Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2023-12-31	17778000000	dkk
ifrs-full:Assets	2022-12-31	14474000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2023-01-01	2023-12-31	12927000000	dkk
ifrs-full:Revenue	2022-01-01	2022-12-31	11487000000	dkk

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   <mrv:StatusOfAchievementOfTargetFigureOfUnderrepresentedGenderBoardOfDirectors contextRef="ctx-2" id="s10_notesesefdkgaap__9__20" xml:lang="en">Diversity and inclusion The international management teams of Royal Unibrew – a total of 164 leaders – comprises 68% (2022: 72%) male and 32% (2022: 28%) female. Our target is a more balanced gender representation of at least 40% of the underrepre-sented gender among the Board of Directors and in interna-tional management teams by 2025 In the Senior Leadership team, including direct reports, employed at Royal Unibrew A/S, cf. the Danish Companies Acts, section 139c, we aim for 30% of the underrepresented gender in 2027. When recruiting new executives, we identify candidates of all genders without</mrv:StatusOfAchievementOfTargetFigureOfUnderrepresentedGenderBoardOfDirectors>
   <mrv:InformationOnEqualDistributionOfWomenAndMenBoardOfDirectors contextRef="ctx-2" id="s10_notesesefdkgaap__9__19" xml:lang="en">Diversity and inclusion The international management teams of Royal Unibrew – a total of 164 leaders – comprises 68% (2022: 72%) male and 32% (2022: 28%) female. Our target is a more balanced gender representation of at least 40% of the underrepre-sented gender among the Board of Directors and in interna-tional management teams by 2025 In the Senior Leadership team, including direct reports, employed at Royal Unibrew A/S, cf. the Danish Companies Acts, section 139c, we aim for 30% of the underrepresented gender in 2027. When recruiting new executives, we identify candidates of all genders without</mrv:InformationOnEqualDistributionOfWomenAndMenBoardOfDirectors>
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   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="s10_notesesefdkgaap__7__8" xml:lang="en">Our long-term sustainability/ESG strategyOur sustainability/ESG strategy is an integral part of our corporate strategy, THE PREFERRED CHOICE. Hence, we consider systainability to be essential for future-proofing our business. Our ambition is to lead the beverage industry with respect to climate actions and the demand for sustainable products. We will reduce the impacts and risks of our operations and products while at the same time delivering sustainable business growth, utilizing opportunities and considering stakeholders’ views.We have always been committed to contributing positively to the communities we are part of; limiting our environmental foot-print; establishing safe and developing working conditions for our employees and delivering high-quality responsible products.Likewise, we continue our commitment to the principles of the UN Global Compact (UNGC), the UN Sustainable Development Goals (SDGs) as well as our endorsement of the Task Force on Climate-Related Financial Disclosures (TCFD) recommendations with balanced disclosure of climate risks and opportunities. Our strategy, operating model, and KPIs remain well-suited to support integration of material ESG aspects related to our business and transitions plans. During 2023, we continued the implementation of our strategy and objectives with concrete actions and initiatives to achieve our targets for our strategic pillars:•  Our consumers and customers •  Our products•  Our peopleFor each of the pillars, we have defined near-term 2025 and 2030 sustainability targets. We monitor our performance closely to ensure progress on our targets and to make timely adjustments if needed from an impact, risk and opportunity perspective. In 2023, Royal Unibrew’s aspiration of becoming a global leader in sustainable beverages with ambitious decarboniza-tion targets became reinforced, as our targets for scope 1, 2 and 3 were approved by the Science Based Targets initiative (SBTi). Being a beverage company, we have now set specific targets for FLAG (Forest, Land-use and Agriculture) in line with our general scope 3 target, committed to zero defor-estation and not the least committed to net-zero in 2040. We have submitted these targets for SBTi approval in 2024. Despite the continued geopolitical challenges, we remain determined to transition to a net-zero future. The roadmaps for energy efficiencies and CO reductions are in place in all 2markets and for the entire value chain. Coordinated and wide-ranging efforts are needed to succeed with our ambitious sustainability/ESG strategy – and we cannot do it alone. We will innovate, develop, and engage in partnerships with our key stakeholders, such as strategic suppliers, major customers, consumers, local communities and our employees for mutual benefit. Overall, we are on track to deliver on our near-term 2025 and 2030 targets. Further-more, integration of the acquired companies in 2023 is well underway. The new companies and their business models and competencies have inspired us to improve some of our programs and approaches. The acquisitions did not trigger changes to our materiality assessment.Overall KPIsOur consumers &amp; customersNo/low growing faster than average on the portfolio and faster than market (YoY)#1partner of choice for customers as  sustainable beverage supplier by 2030Not measured yet in all markets40% of marketing budget allocated to brands/  campaigns with a sustainability  position by 2025Our products100% carbon emission free by 2025  in scope 1 and 2* 50% reduction in supply chain emissions  (scope 1, 2, 3) by 2030100% recycled, recyclable or reusable  packaging by 2025Our people100% safety culture80% of employees being Royal Unibrew  ambassadors by 2030100% sustainability culture by 2025Disclaimer: The targets apply to our current footprint. It is our ambition that our acquisitions will be integrated, but a grace period may be required* without distribution and biogenic emissionsESG story and achievementsAt Royal Unibrew, sustainability/ESG is deeply engrained in our purpose and ambition to be THE PREFERRED CHOICE Before2018 EFFICIENCY IMPROVEMENTS  YEAR-ON YEAROptimizing eco- efficiencies in produc-tion processes:  •  Investing in cleaner technology •  Reduce, reuse and recycle packagingmaterials2018MATER IALI TY ASSESSMENT AS  BASIS FOR ESG PRIORITIZATIONMateriality assessment as foundation for:•  Priioritization ofnine strategic focus areas•  Integrated reporting 2019SHORT-TERM TARG ETS ESTABLISHEDEstablishing short term ESG targets for 2020 and 2022 on •  No/low products•  CO emissions from 2scope 1 and 2•  Packaging materials (recycled content)•  Occupational health and safety2020NEW LONG-TERM SUSTAINABILITY/ ESG STRATEGY AND INITIATIVESEstablishing the frame-work for our sustain-ability strategy as part of THE PREFERRED CHOICE and settinglong-term targets (2030) and KPIs2021 INITIATION OF STRATEGY IMPLEMENTATIONImplementing actions to achieve our 2025/2030-targets and measuring  performance •  Joining and commit-ting to SBTi•  Endorsing the TCFD framework•  Disclosing country-by-country on tax and EU Taxonomy on Climate eligibility 2022EXPANDING ESG FOCUS AND ACHIEVING SHORT-TERM TARG ETSAchieving short term 2020/2022 targets for no/low, CO reduction 2and packaging materials•  Submitting targets (scope 1, 2 and 3) for SBTi approval•  Reviewing materiality assess-ment from 2018 - water and biodiversity as new topics•  Elaborating EU taxonomy data and expanding ESG indicators to meet CSRD requirements•  Finalizing plans for energy efficiency and decarboniza-tion toward 2025•  Continued investments in major solar park and biogas2023CONTINUED EFFORTS TO REDUCE FOOTPRINTS AND POTENTIAL IMPACTSOn track on achieving our overall KPIs Current status•  No/low volume increase for alcoholic and non-alcoholic categories outperforms regular volume•  Maintains market leading position in no/low carbonated soft drinks •  SBTi  approval of emissions targets for absolute reduction in scope 1, 2 and 3.•  Submitting FLAG target and Net Zero target for 2040 for SBTi approval in 2024•  44% share of renewable energy in scope 1 and 2 CO. Plans and capex for 92%2•  96% recycled, recyclable or reused packaging materials•  Investing  in more filling lines ESG capabilities •  Strong sustainability culture •  ESG Industry Top Rated in our sector beer, wine &amp; spirits by Morningstar Sustainalytics•  Limited assurance on ESG dataPolicies and systemsRoyal Unibrew is working in accordance with international and national legisla-tion, as well as international guidelines, conventions, and standards for environ-ment, social conditions, governance and sustainability. Our policies and systems ensure compliance.Royal Unibrew’s policies provide guidance for the employees, third parties acting on behalf of the company and suppliers regarding anti-corruption, environment/climate, human rights and labor standards, quality and product safety, data safety, competition, and responsible marketing. The basic require-ment is legal compliance combined with awareness of potential impacts, risks and opportunities. Thus, the policies and proce-dures ensure our freedom to operate. For further information on human →rights see the Business Ethics PolicyImplementation of processes and proce-dures to align further and be ready to disclose in accordance with the Corporate Social Responsibility Directive (CSRD) and the requirements as outlined in the European Sustainability Reporting Standards (ESRS) has been ongoing in 2023. Despite the fact that Royal Unibrew has been disclosing ESG performance KPIs for many years, it is a huge endeavor to provide the required data and documentation. We have decided to get limited assurance of our ESG data for 2023 to make sure our accounting principles, internal controls and documentation are in place. We are monitoring additional future EU legis-lation closely such as the proposed Corpo-rate Social Due Diligence Directive (CSDDD), Packaging and Packaging Waste Regulation (PPWR), climate labelling, as well as the remaining standards for the EU Taxonomy, especially on circularity and biodiversity to be ready with technologies, processes and tools for implementation of requirements.Our governance structureOur sustainability/ESG activities are anchored at the Board of Directors who has the oversight of our strategy, targets, impacts, risks and opportunities and Group policies together with the Executive Management.Our targets and relevant business processes are imple-mented through the Growth Leadership Team, consisting of SVPs and VPs from our main markets and Group functions, including the Sustainability VP. The latter reports directly to the CEO. Thus, the ESG/sustainability area adheres to the same governance principles as all other business critical processes and decisions.For further information see the corporate  →governance section.The Executive Management and senior management teams have long-term and short-term incentive programs (LTIP/STIP) that are directly linked to Royal Unibrew's sustainability and ESG performance. The ESG targets constitute 15% and 20%, respectively, of the total weight in 2023.We are constantly working on improving the transparency in decision processes and due diligence related to our strategy, material issues, policies, actions, targets and performance. Establishing clear accounting principles for ESG data and thus forming the basis for external assurance has been an integral part of this process. Group CSR and finance are responsible for reporting our results, including good practice guidelines for risks and internal controls. The ESG data governance and materiality responsibility lies at the Audit Committee, whereas the Board of Directors oversees all sustainability aspects, including the strategy.For further information see the  →risk management section.A strong company culture is crucial for our progress and performance – a culture in which decisions are made in respect of our consumers’, customers’, suppliers’, share-holders’ and other key stakeholders’ views and priorities, and a culture that encourages people to take responsibility for their actions. In Royal Unibrew, we believe that having ESG matters anchored in our strategy ensures that we include these aspects in daily decision making.Internal controls and the whistleblower scheme are important means for controlling and reporting potential irregularities, also by external stakeholders. Regular training is among our tools to ensure compliance, i.e. employees and specific business functions are trained in relevant