Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2024-12-31	17104000000	dkk
ifrs-full:Assets	2023-12-31	15853400000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2024-01-01	2024-12-31	9202100000	dkk
ifrs-full:Revenue	2023-01-01	2023-12-31	8730900000	dkk

XML

See the xml submitted here:

XML: INVALID

Separator

The full data:

<?xml version="1.0" encoding="UTF-8" standalone="no"?>
<xbrli:xbrl xmlns:xbrli="http://www.xbrl.org/2003/instance"
            xmlns="http://www.w3.org/1999/xhtml"
            xmlns:arr="http://xbrl.dcca.dk/arr"
            xmlns:ixt="http://www.xbrl.org/inlineXBRL/transformation/2020-02-12"
            xmlns:cmn="http://xbrl.dcca.dk/cmn"
            xmlns:sob="http://xbrl.dcca.dk/sob"
            xmlns:link="http://www.xbrl.org/2003/linkbase"
            xmlns:ifrs-full="https://xbrl.ifrs.org/taxonomy/2022-03-24/ifrs-full"
            xmlns:iso4217="http://www.xbrl.org/2003/iso4217"
            xmlns:ix="http://www.xbrl.org/2013/inlineXBRL"
            xmlns:SCA="http://xbrl.st-group.com/2024-12-31"
            xmlns:mrv="http://xbrl.dcca.dk/mrv"
            xmlns:fsa="http://xbrl.dcca.dk/fsa"
            xmlns:xbrldi="http://xbrl.org/2006/xbrldi"
            xmlns:gsd="http://xbrl.dcca.dk/gsd"
            xmlns:xlink="http://www.w3.org/1999/xlink"
            id="DKGAAP"
            xml:lang="en">
   <link:schemaRef xlink:href="http://archprod.service.eogs.dk/taxonomy/20241001/entryDanishGAAPExcludingBalanceSheetIncomeStatementIncludingManagementsReview20241001.xsd"
                   xlink:type="simple"/>
   <xbrli:context id="ctx-1">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-42">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2023-01-01</xbrli:startDate>
         <xbrli:endDate>2023-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-27">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
            <cmn:memberOfBoardIdentifier>1</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-28">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfExecutiveBoardDimension">
            <cmn:memberOfBoardIdentifier>2</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-29">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>2</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-30">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>3</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-31">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>4</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-32">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>5</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-33">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>6</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-34">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>7</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-35">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>8</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-36">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>9</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-37">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfMemberOfSupervisoryBoardDimension">
            <cmn:memberOfBoardIdentifier>10</cmn:memberOfBoardIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-38">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfAuditorDimension">
            <cmn:auditorIdentifier>1</cmn:auditorIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-39">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfAuditorDimension">
            <cmn:auditorIdentifier>2</cmn:auditorIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-40">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfSubstainabilityAuditorDimension">
            <cmn:sustainabilityAuditorIdentifier>1</cmn:sustainabilityAuditorIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:context id="ctx-41">
      <xbrli:entity>
         <xbrli:identifier scheme="http://standards.iso.org/iso/17442">5299003KG4JS99TRML67</xbrli:identifier>
      </xbrli:entity>
      <xbrli:period>
         <xbrli:startDate>2024-01-01</xbrli:startDate>
         <xbrli:endDate>2024-12-31</xbrli:endDate>
      </xbrli:period>
      <xbrli:scenario>
         <xbrldi:explicitMember dimension="cmn:ConsolidatedSoloDimension">cmn:ConsolidatedMember</xbrldi:explicitMember>
         <xbrldi:typedMember dimension="cmn:IdentificationOfSubstainabilityAuditorDimension">
            <cmn:sustainabilityAuditorIdentifier>2</cmn:sustainabilityAuditorIdentifier>
         </xbrldi:typedMember>
      </xbrli:scenario>
   </xbrli:context>
   <xbrli:unit id="pure">
      <xbrli:measure>xbrli:pure</xbrli:measure>
   </xbrli:unit>
   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f0__s8__7__6" xml:lang="en">Data Ethics	45Corporate Governance	46Board of Directors	47Attendance Meetings 2024	50Executive Board	51Shareholder Information	52Quarterly Financial Highlightss	53Glossary	55data ethicsThis sentence constitutes our statutory reporting according to the Danish Financial Statements Act § 99d.In Scandinavian Tobacco Group we process various types of data, both personal (including HR-related), and customer, including consumer, supplier, market, sales, technical, statistical, test and production data.Data Ethics is not limited to personal data issues, which are already extensively regulated in many jurisdictions. Data Ethics concerns data in general, and thus our policy covers our ethical approach to data issues in a wider perspective, including personal data, advanced