Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2023-09-30	48159000000	dkk
ifrs-full:Assets	2022-09-30	37446000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2022-10-01	2023-09-30	24500000000	dkk
ifrs-full:Revenue	2021-10-01	2022-09-30	22579000000	dkk

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   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="s10_notesesefdkgaap__9__6-1" xml:lang="en">Reporting standards The disclosures in this Annual Report comply with the requirements of the EU non-financial reporting directive and the Danish Financial Statements Act, sections 99a and b as well as section 107d. Coloplast’s reporting in compliance with section 99a of the Danish Financial Statements Act can be found on the following pages of this report:  •  Business model: Pages 14-19 •  General ESG risk assessment: Pages 44-45 •  Risks, policies and activities regarding environment and climate change: Pages 48-57 •  Risks, policies and activities regarding employee conditions: Pages 62-64 •  Risks, policies and activities regarding human rights: Pages 57 and 59-61 •  Risks, policies and activities regarding anti-corruption: Pages 59-61 and 71 •  ESG performance data and accounting policies: Pages 140-148Business model Healthcare globally is experiencing pressure from demographic trends, constrained budgets, channel consolidation, more demanding consumers, and digital transformation. Healthcare systems need to adapt to these trends and meet the increase in demand in a cost-effective way. At Coloplast, we are building a companythat plays an active role in the care continuum and addresses the unmet needs in the market, while supporting healthcare systems globally as they go through substantial changes. We are building the consumer healthcare company of the future.  Our model is built around the patient and has five elements: 1.  bringing clinically differentiated products through innovation, 2.  building clinical preference through partnering with healthcare professionals,  3.  building consumer preference,  4.  building payer preference,  5.  documenting the value we create through data. With our business model, we want to empower users to manage their conditions at home. We call this enabling self-care at scale. This is how we aim to support both the individual user and healthcare systems and how we add value to society. Commercial model Superior, clinicallydifferentiated products Consumer Data and Clinical preference digital tools preference Payer preference This is also what we believe is at the core of being a sustainable business that is well positioned for the future.  Being a sustainable business extends to the interactions with all our stakeholders. As we continue growing, we aim to minimise our environmental footprint by reducing emissions and improving products and packaging, as well as continue to operate responsibly.  Clinically differentiated products Our business model starts with bringing differentiated technologies to the market through innovation. With our products, we aim to raise the standard of care and address the unmet needs in the market. The innovation strategy is to enable personalised care and expands beyond products, through an ecosystem of innovation which comprises core products, extended solutions and services.  This year, we launched Luja™, a new male intermittent catheter with a unique Micro-hole Zone Technology, designed to directly address key risk factors for Urinary Tract Infections, and raise the standard of care in Continence Care.   Clinical preference Across our businesses, we aim to be the brand of choice for healthcare professionals. In addition to differentiated products, we also offer education and support to clinicians.  Coloplast provides education through its Coloplast® Professional online platform in Chronic Care and Advanced Wound Care, as well as educational events across business areas. The Coloplast Professional platform is currently available in 11 markets, with more than 15,000 sign-ups, and more than 800,000 site visits in 2022/23. Consumer and payer preference Getting appropriate support is crucial in ensuring that users in the chronic care segments establish a good routine and experience a high quality of life. To provide individualised support and services to users and drive consumer preference, Coloplast has built a direct-to-consumer channel, available across more than 10 markets, and a strong patient support programme, Coloplast® Care, available to users in more than 30 markets.  To document the value we create for users, payers, and healthcare systems, Coloplast works actively on gathering data through clinical studies and pilot programmes.  An example of this is the Coloplast Care programme, which has been documented to lead to lower likelihood of readmissions and emergency room visits one month after hospital discharge for ostomy and continence care users. The results suggest that enrolment in a patient support programme following discharge could lead to a reduction in preventable healthcare utilisation. Another example of how we support healthcare systems is from the UK, where a Stoma Prescription Service pilot offered by Coloplast in selected boroughs improved quality of care, access to specialist advice, as well as prescribing costs. Equally important, the pilot showed that access to the service reduced the need for general practitioner and hospital appointments. The pilot was converted to a multi-year contract to help all stoma patients across the participating areas. Creating access for more users  Our mission and business model inherently strive for better health outcomes and better access to healthcare. Coloplast has a long-term ambition to create or improve access to better care for another one million new users across our business areas and geographies. To achieve this ambition, we work on two main initiatives.  First, we advocate for establishing reimbursement to ensure that users have permanent access to the products they need. Recent successes include establishing or improving reimbursement for hydrophilic catheters in Poland, Japan, South Korea and Australia.  Second, we work on establishing treatment protocols for patients in new segments that are currently underserved, such as Multiple Sclerosis. In collaboration with local stakeholders, with a common goal of helping people with intimate healthcare needs live a dignified life, Coloplast has a portfolio of initiatives under the corporate partnership programme Access to Healthcare. Since 2007, the programme has supported more than 80 projects in 20 countries across business areas.  Sustainable Growth Leadership In September 2020, we announced our Strive25 – Sustainable Growth Leadership strategy, covering a five-year period ending in 2025. ‘Sustainable’ because it sends an important signal. Sustainability is a key enterprise theme.  'Growth' because we want Coloplast to continue to be an innovative growth company. ‘Leadership' because we aspire to lead our categories and because we aim to evolve the way we lead. Our strategy has four enterprise-wide themes: Innovation, Unparalleled efficiency, Sustainability, and Leadership, Culture and Organisation. These four themes are enablers of the revenue growth and value creation that our business areas deliver.  With Strive25, we continue to focus on value creation through above market growth across all of our business areas and industry-leading margins.  Our long-term organic revenue growth 1)is expected to be 8-10% annually, from 7-9% previously, and was updated as a result of the acquisition of Kerecis in 2023. Our long-term EBIT margin 1)guidance is maintained at above 30%. Continence  Care Ostomy Care Voice and  Respiratory Care Interventional Urology Advanced Wound Care Leadership, culture, Innovation and organisation Efficiency Sustainability We will continue to pursue market leading growth across all our business areas, with a common theme of innovation and a geographical emphasis on the US and China.  During the strategic period, we will continue to invest up to 2% of annual revenue in incremental innovation and commercial activities to drive our growth and value creation agenda. M&amp;A plays a bigger role in the Strive25 period. To secure long-term growth options beyond 2025, we have made three significant investments in the first half of this strategic period.  In 2020, Coloplast acquired an early-stage technology, Intibia™, for treatment of over-active bladder in Interventional Urology. The technology is expected to launch in 2025/26 and will support long-term growth above the market in Interventional Urology.  With the Atos Medical acquisition in 2022, Coloplast added the Voice and Respiratory Care business area to the portfolio. The business area represents a continuous growth option in a chronic category with limited competition and significant untapped potential.  Finally, with Kerecis, Coloplast acquired an attractive and highly differentiated technology in the biologics wound care segment based on fish skin, with the aim to strategically transform our position in the wound care market.  Innovation Innovation and bringing differentiated technologies across all our business areas will continue to be a core driver of organic growth. We will continue to invest in R&amp;D and maintain an R&amp;D-to-sales ratio of around 4% annually.  The most important initiative in this strategic period is to launch clinically differentiated products from our Clinical Performance Programme in Chronic Care. We will also continue to expand our portfolio by launching line extensions within existing technologies across all business areas. In 2023, we initiated the launch of the first product from our Clinical Performance Programme, the new intermittent catheter Luja™. A significantnumber of launches are expected in the second half of our strategic period, starting with our new digital ostomy tool Heylo™, the female version of the Luja catheter, line extensions of our SenSura® Mio portfolio, as well as product launches in Bowel Care and the advanced wound dressings portfolio.  Unparalleled efficiency Since 2008, Global Operations have delivered significant value through Global Operations Plans (GOPs). In the Strive25 period, GOP5 and GOP6 will play a key role in maintaining efficient operations. GOP5 and GOP6, differ fromprevious plans, as the benefits from offshoring of manufacturing are limited. In addition, external factors like wage inflation and labour shortages in Hungary, and recently since 2022, inflationary pressure on raw materials, freight, and energy prices, have put more pressure on the overall financial performance. Key initiatives in GOP5 are automation and footprint diversification. We initiated automation at our manufacturing sites in Hungary and China to maintain headcount neutrality, with a net impact of ~800 FTEs in 2022/23 compared to planned ~1,000 FTEs. The programme has been impacted by longer component lead times and is expected to be finalised during 2023/24. As part of the footprint diversification theme, weexpanded our production footprint in Costa Rica with two sites, to support a wider geographical spread of risk and a more robust set up. Around 25% of volumes are expected to be produced inCosta Rica by 2024/25.  Key initiatives in GOP6 are continued development of our footprint and managing input prices and cost efficiency. Portugal is the chosen location for our next manufacturing site due to its proximity to key markets in Europe and a stable supply of qualified labour. The site will be 30,000 m2 and largest to date, removing the need to build additional sites until 2029/30. The site is expected to be operational in 2026. The investment level is expected around DKK 700 million, evenly split over a 3-year period. As a result, the CAPEX-to-sales ratio is expected to be around 5% for the remainder of the Strive 25 period. To manage the ongoing inflationary pressure, we have also initiated a company-wide procurement programme, aimed at driving cost efficiency.  During Strive25, we expect continued positive scale effect in our business support organisation driven by further utilisation of our Coloplast Business Centre and investments in IT. We also expect benefit from synergies related to integration of Atos Medical, estimated ataround DKK 100 million.  Sustainability With Strive25, sustainability was integrated into our strategy and elevated to an enterprise theme. As we grow, we have made it a priority to do so in a sustainable way.  Every second, about 50 people around the world pick up and use one of our products to manage an intimate health care condition. Helping more than two million users live a better life also means that we produce and ship more than 1.5 billion products every year. We have a clear obligation to reduce our environmental footprint and help accelerate a green and just transition while never compromising on the quality and performance of our products as our users depend on them. We also believe that aiming high when it comes to sustainability will help future-proof our growth, provide resilience against regulation and spur innovation. Within the Strive25 strategic period, Coloplast is investing DKK 250 million in more sustainable solutions and capacity building across our business. We are also partnering with actors within and outside our industry to understand and accelerate the availability of more sustainable materials and technologies.  Coloplast is a signatory of the UN Global Compact, and its ten principles are part of our way of doing business. Coloplast is also committed to contributing to the UN Sustainable Development Goals (SDGs) with particular focus on:  •  SDG 3: Good Health and Well-Being, which we address through our mission and business model •  SDG 12: Responsible Consumption and Production, which we address through our strategic focus on improving products and packaging •  SDG 13: Climate Action, which we address through our strategic focus on reducing emissions Further, through our commitment to responsible operations, we contribute to SDG 5: Gender equality, SDG 8: Decent work and economic growth and SDG 10: Reduced inequalities.  With the addition of Voice and Respiratory Care in 2022, we are working to extend our sustainability ambitions to this area. This year, we have begun integrating the business into our sustainability agenda.  In 2023, Coloplast acquired Kerecis and in the coming years we will set a plan for how to address Kerecis on ESG-related matters. Kerecis has a strong foundation with a mission to help more people in need of wound treatment through a portfolio based on cod fish skin, a by-product from Icelandic fisheries, and a unique waste-to-value proposition.  Improving products and packaging As for any manufacturing company, environmental impacts from our products and packaging contribute significantly to the overall footprint of our company. Coloplast’s Strive25 sustainability strategy includes targets for making our packaging more sustainable by introducing renewable and recyclable materials as well as for recycling our production waste. Due to the significant regulatory restrictions on our industry and our priority to never compromise on user safety, making environmentally sustainable products is a challenge we face along with our industry peers.  At Coloplast, we consider environmental performance when developing new products and packaging. Our focus is on designing our products and packaging to have a lower environmental impact, for example by designing our packaging to be recyclable and made of renewable materials such as recycled or bio-based materials. This year, we have formally integrated sustainability in our product development model, and we have initiated and continued projects with potential to significantly reduce the environmental footprint of our portfolio. We have also continued to make progress within sustainable production waste management with a recycling rate of 75% this year. Reducing emissions Climate action is a key priority for Coloplast. As a responsible company, it is our obligation to reduce our emissions and limit our impact on the climate. As part of Strive25, Coloplast is committed to emission reduction targets in line with limiting global warming to 1.5˚C as outlined in the Paris Agreement. We have set emission reduction targets on scope 1, 2 and 3 emissions as well as on renewable energy. These targets are validated by the Science Based Targets initiative (SBTi). In 2022/23, we have delivered on our climate ambitions by continuing to phase out the use of natural gas, and we have further developed our value chain decarbonisation plan.  Responsible operations We have a strong commitment to operating responsibly by delivering safe and reliable products, ensuring a safe and healthy working environment for our employees, and upholding a high level of integrity in interactions with all our stakeholders.  In 2022/23, an employee tragically lost his life while at work at a Coloplast site. A thorough root-cause analysis has been completed, and we have implemented actions to avoid a similar incident in the future. Coloplast is fully dedicated to ensuring a safe and healthy working environment and we regard this tragic fatality as an unacceptable outlier. Leadership, culture, and organisationColoplast is a global employer with a purpose-driven culture, rooted in a mission to make life easier for people with intimate healthcare needs.  