aspects depending on their potential exposure. We are further developing our materiality process to match CSRD requirements for ESG impact and financial materiality – double materiality.We strive to work with a balanced approach toward our stakeholders by disclosing potential risks to our business and how we control these as well as by expressing the oppor-tunities for Royal Unibrew; commercially as a sustainable beverage company and locally as a sustainable partner and not the least a preferred workplace. Our key stakeholders are defined in our strategic formulation: we want to be THE PREFERRED CHOICE for our employees, consumers, customers, shareholders and the future. In addition, our busi-ness partners, suppliers, legislators, local communities and NGOs are among our stakeholders. Through recurring meetings and concrete sustainability work streams with selected stakeholder representatives, we gain valuable insights into their needs, potential concerns and not mutual development possibilities. We believe that these insights are fully elucidated and implemented in our strategy.During 2023, Royal Unibrew reviewed the materiality assess-ment to determine if our strategy continues to address rele-vant ESG issues. We identified global trends, standards and benchmarks and made use of insights from our stakeholder engagement survey. Moreover, we initiated full integration of the double materiality assessment approach in our Enter-Double materiality assessmentprise Risk Management (ERM) framework and conducted an in-depth assessment of climate-related impacts, risks and opportunities, to align the methodologies and understanding. The materiality assessment was reviewed and validated by the Growth Leadership Team and hereafter approved by the Audit Committee and the Board of Directors. For further information please see →the risk management chapterBased on the review of our materiality assessment, we main-tain the material sustainability matters identified in the 2022 assessment. However, data security/privacy and cyberse-curity have become more important for our stakeholders,  whereas human rights risk in Royal Unibrew’s operations are reduced. In addition, employee attraction and retention as well as water stewardship are assessed to be more material for Royal Unibrew. Climate and responsible sourcing remain a top priority. Several of the sustainability matters, such as pollution, have a very low risk. Only a couple of our production facilities store dangerous substances, and the area is heavily regulated, which is why monitoring and management are preventing any real exposure.Environmental topicsWe want to be THE PREFERED CHOICE for the future, and it is our ambition to be one of the most sustainable beverage companies globally.   We are in the process of converting our energy consumption to renewable energy in the entire value chain, and we collaborate with our partners and other stakeholders to reduce CO emissions as well as our use of 2resources by fostering a circular mindset and ensuring biodiversity. All this while contri-buting to society. We apply a precautionary principle to ensure that factors which may present an environmental or climate risk are monitored, avoided or mitigated.Royal Unibrew’s environmental and climate policy aims to minimize potential impacts on the environment and climate by reducing resource consumption such as energy, water,materials, as well as the associated emis-sions, to protect biodiversity and ultimately to do no harm. Our environmental policy applies to Royal Unibrew and our suppliers.  We have ambitious environmental and climate targets that are well-integrated in our management processes and systems. Systematic monitoring allows us to make continuous improvements and communicate our performance both internally and exter-nally.Our overall KPIs for the environment remain unchanged with a maintained focus on climate and circularity but with underlying targets established for water and the inter-connection to biodiversity. We have, however, added a SBTi approved 1.5°C target for scope 3 alone, with a 50% reduction target in 2030 compared to 2019. Royal Unibrew has reviewed the impact materiality in 2023. The material topics and impact assessment are unchanged; however, water stewardship has been assessed as having a higher impact. We have conducted a thorough assessment of the financial materiality of climate change in relation to transitional and physical risks. Climate and energyWe will increase our renewable energy use toward 2030 by starting with our own production and gradually increasing demands on suppliers and engaging in partnerships.Our commitment to environmental sustainability is unwav-ering, and we are fully aware of the critical role businesses play in addressing climate change. The SBTi approved our scope 1, 2 and 3 targets in 2023 in alignment with the overar-ching objective of limiting global warming to 1.5°C as outlined in the Paris Agreement. We have submitted our FLAG target (50% reduction in 2030, compared to 2019); no-deforestation and net-zero target for 2040 for SBTi approval in 2024.Our targets are not a one-size-fits-all solution but are tailored to our industry. We have conducted comprehensive sector-specific assessments to understand our industry's unique challenges and opportunities in addressing climate change. We recognize that addressing climate change requires collective action, and we are encouraging our peers, suppliers, and partners to embrace similar commitments. Basically, we are dependent on efforts in the entire value chain, sharing of data and collaboration to reduce impacts.Royal Unibrew’s principles for decarbonization are unchanged, and the primary drivers are efficiency improvements and tran-sition from fossil fuels to renewable energy and adding renew-ables to the grid. In 2023, we further developed our road maps for decarbonization and energy efficiencies. For scope 1 and2, where our target is to be 100% emission free by the end of 2025, excl. distribution and biogenic emissions, we have capex projects and capex plans in place to support implementation. In 2023, we had a total of DKK 76 million capex allocated to climate, which is a significant increase from 2022.The energy efficiency measured as energy consumption perproduced hectoliter declined organically by 0.5% to 20.4 MWh/hl in 2023. Efficiency measured relative to net revenue was 2.0 MWh/DKK in 2023, which is an improvement of 5% compared to 2022.Today, 44% of Royal Unibrew’s energy consumption in scope 1 and 2, excl. logistics, is based on renewable energy from our own production or Renewable Energy Certificates (REC). Proj-ects ensuring a reduction of almost 100% of our carbon foot-print (36.2 million kg CO excluding Amsterdam Brewery, San 2Giorgio and Vrumona) from our production are progressing or planned for the period of 2024 to end of 2025. The main projects include installation of solar cells, heat pumps and bio-based or electrical boilers. Royal Unibrew is not regulated through EU’s Emissions Trading Scheme (ETS), and we have not financed carbon credits or carbon removals. We do not currently apply internal carbon pricing. Despite of the war in Ukraine resulting in a temporary switch from natural gas to oil at our sites in Faxe, Denmark; Toronto,Canada; and Bergen, Norway, in the beginning of 2023, the kg CO per produced volume decreased organically by 9% 2in 2023. This decline is an expression of the effects of Royal Unibrew’s transformation from fossil-based to renewable energy based.Our absolute scope 3 emissions (mkgCO) in 2023 were at 2level with our 2019 base year. When looking at the efficiency measured as mkgCO per hectoliter, we have reduced the 2impact in all parts of the value chain except for transporta-tion. The predominant reduction is at our breweries covering scope 1 and 2. For packaging materials the reduction is related to a significant increase of the recycled content of cans, and despite of an increase in the PET contribution as we temporarily switched to a higher content of virgin material. Water stewardshipWater is our most important raw material; therefore, water preservation and water quality are key focus areas for us. Royal Unibrew’s production sites are not located in extremely high water stressed areas, except for a small site in Estonia (0.04% of total consumption). Withdrawal of water in low and medium-low water-stressed areas constitute approximately 53%. Water consumed is either based on municipal supply or water from own wells. At a couple of our production sites scarcity of water or capacity of wastewater treatment plants may become limiting factors for growth. All wastewater is treated prior to emission either at privately owned or public wastewater treatment plants upholding the stipulated requirements.Our consumption of water per hectoliter declined organi-cally by 1% between 2022 and 2023. The water intensity measured as water consumed per hectoliter from 2019 to 2023 has been reduced by 6%, organically.Reducing water consumption remains a priority. We continue our efforts to improve water efficiencies, and we are inves-tigating opportunities to reuse more water at our major production sites. In addition, projects aiming at restoring freshwater ecosystems continue at the Lake Vesijärvi in Lathi, Finland, and in Latvia where collaboration with the World Wide Fund for Nature (WWF) also entails education in the society at large.  Circularity  and wasteCircularity in the beverage industry starts with packaging materials and closing the material loopIn the beverage industry, resource consumption and circu-larity, apart from water, is closely connected to packaging materials from manufacturing via filling and distribution to end-of-life – and to a lesser extent loss and scrap of products as well as waste generated in production. Closing the loop of packaging materials (primary, secondary and tertiary) is key, but also removing, reducing, reusing and recycling mate-rials are important. The impact materiality within this area is considered unchanged from 2022. Packaging materials serve a critical role of protecting the beverages and avoiding food waste. Food safety requirements for primary packaging are stringent, as it is vital to protect our products and ultimately consumer health. The entire packaging system ensures there Organic recycled content (excl. Vrumona and San Giorgio)Realized Realized TAR GET 202220232025r- Corrugated cardboard 98 94% 100r- Paper labels 92 87% 100r- Shrink film 68 59% 100r-PET 64 28% 100is no harm to our products during distribution. Therefore, our approach to circularity is founded on the primary purpose of packaging materials’ ability to protect the products. Royal Unibrew is applying circular principles in the design of packaging materials and systems. We are on track toward our overall goal of 100% reusable, recyclable, or recycled materials in 2025. 96% of the materials we use today are mono materials. Mono materials can easily be separated, sorted, recycled or reused in clean fractions, such as glass, PET, carton, aluminum, etc. However, a few concepts such as our juice portfolio and bag-in-box concepts for wine and soft drinks as well as certain plastic-based kegs are not yet recyclable or recycled. These concepts contributed approximately 4% of the sales volume in 2023. While recyclability may be improved in the next couple of years, we will also be looking for alternatives.  