technology, data quality and security.Our Data Ethics Policy is available at our website st-group.comWe disseminated our Data Ethics Policy to all relevant employees who are required to understand and apply the fundamental principles for our ethical approach in relation to the generation, use and other processing of data.We have also established a Data Ethics Committee that will decide on specific data ethical issues that may arise over time and ensure that such are handled and decided upon in accordance with our Data Ethics Policy.Further to this, we have initiated the development of Data Ethics Guidelines to facilitate a consistent and coherent understanding and application of the Company's data ethical principles. These guidelines are supplemented by specific guidelines issued in 2023 on the use of artificial intelligence. In 2025 we will review our Data Ethics Policy in accordance with the general policy governance principles of Scandinavian Tobacco Group. We also plan to publish the Data Ethics Guidelines, and continue to develop our data ethical mindset and tools, including training sessions on issues relating to data ethics for relevant groups of employees. Data Ethics is still a new discipline that will develop over time, in society in general and within the Group.</mrv:StatementOfPolicyForDataEthics>
   <gsd:HomepageOfReportingEntity contextRef="ctx-1" id="f0__s8__7__261">www.st-group.com </gsd:HomepageOfReportingEntity>
   <mrv:LinkToCorporateGovernanceReport contextRef="ctx-1" id="f0__s8__7__8">www.st-group.com/annual-reports/statutory-corporate-governance-re-port-2024/</mrv:LinkToCorporateGovernanceReport>
   <mrv:SustainabilityReport contextRef="ctx-1" id="f0__s8__7__9-1" xml:lang="en">sustainability statementGeneral Information 57Environment	65Social	73Governance	82Performance and Metrics	86Laurie ræbild head of sustainabilityAt STG, we are a responsible company with passionate people. It makes sense for us to work with sustainability so we together can craft a better tomorrow by elevating our colleagues in our communities and by anchoring climate action in our value chain.ESRS Disclosure RequirementsESRS 2 GENERAL DISCLOSURESBP-1Basis of preparation**87BP-2Specific disclosures57, 60, 87GOV-1Supervisory roles58-59GOV-2Information addressed by supervisory roles58-59GOV-3Incentive schemes60GOV-4Statement on Due Diligence57GOV-4Embedding Due Diligence in governance,strategy, and business model*22, 26,58-59, GOV-4Engaging with affected stakeholders in all key steps of the Due Diligence 61, 64, 74, 78GOV-4Identifying and assessing adverse impacts61-63GOV-4Taking actions to address those adverse impacts65-85GOV-4Tracking the effectiveness of these efforts65-85GOV-5Risk management and internal controls60SBM-1Strategy (in Strategy section)*22SBM-1Business model (in Our Business section)*10-11SBM-1Value chain (in Our value chain section)*20-21SBM-2Interests and view of stakeholders64SBM-3Material IROs interaction with strategy and business model26, 65-85IRO-1Double Materiality Assessment61-63IRO-2ESRS Disclosure Requirements57Other EU regulation**103-104EnvironmentE1 – Climate changeIRO 1IROs66E1 SBM-3Climate risks and interaction with strategy and business model66-67E1-1Transition plan68E1-2Policies 69E1-3Actions and resources69-70E1-4Targets70E1-5Energy consumption**97E1-6Gross Scopes 1, 2, 3 and Total GHG emissions**92-94EU TaxonomyTurnover, CAPEX and OPEX**88-91E2 – Pollution (not material)***E3 – Water and marine resources (not material)***E4 – Biodiversity and ecosystems (not material)***E5 - Resource use &amp; circular economyIRO 1IROs71E5-1Policies 72E5-2Actions and resources72E5-3Targets72E5-4Resource inflows**98E5-5Resource outflows**98SocialS1 – Own workforceIRO 1IROs74SBM-3Interaction with strategy and business model74S1-1Policies75-76S1-2Engagement process74-76S1-3Remediation process and channels to raise concerns75S1-4Actions and resources75-76S1-5Targets76S1-6Employee characteristics**99-100S1-9Diversity metrics**101S1-17Incidents, complaints and severe human rights impacts**102S2 – Workers in the value chainIRO 1IROs77SBM-3Interaction with strategy and business model77-78S2-1Policies78S2-2Engagement process78S2-3Remediation process and channels to raise concerns78S2-4Actions and resources79S2-5Targets79S3 – Affected communities (not material)***S4 – Consumers and end-usersIRO 1IROs80SBM-3Interaction with strategy and business model80-81S4-1Policies81S4-2Engagement process81S4-3Remediation process and channels to raise concerns81S4-4Actions and resources81S4-5Targets81GovernanceG1 – Business conductIRO 1IROs83G1-1Corporate culture and business conduct policies83-84G1-3Prevention and detection of corruption and bribery**84G1-4Incidents of corruption or bribery**102ADDITIONAL NOTE* Incorporated by reference in the management review section within page 1-55.** Incorporated in the data section of the sustainability statement within page 86-102.