At the end of 2022/23, Coloplast surpassed a total workforce of about 15,900 people, including our colleagues at Kerecis. We are present in more than 40 countries and employ people of more than 120 nationalities. Attracting and retaining a diverse pool of talent is critical to Coloplast’s continued success. Our existing workforce represents a rich diversity of educational background, nationality, gender, age and ethnicity. This ensures that a variety of perspectives is brought to the table, which is key for future success and continued innovation and growth.  In 2023, we were recognised as one of the Top 25 Companies to work for in Denmark. Several of our subsidiaries across geographies received similar recognitions during the year. As we continue to grow, it is important to keep our mission top of mind for current and future employees while demonstrating our commitment to maintaining an engaging and inclusive workplace where employees perform, grow and feel a sense of belonging. We also need to ensure that we evolve the way we lead while continuing to promote the behaviours needed to succeed. This is why we have developed and rolled out our leadership promise, which builds on our existing strong purpose-driven company culture and has four pillars: we aim high, we simplify, we empower, and we are inclusive. Our leadership, culture and organisation agenda is centred around three themes: Talent for the future, employee engagement, and inclusion and diversity.  Talent for the future Key to our continued growth as a company is having the right talent pipeline for the future. In a dynamic global labour market, we have a strong focus on strengthening our competitive position through emphasis on our unique purpose and growth opportunities for our employees. In 2022/23, 65% of open critical managerial positions were filled with internal candidates. Employee engagement Regular feedback from our employees is crucial to measuring organisational health. Therefore, Coloplast conducts an employee engagement survey twice per year.   We continued to see strong engagement among our employees, with a score of 8.1 in 2022/23 (out of 10), above industry benchmark. Inclusion and diversity  Coloplast is committed to building and sustaining an inclusive culture that offers equal opportunities and leverages diversity at all levels. Across our organisation, we have a gender split of 62% of female employees and 38% male employees. However, when looking at the gender split at the senior leadership level, the balance shifts, with 26% share of senior female leaders and 74% share of male senior leaders.  To strengthen our commitment to improving gender balance at the senior leadership level, Coloplast has signed the Confederation of Danish Industry’s Gender Diversity Pledge. We are committed to a target of 40/60 gender distribution in management and in the Board of Directors by 2030. We have already achieved an equal gender balance at the Board of Directors level, and we have a strong future pipeline of female leaders, with 46% of all managers at Coloplast being female.  Diversity extends beyond gender. To benefit from our diverse workforce, we aim to ensure a diverse composition of teams, which looks not only at gender, but also age and nationality and we have set an ambition to reach a share of 75% diverse teams by 2025.Our sustainability agenda At Coloplast, we are addressing our obligation to contribute to a green and just transition by working hard to improve our products and packaging and reduce our emissions while always operating responsibly.  Governance of sustainability  To ensure progress across all business activities globally, Coloplast has anchored the sustainability agenda at the top level of our organisation.  Board of Directors The Board of Directors provides input on our overall sustainability direction and progress. The Board receives regular updates on the company’s sustainability performance and is formally briefed on sustainability once per year. Within the Board of Directors, the Audit Committee is briefed on sustainability matters twice per year and is responsible for advising Coloplast’s ESG reporting, while the Remuneration Committee oversees Coloplast’s sustainability-related remuneration. Executive Leadership Team as Sustainability Steering Committee The Executive Leadership Team functions as the Sustainability Steering Committee and convenes four times per year for updates and direction-setting on risks, opportunities and recommendations for further improvements within sustainability.  Global Sustainability leading strategy implementation The Global Sustainability department is responsible for implementing Coloplast’s sustainability strategy across all parts of the business. This includes close involvement in the decision-making around Coloplast’s products including the value chain impact as well as engaging with stakeholders to identify risks and opportunities.  Future-proofing our sustainability governance  Coloplast is experiencing increased focus on strong sustainability governance in the form of new and upcoming legislation, including initiatives under the EU’s Green Deal, as well as expectations from key stakeholders such as payers and shareholders. We are committed to maintaining and developing our strong organisational anchoring as needed to meet these requirements and expectations in the years to come.  Material topics Coloplast has conducted a materiality assessment of relevant sustainability topics based on our own assessments aswell as external input. The identified material topics represent areas where Coloplast poses a potential social or environmental risk to or has a positive impact on stakeholders and the UN Sustainable Development Goals. Our current materiality assessment is based on insights gathered during the process of formulating our Strive25 sustainability strategy. During 2023/24, Coloplast will complete an updated double materiality assessment in preparation for the EU’s Corporate Sustainability Reporting Directive. CA ATH HC RE SMC EMP HR GE H&amp;S RSP ECT TTM WM CC Importance to Coloplast HC Using zero hazardous chemicals EMP Ethical marketing practices ATH Improving access to high quality healthcare H&amp;S Having a safe and healthy workplace for employees CA Climate action GE Achieving gender equality SMC Sustainable material consumption HR Protection of human rights RSP Responsible sourcing of products CC Sponsoring community charities TTM Transparent tax management RE Renewable energy &amp; energy efficiency ECT Ethical pre-clinical and clinical trials WM Water management Listening to our stakeholders  At Coloplast, we strive to set the global standard for listening and responding. We engage in dialogue with a range of stakeholders including users, healthcare professionals, shareholders, business partners and society in general. These dialogues provide valuable insights and informs our approach to material topics. Users Coloplast conducts annual satisfaction surveys targeting users in more than ten countries. Furthermore, we engage with our users when developing products and through our support programme, Coloplast® Care, which aims to provide guidance and support to users. Healthcare professionals Coloplast engages with healthcare professionals through regular advisory boards. We also facilitate education of healthcare professionals through Coloplast® Professional.   Payers Coloplast proactively engages with payers through advisory boards and continuous consultations to discuss innovation, current standards of care, environmental concerns and more. Employees Coloplast communicates daily with employees through our intranet. We also host regular information meetings with top leadership, which are broadcasted to employees globally. In addition, Coloplast conducts biannual, global engagement surveys. Shareholders Together with our Investor Relations and Global Sustainability departments, Coloplast’s CEO and CFO facilitate ongoing dialogue with shareholders and provide regular updates to the market through interim financial results, conference calls and investor events.  Society Coloplast has incorporated the SDGs into our sustainability strategy to reflect the priorities of the global community. We also maintain an ongoing dialogue with relevant organisations regarding healthcare progress and challenges in local communities. Through our public affairs work, Coloplast engages strategically with external stakeholders such as public officials, policymakers, and patient advocacy groups to address societal needs and enhance health outcomes for people living with intimate healthcare conditions. Addressing risks and opportunities Coloplast is mindful of the actual and potential impacts posed towards society as a direct or indirect result of our activities. These include, but are not limited to, climate change, labour and human rights as well as fraud among distributors. We have policies in place to mitigate relevant risks, which are published alongside this report on our website. Climate-related risks The medical device industry is not considered to have a high exposure to climate-related risks, and such risks are thus not included in the risk management section of this report. Nonetheless, a preliminary risk assessment performed by internal working groups revealed potential long-term exposures to both physical and transition risks related to climate change within our supply chain and manufacturing. Coloplast is committed to reporting step-by-step according to the recommendations of the Task Force on Climate-Related Financial Disclosures framework (TCFD). We have completed assessments of physical and transition risks for all sites in scope for our sustainability reporting and established a roadmap for how to achieve full disclosure in line with the TCFD recommendations. This work will also prepare us for the requirements of the EU’s Corporate Sustainability Reporting Directive (CSRD).  Our preliminary assessment has identified transition risks such as increased demand for more sustainable products and packaging and increased legal and compliance requirements with focus on environmental, social and governance (ESG) topics. Physical risks identified include extreme weather patterns and rising sea water levels affecting our supply chain.  Climate-related opportunities are addressed within our sustainability ambitions as part of our Strive25 strategy.  Sustainability-related remuneration To sharpen our focus and incentivise positive change, a performance target linked to climate-related criteria is included in the remuneration of Coloplast’s Executive Leadership Team.Strive25 priority: Improving productsand packaging  Coloplast is committed to improving the environmental performance of our products and packaging. Due to the regulatory restrictions to our industry and our priority to never compromise on user safety, delivering environmentally sustainable products to the market may take several years. We see more immediate opportunities for packaging and have set an ambition to increase the share of recyclable packaging to 90% and the share of renewable materials in packaging to 80% by 2025. We are also working to reduce our packaging volumes.  Improved reporting We have made significant improvements to our reporting on packaging. During 2022/23, we established an internal, dedicated reporting and assessment tool based on product and packaging composition. In the coming year, we will continue to improve the tool with better functionality and improved underlying data quality. This will enable more precise calculations, such as the carbon footprint of our products based on their composition. In addition to enabling us to drive our strategic ambitions, the tool will also support our preparation for the EU’s Corporate Sustainability Reporting Directive, which includes disclosure requirements on resource flows and circularity. According to the output from this tool, 72% of our total packaging is recyclable, while 66% consists of renewable materials. Any inconsistency with numbers previously reported is due to improved data quality in our updated reporting methodology. Secondary and tertiary packaging Today, our secondary and tertiary packaging, such as retail boxes and shipping boxes, already consists of renewable materials and is recyclable. The majority of our shipping boxes are made from FSC©-certified materials, ensuring that they come from controlled and well-managed sources and that they contribute to more sustainable forestry.  Primary packaging The primary packaging is often closely linked to the clinical performance of our products, providing key functionalities such as usability and sterility. Hence, more sustainable alternatives with equally high performance standards to existing packaging may not be readily available and require dedicated development efforts. Coloplast has initiated several projects to make our primary packaging more sustainable – including two projects initiated in 2022/23 focusing on developing more sustainable packaging for our intermittent catheters. These catheters currently have packaging with complex material structures to ensure product sterility and shelf life, leading to limited recycling potential. The aim of the two projects is to develop more recyclable packaging solutions without compromising on the protective barrier functionality. While these projects require time and new technology development, the positive contribution to the environmental performance of the overall portfolio is expected to be significant. Strive25 ambitions %90of packaging recyclable by 2025 %80of packaging consisting of renewable materials by 2025 %75of production waste recycled by 2025 SDGs impacted We continue to progress on projects initiated in previous years, including the introduction of recycled material in plastic trays for ostomy baseplates and supporting products. We also continue to explore more sustainable solutions for packaging which is sterilized using ethylene oxide (ETO). This project spans across several business areas, including Continence Care, Ostomy Care and Advanced Wound Care, and has the potential to contribute significantly to the environmental performance of our portfolio.Partnering for impact Achieving the necessary product changes sometimes requires efforts beyond what is feasible for a single company. We therefore continuously investigate potential partnerships with actors within and outside our own industry to understand the availability and potential of more sustainable materials, technologies and practices.  We are currently involved in several multi-stakeholder partnerships with the ambition of improving the environmental impact of our products. One example is the Circular Industrial Plastic (CIP) partnership, which brings together 17 manufacturers, technology providers and knowledge partners to upscale a circular plastics economy. Coloplast’s key focus here is to identify and scale technologies to help us improve the recyclability of our materials. Another is the Manufacturing Academy of Denmark (MADE), which aims to develop the leading sustainable manufacturing practices of the future. Within MADE, Coloplast is focused on understanding regulatory landscapes and user preferences related to making our products more sustainable. Our position on plastic  As a manufacturer of medical products made primarily of plastic, Coloplast has a responsibility to contribute to solving the problems with plastic consumption and waste. This is an integral part of our commitment to contributing to SDG 12: Responsible Consumption and Production. We embrace this responsibility and have set clear priorities, which are formalised in our position on plastic: •  Product safety and clinical performance cannot be compromised •  Single-use products are the easiest and safest option for our users  •  Sustainability should be easy for our users •  We must identify new materials and support the development of new technologies •  Partnerships across the industry are essential Our full position on plastic can be found on our website. Key figures SHARE OF RECYCLABLE PACKAGING* 90%72%2025 ambition 2022/23SHARE OF PACKAGING CONTAINING RENEWABLE MATERIALS* 80%66%2025 ambition 2022/23*Packaging ambitions covering products currently on the market. Due to a new and improved reporting tool, the packaging data is not comparable with data previously reported. Phasing out hazardous substances Our proactive position on hazardous substances All Coloplast products are biocompatibleand safe for the intended purposes. We have launched a position paper on hazardous substances, which includes the Coloplast Substance Requirement List (CSRL) and serves as a guiding document for our internal work to phase out hazardous substances. We include the Coloplast Substance Requirement List in the design process for new products, thereby ensuring that any requirements related to hazardous substances are met up-front during the design and material selection phases. During 2022/23, we completed several 1)projects to remove REACH candidate listed substances from our products. As a result, di(2-ethylhexyl) phthalate (DEHP) has now been removed from the intermittent catheters Self-Cath, Self-Cath Plus, Self-Cath Closed System, Self-Cath Closed system kit and the Conveen Contour urine bags, and we are working to remove DEHP from the EasiCath catheter range during next year. We have further initiated a project to remove dibutyl phthalate (DBP) from Peristeen Plus. One additional project is added to the product pipeline related to substances in adhesives for the Conveen Uriliner added to the REACH candidate list in 2023. These products are biocompatible and safe for the intended purposes with exposure to the relevant substances at very low and acceptable levels. However, in accordance with our position on substances, we have decided to proactively remove or replace these substances.  