We are committed to converting to a higher content of recy-cled materials both in our plastic and fiber-based packaging in accordance with our 2025 targets. However, in 2023 we slowed our conversion rates down on targeted materials. We have registered challenges especially in the quality and cost of rPET, and we also experienced challenges with the robustness of both shrink film and corrugated cardboard in distribution. Based on our learnings, we have decided to investigate recy-cled content further, as more materials needs to be added to ensure stability in our current systems. Subsequently, we need to establish the optimum between environmental, technical and protective properties for packaging materials. Our sector is characterized by using reusable (e.g. kegs, glass bottles) and recyclable packaging systems, and the systems are in many markets supported by strong deposit return systems, (DRS) where return rates are above 90%. We are therefore well prepared for our extended producer respon-sibility and the new EU legislation on packaging and pack-aging waste. In less mature markets, we are looking to drive solutions. Reuse and recycling concepts at our customers and venues are currently being tested for washable cups, and also collection and recycling of rPET cups at festivals as well as recycling plastic kegs using DRS are being tested. We continue to work on projects to reduce the amount of material used with the limitations and restrictions mentioned above. We continue to look at substitution of plastics by implementing more filling lines that operate with paper or cardboard solutions such as keel clip. Circularity principles are also applied to our production waste, where 92% was recycled in 2023. Organic byproducts and organic waste are utilized 100% for food, feed or biogas.In 2024, we will continue our work on implementing circu-larity principles more broadly in our supplier management processes in relation to equipment, building materials, etc.BiodiversityThe impact of climate, pollution, land use and water use changes on biodiversity and loss thereof is increasingly articulated as a major challenge, at least in the same order of magnitude as climate. New legislation such as the EU Taxonomy and CSR directive address this as well as several initiatives like the Science Based Targets for Nature (SBTN) and the Taskforce on Nature-Related Financial Disclosures (TNFD). The beverage industry is dependent on agricultural raw materials such as barley, sugar and corn, primarily sourced locally, but also forest-based products such as cardboard, carton, paper and land-based excavation of filter material (kieselguhr). As a consequence, Royal Unibrew assesses biodiversity to be material.In 2023, we updated our review of our physical locations’ vicinity to nature protected areas or protected species under the Natura 2000 umbrella. The review demonstrated that we are not located in Natura 2000 areas. We will work on stepwise to expand the assessment to the entire value chain, especially upstream. We have elaborated the climate-related impacts from raw materials and fiber-based packaging during preparation of the proposal for FLAG related CO targets to SBTI. Adjusting 2our initial scope 3 calculation for purchased goods and services with 59 mkgCO from FLAG in 2019. Furthermore, 2we are now committed to zero-deforestation.Royal Unibrew realizes that target setting on biodiversity requires more work. We spent 2023 to further educate ourselves, and we are leaning toward targets for sustain-able agriculture based on concepts such as nature positive methods and methods such as regenerative farming focusing on water consumption and use of chemicals as well as social aspects. We will formulate targets in 2024. PollutionRoyal Unibrew is a beverage company, and subsequently, we use chemicals for cooling, cleaning and process control.  Boilers on site are associated with air emissions, and we have organic material and nutrient (nitrogen and phosphorous) containing wastewater. Our production sites are heavily regu-lated via general environmental permits, which also regulate air emissions and wastewater permits, governing  permittable emissions to recipients. Therefore, all production sites have implemented operational procedures and controls to monitor emissions and investigate and report any non-conformities. The procedures are systematically managed and audited by the authorities and/or certifying bodies, where we have certified systems such as ISO 14001. In 2023, we had one accidental oil spill. It was remedied and no adverse effects were observed.We do have reporting requirements on emissions to the Pollutant Release and Transfer Register (PRTR) at the EU level. It is triggered by a production volume threshold level of 300 hectoliter per day at three sites, Lahti, Faxe and Bunnik, but only the site in Faxe, Denmark, is subject to air and waste-water emissions reporting, as the emissions are above the threshold levels per the PRTR legislation. We have two production sites in Denmark that are subject to the Seveso regulation on control of major-accident hazards involving hazardous substances related to storage of ammonia (cooling), and one site in Denmark on storage of nitric acid (process control) with a five tons storage threshold (column 2). Storage and operational controls are implemented and approved by relevant authorities. The system is audited by the authorities and described in a publicly available safety document. No leaks or spills have been observed in 2023.There is a potential environmental impact from our opera-tions; however, it is well-managed and audited regularly. The storage and consumption of hazardous substances, emis-sions to air and water are limited and therefore the risk is considered to be low. However, we will continue to monitor our emissions. Social topicsTo achieve our business strategy of becoming THE PREFERRED CHOICE, we must attract, build and retain talented people at all levels and in all markets in which we operate. We will evaluate our success based on our long-term business results, our engagement surveys and our ability to place key talent in critical positions.We want to be the preferred partner for our customers with a broad portfolio of tasty high-quality products for any occasion and deliver the most relevant innovations for our consumers. We want to support the consumers in making healthy, nutritious and sustainable choices by always providing an alternative to regular beverages, i.e., sugary drinks, alcoholic drinks, etc. Moreover, we want to provide transparency for the consumer when choosing beverages.Royal Unibrew has policies for social matters as put forward in our Business Ethics Policy and further elaborated in our Diversity, Equity and Inclusion (DEI) Policy and Supplier Code of Conduct. Our policies are codified in accordance with the Universal Declaration of Human Rights (UDHR) with the prin-ciples set out by the International Labor Organization (ILO), the UN Guiding Principles, the Ten Principles of the UN Global Compact and relevant UN Sustainable Development Goals.Compared to 2022, we have increased the level of impact of attraction and retention of employees, whereas human rights and labor standards in our own operations, mainly located in Europe, have been slightly downgraded from a net risk perspective. The area has been regulated for years, and we have processes in place ensuring compliance. We have ambitious targets concerning our customers and consumers, including local communities. The same applies to our people. Other supply chain objectives are covered under governance topics.OWN WORKFORCE Attraction and retentionWe aspire to have the proudest employees in the industry by fostering a sustainable and winning culture.We strive to cultivate the proudest employees, as they are the foundation for Royal Unibrew’s success and progress. Our performance builds on our deeply rooted culture as well as our strong experience and know-how within the beverage industry. We continuously work to ensure that our leader-ship model accommodates our strategic ambitions to deliver future growth, while nurturing a sustainable culture and providing a healthy working environment. Among the core initiatives to support our ambition of being THE PREFERRED CHOICE for our people are the establishment of Royal Unibrew’s Expectations and strengthening of our perfor-mance management. In addition, we have initiatives covering  organizational and people development, engagement surveys and digitalization of people processes, etc. Royal Unibrew's Expectations is a framework developed to support our leaders in performing effective value-based leadership. The framework supports our leaders in acting as role models by demonstrating proper behavior in line with the expectations of Royal Unibrew while pursuing and achieving our shared ambition to be THE PREFERRED CHOICE. Local empowerment is at the core of our business model; hence, the ownership and commitment to fuel implementation of Royal Unibrew's Expectations is locally anchored. During 2023, we further rooted Royal Unibrew's Expectations in the organization and based on the positive experiences and measurable impacts of these initiatives, we have decided to roll out the key principles to all Royal Unibrew employees – aiming at providing an even more broad-based anchoring of sustain-able cultural values. Alongside, we will continuously develop the leadership framework, including strengthening the communi-cation, activation and implementation of new initiatives.    Attracting, developing and retaining talented people remain key to our success, and we continue to invest in experience-based people development to ensure organizational readiness and hereby successful strategy execution. We continuously invest in the identification and development of talent across the organization through strengthened succession planning, both as a way of identifying talent as well as building and deploying talents to seize the increasing number of growth opportunities, both domestically and internationally.   Measurement of progress and feedback are essential for achieving ongoing advances in our people management.Therefore, we are establishing well defined and digitalizedpeople management processes in all our business units, including regular and constructive performance reviews and development planning. The digitalized performance manage-ment process provides our leaders with a common support tool to steer their performance conversations and trackprevious dialogues, supporting the employees' individual development and talent deployment across the organiza-tion into sustainable careers across functions and countries. Furthermore, the digitalization of performance management,employee master data and recruitment processes improve the human capital development and tracking. As the external and internal expectations for tracking and reporting will increase in the coming years, digitalization of all our people processes becomes even more central.In 2023, the overall engagement score decreased marginally from 4.1 to 4.0 and the ambassador willingness decreased from 4.0 to 3.8, correspoding to 76% of our employees. Hence, we are not fully meeting the targets of more than 80% of our employees to be Royal Unibrew ambassadors. Proudness decreased sligthly from 4.2 to 4.1, whereas more employees believe Royal Unibrew is a sustainable company (increasing from 4.0 to 4.1). This signifies that more than 80% of our employees are proud of working at Royal Unibrew and believe that the company is focusing on sustainability. Going forward, we will carry out employee engagement surveys once a year to measure engagement both for short-term developments andchanges and long-term trends compared to past years. The total employee turnover in 2023 remained at approxi-mately the same level as in 2022, yet slightly increasing from 17.1% in 2022 to 17.7% in 2023. Although still high, we operate in a time where the unemployment rate has been quite low across all our markets, while we are at the same time inte-grating companies into the Group. Taking the given labor market trends into account, we work actively to retain diverse,qualified and talented employees by offering attractive working conditions, including an attractive work environment and good career opportunities.  