*** Deemed not material during the Double Materiality Assessmnet process described in page 61-63.NON-MATERIAL***The following sub-topics were deemed not material: collective bargaining, adequate wages, social protection, persons with disabilities, health and safety, work-life balance, remuneration metrics, management of supplier relationships, political influence and lobbying activities, and payment practices within Social and Governance, and waste for Resource use and circular economy.PHASE-INThe phase-in data points includes non-employee characteristics, training and skills development, resource outflow metrics, and anticipated financial effects for Climate Change and Circular Economy. With GHG removals and carbon credits, internal carbon pricing not relevant to STG for the reporting year.oversight and supervisory rolesSTG manages material topics through the sustainability agenda – Rolling Responsibly. Led by the Sustainability Center of Excellence (CoE), STG is maturing in the journey to manage at Impact, Risk and Opportunity (IRO) level. Our approach and procedures are disclosed across each chapter in relation to policy, actions and targets.Our policies are available at our website st-group.comBodyRoles and ResponsibilitiesBoard of DirectorsOversees sustainability agenda, and acts as an ambassador for STG’s sustainability journey. Includes ESG goals when awarding executive compensation. The identity of the administrative, management and supervisory bodies responsible for oversight of material impacts, risks and opportunties can be found in the Board of Directors section in page 47.Audit CommitteeReporting to the Board of Directors, assesses the reporting processes for transparency and compliance. Through dialogue with the CFO, Corporate Finance, and CoE, the Audit Committee is broadening their understanding of the processes that are being built, the control mechanisms, and the procedures to monitor, manage and oversee the ESG data and the outcomes of the Double Materiality Assessment.Executive Board / Sustainability SteerCoOversees and directs the sustainability agenda and business model, allots budget and approves changes to material topics, being responsible for the final DMA outcome. The CEO, with the Head of Sustainability, are responsible for updates to the Board, and the CFO ensures data quality and oversees the Annual Report.Governance GroupThe Governance Group consists of Executive Board Members, the Head of Legal and Corporate Finance as they are the implementation partners and are responsible for the material topics. The key elements are prioritisation, budget and resource allocation, and communicating progress and results. Owned and facilitated by CoE, with creation of roadmaps with initiatives, targets, forecast including yearly funding and resources. Meeting cadence quarterly.Head of Sustainability / Center of ExcellenceOwns and prioritizes the sustainability agenda, including developing and embedding initiatives into the Group. Sets targets and metrics, reports to the Executive Board, as they are the Steering Committee, informs the Board of Directors, and builds sustainability knowledge within the organization.Topic OwnersPart of the CoE, they ensure roadmap development with initiatives, assessment and planning with cross functional project teams, and in collaboration with implementation partners. Define strategies, policies, and plans for each topic, support delivery teams and remove obstacles. Ensures quarterly results sharing, mitigating actions and prioritizing of initiatives to deliver targets. Topic owners are accountable for material topics in their respective areas and are essential in determining the DMA outcome.Workstream LeadAccountable for delivering material topics and collaborating with topic owners to create strategies, policies, metrics and plans. Defines and oversees initiatives, coordinates efforts, engages stakeholders, identifies resources and provides data for reporting purposes on initiatives per material topic, bringing necessary matters to the CoE and implementation partner.Delivery TeamExecutes initiatives according to plan, gathers data on impact, supports CoE in reporting and provides material topic data.Sustainability expertiseThe CoE together with the different workstreams represent the sustainability-related experience and skills across a range of material topics in the Group. To cover gaps in the organization, the group assesses knowledge through subject matter experts from the consultancy sector or other relevant organisations, and thus develops key competencies internally with external support. Training and reinforcement in new skills and knowledge is deemed part of the way STG is embedding ESG considerations into the processes, including in Operations, Procurement and Commercial.Incentive schemes and reporting controlsIntegration of sustainability-related performanceThe Group started its journey in aligning financial rewards with its broader goals of environmental responsibility and social impact in 2022. STG implemented an incentive scheme in the Long-Term Incentive Program (LTIP) tied to the outcomes of ESG work in two pillars of our agenda:Net zero along the journey of the leafScope 1 &amp; 2 emissions reduction targets from E1-Climate Change; which corresponds to 5% weight of the remuneration reward.Sustainable Community PioneersA qualitative evaluation by the Board of Directors on plan and execution, which corresponds to 5% weight of remuneration reward. Even though it does not directly address any material Impact, Risk and Opportunity in the social pillar, it’s part of Rolling Responsibly.The term of of LTIP is three years. Based on proposals from the Remuneration Committee the Board of Directors decide the KPIs and scales for the program.For more information refer to Remuneration Policy section and the Remuneration Report is available at st-group.comData Risk management and internal controlTo ensure our sustainability risk assessment and reporting process is accurate and robust, we have applied the same principles as our financial reporting risk assessment process. We identify