Our structured monitoring process to detect changes in regulation, science, and technology early on has further resulted in two meetings in our Substance Substitution Group. As an outcome, initiatives have been launched to review options for removal or replacement of relevant substances.  This work exemplifies how our substance position enables us to identify opportunities and risks at an early stage and proactively substitute substances before regulation requires it.  Substances in our products, packaging and working environment During 2022/23, we continued our focus on substances as they pertain to products, packaging and working environment. We have implemented a database across most business areas, offering a complete and structured overview of substances used in production processes. This information will form the basis for future ambitions and initiatives related to substances in our products, packaging and working environment, most notably at our production sites. In the coming year, we will extend this database to cover Voice and Respiratory Care.  Coloplast’s substance position  Coloplast is mindful when selecting materials and substances used in our products. We commit to and ensure that: •  Coloplast products are biocompatible and safe for the intended purposes •  We follow and comply with international and local regulations and standards – including REACH, the California proposition 65 list, EU MDR, FDA, EN ISO 10993-1:2020 and more  •  We monitor and track changes in regulations to identify and mitigate risks early on. The risks are reported to management on a quarterly basis, including escalation to Coloplast’s Substance Substitution Group, which convenes biannually  Read our full position paper on hazardous substances on our website. 1) Regulation on the Registration, Evaluation, Authorisation and Restriction of Chemicals Sustainability in product development The environmental impacts from Coloplast products can be significantly reduced by making the right decisions early in the product development process. Coloplast has introduced eco-design principles into our innovation processes to build internal knowledge and awareness of the potential environmental impacts and to allow for better and more impactful decision-making.  Integrating the eco-design principles The eco-design principles are based on life cycle thinking and designed to reduce material use in products and packaging, generate less production waste, use more sustainable raw materials such as biobased and recycled materials, improve recyclability of products and packaging, and avoid hazardous substances. During 2022/23, we achieved several milestones: •  The eco-design principles have been integrated into Coloplast’s development model, and sustainability assessment processes have been formalised for Ostomy Care, Continence Care and Advanced Wound Care •  We have developed an assessment tool internally which integrates life cycle thinking and allows project teams to test the sustainability performance of relevant concepts  •  Sustainability assessments have been completed for all ongoing product development projects •  A product sustainability toolbox has been launched to guide project teams throughout the process of conducting a sustainability assessment  In addition to these milestones, relevant colleagues have been trained on using the eco-design tools and processes. Product sustainability assessment Conducting project-specific sustainability assessments allows us to identify key focus areas and work towards feasible solutions early on. Furthermore, a comprehensive overview of the innovation pipeline allows us to spot trends which may require dedicated effort. Such projects explore technology development more deeply and may result in impacts across multiple projects. Having a clear vision for our innovation pipeline prompts us to scout for more sustainable solutions and collaborate even more closely with our suppliers.  We continuously evaluate our progress and update tools and processes as needed to steer innovation toward more sustainable choices. We believe this is the best approach to making sure our new products adhere to Coloplast’s sustainability strategy and the latest science. Our ambition for 2023/24 is to integrate sustainability further into innovation activities to enable more sustainable solutions in the early stages of development. We strive to develop more sustainable products, without compromising on  Eco-design principles Substances Avoiding hazardous substances  Material type  Using more sustainable materials in products and packaging  Size and weight  Making products and packaging lighter  Recyclability  Considering recyclability of products and packaging Climate impact  Reducing the carbon footprint of products and packaging Production waste  Reducing waste from manufacturing and improving waste recyclability  safety and clinical performance. We will share details on specific product improvements as the relevant sustainability projects mature. Making our product portfolio more sustainable not only helps us achieve our overall sustainability ambition and secure a competitive advantage – it also helps us contribute to the well-being of both people and the planet. Sustainable waste and water management Coloplast has set an ambitious goal of recycling 75% of our production waste by 2025. As part of our sustainable waste management efforts, we also focus on developing a more detailed knowledge base of waste types and volumes and expanding our partnerships for circular waste management. This enables us to further improve our sustainability performance and prepare us for the upcoming requirements of the EU’s Corporate Sustainability Reporting Directive. Reducing waste  As a result of Coloplast’s continued growth, our total waste volume continues to increase. Nonetheless, we aim to continuously reduce the amount of production waste generated for each Coloplast product. The integration of the eco-design principles in product development also targets production waste and thus supports further waste reduction. Production waste recycling During 2022/23, we continued to improve the production waste recycling rate across sites. With 75% of Coloplast’s production waste being recycled in 2022/23, we have achieved our target ahead of time. Our progress continues to be driven mainly by our partnership with a recycling manufacturer in Hungary, which utilises Coloplast’s production waste in rubber-based composite flooring and building insulation. We continue to look for new use cases for our production waste across sites, particularly in Costa Rica. This work will be integral to further improving our production waste recycling rate as well as to securing the long-term stability and value creation of recycling. Sustainable waste management Coloplast remains dedicated to broadening our approach to sustainable waste management even further. In the coming years, we will focus on higher-value activities such as reducing, reusing and repurposing. At our production site in China, reusable wrapping has already replaced single use wrapping, and a host of other activities have been initiated to reduce, reuse and recycle in innovative ways with promising results.  We are further exploring new and emerging technologies for recycling through participation in commercial and applied research partnerships. We are also investigating opportunities for and potential barriers to better infrastructure for circular plastic production.  Water management Coloplast’s water use for production purposes is limited, and water is mainly used for sanitation and gardening. Whenever water is used, our focus is to reduce. In 2022/23, we restored 1.6 acres of irrigated lawn to its original prairie landscape at our site in Mankato, USA, thus eliminating the need for irrigation. Overall, our water consumption in 2022/23 remained on par with 2021/22.Key figures 4%219%15,410tonnes waste in 2022/2375%Hazardous waste Landfill Recycled Incinerated PRODUCTION WASTE RECYCLING RATE 75%75%2025 ambition 2022/23Strive25 priority: Reducing emissions  Climate action is a key priority for Coloplast, and we have ensured that our emission reduction targets are science based and aligned with limiting global warming to 1.5˚C. Coloplast’s overall emissions in 2022/23 were negatively impacted by the inclusion of Atos Medical in emissions accounting. During 2023/24, we will continue this integration work. We also plan to revise and improve our scope 3 methodology for calculating emissions stemming from raw materials used in our products and packaging.  Science-based targets To ensure that we reduce our emissions at the scale and speed needed, Coloplast’s emission reduction targets in scope 1, 2 and 3 as well as our renewable energy target have been validated by the Science Based Targets initiative (SBTi). SBTi is an independent organisation defining and promoting best practice in science-based target setting using a standardised and transparent methodology. Our science-based targets are: Scope 1 and 2 emissions Coloplast commits to reducing absolute scope 1 and 2 GHG emissions by 100% by 2030 from a 2018/19 base year. Renewable energy Coloplast commits to continuing annually sourcing 100% renewable electricity through 2025. Scope 3 emissions Coloplast commits to reducing scope 3 GHG emissions by 50% per product manufactured by 2030 from a 2018/19 base year. The integration of Voice and Respiratory Care has significantly impacted our ability to track our current progress against baseline emissions. To reestablish a comparable baseline, we have recalculated our 2018/19 emission baseline to include Voice and Respiratory Care enabling more accurate reporting for 2022/23. Next year, we will further refine this recalculation to reflect the structural and methodological changes in line with SBTi and Greenhouse Gas Protocol requirements. We will seek revalidation by SBTi to ensure that we continue to align our climate action with the 1.5˚C warming scenarios. Our commitment to reduce absolute scope 1 and 2 emissions by 100% by 2030 entails the elimination of all energy-related emissions in scope 1 and 2 by 2025 and the elimination of emissions from company cars by 2030. This year we reduced scope 1 and 2 emissions by 10% compared to the base year 2018/19. Within our existing business the reduction was mainly driven by energy efficiency improvements, phasing out of natural gas and electrification, partly offset by increased emissions from company cars. With the integration of Voice and Respiratory Care, our scope 1 and 2 emission reductions were partly offset by increased emissions from company cars and energy consumption. Procuring 100% of our electricity from renewable sources is a necessary step towards reducing our overall emissions. Today, 78% of our energy consumption is from renewable sources, up from 72% in 2021/22. Strive25 ambitions %100reduction of scope 1 &amp; 2 emissions by 2030* %100renewable energy by 2025 %100electric company cars by 2030 %50reduction of scope 3 emissions per product by 2030* %10reduction of air travel by 2025 and then freeze* %5limit on goods transported by air SDGs impacted *From the base year 2018/19 Setting an intensity-based target for scope 3 emissions impacts Coloplast products currently under development as well as future products. We see this as a means to future-proof our compliance and drive our competitive advantage. In 2022/23, our absolute scope 3 emissions increased slightly since last year along with our per-product scope 3 emissions. As a result, our per-product scope 3 emission reduction for 2022/23 is 8% compared to the base year 2018/19. This development is mainly due to the integration of Voice and Respiratory Care into our emission accounting period. Decarbonisation  Decarbonising our own operations  The decarbonisation of Coloplast’s own operations continues to be a key priority with focus on the three workstreams of phasing out the use of natural gas, increasing our renewable energy consumption and increasing the share of electric company cars. Decarbonising our value chain Scope 3 emissions constitute a key component in Coloplast’s overall decarbonisation strategy.In 2022/23 we have continued to leverage our supplier sustainability programme as an enabler to achieve our science-based targets. Through a thorough mapping of value chain activities, including emissions and climate risks, we have begun to develop transition plans based on key decarbonisation pathways, short and long-term decarbonisation activities and progress tracking. Our current strategic focus is on raw materials, machinery, transportation and business travel. 1)Coloplast’s total scope 1, 2 and 3 emissions - tonnes CO2e197,000181,500177,400190,00015% 15%14%19%3% 3%6%4%11%10%9%12%Scope 3 - Other reported Scope 3 - Fuel and energy-related 60%61%58%52%Scope 3 - Transportation of goods Scope 3 - Raw Materials 11% 11%13%13%Scope 1 and 2 - Natural gas &amp; company cars 2022/23 2021/22 2020/21 Base year2018/191) Voice and Respiratory Care is included for 2022/23 and base year 2018/19. Emissions for 2021/22 and 2020/21 cannot be compared. In 2022/23, Voice and Respiratory Care represented 6% of the total reported scope 1, 2 and 3 emissions compared to 4% in the base year 2018/19. Reducing scope 1 and 2 emissions In 2022/23, scope 1 and 2 emissions made up 11% of our total, reported emissions. Addressing the emissions that occur in our own operations is important to reduce our overall footprint, uphold our commitment to climate action and gain learnings which may be applied across our value chain. Using energy from renewable sources We continue to advance our efforts on renewable energy. Our ambition is to have all sites running on 100% renewable energy by 2025. Our approach is to procure electricity from renewable sources and phase out the use of natural gas – primarily through electrification but also by other means such as utilisation of district heating run on renewables where feasible. During 2022/23, we continued to phase out the use of natural gas at our production sites. An additional electric heat pump was installed at Nyírbátor, Hungary, and a comprehensive electrification and energy saving option study was completed at our facility in France. By the end of 2023, our facilities in Denmark will be heated through district heating generated by incineration of 80% FSC©-certified biomass and 20% household waste.  Electricity accounts for more than 75% of the total energy consumption in our production. Wherever our electricity is not already from renewable sources, Coloplast purchases renewable energy certificates (RECs) to cover our consumption, effectively reducing our emissions by 32,200 tonnes CO2e in 2022/23 compared to conventionally generated electricity. Our ambition is to replace RECs with Power Purchase Agreements (PPAs) to ensure additionality in the regions where we produce through the construction of new renewable power generation capacity at our request.  Coloplast signed its first PPA in 2021/22linked to a newly constructed solar parkin Denmark. With its commissioning in 2023, the PPA will cover 100% of our electricity consumption in Denmark from 2023/24 onwards. This year we have also pursued further feasible options for PPAs in other markets, and this work will continue in 2023/24. Improving energy efficiency It is Coloplast’s ambition to continuouslyreduce energy consumption per product. Combined with the use of renewable energy, this is an efficient way to reduce climate impacts from ourproduction. This year, our energy efficiency decreased slightly to 0.13 kWhper product compared to 0.12 last year.Electric company cars  In 2022/23, Coloplast operated a car fleet of around 2,400 cars. We are converting to electric company cars with a target of 100% by 2030. During 2022/23, the size of our fleet increased with the addition of the existing car fleetheld by Voice and Respiratory Care. Despite this, we have continued to increase the share of electric company cars from 4% to 8% in 2022/23. The development is driven mainly by our sales subsidiaries in the UK, Sweden, Key figures SHARE OF RENEWABLE ENERGY 100%78%2025 ambition 2022/23SHARE OF ELECTRIC COMPANY CARS*  100%8%2030 ambition 2022/23*2030 ambition is 100% electric company cars in scope 1 and 2 Denmark and Norway. In the latter, our company car fleet is now fully electric. Our progress continues to be challenged by long lead times for electric cars and slower development of charging networks than anticipated. We are not satisfied with our current progress on converting our car fleet to electric vehicles and have, as a consequence, removed our milestone target of 50% electric cars by 2025. Instead, we commit to accelerating our efforts to reach our end target of 100% by 2030.  