Leave of absence due to non-work-re-lated illness has decreased from 3.6 % in 2022 to 3.0% in 2023.OWN WORKFORCE Diversity, equality and inclusionOur strong commitment to a 100% sustainable culture at all levels and in all markets is reflected in our ambitious KPIs and our Executive Incentive Program. Core to our business strategy is a fundamental belief that a diverse and inclusive working environment in Royal Unibrew will create extraordinary and sustainable business results through our approach to local markets, local products and people. We continue to focus on building and driving a sustainable culture by assessing and monitoring the organizational health, including employee turnover, sick leave, safety culture, diver-sity, equality and inclusion – and by initiating new initiatives to support this agenda. We expect all our leaders to embrace their role as inclusive leaders by being committed to building diverse teams of complementary strengths, skills, experiences and perspec-tives. Furthermore, we expect them to foster an inclusive culture where all employees have a sense of belonging, equi-table opportunities to realize their potential and in which all employees feel free to speak up. These expectations and our strong commitment to sustainability in general are reflected in the executive incentive programs by setting ambitious sustainability KPIs as part of the programs. Our Diversity, Equity and Inclusion Policy (DEI) is our commit-ment to ensuring a diverse workforce, an inclusive workplace with equal opportunities and leadership valuing DEI. Gender is only one dimension of diversity, and we fully recognize that diversity is any dimension that differentiates our people, e.g., ethnicity, race, age, nationality, disability status or sexual orientation.Traditionally, the beverage industry is male dominated. However, we aspire to achieve a more balanced gender repre-sentation. Specifically, our target is a representation of at least 40% of the underrepresented gender across the Group and in the Board of Directors by 2025. In our Senior Leadership Team, incl. direct reports, in Royal Unibrew A/S, our target is 30% by 2027, currently at 27%. Our action plan to achieve this target is based on three elements: attraction, retention and inclusion. In 2023, we have reviewed hiring processes, including job advertisements and job interviews to increase recruitment ofdiverse profiles and reduce biases in the hiring process. Our objective is to ensure robust shortlists of competent diverse candidates for job vacancies and always recruit the best candidate for the job. At the end of 2023, 27% (2022: 26%) of all employees were women.Our ambition is to increase female representation at all levels. For the international management teams, we have unfortu-nately seen a downward trend in female representation during recent years, but 2023 marked a change in this tendency. There was an increase in female representation at leadership levels except for the Senior Leadership Team, though still not enough to adhere to the 40% principle in all countries. While the underlying development has been positive for the past years, we have seen that acquired companies have had a lower share of females at management level. The develop-ment over recent years emphasizes that the change toward a more balanced gender representation requires an extraordi-nary effort and continuous push within the area. This includes finding new ways to achieve critical mass of diverse talents and retain and develop the talents among office workers as well as within the production area. Employees by gender, Int. Management teams2023 2022 2021 2020 2019Female % 32 28 29 33 32Male % 68 72 71 67 68OWN WORKFORCESafety cultureWe are committed to maintaining and continuously improving our employees’ safety and keeping a harassment free working environment. We recognize that one accident is one too many, and we continue to focus on mitigating risks by allocating more resources and sharing best practices across the Group.All employees (100%) are covered by occupational health and safety management systems that emcompass procedures for identification and control of potential hazards (physical, chemical, biological, ergonomic, psychological health and well-being aspects), training, monitoring, recording and inves-tigation of incidents and legal compliance. Royal Unibrew engages with employees in many ways either formally through the worker’s councils, where representa-tives of employees and managers meet on a regular basis to discuss cooperation, challenges and progress, or informally via regular 1:1 development interviews and through our open feedback culture on daily basis. Furthermore, all employees and subcontractors have the opportunity to speak up on their own through representatives, managers, HR or our whis-tleblower mechanism.All employees can be part of a collective bargaining agreement if they choose to. The majority of white-collar employees in Royal Unibrew are covered by legal require-ments stipulating employee rights such as wages during parental leave, terms of notice, etc., rather than directly through a collective bargaining agreement. The distribu-tion between white-collar and blue-collar employees in Royal Unibrew is 56% to 44%, respectively. Furthermore, all employees in Royal Unibrew have contracts stipulating rights (work hours, vacation, benefits, etc.) and responsibilities. As we aim for zero lost time incidents, we have conducted behavior-based safety campaigns in several markets. In addition, we have worked on communicating safety aspects to enhance incident prevention, not only concentrating on lost time incidents but also on safety observations and near-misses. Improving root cause assessments for preventive measures have been in focus as well as more inspections and audits.  We measure the effect of our initiatives and track perfor-mance. In 2023, we did not have any fatal accidents among our employees or contractors. However, the frequency of incidents increased by 17% compared to 2022, resulting in 13 incidents per 1 million working hours. Therefore, we have started a range of initiatives anchored at the management level.  The severity rate measured as lost days per 1 million working hours has decreased significantly by 51% since 2019, measured organically. Behavior and lack of codified proce-dures accounted for almost 73% of our lost time incidents in 2023, whereas lack of physical barrier, PPE use, and lack of training accounted for 20%. The latest employee engagement survey shows that 15% of the employees find they have been either bullied or sexu-ally harassed. Our objective is to be 100% harassment-free, measured as more than 90% of our employees feel they have a harassment-free working environment.Our consumers and customersWe believe in consumer’s choice. We want to help consumers make healthy or nutritious choices by always having an alternative to regular products, e.g., sugary, alcoholic beverages, etc. We want to provide transparency for the consumer when choosingbeverages.Royal Unibrew is aware of the global challenges formulated by WHO regarding overweight, obesity and the associated risks of cardiovascular diseases, cancer and diabetes as well as risk of alcohol abuse that are linked to excess consumption of food and beverages. We are not only aware of the challenges, but we also work to reduce the challenges. With our THE PREFERRED CHOICE strategy, we strive to offer consumers a broad variety of beverages that complement the occasions that individuals participate in from music events, to exercising and dining with friends or family. Our goal is to offer no/low alternatives in all categories and in all our markets and hereby offering customers healthier choices. Royal Unibrew also wants to be the market leader by offering new products, more information and transparent communication about the products. Being perceived as #1 on sustainability by our customers remains a focus area. We are currently #1 in Latvia and #4 in Off-Trade in Denmark. Our commitment to responsible marketing and products is unambiguous as stated on our policy, and it is our responsi-bility to prioritize quality over quantity for products containing alcohol and sugar. We display nutritional information at least per the legal requirements. As for energy drinks, we have a warning sign for children, pregnant and lactating women, and we display proper advertising practices by avoiding targeting school children, which is also our standard for other bever-ages.  We participate in relevant multi-stakeholder initiatives to continuously improve the heathy choices for consumers. An example is The Danish Food Partnership with participation of NGOs such as the Cancer Association, The Diabetes Asso-ciation, Food Authorities and representatives from the Food and Drinks Industry.The revenue split between alcoholic and non-alcoholic bever-ages was 49% and 51% in 2023, and we hold a strong market position within the zero-calorie and zero-sugar segment for carbonated soft drinks. Driven by a strong emphasize on innovation, marketing regular and zero-products together and making sure both alternatives have great taste, we act responsibly. More than 40% of our marketing spend is allocated not only to no/low but sustainability in general. Promotion of responsible drinking is an integrated part of our strategy. The volume growth in no/low sugar alternatives compared to regular products, e.g., in soft drinks, water and energy drinks, increased by 11% from 2019 to 2023, while regular products increased by 7% in the same period, indicating that we are on track with our 2030 target: no/low growing faster than average of the portfolio. In addition, the calorie content of the portfolio was reduced by 9.5% per 100 ml during the same period. The no/low alcoholic segment (beer, cider and RTD] increased by 8% from 2019 to 2023 compared to a 4% decrease for regular and strong alcohol-containing products in the same period, which indicates we are on track with our 2030 target: no/low growing faster than average of the portfolio. In recent years, we have acquired new portfolios of wine and estab-lished additional partnerships on spirits, and we are working on applying our strategy and initiatives to these categories as well.To protect consumers, we produce in accordance with the highest quality and food safety standards. 99.9% of our production volume is certified in accordance with the inter-national recognized Global Food Safety Initiative's (GFSI) standards such as FSSC 22000, IFS and BRC. Due to our diligent management of product safety, including staying on top of food alerts, we only experienced 16 withdrawals in total (microbiology, labelling and quality) and one recall in 2023. We received three notifications regarding violations of labeling requirements in 2023, and we received one noti-fication (promotion of alcohol to young people below the legal age limit) regarding non-compliance with marketing codes or regulations related to either advertising or promo-tion, including advertising to youth and other susceptible consumers. Consequently, we changed our marketing approach immediately. Governance topicsTHE PREFERRED CHOICE strategy of Royal Unibrew, along with our governance framework and Business Ethics Policy, as well as our leadership framework and performance culture, form the foundation of the way we do business, including how we interact with business partners. The Business Ethics Policy, underpinned by other policies such as our Data Ethics Policy, and Whistleblower Policy, is our commitment to be and act responsibly and contribute positively to our stakeholders and society at large, i.e., our consumers, customers, people, shareholders, other business partners,suppliers and the future. Respecting and complying with the laws, international standards and practices wherever we do business is the foundation. Processes and procedures are imple-mented to ensure compliance and performance is tracked.The policies apply to all Royal Unibrew’s employees, providers of goods and services, and third parties acting on behalf of the company. We encourage anyone who becomes aware of actual or potential violations to speak up. Compared to 2022, we have changed the impact assessment of data security and cyber-security due to publicly acknowledged assessments and increasing attention from our stakeholders.Business integrityRoyal Unibrew’s corporate culture is governed by our policies and the basic drive of doing the right thing, acting responsibly and respecting our stakeholders’ views and interests.Our approach to business ethics is to conduct business responsibly with integrity, honesty, and transparency and in compliance with our Business Ethics Policy and international and local standards for responsible business conduct. The Business Ethics Policy covers anti-corruption, breaches of competition law, quality and food safety, human rights and labor standards, environment and climate, etc. The policy applies to all Royal Unibrew’s employees and providers of goods and services such as suppliers, vendors, distributors, contractors, consultants, advisors and agents.We conduct annual training of relevant employees and busi-ness functions on topics such as competition law, marketing law, corruption and bribery, data security and protection (GDPR) as well as cyber-security to ensure compliance with policies and to protect our business, employees, consumers, etc. Training and internal controls will continue in 2024. Our whistleblower scheme available online aims to promote a culture of openness, accountability and integrity within our sphere of influence. We encourage all customers, suppliers, distributors, consultants and others who do business with us as well as our own employees to raise any concerns about unethical behavior, unlawful behavior or violation of our company policies. Any whistleblower will be protected with anonymity and from retaliation. All substantiated issues will be investigated. There were no reported cases in 2023.Our Data Protection and Data Ethics Policy specifies require-ments and principles to