risks linked to the standard audit assertions of Completeness, Accuracy, Cut Off, Occurrence, Presentation &amp; Disclosure and Rights &amp; Obligations. The risks are assessed for likelihood and impact, and controls designed for those deemed to be material as per the DMA.We have established policies, procedures and internal control systems throughout the organisation to ensure mitigation of risks and to identify emerging risks as they materialise. Our process was designed with input from key stakeholder and external consultants to ensure completeness and transparency. Risks and controls are evaluated on an annual basis to ensure they are still relevant and working appropriately.We have established governance to sustainability reporting by linking material topics to relevant Executive Board members and our approach and findings are reported to the Audit Committee and Board of Directors on a regular basis.Our financial and sustainability reports are audited by the same independent audit firm, which is elected at the annual general meeting. Our sustainability data is subject to limited assurance based on the CSRD requirements. Observations raised by external auditors are reviewed and addressed with appropriate action plans, which are regularly followed up on until completion.The estimations and uncertainty are disclosed in the Basis of Preparation section of the report in page 87.double materiality assessmentScandinavian Tobacco Group conducted a Double Materiality Assessment (DMA) to identify the material Impacts, Risks and Opportunities (IROs) across the topics and sub-topics relevant to its business activities.The Group, led by CoE, conducted stakeholder mapping to identify groups and individuals in STG and external experts who could provide input during the assessment.Internal stakeholders, including workstream leads, topic owners and subject matter experts from various departments such as Finance, Operations, including the Leaf buying department, Legal, HR and Public Affairs, among others, actively participated in workshops and discussions. Their insights and expertise enriched the assessment process and ensured that a comprehensive evaluation was performed.External stakeholders’perspectives have been included indirectly though subject matter experts from consulting companies, and topical experts in the ESG domains. Finally, previous assessments, where stakeholders like suppliers, customers, local communities, authorities, and experts, were also considered. The engagement did not include direct consultation with affected stakeholders. The Group also reviewed its structure and business activities to identify concentrated areas of IROs within theGroup’s value chain(operations, downstream and upstream). The process considered the opinions of the subject matter experts representing key functional areas, gathering input across meetings, workshops and online channels, for in-depth discussions to agree on the different ratings and achieve alignment of the final scoring.Process overviewThe four phases of the DMA process are described as Interpretation, Identification, Assessment and Application.Interpretation of the European Sustainability Reporting Standards (ESRS) A high-level view of what topics and sub-topics within the ESRS matter to the tobacco industry and to the Group in connection to STG’sbusiness model and value chain. Identifying and shortlisting ESRS sub-topicsSub-topics evaluated for potential materiality to create short list for in-depth analysis.the four phases of our DMA processImpact and Financial assessmentsThe shortlisted sub-topics were assessed in two ways to determine materiality.Impact assessment - Evaluating the severity of STG’s effect on the environment and people consists of three factors, scale - meaning the magnitude of the impact it could have; scope - where and how it would affect; and irremediability - how easily STG could fix it. All are measured from 1 to 5, with 1 indicating minimal impact, immediate surroundings, or very easy to remedy, and 5 indicating large-scale impact, global level, or irremediable. Likelihood is measured by percentage where 2.5% (rare, less than once every 10 years) is equal to 1, and 100% (actual, occurring) is equal to 5.From the human rights perspective, materiality of “actual” impacts is based on the severity of the impact, while “Potential” human rights impacts consider both severity and likelihood, but severity carries more weight over likelihood.As for “potential” negative impacts (non-human rights related), they are based on the severity and likelihood of the impact. If scored 3.01 or above, it was deemed material. Financial assessment - The financial assessment was scored using the size of the financial effect, based on the threshold aligned to STG’s internal risk management. It was set for the size of the potential financial impact, at 5% EBT (or approximately 70m DKK). The higher the financial effect of the risk or opportunity is in relation to the threshold, the higher the score will be. Likelihood ranges from 2.5% is equal to 1 (rare, expected in exceptional circumstances) to 97.5% is equal to 5 (almost certain, may occur within 1 year).Sub-topics were deemed material if the respective IROs scored 3.01 or above in either of the assessments. SMEs, including Finance Business Partners, insight and expertise enriched the assessment process and ensured a comprehensive evaluation was performed, including the connections between impacts, risks and opportunities.The threshold of 3.01 