Scope 3 – reducing product footprint Transparent reporting  Coloplast is focused on accounting and reporting the most significant sources of emissions while continuously broadeningour scope to improve transparency.  To ensure better control of the data reported in scope 3, Coloplast has developed strict control procedures for externally reported emissions. As data quality improves across categories, we will expand our reporting. Effective value chain emission reductions can only be achieved in collaboration with suppliers, partners and employees. We have identified key improvement areas and taken specific action within raw materials, production, transportation of goods and business travel. We have also further developed our data improvement plan to expand the data collected from our partners, refine calculations and update methodologies. Raw materials Raw materials are a major source of value chain emissions, accounting for 67% of the reported scope 3 emissions in 2022/23 compared to 68% last year. We continue to engage with our top-emitting suppliers, and in 2022/23 we have included even more suppliers in our supplier sustainability programme.Furthermore, we have integrated climate impact assessment into our innovation process, increasing the focus on developing new products with a lower carbon footprint together with ourraw material suppliers. In 2022/23, we also initiated the process of collecting supplier-specific activity data for emission accounting.  Transportation of goodsUpstream and downstream transportation of goods accounted for approximately 12% of Coloplast’s total scope 3 emissions in 2022/23 comparedto 15% in 2021/22. Given our growth rates, transportation needs will increase going forward, meaning that total emissions from transportation of goods will also increase. Coloplast mitigates emissions by substituting air with sea and ground freight. We have set an ambition to limit the use of air freight to 5% of total goods transported. In 2022/23, 2% of goods were transportedby air. Coloplast users are dependent on receiving a stable and adequate supply of products. In case of extraordinary events in the supply chain, Coloplast will prioritise user needs and, if needed, sendproducts by air to ensure that they reach users in time.  Reducing business travel Despite growing across all geographies, Coloplast aims to reduce emissions from company air travel by 10% compared to 2018/19 levels and then freeze. We will limit the number of business trips while promoting emission-efficient choices when travelling. We are also strengthening digital meeting resources and working-from-home capacities. We have included emission information from available travel options when employees book business travel, expanded the list of rental car suppliers in Europe and promoted the use of cars and public transportation for short business trips. As COVID-19 impacts on travelling were further reduced in 2022/23, the emissions from air travel have increased compared to previous years. However, compared to pre-pandemic levels, emissions from air travel are still significantly lower, resulting in a 41% reduction of air travel in 2022/23 compared to the base year 2018/19. Supplier sustainability programme Coloplast’s supplier sustainability programme provides the framework for engaging with our suppliers and is an important lever for achieving our Strive25 ambitions. We continued to see progress in 2022/23 with overall development of our activities and in preparation for the EU’s Corporate Sustainability Due Diligence Directive. Coloplast respects internationally recognised human rights, including labour rights, and comply with the ten principles of the UN Global Compact. Our Supplier Code of Conduct describes our standards and can be read in full on our website. Engaging with our suppliers on climate In support of our ambition to reduce scope 3 emissions by 50% per product, Coloplast has mapped top emitters and identified that approximately 460 suppliers account for 80% of our total scope 3 emissions. This year, we have reached out with a climate ambition statement to the first 100 of these suppliers representing roughly one third of our scope 3 emissions. Most of these suppliers have no publicly stated emission reduction targets. The purpose of the statement is to create awareness of our ambition and to initiate dialogue about tracking of emissions data, target setting and emission reduction initiatives. We will expand our efforts to all 460 top-emitting suppliers in the coming year. Sustainability in the procurement process Addressing sustainability in decision making This year, Coloplast introduced a global guideline for sustainable procurement outlining how to address sustainability at different steps of the procurement process from category planning and sourcing to ongoing supplier business relationship management. The guideline facilitates internal awareness-building of due diligence requirements, key sustainability topics and how to link procurement decisions to Coloplast’s sustainability strategy. Supplier ESG assessment In continuation of the pilot self-assessments in 2021/22, Coloplast has distributed a new supplier self-assessment questionnaire to our top-emitting suppliers as well as other key suppliers across direct and indirect categories. The questionnaire includes Coloplast’s Supplier Code of Conduct and 27 questions covering environment, human rights, labour rights and ethics.  The response rate is satisfactory and provides Coloplast with valuable supply chain insights. We are using these insights in our dialogue with suppliers as well as to map opportunities and gaps related to our climate ambitions and upcoming legislative requirements.  During 2023/24, we will distribute the questionnaire to more suppliers and use the insights to target our dialogue based on performance.  Supplier auditing Coloplast’s supplier audit programme focuses on high-risk countries. All raw material suppliers in high-risk countries are evaluated as part of the approval process and a reassessment is completed every third year thereafter. Audits are carried out by an external partner in accordance with local regulations, Pharmaceutical Supply Chain Initiative (PSCI) principles, Coloplast’s Supplier Code of Conduct and the UN Global Compact. If an issue is identified, Coloplast and the supplier must agree on necessary improvements in a corrective action plan. Subsequent outcomes depend on the severity of the findings and the supplier’s response to the corrective action plan. Coloplast conducted 12 audits of tier 1 and 2 suppliers in China and Pakistan during 2022/23 and put in place corrective action plans where needed.  Peer collaboration Coloplast joined the Pharmaceutical Supply Chain Initiative to access a community of more than 70 of the largest pharma and healthcare companies in the world who collaborate on building responsible supply chains. The community facilitates a shared supplier audit program, creates maturity models and learning programs for suppliers on sustainability topics as well as facilitates knowledge sharing.  Coloplast is committed to continuing this collaboration with a view to building better and more responsible supply chains within our industry as well as delivering on our Strive25 sustainability ambitions.Business ethics and compliance Business Ethics &amp; Compliance (BE&amp;C) at Coloplast is a global function headed by the Group Chief Compliance Officer reporting to the Senior Vice President &amp; Group General Counsel. The Group Chief Compliance Officer reports to the Executive Leadership Team twice per year on priorities and risks and quarterly to Coloplast’s Audit Committee on compliance priorities, risks and relevant changes in the legislation and compliance landscape. The BE&amp;C team is comprised of regional compliance officers and accompanying teams, specialised staff and part-time supporting resources in key markets. Coloplast BEST – our Code of Conduct The Coloplast BEST Code of Conduct outlines our commitment to conducting responsible business and acting with integrity. It covers topics such as business ethics, anti-harassment, anti-corruption, data privacy, human rights, and integrity when engaging with our stakeholders. Coloplast BEST applies to all Coloplast employees without exception. Third parties working on behalf of Coloplast are also expected to follow Coloplast BEST, and additional Codes of Conduct apply to Distributors and Suppliers.  Coloplast values employees’ ability to use good judgement rather than learning a set of rules by heart. That is why Coloplast BEST is value-based rather than rule-based and aims to instil a compliance mindset. Coloplast BEST addresses the most common issues and challenges our employees face, but it cannot anticipate every scenario. When faced with a dilemma not addressed by law, industry code, Coloplast BEST or internal policies, employees are expected to apply an overall principle of integrity, use critical thinking and reach out to their manager and/or compliance officers for further guidance. Regular training in Coloplast BEST is mandatory for all employees, and all white-collar employees must complete the Coloplast BEST e-learning module within 45 days of hire and on an annual basis thereafter. In 2022/23, the Coloplast BEST completion rate was 99%. Coloplast also continues to expand its training activities to support employee engagement and understanding of compliance risks, especially those in high-risk areas of the organisation. Examples of trainings include Raising Concerns, Receiving Concerns and Data Breach Reporting. Additional regional and department-specific in-person training is conducted based on individual needs. Coloplast is committed to high standards for working with users and organisations. In addition to Coloplast BEST, employees are expected to live up to all applicable legal requirements and industry codes to which Coloplast is signatory. All Coloplast employees are expected to read and comply with Coloplast BEST, ask questions when in doubt and report any suspected misconduct or violation of Coloplast BEST. To read Coloplast BEST, please visit our website. Transparency reporting Coloplast has controls in place to track transfers of value (for example consulting payments) to healthcare professionals. Coloplast tracks and reports transfers of value to healthcare professionals in accordance with local and regional legal requirements. Distributor handling Coloplast has dedicated resources tasked with conducting risk assessments and due diligence of its distributors and to create action plans for compliance improvements where needed. We have implemented a system to manage integrity and compliance risks related to our tier one distributors. Through this process, Coloplast engages in active dialogue with its distributors about the compliance situation in their markets and the expectations set forth in Coloplast’s Global Distributor Code of Conduct. This is supported by ongoing risk monitoring, auditing and training of our distributors. To read our Distributor Code of Conduct, please visit our website.  Risk assessment  Coloplast performs ongoing risk assessments to maintain a good understanding of where specific attention is needed. The risk assessments are performed cross-functionally to ensure a complete overview of the business and its risks. Based on the risk assessments, Coloplast updates its compliance programme as required. Coloplast continuously monitors regulatory developments to proactively adjust our operational models in line with regulations and the Coloplast values. One example of this is China, where new legislation requires Coloplast to continuously monitor and amend its ways of operating to comply with local requirements. Ethics Hotline At Coloplast, we encourage an open, transparent and honest culture, where employees are free to raise questions and concerns without fear of retaliation. Coloplast has a global Ethics Hotline enabling employees and other stakeholders to report, anonymously and in good faith, any suspected breaches of Coloplast BEST or other concerns. Coloplast’s Ethics Hotline is managed by an independent third party. The reported cases are managed in accordance with our Ethics Hotline Management Policy, which includes day-to-day oversight by Coloplast’s Ethics Hotline Committee and quarterly reporting to Coloplast’s Audit Committee.  In 2022/23, Coloplast received a total of 75 cases, of which 42 were within the scope of the Ethics Hotline. This includes cases submitted directly to management or local or regional compliance officers subsequently included in the investigation process. Of the cases within scope closed during 2022/23, 58% were substantiated and addressed with remediation and sanctions. In some instances, this has led to termination of contract or employment of involved parties. Data privacy  Coloplast collects and handles personal data as part of its online activities targeted toward users. Our users trust us with very sensitive information, and it is a priority for us to treat this data with the utmost respect and confidentiality. Many countries have legislation in place requiring companies to handle personal data safely and securely. Coloplast handles and protects all personal data in accordance with national law and with the same approach across all group companies, as Coloplast has enacted Binding Corporate Rules (BCR) approved by competent data protection authorities. Internal and third-party audits are conducted to ensure secure and reliable data handling. Coloplast is certified according to ISO 27001 on information security and facilitates awareness and training sessions for employees on data privacy via e-learning and intranet sites. Coloplast has a Group Data Protection Officer fully dedicated to focusing on data privacy and supported by local resources in our headquarters as well as in our subsidiaries. The Group Data Protection Officer reports regularly to Coloplast management. In addition, the efforts and status on data privacy is reported annually to Coloplast’s Audit Committee. Our Information Security Policy and Data Ethics Policy can be found on our website. Key figures %99of white-collars trained in BEST99%CASES SUBMITTED TO THE ETHICS HOTLINE* 75422022/23Cases submitted Cases within scope *Cases not within scope of the Ethics Hotline are redirected to People &amp; Culture for investigation Ethical marketing and collaboration Healthcare professionals and the people who use our products and services count on us to provide clear and accurate information. Our products are classified as medical devices and thus subject to strict regulation regarding promotion. We follow all applicable laws and regulations, always ensuring that our communication is factual and evidence-based, giving objective, accurate and complete information. Collaboration and scientific exchange with healthcare professionals is key in developing innovative technologies and solutions, improving our products and raising awareness about our offerings. We are committed to giving healthcare professionals the most up-to-date clinical data and training to ensure that they can use our products safely and effectively for the benefit of their patients. We do not engage in medical diagnosis or advise on course of medical treatment but unequivocally refer to a healthcare professional and/or Intended Use of the products. Responsible advocacy Coloplast engages in advocacy  both as a company and in partnership with external stakeholders. Building alliances with key external stakeholders, including industry associations and patient advocacy groups, plays an important role in improving health outcomes.  Respecting local cultures, regulations and customs is important to Coloplast. We want to contribute to the local communities in which we operate, either through donations or by involving local non-governmental organisations. Coloplast also considers tax management to be an important part of community engagement as taxes contribute to value generation. Responsible tax management Respecting local tax laws, regulation guidelines and industry standards are important to Coloplast’s reputation and brand. We see taxes as fundamental for any country to finance its public services and infrastructure. All business structures and transactions within Coloplast must have a business purpose or commercial rationale. In Coloplast, taxes are paid where business activities generate value in accordance with internationally accepted standards. Coloplast does not allow commercial needs to override compliance with applicable laws, nor base commercial activities on artificial or opaque structures that are intended for tax avoidance or have no commercial substance.  