design, purchase and implementation of technologies, especially new technologies, including AI, entailing processing of personal data. The principles include topics such as legality, ethical design, security, transparency and respect for human rights. All employees were trained in aspects of GDPR and data security in 2023. No activities didby its nature trigger any need for specific initiatives in relation to data ethics.For further information see  →the Data Ethics Statement 2023In 2023, we reviewed our Policy on Political Contributions. We do not make financial contributions to political or religious parties or political or religious causes. We do allow charitable donations to publicly acknowledged organizations provided they are fully transparent. Royal Unibrew is non-political and will only involve in political positions if it may affect our busi-ness or the industry. We are member of various trade associa-tions in the countries where we have strong market presence, such as national brewer’s associations that lobby for our sector's points of view. The membership fee paid in 2023 was DKK 11.6 million. Royal Unibrew does not test on animals. TaxCreating jobs and delivering prosperity in the communities in which Royal Unibrew operates are our tangible contributions to society. Providing transparent disclosures for tax is anchored in the Sustainable Development Goals (SDGs)  (1 No Poverty, 10 Reduced Inequalities and 17 Partnerships) and our business integrity, which is further elaborated in our Tax Policy and processes.Royal Unibrew operates in a number of predominately Euro-pean countries and is therefore subject to both national and international tax rules. Royal Unibrew follows the OECD prin-ciples for transfer pricing disclosures and documentation and use external advisors to prepare the documentation. We always enter an open and constructive dialogue with the tax authori-ties, and we are pleased to report that we were not involved in any instances of non-compliance with tax legislation in 2023. For 2023, Royal Unibrew has sold goods in countries that are defined as tax havens by OEDC, i.e., Trinidad, Panama, Antigua, Bahamas, Turks and Caicos and the U.S. Virgin Islands, effec-tively fully taxed in Denmark.Revenues from intragroup Total employee transactions with Balance of Corporate income taxCountry-by-country key  Number of employees remunerationRevenues from third other tax jurisdictions, intercompany debt Profit/loss before tax Tangible assets other paid on a cash basis, Calculated local tax figures - IFRS, 2023averageDKKmparty sales DKKmDKKmDKKmDKKmthan cash DKKmDKKmon profit (loss) DKKmDenmark  1,322  831   4,423   695   16  668   1,841  88   131Finland  731  400   3,149   141  0   769  1,293  131 157 Norway  347  223   1,602   317  703  -31  770   -   0 Italy  253   112   1,015  129   854   20   411  2   1 France  136   80   318   78  438   -50   158   -     -9 Holland  314  70  404  4   1,068  5   744  23  2 Latvia  340   75  433   146  94   89   172  0   24Lithuania  323   67   503   119  34   36   219  2   5 Estonia  31   11   83  3   -     -13   28   -   0 United Kingdom  12   7   92   -     0   10  3   1   3 United States  10  13   165   -     25   -4   33   3   -2 Canada  96   86   276  -     217  -16   140  -     0 Sweden  69   56   464  1   47  -77   251   -     -1  3,984   2,031   12,927   1,633   3,496   1,406   6,063   250   311Total tax contributionIn 2023, Royal Unibrew had a total tax contribution of DKK 7.3 billion (2022: DKK 6.8 billion) divided between taxes borne of DKK 0.3 billion (2022: DKK 0.3 billion) and taxes collected of DKK 7.0 billion (DKK 6.5 million). Taxes collected comprise excise duties, VAT and personal taxes and social security contributions. Royal Unibrew seeks to comply with all tax legislation to our business operations, and we have prepared the country-by-country tax disclosure based on the GRI 207 tax guideline.Tax incentivesRoyal Unibrew seeks to benefit from tax incentives where this is industry standard for being competitive. As an example, Royal Unibrew engaged in a step-up tax arrangement with the Italian tax authorities in 2019. The arrangement was related to a reverse merger where relevant intangible assets with an associated value of EUR 40 million was recognized. The recognized intangible assets are deductible in the Italian tax over 5 years span. For being entitled to this, a step-up tax of 16% equal to nominal EUR 6.4 million was paid in 2019.Personal taxes &amp; social Country-by-country key figures -  Excise duties VAT  security contributions Corporate taxes  Tot a l  IFRS, 2023DKKmDKKmDKKmDKKmDKKmDenmark  238   255   243  88   824Finland  2,071  755   85   131 3,042 Norway  1,310  507  50   0   1,867Italy  150   173  42  2   367France  9   -     3   -    12Holland  181  23   99   23  326Latvia  95   78   29   0  202Lithuania  155   81   1   2  239Estonia  0   16  4   0  20 United Kingdom  21   16  3   1  41United States  -     -     1   3  4 Canada  9   15   23  -    47 Sweden  166   80   22   -    268  4,405   1,999   605   250  7,259 Responsible sourcingWe engage with our entire value chain to reduce carbon emissions and minimize negative environmental effects and social impacts.Royal Unibrew has always cooperated closely with suppliers and other partners to improve our product, processes and production performance, while ensuring that any concerns for employees, environment, climate, etc., in the value chain are addressed. It is pivotal on one hand that we build on these well-established relations and work hard to strengthen them further, especially to achieve our ambitious targets on climate and future targets on biodiversity and water. On the other hand, it is vital that we identify and establish new partnerships for sustainable development. Our approach to responsible sourcing is rooted in our commit-ments, legislation and internationally recognized conventions and guidelines such as OECD Guidelines for Multinationals, Universal Declaration on Human rights, International LaborOrganization Standards, UN Global Compact, UN Guiding Prin-ciples on Business and Human Rights, UN Sustainable Devel-opment Goals, etc. Our policies are adopted in our Supplier Code of Conduct, which also stipulates specific requirements regarding climate and renewable energy, biodiversity, water, chemicals for agricultural raw materials as well as circularity principles for packaging materials.We ask strategic suppliers to recognize our Supplier Code of Conduct by signature. We were aiming at signature of our responsible procurement principles by all critical suppliers in 2023. Currently, we are at a rate of 60%. We will focus on getting the remaining signatures in 2024. Our payment terms are aligned with the Unfair Trading Practices (UTP) regulation for agriculture and food supply chain and accommodates small and medium-sized companies’ potential liquidity challenges.Royal Unibrew believes that by creating a more sustainable business and by working together with suppliers, we can create shared value and a better and more resilient future. The quality and integrity of our products depend on continuity of supply and a healthy supply chain. We recognize that respon-sible sourcing is a journey where improvements are achieved through cooperation and partnerships with our suppliers. A large share of our footprint is outside our direct control. As an example, more than 90% of our carbon footprint is associated with our value chain (upstream and downstream). Our supplier management program is risk-based and initiated with a due diligence process (commercial, environmental, social, incl. food safety and governance) as the basis for approval. The majority of direct materials and services are currently sourced locally, i.e., 80% in Europe. Based on the risk assessment, certain suppliers are audited, and an outcome of an audit may be that we need to support the supplier with implementation of specific programs to improve performance. Suppliers are re-approved every third year. We are currently using different data management tools to support and docu-ment our supply chain, but we will be looking at consolidating commercial, food safety and sustainability information into one platform to improve overview and transparency. We monitor potential controversies and incidents with our suppliers. In case of incidents and non-conformities, we engage with the supplier to get full understanding of the cause/root cause and preventive actions taken, and we may conduct audits depending on severity and repetitiveness. In 2023, we had one such case (sexual harassment) where the supplier immediately implemented corrective actions and has implemented policies, processes and further initiatives to remediate and change the culture.Several markets already have implemented Transparency Acts, and the upcoming EU legislation on due diligence (CSDDD) has prompted further review of our policies and supplier management system. Supported by our supply chain management procedures, we believe that we have a robust system based on due diligence, risk assessments and periodic review of supplier performance, where any concerns will be addressed as they arise.ESG highlights and ratios accounting principlesScope of reportingOur ESG data cover the performance of all operating entities in the period January 1 to December 31, 2023. Data is reported according to financial scope, including all sites, in which Royal Unibrew has a majority share, unless otherwise stated. Pure sales offices, restaurants, and terminals, except for the one in Faxe, Denmark, is not part of the 2023 scope, as the environmental footprint is considered insignificant. However, we are working on full integration.Data from newly acquired companies are included from the date of the acquisition being completed. When acquiring a new company, our sustainability strategy and targets are applied in accordance with the KPIs of the Group. In 2023, we have included Vrumona. San Giorgio Brewery acquired on November 2, 2023, is, however, not included, yet.Reporting and data governanceData is reported according to our internal data reporting procedure securing validation of the data. Business units are responsible for submitting monthly or annual data on environmental, social, and governance (ESG) key performance indicators (KPIs). Internally, these data are collected, reviewed and consolidated before being aggre-gated at the Group level. For any data points that have changed by more than 5% compared to the previous year's data, an explanation of these deviations must be provided. Each business unit is responsible for following the data vali-dation and verification procedures outlined in the reporting manual. We have established requirements for data docu-mentation and assigned a data owner for all business units. Upon submission of ESG data, the General Managers in local markets must review and sign off on its accuracy, verification, and documentation.Data and indicatorsOur data collection process serves to ensure compliance with the requirements of the UN Global Compact Communication on Progress and Nasdaq's ESG Reporting Guide. We consider key ESG indicators and global frameworks such as the GRI, SASB, UN Guiding Principles and the SDGs. CO emissions are 2calculated in alignment with the GHG Protocol and SBTi, using local emission factors sourced from International Energy Agency (IEA) and DEFRA.EU Taxonomy accounting principlesInvesting in and maintaining sustainable economic activitiesare at the core of our strategy, which is aligned with the EU Taxonomy six environmental objectives. The EU Taxonomy framework provides an opportunity for Royal Unibrew to disclose our revenue and sustainable investments based on a recognized standard.For 2023, EU Taxonomy requirements mandate Royal Unibrew to report on eligibility and alignment with the environmental objectives of climate change mitigation and climate change adaptation and eligibility with the remaining four objectives. The EU Taxonomy is still evolving and remains subject to inter-pretation.The food and beverage sector is eligible for the objectives of Circular Economy and Biodiversity. Therefore, we expect our taxonomy eligibility and alignment will expand in the future when the technical screening criteria for the remaining four objectives are finalized and implemented. We are dedicated to continuous improvement and will maintain our position at the forefront of sustainable practices. We will reassess our KPIs on an annual basis.In 2023, we have identified revenue related to the electricity production at our solar panel park in Faxe, Denmark.Eligibility and