was set after external consultation and internal discussions to prioritize STG’smateriality, both for the impact and financial assessment.Application of resultsFindings and results were reviewed by all participants, subject matter experts, topic owners and the Executive Board, to fine tune the outcome and ensure a thorough process was adhered to. The results of the DMA make sense for STG and were thus presented to the Audit Committee and Board of Directors for final approval. DMA Results6 topics across Environment, Social and Governance were deemed material.Also, the outcome of the double materiality assessment for impacts, risk and opportunities was considered and embedded in the risk identification component of the enterprise risk management process.In 2025, we will revisit the DMA.Double materiality assesmentSustainability mattersImpact on people &amp; planetImpact on the companyImpact assesmentPositiveScale + Scope2XLikelihoodNegative*Scale + Scope + Irremediability3XLikelihoodFinal score ranges from 0.03 to 5STG threshold is set at 3.01– all topics scored equal or above are deemed materialFinancial assesmentOpportunitiesSize of potential financial effectXLikelihoodRisksSize of potential financial effectXLikelihoodFinal score ranges from 0.03 to 4.88STG threshold is set at 3.01– all topics scored equal or above are deemed material* Severitymaterial Impacts, Risks and opportunitiesThe Group’s business impacts were categorized as negative, as they do not directly contribute to societal benefits; therefore, actions are geared towards minimizing and mitigating STG’s overall footprint. The Group defines short term as events within the reporting year, medium term within the next five years, and long term as beyond five years, unless specified otherwise. All IROs identified as short to medium term.The Group has not identified current nor anticipated material financial implications from its impacts, risks and opportunities.Non-material topics are disclosed on page 57.IROTopicSub-topicValue ChainClassification / time horizonIROs, Relation to Strat-egy, Business Model, and Policy, Action and Targets ImpactsE1 Climate ChangeClimate change adaptationAcross*Potential66Climate change mitigationAcross*Potential and Actual (in the value chain)66EnergyOwn operationsActual66E5 Resource use and circular economy Resources inflows, including resource useAcross*Actual71Resource outflows related to products and servicesAcross*Actual71S1 Own workforceEqual treatment and opportunities for all - Training and skills developmentOwn operationsActual74Equal treatment and opportunities for all - Harassment and discriminationOwn operationsActual74S2 Workers in the value chain Working conditions – Working timeUpstream*Actual77Working conditions – Adequate wagesUpstream*Actual77Working conditions - Work life balanceUpstream*Potential77Working conditions – Health and safetyUpstream*Actual77Other work-related rights – Child labourUpstream*Potential77S4 Consumers and end usersPersonal safety of consumers and/or end-users - Health and safetyDownstreamActual80Personal safety of consumers and/or end-users -Protection of childrenDownstreamActual80Personal safety of consumers and/or end-users - Protection of childrenOwn operationsPotential80G1 Business Conduct Corruption and bribery - IncidentsOwn operationsPotential83Protection of whiste-blowersOwn operationsPotential83RisksS2 Workers in the value chainOther work-related rights – Child labourUpstream*Short term77Other work-related rights – Forced labourUpstream*Short term77opportunitiesS2 Workers in the value chainOther work-related rights – Child labour and Forced labourUpstream*Short term77* including business relationshipsInterest and views of key-stakeholdersEngagement with stakeholders occurs across different communication channels, including meetings, surveys, online and in other forums, to fit business needs across STG’s activities and value chain. Engagement is key to enhance trust and align with ethical business practices and contributes to long-term stability. An overview of how the Group interacts with the various key stakeholder groups across its value chain and business model is shown on this page.During each iteration, information is aggregated and communicated to supervisors. If deemed necessary, it is escalated to management, who then decide based on the proposals put forward, on the necessary course of action or required steps to adapt the business model or strategy.Stakeholder GroupValue chainStakeholder relationshipWidely used engagement channelsS1 Employees and future employees Own operationsSeeking job satisfaction, fair compensation, and growthDesire a collaborative and ethical culture with transparent communicationValue supportive leadership, input opportunities, and purpose for fulfillmentLocal communities at manufacturing sites are essential stakeholders impacting operations and production, environment and social responsibility Regular engagements between supervisors and coworkers in the form of face-to-face or online meetings. Also, a survey system in place to capture employee feedback.Most recent in 2023, physical workshops, feedback rounds, surveys, and open dialogue were held across our communities at production sites.Works councils and unions represent employees' interests, focusing on securing economic, social, and governance aspects in the Group’s policies and strategy. The workers' rights vary based on local legislation.S2 Leaf suppliers and workers in the value chain UpstreamAre crucial for the primary