We are committed to disclosing relevant information about our tax practices and seek an open and transparent relationship with tax authorities. Our dialogue with tax authorities is based on full disclosure of all the relevant facts and circumstances. Key figures TAXES PAID (DKK MILLION) 1,7321,1152022/23 2021/22%20.6effective tax rate in 2022/23 Within these principles, Coloplast will pursue tax opportunities, including seeking relevant government-sponsored tax incentives and strive to avoid double taxation. Coloplast does not facilitate suppliers, customers, employees or other partners in tax evasion. Read the full tax policy on our website. Country-by-country  tax reporting Coloplast will continue to show transparency and publish country-by-country tax reporting on our website in line with the relevant EU directive. Employee health and safety Providing a safe and healthy working environment for our employees is a top priority for Coloplast.  As a responsible employer, we must do everything in our power to ensure that employees can return safely home after their workday. In 2022/23, we failed to deliver on this responsibility as an employee tragically lost his life while at work at a Coloplast site. A thorough root-cause analysis has been completed, and we have implemented actions to avoid a similar incident in the future. These include updated instructions, additional training and increased supervision at the site in question. In addition, learnings from the fatal accident have been shared across our sites, and we are implementing additional safety instructions globally. Coloplast is fully dedicated to ensuring a safe and healthy working environment for all our employees, and we regard this tragic fatality is an unacceptable outlier. Reducing occupational injuries Coloplast works as hard as ever to reduce occupational injuries. This year, we integrated our newest business area, Voice and Respiratory Care, into our injury reporting. Our lost-time injury frequency slightly increased with a result in 2022/23 of 2.6 ppm, which accounts for a total of 70 incidents. Across Coloplast, the most common injuries for white- and blue-collar employees are incidents due to trips, falls, traffic accidents and heavy lifting. We experience a higher level of incidents post COVID-19 and are working hard to address this to reach our 2025 ambition of 2.0 ppm.  We strive to foster a positive safety mindset among all employees by championing four key safety behaviours globally across sites and at all management layers: •  You see it, you own it •  Think twice •  Dare to care •  Stay focused Since initiating our first SafePlan more than five years ago, we have seen a significant strengthening of our safety culture with a sevenfold increase in reported near-miss accidents and safetyobservations. A proactive KPI for production sites and larger distribution centres has been defined, and local targets have been set. To support the proactive KPI, Coloplast has several channels for reporting and raising awareness.  In 2022/23 Coloplast recognised the United Nations’ International Day for Health &amp; Safety at Work with a global safety campaign focused on preventing slips, trips and falls. Our production and distribution sites worldwide activated this campaign with a range of local activities aimed at identifying hazards and encouraging safe behaviours. Improving ergonomics Coloplast emphasises an ergonomically correct workplace setup whenever manual labour is required. We work to reduce repetitive work and reduce the strain from unavoidable repetitive work by rotating work stations.  Key figures * LTI FREQUENCY (IN PPM)2.62.02025 ambition 2022/23*Parts per million (ppm): number of injuries resulting in absence from work of one day or more per one million working hours Offering healthy choices Coloplast performs workplace assessments globally and provides employees with tools and options to make healthier choices. Examples from our sites include offers of individual health screenings and free psychological councelling at the Coloplast headquarters, a wellbeing committee at the production site in Costa Rica and free medical screenings and health checks at our Nyírbátor site. Mental wellbeing Coloplast recognises the importance of mental wellbeing to employee engagement, performance and retention. We track the mental wellbeing of our employees through engagement surveys and specific local intiatives. Actions are taken at team level to address identified needs.  People and culture Coloplast’s workforce reached 15,913 people at the end of 2022/23, including Kerecis employees. We have a diverse employee base, spanning 42 countries and 123 different nationalities. The average length of employment is 6.4 years. More than 48% of our employees work in Global Operations, which includes production sites in Hungary, China, Costa Rica, Germany, Sweden and the US. 41% of employees are based in our sales subsidiaries, while 11% work within Group functions such as innovation or business support.  Our three key people priorities are: talent for the future, employee engagement, and diversity, equity and inclusion.  Talent for the future During 2022/23 Coloplast welcomed more than 3,500 new colleagues, including 550 colleagues from Kerecis. Our talent acquisition faces global competition in a heated labour market. Consequently, we have renewed our focus on our unique purpose and employer story, built a consistent messaging and broadened our presence on social media. Locally, we have taken steps toward more flexible working and tailored benefits. We also continue to leverage our own talent pool to senior positions. This year, in line with our ambition, 65% of open critical managerial positions were filled by internal candidates. Employee turnover The global turnover was 15% in 2022/23, which is broadly in line with external benchmarks. The voluntary  turnover was 10.1%, which is a slight improvement compared to 2021/22. This is mainly due to a healthy development in employee retention in the US, Europe, and our global headquarters, partly offset by an increased turnover in Hungary, which is a relatively competitive labour market.  Balancing performance and development To ensure a good balance in employee performance and development, we have launched a new initiative to all leaders and employees titled Partner to Grow. This is to achieve even more shared ownership for current goals and future development. We have trained more than 7,000 employees and leaders in this new approach. In addition, nearly 3,000 employees have completed additional skill building in goal setting, feedback and coaching. We will track the impact of this training via our engagement survey. Employee engagement Employee engagement is a key indicator of both well-being and retention. The result of Coloplast’s biannual engagement survey is shared with management who act on key areas to maintain high engagement levels.  Coloplast maintained an above-industry benchmark score of 8.1 in 2022/23 with a response rate of 91%. The key drivers behind our high engagement remain a strong sense of contribution to our mission and a good organisational fit. Key figures 15,913 employees at year-end* %10.1voluntary employee turnover in 2022/23 8.1 out of 10 employee engagement score * Employee headcount at year-end includes Kerecis. No other figures in this section includes Kerecis. Inclusion and diversity Enabling employees to bring their differences to work and fulfil their potential because of – not despite – their differences is key to Coloplast. We prohibit all discrimination or harassment based in gender identity, age, race, ethnicity, nationality, sexual orientation, religious belief, social and economic background, physical or mental ability. This is formalised in our policies on Inclusion &amp; Diversity, Anti-Harassment and Anti-Discrimination, and Anti-Retaliation, which can be found on our website. The topics of inclusion, diversity and anti-harassment are also included in the yearly mandatory Coloplast BEST training. In addition, in 2022/23, we offered inclusive leadership training to all leaders as well as new learnings on allyship and psychological safety for all colleagues globally.  Diversity in teams We believe that diversity in teams leads to better innovation, performance and decisions. We therefore drive diversity through teams and strive to ensure a healthy balance of gender, age and nationality within each team.  We monitor the mix of diversity in all teams and actively work with around 80 senior leadership teams as role models for team diversity. Our ambition is to reach a share of 75% diverse teams by 2025 through natural attrition. Diverse teams are defined by a balanced mix of genders, nationalities, and generations, and senior managers have set action plans to achieve this ambition. In 2022/23 the share of diverse teams was 54%, which is on par with last year. To further drive and create ownership of inclusion and diversity locally, we support several local Employee Resource Groups (ERGs). These are voluntary, employee-led groups driving events, educational webinars, discussions, and more to raise awareness of the topic. This year, new ERGs led by highly passionate employees were established in the US, United Kingdom, and Denmark. Employing people with disabilities At Coloplast, we value diversity in the profiles in our workforce. We employ people with mental or physical disabilities in all parts of our global organisation in accordance with local legislation and policies, and we work hard to ensure an inclusive workspace, which includes having appropriate equipment and aids. Gender representation in management The proportion of female managers increased to 47% in 2022/23. Looking exclusively at senior leadership (Vice Presidents, Senior Vice Presidents and the Executive Leadership Team), the representation of females increased to 26% this year. To ensure continued progress on gender representation in managerial positions and to drive improvement at the senior leadership level, Coloplast has implemented several initiatives including top management attention to diversity in our talent pipelines and a new global recruitment process for senior management positions that mitigates biases and ensures diversity. We have also increased our engagement in diversity-related events, boards and partnerships globally. In addition, we have offered selected female talents an external leadership program. Gender pay gap Fairness and transparency in employee remuneration are key in an inclusive workplace. Coloplast is committed to equal remuneration for equal work and we let skills and experience determine compensation. In 2022/23, Coloplast performed an annual analysis of the gender pay gap across senior management levels in the organisation, which showed no significant pay difference (below 5%) between gendersLegal and compliance Description Coloplast operates in a heavily regulated industry that is subject to various laws, regulations, and industry standards across geographies and business areas. As the regulatory landscape continues to evolve, it becomes even more important to monitor and mitigate risks related to legal and regulatory compliance. The different legal environments can also be unpredictable and politically motivated, and as a market leader, Coloplast could face legal risks at any given time.  In addition, there is growing public awareness of business ethics, enforcement of anti-corruption laws and protection of personal data. It is at the heart of Coloplast’s culture to act with respect and responsibility and to comply with the laws and regulations. Despite these efforts, Coloplast recognises that mistakes may happen when people are involved and, therefore, takes relevant action should a situation arise. Risk examples Violations of anti-corruption laws and non-compliance with Coloplast’s own and the industry’s codes of conduct could damage Coloplast’s reputation and involve a risk of monetary fines, sanctions, or inability to continue to manufacture products. Lawsuits filed by competitors or customers or investigations by authorities into certain business practices could have a negative reputational and financial impact. Other risks can be related to legal and regulatory compliance, antitrust, trade regulations, protection of IP and patents, distributor and supply chain due diligence, and contractual risks.  In 2022/23, Coloplast has made a final provision of DKK 200 million to cover settlements and costs in connection to the MDL cases in the US, where customers are alleging injury from the use of trans-vaginal surgical mesh products. Any future cases will be considered part of the normal course of the Interventional Urology business. Risk responses Ensuring that all employees including externals receive training in Coloplast’s Code of Conduct as formulated in our Business Ethical Standards and in our IT policies under Coloplast’s IT Awareness programme.  Ensuring that business partners are aware of Coloplast’s ethical standards including our codes of conduct for Distributors and Suppliers and that they work with us to continuously maintain and develop compliance practices. Independent and confidential Ethics Hotline for reporting of unethical situations, violations, and misconduct.  A clearly defined procedure for how to conduct investigations. All cases are reported to the Audit Committee in anonymised form on a quarterly basis. Inhouse lawyers and compliance functions in relevant business areas and geographies to monitor regulatory changes and to attend to compliance matters as they may arise.Consolidated sustainability performance tables Basis of preparation  General accounting policies Scope  Unless otherwise stated, the data and reporting included in the performance tables cover the entire Coloplast organisation, i.e., production sites, distribution centres, administration, sales and representative offices. Voice and Respiratory Care is included in the reported data for the first time in 2022/23. Furthermore, Voice and Respiratory Care is included in the base year 2018/19 in relation to greenhouse gas emissions. Due to the acquisition of Kerecis late in the financial year, we are not able to include this new business in our reporting. We are currently addressing how to include Kerecis in ESG-related data and aim to include Kerecis in our first Corporate Sustainability Reporting Directive (CSRD) compliant reporting for 2024/25. For water, waste and energy, the reporting scope covers Coloplast’s headquarters, production sites and distribution centres. Coloplast has eleven production sites (Mørdrup, Tatabanya 1, Tatabanya 2, Nyírbátor, Zhuhai, Mankato, West River Road/Minneapolis, Sarlat, Cartago, Hörby and Nieder-Olm), the corporate headquarters (Humlebæk) and three global distribution centres (Hamburg, Atlanta, and Tatabanya). Environmental data  Waste (Part of PwC’s limited assurance report 2022/23)  Accounting policies Waste is based on invoiced and/or weighted amounts from the production sites, major distribution centres and corporate headquarters and is reported based on the waste generation registered. Waste splits pertaining to disposal methods are reported based on data registered. Waste per product is calculated based on data registered and number of Coloplast products registered in our master data. Tonnes 2022/23 2021/22 2020/21 2019/20 Hazardous waste  603   522   512   608  Landfill  426   460   418  1,028  Incineration 2,898  3,348  5,295  7,219  Recycled 11,483  10,862  8,453  6,242  Total 15,410  15,192  14,678  15,097  Grams 2022/23 2021/22 2020/21 2019/20 Waste generated per product 11.6  11.4  11.5  11.8  Water (Part of PwC’s limited assurance report 2022/23)  Accounting policies Total water use includes invoiced and/or metered amounts from production sites, major distribution centers, corporate headquarters, and the office of Coloplast’s Swedish sales subsidiary, and is based on registered consumption. m3 2022/23 2021/22 2020/21 2019/20 Total water use  261,925  259,439  266,521  248,709  Energy (Part of PwC’s limited assurance report 2022/23)  Accounting policies Data on energy consumption is obtained from invoiced consumption from our utility providers and/or from readings of meters at production sites, major distribution centers, corporate headquarters, and the office of Coloplast’s Swedish sales subsidiary, and it is based on registered consumption. Energy per product is calculated as total energy consumption in kWh per number of Coloplast products registered in our master data. Electricity from renewable sources is related to Coloplast’s purchased electricity certificates and is disclosed as a percentage of total energy. MWh 2022/23 2021/22 2020/21 2019/20 Natural gas 37,440  45,473  55,767  52,836  Coal or fuel distilled from crude oil  100   10   105   5  Electricity 130,335  117,739  111,832  109,499  District heating and cooling  - 0  -  - Total energy use 167,875  163,222  167,704  162,340  Percent 2022/23 2021/22 2020/21 2019/20 Renewable energy as share of total  78   72   67   67  kWh 2022/23 2021/22 2020/21 2019/20 Energy use per product 0.13  0.12  0.13  0.13  GHG emissions (Part of PwC’s limited assurance report 2022/23)  Accounting policies Scope 1 and 2: Emissions reported cover all Coloplast production sites (Mørdrup, Tatabanya 1 and 2, Nyírbátor, Zhuhai, Mankato, West River Road/Minneapolis, Sarlat, Cartago, Hörby and Nieder-Olm), Coloplast headquarters and three major distribution centres (Germany, Hungary and US). Leased company cars covers emissions from all leased company cars submitted by local affiliates. Emissions are calculated using average CO2 emission factors multiplied by the average distance travelled per car. To accommodate actual driving patterns, a correction factor is used. Data on Volatile organic compounds (VOCs) is based on amounts handled in air cleaning systems. Data on Hydrofluorocarbon (HFC) gasses is obtained from local registrations and/or invoices. Emissions from electricity consumption are based on International Energy Agency (IEA) country-specific GHG emission factors. Emissions from the other consumption categories are based on emission factors from IPCC (HFCs), IEA (district heating) and the Danish Energy Agency (natural gas). Per product and per revenue emission are measured as total emissions (scope 1 &amp; 2) in tonnes CO2e divided by the total number of Coloplast products or revenue in million DKK, respectively.  