alignmentDuring 2023, we assessed our economic activities, including turnover, capex and opex to determine their eligibility and alignment with the EU Taxonomy. Our assessment involved an initial screening of all activities aligned with the EU Taxonomy Compass and Annexes I and II of the Climate Delegated Act, followed by a detailed evaluation of potentially relevant activities.Our analysis focused on identifying activities that fall under the scope of the current legislation regardless of their size. We established the eligibility of each activity, followed by a thorough assessment of its alignment with the technical screening criteria. This involved evaluating each activity against the specific criteria to verify its compliance.Minimum safeguards Royal Unibrew is committed to operating responsibly, and we have adopted various measures to align our activities with the EU Taxonomy's minimum safeguards, including complying with our Supplier Code of Conduct, which is aligned with international standards, including UN Principles on Business and Humans rights. However, due to challenges in securing adequate documentation from suppliers, we are unable to currently claim full alignment with the EU Taxonomy.To demonstrate Substantial Contribution (SC) and Do No Significant Harm (DNSH), Royal Unibrew has carried out a thorough evaluation of both physical and transitional risks for the Group as part of the ESG/sustainability reporting. However, detailed climate risk assessments specifically covering EU Taxonomy-eligible activities are still in progress; therefore, we cannot fully demonstrate alignment for these activities in 2023.Double countingNone of our activities contribute to multiple objectives. For the capex and opex allocations, we have identified the economic activities in the Climate Delegated Act and mapped these with relevant purchases. Thereby, we ensure that no capex or opex are double counted.Turnover KPIOur screening shows that our main revenue gener-ating activities are not currently covered in the EU Taxonomy under the Delegated Act 2021/2139. However, the energy production in 2023 from our solar park in Faxe, Denmark, is explicitly covered in the criteria and has generated revenue in 2023. The proportion of taxonomy eligible turnover identified is 0.0%.  We expect the solar panels at our sites in Crodo, Italy, and Kalnapilis, Lithuania, will be included.The numerator of the turnover KPI consists of the portion of net turnover generated from our solar park in Faxe. The denominator equals total net turnover. Proportion of turnover from products or services associated with taxonomy-aligned economic activities - disclosure covering year 2023Substantial contribution criteria DNSH criteria Economic activities (1)A ELIGIBLE ACTIVITIESA.1 Eligible taxonomy-aligned activitiesTurnover of eligible taxonomy -aligned activities  (A.1)  0 0.0% 0%A.2 Eligible not taxonomy-aligned activitiesElectricity generation using solar photovoltaic tecnology CCA 4.1 1 0.0% EL 0%Turnover of eligible not taxonomy-aligned  activities (A.2) 1 0.0% 0% 0%Total (A.1+A.2) 1 0.0% 0%B NON-ELIGIBLE ACTIVITIESTurnover of non-eligible activities (B) 12,926 100%Total (A+B) 12,927 100%Capex KPIOur screening shows that 3.2% of our capex is eligible under the Delegated Act 2021/2139. The numerator of the capex KPI covers eligible capex activities such as energy production, efficiency, water treatment and elements of transportation. The denominator of the capex KPI covers addi-tions to property, plant and equipment, intangible assets (excluding goodwill) and right-of-use assets, including additions resulting from business combi-nations.Proportion of capex from products or services associated with taxonomy-aligned economic activities - disclosure covering year 2023Substantial contribution criteria DNSH criteria Economic activities (1)A ELIGIBLE ACTIVITIESA.1 Eligible taxonomy-aligned activitiesCapEx of eligible taxonomy-aligned activities (A.1)  0 0.0% 0.0%A.2 Eligible not taxonomy-aligned activitiesElectricity generation using solar photovoltaic technology CCA 4.1 35 1.4% EL 1.0%Installation and operation of electric heat pumps CCA 4.16 12 0.5% EL 0.0%Construction, extension and operation of water collection, treatment and supply systems CCA 5.1 1 0.0% EL 0.3%Renewal of water collection, treatment and supply systems CCA 5.2 10 0.4% EL 0.0Transport by motorbikes, passenger cars and light  commercial vehicles CCA 6.5 0 0.0% EL 0.1%Installation, maintenance and repair of energy efficiency equipment CCA 7.3 17 0.7% EL 0.2%Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings) CCA 7.4 0 0.0% EL 0.0%Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings CCA 7.5 1 0.1% EL 0.0%CapEx of eligible not Taxonomy-aligned activities (A.2) 76 3.2% 3.2% 1.7%Total (A.1+A.2) 76 3.2% 1.7%B NON-ELIGIBLE ACTIVITIESCapEx of non-eligible activities (B) 2,324 96.8%Total (A+B) 2,400 100%Opex KPIOur screening shows that 7.7% of our opex is eligible under the Delegated Act 2021/2139. The numer-ator of the opex KPI covers eligible activities such as energy production and energy efficiency, water treatment and elements of transportation.The denominator of the opex KPI covers direct non-capitalized costs that relate to research and development, building renovation measures, short-term leases, maintenance and repair and any other direct expenditures relating to the day-to-day servicing of items, of property, plant and equipment by either Royal Unibrew or third party to whom activities are outsourced that are necessary to ensure the continued and effective functioning of such assets.Proportion of opex from products or services associated with taxonomy-aligned economic activities - disclosure covering year 2023Substantial contribution criteria DNSH criteria Economic activities (1)A ELIGIBLE ACTIVITIESA.1 Eligible taxonomy-aligned activitiesOpEx of eligible taxonomy-aligned activities (A.1)  0 0.0% 0.0%A.2 Eligible not taxonomy-aligned activitiesElectricity generation using solar photovoltaic technology CCA 4.1 0 0.0% EL 0.0%Installation and operation of electric heat pumps CCA 4.16 3 0.7% EL 0.0Construction, extension and operation of water collection, treatment and supply systems CCA 5.1 4 1.2% EL 1.1%Renewal of water collection, treatment and supply systems CCA 5.2 0 0.1% EL 0.0%Construction, extension and operation of waste water collection and treatment CCA 5.3  3 0.8% EL  0.0%Transport by motorbikes, passenger cars and light  commercial vehicles CCA 6.5 14 4.0% EL  3.8%Installation, maintenance and repair of energy efficiency equipment CCA 7.3 2 0.5% EL 0.4%Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings) CCA 7.4 1 0.2% EL 0.2%Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings CCA 7.5 0 0.1% EL 0.2%OpEx of eligible not Taxonomy-aligned activities (A.2) 28 7.7% 7.7% 5.8%Total (A.1+A.2) 28 7.7% 5.8%B NON-ELIGIBLE ACTIVITIESOpEx of non-eligible activities (B) 330 92.3%Total (A+B) 358 100%</mrv:StatementOfCorporateSocialResponsibility>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="s10_notesesefdkgaap__7__10" xml:lang="en">OWN WORKFORCE Diversity, equality and inclusionOur strong commitment to a 100% sustainable culture at all levels and in all markets is reflected in our ambitious KPIs and our Executive Incentive Program. Core to our business strategy is a fundamental belief that a diverse and inclusive working environment in Royal Unibrew will create extraordinary and sustainable business results through our approach to local markets, local products and people. We continue to focus on building and driving a sustainable culture by assessing and monitoring the organizational health, including employee turnover, sick leave, safety culture, diver-sity, equality and inclusion – and by initiating new initiatives to support this agenda. We expect all our leaders to embrace their role as inclusive leaders by being committed to building diverse teams of complementary strengths, skills, experiences and perspec-tives. Furthermore, we expect them to foster an inclusive culture where all employees have a sense of belonging, equi-table opportunities to realize their potential and in which all employees feel free to speak up. These expectations and our strong commitment to sustainability in general are reflected in the executive incentive programs by setting ambitious sustainability KPIs as part of the programs. Our Diversity, Equity and Inclusion Policy (DEI) is our commit-ment to ensuring a diverse workforce, an inclusive workplace with equal opportunities and leadership valuing DEI. Gender is only one dimension of diversity, and we fully recognize that diversity is any dimension that differentiates our people, e.g., ethnicity, race, age, nationality, disability status or sexual orientation.Traditionally, the beverage industry is male dominated. However, we aspire to achieve a more balanced gender repre-sentation. Specifically, our target is a representation of at least 40% of the underrepresented gender across the Group and in the Board of Directors by 2025. In our Senior Leadership Team, incl. direct reports, in Royal Unibrew A/S, our target is 30% by 2027, currently at 27%. Our action plan to achieve this target is based on three elements: attraction, retention and inclusion. In 2023, we have reviewed hiring processes, including job advertisements and job interviews to increase recruitment ofdiverse profiles and reduce biases in the hiring process. Our objective is to ensure robust shortlists of competent diverse candidates for job vacancies and always recruit the best candidate for the job. At the end of 2023, 27% (2022: 26%) of all employees were women.Our ambition is to increase female representation at all levels. For the international management teams, we have unfortu-nately seen a downward trend in female representation during recent years, but 2023 marked a change in this tendency. There was an increase in female representation at leadership levels except for the Senior Leadership Team, though still not enough to adhere to the 40% principle in all countries. While the underlying development has been positive for the past years, we have seen that acquired companies have had a lower share of females at management level. The develop-ment over recent years emphasizes that the change toward a more balanced gender representation requires an extraordi-nary effort and continuous push within the area. This includes finding new ways to achieve critical mass of diverse talents and retain and develop the talents among office workers as well as within the production area. Employees by gender, Int. Management teams2023 2022 2021 2020 2019Female % 32 28 29 33 32Male % 68 72 71 67 68OWN WORKFORCE</mrv:StatementOfTheDiversityPolicies>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="s10_notesesefdkgaap__7__12" xml:lang="en">Our Data Protection and Data Ethics Policy specifies require-ments and principles to design, purchase and implementation of technologies, especially new technologies, including AI, entailing processing of personal data. The principles include topics such as legality, ethical design, security, transparency and respect for human rights. All employees were trained in aspects of GDPR and data security in 2023. No activities did</mrv:StatementOfPolicyForDataEthics>