raw material - tobacco leafImpact operations, environment, and social responsibilitySeek lasting and transparent partnershipsWorkers in the value chain, including farmers seek secure employment, fair wages, good working conditions and opportunities for satisfactory living conditions with access to health and educationSupplier engagements through online channels, as well as regular meetings and occasional visits.Indirect engagement with farmers through associations and initiatives (Sustainable Tobacco Program).S4 ConsumersDownstreamEssential stakeholders, forming the foundation of the business by creating demand for productsSeek satisfaction, enjoyment, high and consistent quality, and fair pricesLimited opportunities to communicate with consumers due to the tobacco industry being highly regulated (with regulators setting legal and regulatory standards, and communicated only when requested and allowed), and STG adherence to its marketing principles.Investors / shareholdersN/ASome shareholders are concerned about the potential ESG impacts, and addressing these concerns can therefore safeguard shareholder valueShareholders have high and direct influence on the Group’s value and overall market performanceOverall proactive communication across different channels on company strategy and performance.environmentnet-zero along the journey of the leafAcross Climate Change topic, we have advanced in the decarbonization journey, got validation on our science-based targets for all scopes by SBTi and are developing a solid pipeline of initiatives. We are also looking to become more efficient in utilizing natural resources to better manage the environmental impact of our packaging.e1 climate changee5 Resource Use &amp; Circular Economye1 climate changeMaterial impacts, risks and opportunitiesNegative impactsClimate Change Adaptation - Without proper measures for adaptation to climate change, there are risks of adverse environmental effects on the tobacco growers and their farms. UpstreamClimate Change Mitigation- We are directly contributing to climate change through greenhouse gas (GHG) emissions from our own operations and manufacturing, as well as indirect emissions from different parts of our value chain, including suppliers and contractors. Across the value chainEnergy - We are contributing to the depletion of energy resources through the intensive use of energy within manufacturing and distribution of our products. Own Operations Climate Risk Scenario Analysis Scenario analysis was conducted in alignment to the guiding principles from the Task Force on Climate-Related Financial Disclosures (TCFD) to identify and assess physical, and transition risks and opportunities in own operations, and across the upstream and downstream value chain. The parameters were chosen based on STG’s business model, geographical and operational setup, strategic planning, science-based targets and time horizons.MethodologyGHG emissions sources have been identified in both own operations and along the value chain. Our projection is limited to the currently identified levers and emissions reductions plans. Potential future GHG emissions sources and projection of the Group emissions were modelled for selected risks.Physical climate hazards assessment Conducted across own operations, including production sites, various warehousing and distribution centers, and across the value chain in several key tobacco leaf sourcing locations. For our own operations, geospatial coordinates or regional location data were used to define the risk magnitude based on selected scientific indicators (such as water stress and other indicators). For tobacco sourcing regions, regional location data was used to define risk magnitude covering more than 80% of purchased leaf volumes. The final scoring of the risks was based on the weighted average assessment of tobacco sourcing locations, as well as the average of own operation locations in scope.Transition risks assessment Conducted on an aggregated level for the Group, considering own operations and sales, as well as value chain (incl. core activities, such as procurement, transportation and distribution). For several risks, such as carbon pricing regulation and energy price changes, financial models have been built to assess the risks’ magnitude, which included disaggregation of STG emissions and energy consumption by scopes and locations. The final scoring of the risks was defined on Group level for all transition risks.Climate scenariosThe Group chose to use two climate scenarios which reflect a positive and negative trajectory of climate development, enabling the evaluation of the range of the risks’ magnitude. Considering the maturity of the climate agenda in STG, financial statements do not directly incorporate climate-related assumptions, therefore they are not yet validated for compatibility with selected climate scenarios.Sustainable development scenario- This IPCC scenario corresponds with STG’s emissions reductions targets aligned with the SBTi way below 2°C pathway Fossil fuel-driven development scenario – In this scenario temperatures increase by between 3.3°C to 5.7°C by 2100. Refer to note 1 onpage 95-96for more information on the scenarios.Climate-related hazardsChronic: Changing temperature, precipitation change, water stress and soil degradation.Acute: Extreme temperature events, floods, wind-related events (cyclones, hurricanes and storms) and droughts.Climate-related transition eventsCost and access to capitalCost and coverage of