Scope 3: GHG emissions reported are aligned with the Greenhouse Gas Protocol Accounting and Reporting Standard and include categories considered material to Coloplast. Quantification is subject to inherent uncertainty because of incomplete scientific knowledge used to determine emissions factors and the values needed to combine emissions of different gases. As data quality for remaining scope 3 categories improves, we plan to expand the assurance of our reporting. Purchased goods and services: •  Raw materials: Covers all ingoing raw materials registered in Coloplast’s primary ERP production data management system and spend data registered in the ERP system used within Voice and Respiratory Care. Does not include goods contract manufactured for Coloplast, production equipment and other capital goods, processing aids and other supporting materials. •  Contract manufacturing: Covers GHG emissions from outsourced production, e.g., finished goods produced by external suppliers under the Coloplast brand. Emissions from outsourced production are calculated using Coloplast’s average CO2 scope 1 &amp; 2, and emissions resulting from raw materials used. Transportation of goods:  •  Upstream transportation: Based on supplier-provided data covering all transportation between Coloplast sites, sterilization sites and distributors in Emerging Markets. Main suppliers with spending above 2%, in total accounting for approximately 90% of upstream transportation spending, were included in 2022/23. Data from Voice and Respiratory Care are based on spend, and emissions are estimated from Coloplast’s intensity emission factor per spend. Business travels:  •  Based on data from Coloplast's global travel agents and calculated using the VDR standard for corporate travel. Data from global travel agents accounted for more than 70% of total business air travel costs in 2022/23. The remaining data relating to air travel costs were extrapolated based on the average amount of CO2e per spend to ensure completeness of data. Leased assets (upstream):  •  Energy consumption in sales offices, subsidiaries and local/regional warehouses: Covers all sales offices, subsidiaries and regional warehouses, which are primarily leased. Emissions are based on the number of FTE's working there and are calculated using a conversion factor from the UN Environment Programme Global Status Report for Buildings. Emissions for the base year 2018/19 have been recalculated to include Voice and Respiratory Care, which was added to Coloplast's emissions accounting in 2022/23. The recalculation is based on assumed, pre-acquisition annual revenue growth of 8% for Voice and Respiratory Care from 2018/19 to 2021/22. We plan to further refine this recalculation to reflect the structural and methodological changes in line with SBTi and Greenhouse Gas Protocol requirements and seek revalidation by SBTi during 2023/24. All emission data are rounded to the nearest 100. (Part of PwC’s limited assurance report 2022/23) Base year Tonnes CO2e 2022/23 2021/22 2020/21 2018/19¹⁾ Scope 1: Direct emissions Natural gas 7,600  9,300  11,400    11,200  VOCs and HFC gasses  300   300   200  300  Leased company cars³⁾ 13,300  10,700  12,000    12,000  Total 21,200  20,300  23,600    23,500  Base year Tonnes CO2e 2022/23 2021/22 2020/21 2018/19¹⁾ Scope 2: Indirect emissions²⁾ Electricity (market-based) 0 0 0 0 Electricity (location-based) 32,200  30,000  29,200    34,600  Total⁴⁾ 0 0 0 0 Total scope 1 and 2 21,200  20,300  23,600    23,500  Base year 2022/23 2021/22 2020/21 2018/19¹⁾ Scope 1 and 2 emission intensity Scope 1 and 2 emission intensity per product³⁾, grams CO2e  15   15   19  19  Scope 1 and 2 emission intensity per revenue, tonnes CO2e/DKK million 0.9  0.9  1.2    1.2  Base year Tonnes CO2e 2022/23 2021/22 2020/21 2018/19¹⁾ Scope 3: Other relevant indirect emissions Purchased goods and services: Raw materials  117,700  110,300  103,100    96,300  Purchased goods and services: Contract manufacturing 7,300  6,700  5,300    8,100  Purchased goods and services, total 125,000  117,000  108,400    104,400  Transportation of goods: Upstream transportation 21,600  17,600  15,500    22,200  Business travel 7,400  5,600  2,300    12,600  Leased assets (upstream) 4,200  4,800  4,700    4,700  Total scope 3: Other relevant indirect emissions 158,200  145,000  130,900    143,900  ¹⁾ Base year emissions have been recalculated to include Voice and Respiratory Care, which was added to Coloplast's emissions accounting in 2022/23. ²⁾ Market-based method is used to report scope 2 emissions and for tracking progress. Location-based electricity was 32,200 tonnes CO2e in 2022/23 4)and 30,000 tonnes CO2e. in 2021/22 ³⁾ Figure for 2020/21 has been adjusted due to improved data quality.  RECs purchased to cover 100% of electricity used in our own operations. (Not part of PwC’s limited assurance report 2022/23)  Accounting policies Scope 3: GHG emissions reported have been identified as material for Coloplast  •  Purchased goods and services: Sterilisation: Includes emissions from external sterilization of Coloplast products. The calculation is based on energy consumption at selected, representative sterilisation facilities. Emissions from transportation of Coloplast products to/from sterilisation facilities are included in upstream transportation of goods.  •  Fuel and energy-related activities (not included in scope 1 or 2) include (1) upstream emissions from natural gas consumption, (2) upstream fuel emissions from electricity consumed (market-based), (3) trade-adjusted emissions from transmission and distribution of electricity, and (4) upstream emissions of fuels used in Coloplast leased car fleet. Emission factors from DEFRA are used for 1, 2 and 4. Emission factors from IEA are used for 3.  •  Transportation of goods: Downstream transportation: Emissions reported by selected carriers are extrapolated to the reporting periods using carrier-specific quantities.  •  Waste generated in operations: Emissions from waste management are based on actual waste amounts reported to be sent to recycling, incineration or landfilling, and emission factors from DEFRA. Emissions for the base year 2018/19 have been recalculated to include Voice and Respiratory Care, which was added to Coloplast's emissions accounting in 2022/23. The recalculation is based on assumed, pre-acquisition annual revenue growth of 8% for Voice and Respiratory Care from 2018/19 to 2021/22. We plan to further refine this recalculation to reflect the structural and methodological changes in line with SBTi and Greenhouse Gas Protocol requirements and seek revalidation by SBTi during 2023/24. All emission data are rounded to the nearest 100. Baseline year Tonnes CO2e 2022/23 2021/22 2020/21 2018/19¹⁾ Scope 3: Other relevant indirect emissions Purchased goods and services: Sterilisation 2,500  2,400  2,400    2,100  Fuel and energy-related activities 6,600  6,300  10,100    10,200  Transportation of goods: Downstream transportation 7,800  6,800  9,500    9,400  Waste generated in operations  700   700   900  900  Total Scope 3: Other relevant indirect emissions 17,600  16,200  22,900    22,600  Total scope 3 175,800  161,200  153,800    166,500  Total scope 1, 2 and 3 197,000  181,500  177,400    190,000  ¹⁾ Base year emissions have been recalculated to include Voice and Respiratory Care, which was added to Coloplast's emissions accounting in 2022/23. Employees (Not part of PwC’s limited assurance report 2022/23)  Accounting policies Employee headcount includes all active full-time and part-time contracts. European markets include: UK, Germany, France, the Nordics, Benelux, Austria, Switzerland, Italy, Spain, Denmark and Hungary. Other developed markets include: USA, Canada, Japan and Australia. Emerging markets include countries not listed in the other categories for all remaining markets in Americas, Asia, Africa, Europe and Oceania plus production in China.  Female employees total, female managers and female senior leaders all include both active employees and employees on leave of absence. Managers include all positions at or above Manager level. Senior leaders include the Executive Leadership Team, Senior Vice Presidents and Vice President positions.  Employee turnover indicates the share of employees who have left Coloplast within the last year out of an average employee headcount. The employee engagement score is based on a 0-10 scale, where 10 indicates the highest engagement level. Number  2022/23   2021/22  2020/21   2019/20  Employee headcount Blue-collar  6,194   5,736    5,324    5,488  White-collar¹⁾  9,169   7,951    7,501    7,080  Total²⁾  15,363   13,687   12,825   12,568  Regions European markets  9,647   8,502    8,056    8,173  Other developed markets  1,846   1,520    1,501    1,351  Emerging markets  3,870   3,665    3,268    3,044  Total¹⁾  15,363   13,687   12,825   12,568  Percentage  2022/23   2021/22  2020/21   2019/20  Gender diversity Female employees total   62    63   63   64  Female managers   47    45   46   43  Female senior leaders   26    21   24   24  Employee turnover Voluntary turnover  10.1   10.6   10.1  8.3  Total turnover  15.0   14.3   13.3   13.1   2022/23   2021/22  2020/21   2019/20  Employee engagement Response rate, %   91    90   90   88  Engagement score, index³⁾  8.1   8.2  8.2  7.9  2)¹⁾ Figures for 2020/21 has been restated due to improved data quality.  Excluding Kerecis employees. Kerecis employed 550 headcounts as per 30 September 2023. ³⁾ Due to the introduction of a new engagement survey, the engagement score for 2019/20 is not comparable with data previously reported  (Part of PwC’s limited assurance report 2022/23)  Accounting policies Occupational injuries and accidents (LTI freq.) are calculated as the number of injuries per one million working hours for Coloplast employees and temporary workers. An occupational injury is defined as an injury resulting in absence from work for more than one day. LTI frequency 2022/23 2021/22 2020/21  2019/20 Occupational injuries and accidents (all employees)¹⁾  2.6   2.5   2.2   2.5  ¹⁾ Figures for 2021/22 has been restated due to improved data quality Anti-corruption (Part of PwC’s limited assurance report 2022/23)  Accounting policies White-collar employees trained in Code of Conduct indicates the percentage of active white-collar employees who have completed an e-learning module and a test in our Code of Conduct at the end of the accounting year. Numbers are based on registrations in Coloplast’s learning management system. Only employees that have been with Coloplast for more than 45 days are included in the reporting (excluding long term leave such as maternity leave, long sick leave etc. and excluding personnel not employed by Coloplast such as contractors or consultants). Cases submitted to the Ethics Hotline include all cases reported either directly via the Ethics Hotline system or through line management. The scope of relevant cases for the Ethics Hotline includes violations of all topics covered by Coloplast’s Code of Conduct, Coloplast BEST. Business Ethics &amp; Compliance cases reported via the Ethics Hotline are investigated via Coloplast’s standard global compliance investigations process. Substantiated cases are defined as closed cases in which the investigation has validated the raised concern(s) and further corrective measures are then taken. Not all cases are substantiated. Percent 2022/23 2021/22 2020/21  2019/20 White-collar employees trained in Code of Conduct   99    100    99    98  2022/23 2021/22 2020/21  2019/20 Cases submitted to the Ethics Hotline, no.   75    70    61    78  Of which within scope, no.   42    48    32    63  Substantiation rate for cases closed in 2022/23, %   58    -   -   - </mrv:StatementOfCorporateSocialResponsibility>
   <mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx-1" id="s10_notesesefdkgaap__9__13-1" xml:lang="en">Coloplast’s reporting in compliance with section 99b of the Danish Financial Statements Act can be found on the following pages: •  Gender target for the Board of Directors: Pages 19, 64 and 76  •  Policies, activities and performance for improving the gender balance at other management levels: Pages 19 and 64Leadership, culture, and organisationColoplast is a global employer with a purpose-driven culture, rooted in a mission to make life easier for people with intimate healthcare needs.  At the end of 2022/23, Coloplast surpassed a total workforce of about 15,900 people, including our colleagues at Kerecis. We are present in more than 40 countries and employ people of more than 120 nationalities. Attracting and retaining a diverse pool of talent is critical to Coloplast’s continued success. Our existing workforce represents a rich diversity of educational background, nationality, gender, age and ethnicity. This ensures that a variety of perspectives is brought to the table, which is key for future success and continued innovation and growth.  In 2023, we were recognised as one of the Top 25 Companies to work for in Denmark. Several of our subsidiaries across geographies received similar recognitions during the year. As we continue to grow, it is important to keep our mission top of mind for current and future employees while demonstrating our commitment to maintaining an engaging and inclusive workplace where employees perform, grow and feel a sense of belonging. We also need to ensure that we evolve the way we lead while continuing to promote the behaviours needed to succeed. This is why we have developed and rolled out our leadership promise, which builds on our existing strong purpose-driven company culture and has four pillars: we aim high, we simplify, we empower, and we are inclusive. Our leadership, culture and organisation agenda is centred around three themes: Talent for the future, employee engagement, and inclusion and diversity.  Talent for the future Key to our continued growth as a company is having the right talent pipeline for the future. In a dynamic global labour market, we have a strong focus on strengthening our competitive position through emphasis on our unique purpose and growth opportunities for our employees. In 2022/23, 65% of open critical managerial positions were filled with internal candidates. Employee engagement Regular feedback from our employees is crucial to measuring organisational health. Therefore, Coloplast conducts an employee engagement survey twice per year.   We continued to see strong engagement among our employees, with a score of 8.1 in 2022/23 (out of 10), above industry benchmark. Inclusion and diversity  Coloplast is committed to building and sustaining an inclusive culture that offers equal opportunities and leverages diversity at all levels. Across our organisation, we have a gender split of 62% of female employees and 38% male employees. However, when looking at the gender split at the senior leadership level, the balance shifts, with 26% share of senior female leaders and 74% share of male senior leaders.  To strengthen our commitment to improving gender balance at the senior leadership level, Coloplast has signed the Confederation of Danish Industry’s Gender Diversity Pledge. We are committed to a target of 40/60 gender distribution in management and in the Board of Directors by 2030. We have already achieved an equal gender balance at the Board of Directors level, and we have a strong future pipeline of female leaders, with 46% of all managers at Coloplast being female.  Diversity extends beyond gender. To benefit from our diverse workforce, we aim to ensure a diverse composition of teams, which looks not only at gender, but also age and nationality and we have set an ambition to reach a share of 75% diverse teams by 2025.Diversity in teams We believe that diversity in teams leads to better innovation, performance and decisions. We therefore drive diversity through teams and strive to ensure a healthy balance of gender, age and nationality within each team.  