   <mrv:ReportOnPaymentsToAuthorities contextRef="ctx-1" id="s10_notesesefdkgaap__7__9" xml:lang="en">Investing in and maintaining sustainable economic activitiesare at the core of our strategy, which is aligned with the EU Taxonomy six environmental objectives. The EU Taxonomy framework provides an opportunity for Royal Unibrew to disclose our revenue and sustainable investments based on a recognized standard.For 2023, EU Taxonomy requirements mandate Royal Unibrew to report on eligibility and alignment with the environmental objectives of climate change mitigation and climate change adaptation and eligibility with the remaining four objectives. The EU Taxonomy is still evolving and remains subject to inter-pretation.The food and beverage sector is eligible for the objectives of Circular Economy and Biodiversity. Therefore, we expect our taxonomy eligibility and alignment will expand in the future when the technical screening criteria for the remaining four objectives are finalized and implemented. We are dedicated to continuous improvement and will maintain our position at the forefront of sustainable practices. We will reassess our KPIs on an annual basis.In 2023, we have identified revenue related to the electricity production at our solar panel park in Faxe, Denmark.Eligibility and alignmentDuring 2023, we assessed our economic activities, including turnover, capex and opex to determine their eligibility and alignment with the EU Taxonomy. Our assessment involved an initial screening of all activities aligned with the EU Taxonomy Compass and Annexes I and II of the Climate Delegated Act, followed by a detailed evaluation of potentially relevant activities.Our analysis focused on identifying activities that fall under the scope of the current legislation regardless of their size. We established the eligibility of each activity, followed by a thorough assessment of its alignment with the technical screening criteria. This involved evaluating each activity against the specific criteria to verify its compliance.Minimum safeguards Royal Unibrew is committed to operating responsibly, and we have adopted various measures to align our activities with the EU Taxonomy's minimum safeguards, including complying with our Supplier Code of Conduct, which is aligned with international standards, including UN Principles on Business and Humans rights. However, due to challenges in securing adequate documentation from suppliers, we are unable to currently claim full alignment with the EU Taxonomy.To demonstrate Substantial Contribution (SC) and Do No Significant Harm (DNSH), Royal Unibrew has carried out a thorough evaluation of both physical and transitional risks for the Group as part of the ESG/sustainability reporting. However, detailed climate risk assessments specifically covering EU Taxonomy-eligible activities are still in progress; therefore, we cannot fully demonstrate alignment for these activities in 2023.Double countingNone of our activities contribute to multiple objectives. For the capex and opex allocations, we have identified the economic activities in the Climate Delegated Act and mapped these with relevant purchases. Thereby, we ensure that no capex or opex are double counted.Turnover KPIOur screening shows that our main revenue gener-ating activities are not currently covered in the EU Taxonomy under the Delegated Act 2021/2139. However, the energy production in 2023 from our solar park in Faxe, Denmark, is explicitly covered in the criteria and has generated revenue in 2023. The proportion of taxonomy eligible turnover identified is 0.0%.  We expect the solar panels at our sites in Crodo, Italy, and Kalnapilis, Lithuania, will be included.The numerator of the turnover KPI consists of the portion of net turnover generated from our solar park in Faxe. The denominator equals total net turnover. Proportion of turnover from products or services associated with taxonomy-aligned economic activities - disclosure covering year 2023Substantial contribution criteria DNSH criteria Economic activities (1)A ELIGIBLE ACTIVITIESA.1 Eligible taxonomy-aligned activitiesTurnover of eligible taxonomy -aligned activities  (A.1)  0 0.0% 0%A.2 Eligible not taxonomy-aligned activitiesElectricity generation using solar photovoltaic tecnology CCA 4.1 1 0.0% EL 0%Turnover of eligible not taxonomy-aligned  activities (A.2) 1 0.0% 0% 0%Total (A.1+A.2) 1 0.0% 0%B NON-ELIGIBLE ACTIVITIESTurnover of non-eligible activities (B) 12,926 100%Total (A+B) 12,927 100%Capex KPIOur screening shows that 3.2% of our capex is eligible under the Delegated Act 2021/2139. The numerator of the capex KPI covers eligible capex activities such as energy production, efficiency, water treatment and elements of transportation. The denominator of the capex KPI covers addi-tions to property, plant and equipment, intangible assets (excluding goodwill) and right-of-use assets, including additions resulting from business combi-nations.Proportion of capex from products or services associated with taxonomy-aligned economic activities - disclosure covering year 2023Substantial contribution criteria DNSH criteria Economic activities (1)A ELIGIBLE ACTIVITIESA.1 Eligible taxonomy-aligned activitiesCapEx of eligible taxonomy-aligned activities (A.1)  0 0.0% 0.0%A.2 Eligible not taxonomy-aligned activitiesElectricity generation using solar photovoltaic technology CCA 4.1 35 1.4% EL 1.0%Installation and operation of electric heat pumps CCA 4.16 12 0.5% EL 0.0%Construction, extension and operation of water collection, treatment and supply systems CCA 5.1 1 0.0% EL 0.3%Renewal of water collection, treatment and supply systems CCA 5.2 10 0.4% EL 0.0Transport by motorbikes, passenger cars and light  commercial vehicles CCA 6.5 0 0.0% EL 0.1%Installation, maintenance and repair of energy efficiency equipment CCA 7.3 17 0.7% EL 0.2%Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings) CCA 7.4 0 0.0% EL 0.0%Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings CCA 7.5 1 0.1% EL 0.0%CapEx of eligible not Taxonomy-aligned activities (A.2) 76 3.2% 3.2% 1.7%Total (A.1+A.2) 76 3.2% 1.7%B NON-ELIGIBLE ACTIVITIESCapEx of non-eligible activities (B) 2,324 96.8%Total (A+B) 2,400 100%Opex KPIOur screening shows that 7.7% of our opex is eligible under the Delegated Act 2021/2139. The numer-ator of the opex KPI covers eligible activities such as energy production and energy efficiency, water treatment and elements of transportation.The denominator of the opex KPI covers direct non-capitalized costs that relate to research and development, building renovation measures, short-term leases, maintenance and repair and any other direct expenditures relating to the day-to-day servicing of items, of property, plant and equipment by either Royal Unibrew or third party to whom activities are outsourced that are necessary to ensure the continued and effective functioning of such assets.Proportion of opex from products or services associated with taxonomy-aligned economic activities - disclosure covering year 2023Substantial contribution criteria DNSH criteria Economic activities (1)A ELIGIBLE ACTIVITIESA.1 Eligible taxonomy-aligned activitiesOpEx of eligible taxonomy-aligned activities (A.1)  0 0.0% 0.0%A.2 Eligible not taxonomy-aligned activitiesElectricity generation using solar photovoltaic technology CCA 4.1 0 0.0% EL 0.0%Installation and operation of electric heat pumps CCA 4.16 3 0.7% EL 0.0Construction, extension and operation of water collection, treatment and supply systems CCA 5.1 4 1.2% EL 1.1%Renewal of water collection, treatment and supply systems CCA 5.2 0 0.1% EL 0.0%Construction, extension and operation of waste water collection and treatment CCA 5.3  3 0.8% EL  0.0%Transport by motorbikes, passenger cars and light  commercial vehicles CCA 6.5 14 4.0% EL  3.8%Installation, maintenance and repair of energy efficiency equipment CCA 7.3 2 0.5% EL 0.4%Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings) CCA 7.4 1 0.2% EL 0.2%Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings CCA 7.5 0 0.1% EL 0.2%OpEx of eligible not Taxonomy-aligned activities (A.2) 28 7.7% 7.7% 5.8%Total (A.1+A.2) 28 7.7% 5.8%B NON-ELIGIBLE ACTIVITIESOpEx of non-eligible activities (B) 330 92.3%Total (A+B) 358 100%</mrv:ReportOnPaymentsToAuthorities>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="s10_notesesefdkgaap__7__37" xml:lang="en">The Board of Directors and the Executive Manage-ment have today considered and approved the annual report of Royal Unibrew A/S for the financial year ended December 31, 2023. The Annual Report 2023 is presented in accor-dance with IFRS Accounting Standards as adopted by the EU and disclosure requirements for annual reports of listed companies in Denmark. In our opinion, the consolidated financial state-ments and the parent company’s financial state-ments give a true and fair view of the Royal Unibrew Group’s and the parent company’s assets, liabilities and financial position at December 31, 2023, and of the results of the Royal Unibrew Group’s and the parent company’s operations and cash flows for the financial year 2023.  In our opinion, the Management review contains a fair review of the development of the Royal Unibrew Group's and the parent company's operations and financial matters, the results for the year and of the Royal Unibrew Group's and the parent company’s financial position, together with a description of the significant risks and uncer-tainties facing the Royal Unibrew Group and the parent company. In our opinion, the Annual Report of the Royal Unibrew Group and the parent company for the financial year January 1 - December 31, 2023, with the file name ROYAL-2023-12-31-en.zip, is prepared, in all material respects, in compliance with the ESEF Regulation. Further, the consolidated ESG highlights and ratios in numbers for January 1 – December 31, 2023 as presented on page 15 has been prepared in accor-dance with Danish Financial Statements Act and the stated accounting policies on pages 96-98. In our opinion, the consolidated ESG highlights and ratios in numbers give a true and fair presentation of Royal Unibrew A/S’ sustainability activities and result of the Group’s sustainability efforts in the reporting period in accordance with the frame-work mentioned and the stated accounting poli-cies as well as a balanced presentation of Royal Unibrew A/S’ environmental, social and gover-nance performance. We recommend the Annual Report for adoption at the Annual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-53" id="s10_notesesefdkgaap__7__40" xml:lang="en">Lars Jensen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-54" id="s10_notesesefdkgaap__7__42" xml:lang="en">Lars Vestergaard</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-53" id="s10_notesesefdkgaap__7__41" xml:lang="en">President &amp; CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-54" id="s10_notesesefdkgaap__7__43" xml:lang="en">CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-55" id="s10_notesesefdkgaap__7__44" xml:lang="en">Peter Ruzicka</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-56" id="s10_notesesefdkgaap__7__46" xml:lang="en">Jais Valeur</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-55" id="s10_notesesefdkgaap__7__45" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-56" id="s10_notesesefdkgaap__7__47" xml:lang="en">Deputy Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-57" id="s10_notesesefdkgaap__7__48" xml:lang="en">Torben Carlsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-58" id="s10_notesesefdkgaap__7__49" xml:lang="en">Kenn Hvarre</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-59" id="s10_notesesefdkgaap__7__50" xml:lang="en">Heidi Kleinbach-Sauter</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-60" id="s10_notesesefdkgaap__7__51" xml:lang="en">Claus Kærgaard</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-61" id="s10_notesesefdkgaap__7__52" xml:lang="en">Michael Nielsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-62" id="s10_notesesefdkgaap__7__53" xml:lang="en">Christian Sagild</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-63" id="s10_notesesefdkgaap__7__54" xml:lang="en">Catharina Stackelberg-Hammarén</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="s10_notesesefdkgaap__7__38" xml:lang="en">Faxe,</sob:PlaceOfSignatureOfStatement>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__7__58" xml:lang="en">To the shareholders of Royal Unibrew A/SReport on the consolidated financial statements and the parent financial statements</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__7__59" xml:lang="en">OpinionWe have audited the consolidated financial statements and the parent financial statements of Royal Unibrew A/Sfor the financial year 1 January 2023 – 31 December 2023, which comprise the income statement, statement of compre-hensive income, balance sheet, statement of changes in equity, cash flow statement and notes, including material accounting policy information, for the Group as well as for the Parent, page 103-177. The consolidated financial statements and the parent financial statements are prepared in accor-dance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial State-ments Act.In our opinion, the consolidated financial statements and the parent financial statements give a true and fair view of the Group’s and the Parent’s financial position at 31 December 2023, and of the results of their operations and cash flows for the financial year 1 January 2023 – 31 December 2023 in accordance with IFRS Accounting Standards as adopted by the EU and additional requirements of the Danish Financial Statements Act.Our opinion is consistent with our audit book comments issued to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__7__60" xml:lang="en">Basis for opinionWe conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those stan-dards and requirements are further described in the "Auditor’s responsibilities for the audit of the consolidated financial statements and the parent financial statements" section of this auditor’s report. We are independent of the Group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical require-ments applicable in Denmark, and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.To the best of our knowledge and belief, we have not provided any prohibited non-audit services as referred to in Article 5(1) of Regulation (EU) No 537/2014.We were appointed auditors of Royal Unibrew A/S for the first time on 28 April 2021 for the financial year 2021. We have been reappointed annually by decision of the general meeting for a total contiguous engagement period of three years up to and including the financial year 2023.