insuranceConsumer concernsCarbon pricingRegulation &amp; reportingEnergy price changeRefer to note 2 onpage 95-96for more information regarding climate hazards and transition events.Project team analysis and input from STG subject matter experts has identified eight climate related hazards and six transition risks that are relevant and could become material for STG.Time horizonThe risks have been analysed over three time frames (different to the ones used for the DMA process and IRO management):2030near-term science-based targets and corresponds with our next strategic planning cycle.2040medium-term as a mid-point between 2030 and 2050.2050long-term reflects our science-based net-zero targets across the value chain.Risk assessment and assumptionsAll identified risks have been modelled under the two climate scenarios across three-time horizons. A hybrid assessment approach has been used, which implies application of both quantitative and qualitative metrics for analysis of risk magnitude and risk relevance.Refer to note 3 on page 95-96for more information.The final scoring has been calculated as an average of the risk ratings across the tobacco value chain and locations within own operations. Evaluated climate related risks and opportunities are deemed material if they have a medium or high final score under at least one of the climate scenarios and time horizons. No climate-related opportunities have been shortlisted for evaluations, as they have been deemed insignificant and not compatible with current business strategy.Material risks Risks associated with physical impacts of climate changeChronic Weather: Includes all chronic climate-related hazards. Temperature and precipitation changes, higher water stress, and soil degradation can lower tobacco yields and negatively impact workforce health, safety and productivity.Acute Weather: Includes all acute climate-related hazards. More frequent and severe extreme weather events can disrupt the tobacco supply chain, damage production capacity, increase costs, reduce quality and hinder meeting customer demand.Risks associated with transition to low carbon economyCost and access to capital: Rising ESG concerns from investors can increase costs, reduce capital access and limit STG’s market performance.Cost and coverage of insurance: Climate change can increase costs due to contracting insurance markets, higher premiums and reduced coverage.Consumer concerns: Failing to meet consumer demand for sustainable products can harm reputation and reduce revenue.Refer to note 4 on page 95-96for more information.ConclusionChronic weather risks may decrease tobacco quality and yield globally. Acute weather risks, already observed in regions like Brazil and Indonesia, damage crops and affect yields and prices. Significant impacts are also seen in operations in South Asia, the Caribbean, and Central America due to cyclones, floods, and extreme temperatures. The tobacco supply chain is more exposed to physical risks than own operations. Refer to note 5 on page 95-96for more information.Resilience AnalysisWe assessed STG’s strategy and business model resilience to the material climate-related risks identified in the climate scenario analysis. The analysis focused on tobacco sourcing on aggregated level and own operations. Key assumptions from IPCC1and IEA2scenarios were applied, considering estimated financial effects and the impact of physical climate events and environmental policies. STG’s emissions reductions targets, strategy, operating model, and environmental initiatives formed the basis for evaluating its resilience to material climate risks.We have rated resilience medium and strong across all material risks.Despite exposure to climate-related risks, STG believes it is well-equipped to manage and mitigate potential consequences of the risks. Our diversified business model, wide geographic sourcing, manufacturing footprint, diverse funding and strong climate initiatives will help us adapt and transition to a low-carbon economy. We strive to address climate change but acknowledge the uncertainty of the actual climate scenario development and complexity of the adaptation, and mitigation.1The Intergovernmental Panel on Climate Change (IPCC) is the United Nations body for assessing the science related to climate change.2International Energy Agencyour decarbonization journey2021STG began working with Scope 1 &amp; 2 carbon emissions by collecting data to build a baseline from 2020.2022STG included climate change as a pillar in the STG Sustainability agenda, Rolling Responsibly.Compiled and completed our Scope 3 baseline (2022) calculations.STG calculated its Scope 1 &amp; 2 emissions baseline (2020), committed to 4.2% yearly emissions reductions, and has been successfully delivering on the target since 2021 (without Mac Baren).2023202420302050The SBTi has approved STG̓s near-term and long-term science-based emission reduction targets.Near-term science-based targets.Long-term science-based net zero targets.1 Including Mac Baren2 2023 data not covered by auditor ̓s limited assurance3 -7.7% vs 2023 without Mac Baren4 -1.9% vs 2023 without Mac Baren Our ApproachSTG does not have a fully developed transition plan for climate change mitigation. It will be developed in the short to medium term and is expected to be compatible with limiting global warming to 1.5°C in line with the Paris Agreement. STG is excluded from EU Paris-aligned Benchmarks.STG is focusing on detailed abatement plans to achieve absolute emissions reductions