We monitor the mix of diversity in all teams and actively work with around 80 senior leadership teams as role models for team diversity. Our ambition is to reach a share of 75% diverse teams by 2025 through natural attrition. Diverse teams are defined by a balanced mix of genders, nationalities, and generations, and senior managers have set action plans to achieve this ambition. In 2022/23 the share of diverse teams was 54%, which is on par with last year. To further drive and create ownership of inclusion and diversity locally, we support several local Employee Resource Groups (ERGs). These are voluntary, employee-led groups driving events, educational webinars, discussions, and more to raise awareness of the topic. This year, new ERGs led by highly passionate employees were established in the US, United Kingdom, and Denmark. Employing people with disabilities At Coloplast, we value diversity in the profiles in our workforce. We employ people with mental or physical disabilities in all parts of our global organisation in accordance with local legislation and policies, and we work hard to ensure an inclusive workspace, which includes having appropriate equipment and aids. Gender representation in management The proportion of female managers increased to 47% in 2022/23. Looking exclusively at senior leadership (Vice Presidents, Senior Vice Presidents and the Executive Leadership Team), the representation of females increased to 26% this year. To ensure continued progress on gender representation in managerial positions and to drive improvement at the senior leadership level, Coloplast has implemented several initiatives including top management attention to diversity in our talent pipelines and a new global recruitment process for senior management positions that mitigates biases and ensures diversity. We have also increased our engagement in diversity-related events, boards and partnerships globally. In addition, we have offered selected female talents an external leadership program. Gender pay gap Fairness and transparency in employee remuneration are key in an inclusive workplace. Coloplast is committed to equal remuneration for equal work and we let skills and experience determine compensation. In 2022/23, Coloplast performed an annual analysis of the gender pay gap across senior management levels in the organisation, which showed no significant pay difference (below 5%) between genders .Gender representation on Board of Directors Coloplast maintains equal gender representation among the six shareholder-elected members of its Board of Directors in compliance with the Danish Financial Statements Act, section 99b.</mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="s10_notesesefdkgaap__9__17-1" xml:lang="en">Coloplast’s reporting in compliance with section 107d of the Danish Financial Statements Act can be found on the following pages of this report: •  Targets, policies, activities and performance for diversity and inclusion: Pages 19 and 63-64Leadership, culture, and organisationColoplast is a global employer with a purpose-driven culture, rooted in a mission to make life easier for people with intimate healthcare needs.  At the end of 2022/23, Coloplast surpassed a total workforce of about 15,900 people, including our colleagues at Kerecis. We are present in more than 40 countries and employ people of more than 120 nationalities. Attracting and retaining a diverse pool of talent is critical to Coloplast’s continued success. Our existing workforce represents a rich diversity of educational background, nationality, gender, age and ethnicity. This ensures that a variety of perspectives is brought to the table, which is key for future success and continued innovation and growth.  In 2023, we were recognised as one of the Top 25 Companies to work for in Denmark. Several of our subsidiaries across geographies received similar recognitions during the year. As we continue to grow, it is important to keep our mission top of mind for current and future employees while demonstrating our commitment to maintaining an engaging and inclusive workplace where employees perform, grow and feel a sense of belonging. We also need to ensure that we evolve the way we lead while continuing to promote the behaviours needed to succeed. This is why we have developed and rolled out our leadership promise, which builds on our existing strong purpose-driven company culture and has four pillars: we aim high, we simplify, we empower, and we are inclusive. Our leadership, culture and organisation agenda is centred around three themes: Talent for the future, employee engagement, and inclusion and diversity.  Talent for the future Key to our continued growth as a company is having the right talent pipeline for the future. In a dynamic global labour market, we have a strong focus on strengthening our competitive position through emphasis on our unique purpose and growth opportunities for our employees. In 2022/23, 65% of open critical managerial positions were filled with internal candidates. Employee engagement Regular feedback from our employees is crucial to measuring organisational health. Therefore, Coloplast conducts an employee engagement survey twice per year.   We continued to see strong engagement among our employees, with a score of 8.1 in 2022/23 (out of 10), above industry benchmark. Inclusion and diversity  Coloplast is committed to building and sustaining an inclusive culture that offers equal opportunities and leverages diversity at all levels. Across our organisation, we have a gender split of 62% of female employees and 38% male employees. However, when looking at the gender split at the senior leadership level, the balance shifts, with 26% share of senior female leaders and 74% share of male senior leaders.  To strengthen our commitment to improving gender balance at the senior leadership level, Coloplast has signed the Confederation of Danish Industry’s Gender Diversity Pledge. We are committed to a target of 40/60 gender distribution in management and in the Board of Directors by 2030. We have already achieved an equal gender balance at the Board of Directors level, and we have a strong future pipeline of female leaders, with 46% of all managers at Coloplast being female.  Diversity extends beyond gender. To benefit from our diverse workforce, we aim to ensure a diverse composition of teams, which looks not only at gender, but also age and nationality and we have set an ambition to reach a share of 75% diverse teams by 2025.People and culture Coloplast’s workforce reached 15,913 people at the end of 2022/23, including Kerecis employees. We have a diverse employee base, spanning 42 countries and 123 different nationalities. The average length of employment is 6.4 years. More than 48% of our employees work in Global Operations, which includes production sites in Hungary, China, Costa Rica, Germany, Sweden and the US. 41% of employees are based in our sales subsidiaries, while 11% work within Group functions such as innovation or business support.  Our three key people priorities are: talent for the future, employee engagement, and diversity, equity and inclusion.  Talent for the future During 2022/23 Coloplast welcomed more than 3,500 new colleagues, including 550 colleagues from Kerecis. Our talent acquisition faces global competition in a heated labour market. Consequently, we have renewed our focus on our unique purpose and employer story, built a consistent messaging and broadened our presence on social media. Locally, we have taken steps toward more flexible working and tailored benefits. We also continue to leverage our own talent pool to senior positions. This year, in line with our ambition, 65% of open critical managerial positions were filled by internal candidates. Employee turnover The global turnover was 15% in 2022/23, which is broadly in line with external benchmarks. The voluntary  turnover was 10.1%, which is a slight improvement compared to 2021/22. This is mainly due to a healthy development in employee retention in the US, Europe, and our global headquarters, partly offset by an increased turnover in Hungary, which is a relatively competitive labour market.  Balancing performance and development To ensure a good balance in employee performance and development, we have launched a new initiative to all leaders and employees titled Partner to Grow. This is to achieve even more shared ownership for current goals and future development. We have trained more than 7,000 employees and leaders in this new approach. In addition, nearly 3,000 employees have completed additional skill building in goal setting, feedback and coaching. We will track the impact of this training via our engagement survey. Employee engagement Employee engagement is a key indicator of both well-being and retention. The result of Coloplast’s biannual engagement survey is shared with management who act on key areas to maintain high engagement levels.  Coloplast maintained an above-industry benchmark score of 8.1 in 2022/23 with a response rate of 91%. The key drivers behind our high engagement remain a strong sense of contribution to our mission and a good organisational fit. Key figures 15,913 employees at year-end* %10.1voluntary employee turnover in 2022/23 8.1 out of 10 employee engagement score * Employee headcount at year-end includes Kerecis. No other figures in this section includes Kerecis. Inclusion and diversity Enabling employees to bring their differences to work and fulfil their potential because of – not despite – their differences is key to Coloplast. We prohibit all discrimination or harassment based in gender identity, age, race, ethnicity, nationality, sexual orientation, religious belief, social and economic background, physical or mental ability. This is formalised in our policies on Inclusion &amp; Diversity, Anti-Harassment and Anti-Discrimination, and Anti-Retaliation, which can be found on our website. The topics of inclusion, diversity and anti-harassment are also included in the yearly mandatory Coloplast BEST training. In addition, in 2022/23, we offered inclusive leadership training to all leaders as well as new learnings on allyship and psychological safety for all colleagues globally.  Diversity in teams We believe that diversity in teams leads to better innovation, performance and decisions. We therefore drive diversity through teams and strive to ensure a healthy balance of gender, age and nationality within each team.  We monitor the mix of diversity in all teams and actively work with around 80 senior leadership teams as role models for team diversity. Our ambition is to reach a share of 75% diverse teams by 2025 through natural attrition. Diverse teams are defined by a balanced mix of genders, nationalities, and generations, and senior managers have set action plans to achieve this ambition. In 2022/23 the share of diverse teams was 54%, which is on par with last year. To further drive and create ownership of inclusion and diversity locally, we support several local Employee Resource Groups (ERGs). These are voluntary, employee-led groups driving events, educational webinars, discussions, and more to raise awareness of the topic. This year, new ERGs led by highly passionate employees were established in the US, United Kingdom, and Denmark. Employing people with disabilities At Coloplast, we value diversity in the profiles in our workforce. We employ people with mental or physical disabilities in all parts of our global organisation in accordance with local legislation and policies, and we work hard to ensure an inclusive workspace, which includes having appropriate equipment and aids. Gender representation in management The proportion of female managers increased to 47% in 2022/23. Looking exclusively at senior leadership (Vice Presidents, Senior Vice Presidents and the Executive Leadership Team), the representation of females increased to 26% this year. To ensure continued progress on gender representation in managerial positions and to drive improvement at the senior leadership level, Coloplast has implemented several initiatives including top management attention to diversity in our talent pipelines and a new global recruitment process for senior management positions that mitigates biases and ensures diversity. We have also increased our engagement in diversity-related events, boards and partnerships globally. In addition, we have offered selected female talents an external leadership program. Gender pay gap Fairness and transparency in employee remuneration are key in an inclusive workplace. Coloplast is committed to equal remuneration for equal work and we let skills and experience determine compensation. In 2022/23, Coloplast performed an annual analysis of the gender pay gap across senior management levels in the organisation, which showed no significant pay difference (below 5%) between genders</mrv:StatementOfTheDiversityPolicies>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="s10_notesesefdkgaap__9__24" xml:lang="en">Data ethics policy The Board of Directors has adopted a Data Ethics Policy in accordance Section 99(d) of the Danish Financial Statements Act which applies to all Coloplast group companies. In working with data, Coloplast ensures that appropriate measures are in place to safeguard ethical data processing, and Coloplast has implemented extensive security measures to ensure secure storage of data. Coloplast adheres to a high standard of data ethics and solely uses and processes data for legitimate purposes that serves shared benefit for all interested parties. Data processing in Coloplast must never lead to any form of discrimination or biased decisions, decision-making or results. Regardless of how Coloplast collects data, Coloplast always respects applicable data privacy laws. When sharing data, Coloplast imposes high standards on the recipients to ensure appropriate data security.  Coloplast never sells data. To further strengthen adherence with global privacy laws, Coloplast has implemented corporate binding rules.</mrv:StatementOfPolicyForDataEthics>
   <mrv:LinkToCorporateGovernanceReport contextRef="ctx-1" id="s10_notesesefdkgaap__9__5" xml:lang="en">www.coloplast.com/corporate-governance</mrv:LinkToCorporateGovernanceReport>
   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="s10_notesesefdkgaap__9__243" xml:lang="en">Coloplast A/S</gsd:NameOfSubmittingEnterprise>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1"
                                 decimals="0"
                                 id="s10_notesesefdkgaap__9__31"
                                 unitRef="pure">14903</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-53"
                                 decimals="0"
                                 id="s10_notesesefdkgaap__10__31"
