 54% of the Group’s assets. Goodwill and trademarks are tested on annually basis for impairment. Management conducts annual impairment tests to determine whether the carrying values of recognised goodwill and trademarks are considered to be impaired and, hence, should be written down to the recoverable amount.Management determines the recoverable amount of the Cash Generating Units (CGUs) using a discounted cash flow model (value in use). Management uses a number of key assumptions in respect of market and country risks, revenue and margin development and discount rate for the CGUs.The audit of the recoverable amount has been considered a key audit matter as the determination of the recoverable value is associated with significant estimation uncertainty.The carrying amount of investments in subsidiaries in the parent company’s separate financial statements and the values of intangible assets contained therein is also tested to identify any impairment. The test used for assessment is the test described above for intangible assets. Reference is made to note 11 in the consolidated financial statement and note 9 in the Parent Company financial statements.Purchase price allocation for business combinationsIn 2021, the Group has entered into 2 material business combinations. Acquisitions including the required purchase price allocation have a significant impact on the consolidated financial statements for 2021. Therefore, we have considered this as a Key Audit MatterThe purchase price allocations are based on a number of management assumptions and estimates related to measurement of all acquired assets, including intangible assets and liabilities at fair value.Due to the significant impact on the consolidated financial statement and allocation based on management assumption, we have considered this as a key audit matter.Reference is made to note 24 in the consolidated financial statements.For the purpose of our audit, the procedures we carried out included the following:•   We have assessed the purchase price allocations made including assessing whether the assumptions and estimates made by Management are reasonable and documented. Focus for our assessment have been placed on identification and recognition of intangible assets. •   We have reconciled the purchase price allocation to supporting documentation including share purchase agreements, calculations of fair value of brands and other intangibles, and opening balances from the acquired entities. •   In assessing the assumptions and estimates as well as the fair value calculations, we have involved our internal valua-tion specialists. •  In addition, we have assessed the appropriateness of the disclosures; Note 24 Business combinations.For the purpose of our audit, the procedures we carried out included the following:•   We have discussed with Management and evaluated the internal controls and procedures for preparing impairment tests and the budget and forecasts.•   We have focused our audit on the models and the appropriateness of key assumptions used by Management to calcu-late the values in use, as well as defined CGUs and assessed the consistency of the assumptions applied.•   We have assessed the appropriateness of the discount rates applied and underlying assumptions, as well as bench-marking to market data and external information.•   Our internal valuation specialists have supported the audit where relevant.•   In addition, we have assessed whether the disclosures; Note 11 Intangible Assets in the consolidated financial state-ments meet the requirements of IFRS.How our audit addressed the key audit matterFor the purpose of our audit, the procedures we carried out included the following:•   We have considered the appropriateness of the Group’s revenue recognition policy and assessed the compliance with IFRS 15 Revenue from Contracts with Customers.•   We have evaluated the systems and key controls, designed and implemented by Management, related to revenue recognition.•   We have discussed with Management the key judgements related to recognition, measurement and classification of net revenue and marketing cost etc. •   In addition, we have performed substantive procedures. We have discussed significant and complex customer con-tracts, locally imposed duties and fees and the development in discounts and the treatment of marketing contribution to ensure that accounting policies are applied correctly.•  We have performed journal-entries testing and verification of proper cut-off at year-end.</arr:KeyAuditMattersAudit>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="pp-value-265" xml:lang="en">Management's responsibilities for the consolidated financial statements and the parent financial statementsManagement is responsible for the preparation of consolidat-ed financial statements and parent financial statements that give a true and fair view in accordance with International Financial Reporting Standards as adopted by the EU and addi-tional requirements of the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of consolidated financial statements and parent financial statements that are free from material misstatement, whether due to fraud or error.In preparing the consolidated financial statements and the parent financial statements, Management is responsible for assessing the Group’s and the Parent’s ability to continue as a going concern, for disclosing, as applicable, matters related to going concern, and for using the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements unless Management either intends to liquidate the Group or the Entity or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="pp-value-285" xml:lang="en">Auditor's responsibilities for the audit of the consolidated financial statements and the parent financial statementsOur objectives are to obtain reasonable assurance about whether the consolidated financial statements and the parent financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assur-ance is a high level of assurance, but is not a guarantee that anaudit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a ma-terial misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements and these parent financial statements.As part of an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:  Identify and assess the risks of material misstatement of the consolidated financial statements and the parent financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appro-priate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and the Parent’s internal control.  Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and relat-ed disclosures made by Management. Conclude on the appropriateness of Management’s use of the going concern basis of accounting in preparing the con-solidated financial statements and the parent financial state-ments, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditionsthat may cast significant doubt on the Group's and the Par-ent’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the consolidated financial statements and the parent financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group and the Entity to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the consolidated financial statements and the parent financial statements, including the disclosures in the notes, and whether the consolidated financial statements and the parent financial statements represent the underlying transactions and events in a manner that gives a true and fair view. Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remainsolely responsible for our audit opinion.We communicate with those charged with governance regard-ing, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.We also provide those charged with governance with a state-ment that we have complied with relevant ethical requirements  regarding independence, and to communicate with them all  relationships and other matters that may reasonably be thought to bear on our independence, and, where applicable, safeguards put in place and measures taken to eliminate threats.From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial state-ments and the parent 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 mat-ter 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-374" xml:lang="en">Report on compliance with the ESEF Regulation As part of our audit of the consolidated financial statements and the parent financial statements of Royal Unibrew A/S we performed procedures to express an opinion on wheth-er the annual report of Royal Unibrew A/S for the financial year 1 January – 31 December 2021 with the file name ROYAL-2021-12-31.zip is prepared, in all material respects, in compliance with the Commission Delegated Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation) which includes requirements related to the preparation of the annual report in XHTML format and iXBRL tagging 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, in-cluding extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for financial information required to be tagged using judgement where necessary;  Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human readable format; and  For such internal control as Management determines nec-essary 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 auditor’s judgement, including 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 XHTML format;  Obtaining an understanding of the company’s iXBRL tagging process and of internal control over the tagging process;  Evaluating the completeness of the iXBRL tagging of the Consolidated Financial Statements;  Evaluating the appropriateness of the company’s use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identified;  Evaluating the use of anchoring of extension elements to elements in the ESEF taxonomy; and  Reconciling the iXBRL tagged data with the audited Con-solidated Financial Statements. In our opinion, the annual report of Royal Unibrew A/S for the financial year 1 January – 31 December 2021 with the file name ROYAL-2021-12-31.zip is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="pp-value-426" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
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   <cmn:NameAndSurnameOfAuditor contextRef="ctx-2" id="pp-value-431" xml:lang="en">Lars Siggaard Hansen</cmn:NameAndSurnameOfAuditor>
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   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" xml:lang="en">Royal Unibrew A/S</gsd:NameOfSubmittingEnterprise>
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   <gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" xml:lang="en">4640 Faxe</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>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-2" xml:lang="en">mne32208</cmn:IdentificationNumberOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-3" xml:lang="en">mne11681</cmn:IdentificationNumberOfAuditor>
</xbrli:xbrl>