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="s10_notesesefdkgaap__7__61" xml:lang="en">Statement on the management reportManagement is responsible for the management report.Our opinion on the consolidated financial statements and the parent financial statements does not cover the management report, and we do not express any form of assurance conclu-sion thereon. In connection with our audit of the consolidated financial statements and the parent financial statements, our respon-sibility is to read the management report and, in doing so, consider whether the management report is materially incon-sistent with the consolidated financial statements and the parent financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated.Moreover, it is our responsibility to consider whether the management report provides the information required by the Danish Financial Statements Act and article 8 of Regulation (EU) 2020/852 (EU Taxonomy Regulation). Based on the work we have performed, we conclude that the management report is in accordance with the consolidated financial statements and the parent financial statements andhas been prepared in accordance with the information required</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__7__62" xml:lang="en">Key audit mattersKey audit matters are those matters that, in our professional judgement, were of most significance in our audit of the consolidated financial statements and the parent financial statements for the financial year 1 January 2023 - 31 December 2023. These matters were addressed in the context of our audit of the consolidated financial statements and the parent financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.Key audit matters Revenue recognitionThere are a significant number of transactions and contracts with customers.Sales contracts with certain customers are relatively complex with discounts and agreements with marketing contributions etc. This introduces an inherent risk to revenue recognition.Therefore, we have considered this a key audit matter. Reference is made to note 5 in the consolidated financial statements.How our audit addressed the key audit matterFor the purpose of our audit, the procedures we carried out included the following: •  We have considered the appropriateness of the Group’s revenue recognition policy and assessed the compliance with IFRS 15 Revenue from Contracts with Customers.•  We have evaluated the systems and key controls, designed and implemented by Management, related to revenue recog-nition.•  We have discussed with Management the key judgements related to recognition, measurement and classification of net revenue and marketing cost etc.•  In addition, we have performed substantive procedures. We have reviewed significant and complex customer contracts and the development in discounts and the treatment of marketing contribution to ensure that accounting policies are applied correctly.•  In addition, we have assessed whether the disclosures; note 5 in the consolidated financial statements meet the require-ments of IFRSby the Danish Financial Statements Act and article 8 of Regu-lation (EU) 2020/852 (EU Taxonomy Regulation). We did not identify any material misstatement of the management report.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="s10_notesesefdkgaap__7__63" xml:lang="en">Management's responsibilities for the consolidated financial statements and the parent financial statementsManagement is responsible for the preparation of consoli-dated financial statements and parent financial statementsthat give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU andadditional requirements of the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of consolidated finan-cial statements and parent financial statements that are free from material misstatement, whether due to fraud or error.In preparing the consolidated financial statements and the parent financial statements, Management is responsible for assessing the Group’s and the Parent’s ability to continue as a going concern, for disclosing, as applicable, matters related to going concern, and for using the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements unless Management either intends to liquidate the Group or the Entity or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="s10_notesesefdkgaap__7__64" xml:lang="en">Auditor's responsibilities for the audit of the consolidated financial statements and the parent financial statementsOur objectives are to obtain reasonable assurance about whether the consolidated financial statements and the parent financial statements as a whole are free from mate-rial 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 consolidated financial statements and these parent financial statements.As part of an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professionalscepticism throughout the audit. We also:•  Identify and assess the risks of material misstatement of the consolidated financial statements and the parent financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or theoverride of internal control.•  Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appro-priate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and the Parent’s internal control.•  Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management.•  Conclude on the appropriateness of Management’s use of the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's and the Parent’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the consolidated financial statements and the parent financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group and the Entity to cease to continue as a going concern.•  Evaluate the overall presentation, structure and content of the consolidated financial statements and the parent financial statements, including the disclosures in the notes, and whether the consolidated financial statements and the parent financial statements represent the underlying transactions and events in a manner that gives a true and fair view.•  Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We 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, includingany significant deficiencies in internal control that we identify during our audit.We also provide those charged with governance with a state-ment that we have complied with relevant ethical require-ments regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and, where appli-cable, safeguards put in place and measures taken to elimi-nate threats.From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial state-ments and the parent financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="s10_notesesefdkgaap__7__65" xml:lang="en">Report on compliance with the ESEF RegulationAs part of our audit of the consolidated financial statements and the parent financial statements of Royal Unibrew A/S we performed procedures to express an opinion on whether the annual report for the financial year 1 January 2023 – 31 December 2023, with the file name ROYAL-2023-12-31-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 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 determinesnecessary 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 proce-dures selected depend on the auditor’s judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include:•  Testing whether the annual report is prepared in XHTMLformat;•  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 theconsolidated financial statements including notes;•  Evaluating the appropriateness of the company’s use of iXBRL elements selected from the ESEF taxonomy and the creationof 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 consoli-dated financial statements.In our opinion, the annual report of Royal Unibrew A/S for the financial year 1 January 2023 – 31 December 2023, with the file name ROYAL-2023-12-31-en.zip, is prepared, in all mate-rial respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="s10_notesesefdkgaap__7__66" xml:lang="en">Copenhagen,</arr:SignatureOfAuditorsPlace>
   <cmn:NameOfAuditFirm contextRef="ctx-65" id="s10_notesesefdkgaap__7__69" xml:lang="en">DeloitteStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:NameOfAuditFirm contextRef="ctx-64" id="s10_notesesefdkgaap__7__68" xml:lang="en">DeloitteStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-64" id="s10_notesesefdkgaap__7__70" xml:lang="en">33963556</cmn:IdentificationNumberCvrOfAuditFirm>
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   <cmn:NameAndSurnameOfAuditor contextRef="ctx-64" id="s10_notesesefdkgaap__7__72" xml:lang="en">Lars Siggaard Hansen</cmn:NameAndSurnameOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-65" id="s10_notesesefdkgaap__7__75" xml:lang="en">Eskild Nørregaard Jakobsen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-65" id="s10_notesesefdkgaap__7__76" xml:lang="en">State-Authorised Public  Accountant</cmn:DescriptionOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-64" id="s10_notesesefdkgaap__7__73" xml:lang="en">State-Authorised Public  Accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-64" id="s10_notesesefdkgaap__7__74" xml:lang="en">mne32208</cmn:IdentificationNumberOfAuditor>
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   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="s10_notesesefdkgaap__7__244" xml:lang="en">Royal Unibrew A/S</gsd:NameOfSubmittingEnterprise>
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   <gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" id="s10_notesesefdkgaap__7__245" xml:lang="en">Faxe Alle1</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
   <gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" id="s10_notesesefdkgaap__7__239" xml:lang="en">Faxe Alle</gsd:AddressOfReportingEntityStreetName>
   <gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" id="s10_notesesefdkgaap__7__242" xml:lang="en">Faxe</gsd:AddressOfReportingEntityDistrictName>
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   <gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" id="s10_notesesefdkgaap__7__246" xml:lang="en">4640 Faxe</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
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   <gsd:HomepageOfReportingEntity contextRef="ctx-1" id="s10_notesesefdkgaap__7__248" xml:lang="en">www.royalunibrew.com</gsd:HomepageOfReportingEntity>
   <gsd:EmailOfReportingEntity contextRef="ctx-1" id="s10_notesesefdkgaap__7__249" xml:lang="en">contact@royalunibrew.com</gsd:EmailOfReportingEntity>
   <gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" xml:lang="en">Annual report</gsd:InformationOnTypeOfSubmittedReport>
   <cmn:TypeOfAuditorAssistance contextRef="ctx-1" xml:lang="en">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
   <gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-1" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
   <gsd:ReportingPeriodStartDate contextRef="ctx-1" xml:lang="en">2023-01-01</gsd:ReportingPeriodStartDate>
   <gsd:ReportingPeriodEndDate contextRef="ctx-1" xml:lang="en">2023-12-31</gsd:ReportingPeriodEndDate>
   <gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" xml:lang="en">2022-01-01</gsd:PrecedingReportingPeriodStartDate>
   <gsd:PredingReportingPeriodEndDate contextRef="ctx-1" xml:lang="en">2022-12-31</gsd:PredingReportingPeriodEndDate>
   <gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1" xml:lang="en">529900D69KFL8IAP8Q63</gsd:LegalEntityIdentifierOfReportingEntity>
   <fsa:ClassOfReportingEntity contextRef="ctx-1" xml:lang="en">Reporting class D</fsa:ClassOfReportingEntity>
   <arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
   <arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" xml:lang="en">Basis for Opinion</arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" xml:lang="en">2024-02-28</sob:DateOfApprovalOfAnnualReport>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" xml:lang="en">2024-02-28</arr:SignatureOfAuditorsDate>
</xbrli:xbrl>