                                 unitRef="pure">13650</fsa:AverageNumberOfEmployees>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="s10_notesesefdkgaap__9__185" xml:lang="en">Statement by the Board of Directors and the Executive Management   The Board of Directors and the Executive Management have today considered and approved the Annual Report of Coloplast A/S for the financial year 1 October 2022 – 30 September 2023. The consolidated financial statements have been prepared in accordance with the International Financial Reporting Standards as adopted by the EU and further requirements set out in the Danish Financial Statements Act. The parent company financial statements have been prepared in accordance with the Danish Financial Statements Act. In our opinion, the consolidated financial statements and the parent company financial statements give a true and fair view of the Group’s and the parent company’s assets, liabilities and financial position at  30 September 2023 and of the results of the Group’s and the parent company’s operations and the cash flows for the Group for the financial year 1 October 2022 – 30 September 2023. In our opinion, the Management’s report includes a fair account of the development and performance of the Group and the parent company, the results for the year and of the financial position of the Group and the parent company, together with a description of the principal risks and uncertainties that the Group and the parent company face. In our opinion, the Annual Report for the financial year 1 October 2022 to 30 September 2023 with the file name Coloplast-2023-09-30-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.  In our opinion , the Consolidated Sustainability Performance Tables represent a reasonable, fair, and balanced representation of the Group's environmental, social and governance (ESG) performance and are prepared in accordance with the stated accounting policies. We recommend the annual report for adoption at the Annual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="s10_notesesefdkgaap__9__186" xml:lang="en">Humlebæk,</sob:PlaceOfSignatureOfStatement>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-37" id="s10_notesesefdkgaap__9__188" xml:lang="en">Kristian Villumsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-38" id="s10_notesesefdkgaap__9__190" xml:lang="en">Anders Lonning-Skovgaard</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-39" id="s10_notesesefdkgaap__9__192" xml:lang="en">Nicolai Buhl Andersen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-37" id="s10_notesesefdkgaap__9__189" xml:lang="en">President, CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-38" id="s10_notesesefdkgaap__9__191" xml:lang="en">Executive Vice President, CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-39" id="s10_notesesefdkgaap__9__193" xml:lang="en">Executive Vice President</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-40" id="s10_notesesefdkgaap__9__195" xml:lang="en">Executive Vice President</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-40" id="s10_notesesefdkgaap__9__194" xml:lang="en">Paul Marcun</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-41" id="s10_notesesefdkgaap__9__196" xml:lang="en">Allan Rasmussen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-41" id="s10_notesesefdkgaap__9__197" xml:lang="en">Executive Vice President</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-42" id="s10_notesesefdkgaap__9__198" xml:lang="en">Lars Rasmussen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-43" id="s10_notesesefdkgaap__9__200" xml:lang="en">Niels Peter Louis-Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-44" id="s10_notesesefdkgaap__9__202" xml:lang="en">Carsten Hellmann</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-42" id="s10_notesesefdkgaap__9__199" xml:lang="en">Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-43" id="s10_notesesefdkgaap__9__201" xml:lang="en">Deputy Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-45" id="s10_notesesefdkgaap__9__203" xml:lang="en">Annette Brüls</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-46" id="s10_notesesefdkgaap__9__204" xml:lang="en">Jette Nygaard-Andersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-47" id="s10_notesesefdkgaap__9__205" xml:lang="en">Marianne Wiinholt</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-48" id="s10_notesesefdkgaap__9__206" xml:lang="en">Thomas Barfod</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-49" id="s10_notesesefdkgaap__9__208" xml:lang="en">Roland V. Pedersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-50" id="s10_notesesefdkgaap__9__210" xml:lang="en">Nikolaj Kyhe Gundersen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:DescriptionOfMemberOfSupervisoryBoard contextRef="ctx-48" id="s10_notesesefdkgaap__9__207" xml:lang="en">Elected by the employees</cmn:DescriptionOfMemberOfSupervisoryBoard>
   <cmn:DescriptionOfMemberOfSupervisoryBoard contextRef="ctx-49" id="s10_notesesefdkgaap__9__209" xml:lang="en">Elected by the employees</cmn:DescriptionOfMemberOfSupervisoryBoard>
   <cmn:DescriptionOfMemberOfSupervisoryBoard contextRef="ctx-50" id="s10_notesesefdkgaap__9__211" xml:lang="en">Elected by the employees</cmn:DescriptionOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__9__213" xml:lang="en">To the shareholders of Coloplast A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__9__214" xml:lang="en">Our opinion In our opinion, the Consolidated Financial Statements (pages 83-139) give a true and fair view of the Group’s financial position at 30 September 2023 and of the results of the Group’s operations and cash flows for the financial year 1 October 2022 to 30 September 2023 in accordance with International Financial Reporting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act. Moreover, in our opinion, the Parent Company Financial Statements (pages 159-168) give a true and fair view of the Parent Company’s financial position at 30 September 2023 and of the results of the Parent Company’s operations for the financial year 1 October 2022 to 30 September 2023 in accordance with the Danish Financial Statements Act. Our opinion is consistent with our Auditor’s Long-form Report to the Audit Committee and the Board of Directors. What we have audited The Consolidated Financial Statements of Coloplast A/S for the financial year 1 October 2022 to 30 September 2023 comprise statement of comprehensive income, statement of cash flows, balance sheet, statement of changes in equity and notes, including summary of significant accounting policies. The Parent Company Financial Statements of Coloplast A/S for the financial year 1 October 2022 to 30 September 2023 comprise income statement, balance sheet and notes, including summary of significant accounting policies. Collectively referred to as the “Financial Statements”. </arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__9__215" xml:lang="en">Basis for opinion We conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the Auditor’s responsibilities for the audit of the Financial Statements section of our report.   We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Independence 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 requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. To the best of our knowledge and belief, prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014 were not provided.  Appointment We were first appointed auditors of Coloplast A/S on 12 June 1998 for the financial year 1997/98. We have been reappointed annually by shareholder resolution for a total period of uninterrupted engagement of 26 years including the financial year 2022/23.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="s10_notesesefdkgaap__9__216" xml:lang="en">Key audit matters Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the Financial Statements for 2022/23. These matters were addressed in the context of our audit of the Financial Statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. Key audit matter Accounting for the acquisition of Kerecis hf. On 31 August 2023, Coloplast acquired Kerecis hf. (“Kerecis”) for a cash consideration of DKK 7,923 million. Identification of assets and liabilities as part of the acquisition of Kerecis is considered a key judgement by Management, whereas the determined fair values of the identified assets and liabilities are considered to be key estimates applied by Management. The preliminary purchase price allocation was performed with assistance from an independent valuer expert, who advised on the applied valuation techniques and significant assumptions, in particular in respect of the preliminary valuation of the identified intangible assets and liabilities.  In order to determine the preliminary fair value of the identified intangible assets, the multi-period excess earnings method and the income-based relief method were applied, which uses a number of significant assumptions regarding the expected useful life of customer relationships, revenue growth, profitability, royalty rate, and discount rate.  Further, to determine the preliminary fair value of liabilities, the most significant judgement and assumptions relates to the fair value of contingent consideration, including the likelihood of the contingent consideration to be materialised, which, by nature, is subject to significant judgement and estimate by Management. We focused on this area because purchase price allocation requires significant estimation by Management in determining the fair value of identified assets and liabilities, which is significantly sensitive to changes in those applied assumptions. We refer to note 3 and 32 in the Consolidated Financial Statements. How our audit addressed the key audit matter We assessed whether the acquisition met the criteria for a business combination. We verified the assets and liabilities recognised in the opening balance sheet by performing audit procedures in relation to the opening balance sheet. We tested management’s process and methodology (including assessing the competence and objectivity of management’s expert) for determining fair values. We included our in-house valuation experts to evaluate the appropriateness of the valuation techniques used by management’s experts, including tests of the completeness and accuracy of the models. We challenged the significant assumptions, including the expected useful life of customer relationships, revenue growth, profitability, royalty rate and discount rate used to determine the preliminary fair value of the acquired assets and liabilities in the business combination, including intangible assets. We challenged the significant judgement and assumptions made by Management in relation to the preliminary fair value of the contingent consideration. We assessed the appropriateness of the disclosure in note 3 and 32 of the Consolidated Financial Statements. Recoverability of the carrying amount of goodwill and acquired patents, trademarks and knowhow The Group has goodwill and acquired patents, trademarks and knowhow, totalling DKK 30,718 million at 30 September 2023. The principal risks are related to Management’s assessment of the future timing and amount of cash flows that are used to project the recoverability of the carrying amount of goodwill and acquired patents, trademarks and knowhow. There are specific risks related to the amount and timing of projected future cash flows, growth rates, discount rates, We performed risk assessment procedures to obtain an understanding of the business processes and relevant controls related to the assessment of the recoverable amount.  We tested Management’s process for determining the recoverable amount and the underlying data used in the impairment tests, including reconciliation of the cash flows to Management approved budget. Further, we evaluated the appropriateness of the methodology used in the impairment tests and Management’s assumptions used in the impairment Key audit matter patent expiry, probability of technical and regulatory success and timing of product launch. Changes in these assumptions could have a significant impact on the recoverable amount of goodwill and acquired patents, trademarks and knowhow. We focused on this area, as the amounts involved are material and there is a high level of subjectivity exercised by Management in estimating future cash flows.  We refer to note 11 in the Consolidated Financial Statements. How our audit addressed the key audit matter tests, including the amount and timing of projected future cash flows, growth rates, discount rates, patent expiry, probability of technical and regulatory success, and timing of product launch. In addition, we included our in-house valuation experts to assess the valuation techniques used and to assist with evaluating significant assumptions, including the discount rates applied. We assessed the appropriateness of the disclosure in note 11 of the Consolidated Financial Statements. Revenue recognition The preparation and negotiation of sales agreements take place with due consideration of territorial healthcare reforms,diverse legislation, increased competition, growth strategies and requirements relating to various tenders. The main part of Coloplast’s sales is carried out through distributors, who operate under diverse circumstances and consequently have different requirements that affect the sales agreements.  Coloplast’s agreements with distributors include rebates and discounts, which fall under certain commercial and government-mandated contracts and reimbursement agreements. These arrangements result in deductions to gross sales in arriving at net sales and give rise to obligations for the Group to provide rebates, discounts and allowances, which for unsettled amounts are recognised as a provision.  We focused on these arrangements because they are complex and require significant estimation by Management inestablishing an appropriate provision for the unsettled amounts. This includes estimation of sales volumes subject to the rebates, including estimation of applicable rebate rates. We refer to note 3, and 4 in the Consolidated Financial Statements. We discussed the recognition principles with Management, including sales agreements and the related rebates. We performed risk assessment procedures and obtained an understanding of the IT systems, business processes and relevant controls for revenue recognition, including sales agreement and provisions on rebates. We assessed whether the controls were designed and implemented to effectively address the risk of material misstatements. For selected controls, which we planned to rely on, we tested whether these were performed on a consistent basis. We tested a sample of revenue transactions to underlying sales agreements, including the related rebate. We obtained Management’s calculations and evaluated the accuracy hereof. Further, we assessed and tested key data inputs and significant assumptions and recalculated the rebate percentages. We considered the Group’s historical provisions by comparing the actual rebate with the rebate percentage estimate used by Management to recognise the provision, including performing a retrospective review of the prior period provision compared to subsequent payments to evaluate the accuracy of Management’s estimate and to identify any potential management bias.  We assessed the appropriateness of the disclosure in note 3 and 4 the Consolidated Financial Statements.</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__9__217" xml:lang="en">Statement on Management’s Report Management is responsible for Management’s Report (pages 4-82 and page 169). Our opinion on the Financial Statements does not cover Management’s Report, and we do not express any form of assurance conclusion thereon. In connection with our audit of the Financial Statements, our responsibility is to read Management’s Report and, in doing so, consider whether Management’s Report is materially inconsistent with the Financial Statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated.  Moreover, we considered whether Management’s Report includes the disclosures required by the Danish Financial Statements Act.  Based on the work we have performed, in our view, Management’s Report is in accordance with the Consolidated Financial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act. We did not identify any material misstatement in Management’s Report. </arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__9__218" xml:lang="en">Management’s responsibilities for the Financial Statements  Management is responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with International Financial Reporting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act and for the preparation of parent company financial statements that give a true and fair view in accordance with the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the Financial Statements, Management is responsible for assessing the Group’s and the Parent Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="s10_notesesefdkgaap__9__219" xml:lang="en">Auditor’s responsibilities for the audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements. As part of an audit 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 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 appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and the Parent Company’s internal control. •  Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management. •  Conclude on the appropriateness of Management’s use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s and the Parent Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group or the Parent Company to cease to continue as a going concern. •  Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the 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 remain solely responsible for our audit opinion. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards applied. From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the 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.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="s10_notesesefdkgaap__9__220" xml:lang="en">Report on compliance with the ESEF Regulation As part of our audit of the Financial Statements we performed procedures to express an opinion on whether the annual report of Coloplast A/S for the financial year 1 October 2022 to 30 September 2023 with the filename Coloplast-2023-09-30-en.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, including notes. Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes: •  The preparing of the annual report in XHTML format; •  The selection and application of appropriate iXBRL tags, including extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for all 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 necessary to enable the preparation of an annual report that is compliant with the ESEF Regulation. Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, 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 procedures 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, including notes; •  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 Consolidated Financial Statements. In our opinion, the annual report of Coloplast A/S for the financial year 1 October 2022 to 30 September 2023 with the file name Coloplast-2023-09-30-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
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