across all scopes, aiming for near and long-term science-based targets. While a concrete plan for neutralizing unabated emissions is still to be developed, we follow GHG Protocol guidelines and SBTi requirements. To reach net-zero by 2050, STG aims for a 90% reduction in absolute emissions for Non-FLAG emissions, 72% for FLAG - Emissions related to Forest, Land and Agriculture; and then using high quality offsets for the remaining unabated emissions. No GHG removals or carbon credits were used in the reporting period. Future emission reductions is subject to certain degree of uncertainty due to evolving global circumstances and developments. For a detailed description and overview of our metrics, baseline and progress to meet targets - see page 92-97.Solar panels installationSolar panels in San Pedro, Domin-ican Republic were installed at the end of 2024 as a renewable source of energy for our production site as part of our Scope 1 &amp; 2 emission reduction initiatives. This initiative is expected to reduce emissions by ~350 tonnes CO2e, which represents 23% contribution to the Scope 1&amp;2 yearly targets.Policy, Actions and targetsPolicySTG has issued Environmental Actions and Commitments, and committed to reducing Scope 1, 2 and 3 GHG emissions, in line with near- and long-term science-based targets. This means increasing its share of renewable energy use and more efficient energy management. Assessing its material impacts and risks in its operations and value chain, setting strategies and actions to improve its environmental performance and contribute to our operations’ adaptation to climate change. The most senior level accountable for implementation is the Group’s Head of Sustainability and the Chief Supply Chain Officer.ActionsTo progress on our decarbonization journey, STG has identified all sources of emissions within Scope 1, 2 and 3 and has implemented a cross functional process for assessing, selecting and prioritizing initiatives aimed at GHG emissions reductions. This requires global execution and supplier collaboration.Scope 1 &amp; 2 - Key planned areas for emissions reductions in the upcoming years include:Renewable electricity:Transitioning to renewable electricity from the grid and installing solar panels at several production sites.Equipment and refrigerants:Improve effiency by replacing outdated equipment to avoid leakages, and use modern refrigerants. Additionally, shift to LED lighting, use inverters to optimize the power conversion process and conduct energy audits.Fuel switch:Implement a fleet transition plan from diesel to petrol and electric vehicles. Network optimisation:Through STG’s ongoing efforts to enhance operational efficiency, the Group will continue to implement initiatives aimed at optimizing the factory footprint.Refer to page 93for the decarbonization levers contributions.The Group has begun to develop a roadmap to reduce emissions to reach a near-term 42% absolute reduction target by 2030. Implementation of the initiatives started in 2021 and is continuously reviewed and adjusted.Scope 3We have advanced significantly in building the roadmap for reducing our value chain emissions to achieve our near-term science-based targets for FLAG and non-FLAG-related emissions. The focus areas and initial pipeline of initiatives have been developed. The effectiveness of pipeline initiatives is measured by emissions reductions, return on investment, and their contribution to STG’s long-term efficiency. The reduction levers cover the following areas:Leaf and 3rd party cigars:Optimize leaf use in products and engage suppliers to reduce emissions from cultivation and farm activities (incl. land use change).Wood*:Use certified wood and develop alternative packaging to partially replace wooden boxes.Non-tobacco materials*:Change pack materials, reduce packaging weight and optimise packaging solutions with suppliers (purchasing and end-of-life treatment).Transportation &amp; distribution:Consolidate orders, address customer behaviour, improve fill rates and space utilisation, and enhance transportation efficiency with suppliers (including routing and fuels).*Closely related to E5-Circular Economy &amp; Resource Use.Although the pipeline will focus on reductions of emissions from 2025 onwards, we have started our decarbonization journey already by anchoring sustainability aspects in projects in the commercial and operational areas.TargetsTo address climate related material impacts and risks, STG has set near and long-term science-based emissions reduction targets. The metrics and targets correspond with the prioritized areas identified in the DMA, an in-depth analysis of STG emissions profile, climate related scenario analysis, potential decarbonization levers and an external benchmark evaluation. STG’s targets for all scopes have been validated by the SBTi. STG does not have a separate target for energy consumption and efficiency, but we are expecting to see an overall decrease of energy consumption and energy intensity due to the projects targeting enhancement of equipment and energy use efficiency within our pipeline to address Scope 1 &amp; 2 emissions.The targets have been developed in close collaboration with internal and external subject matter experts using Greenhouse Gas Protocol, SBTi and CDP (Carbon Disclosure Project) frameworks. STG has furthermore adopted a recalculation policy to ensure that GHG calculations, targets and progress remain accurate over time. Refer to page 94for more information on targets.2030 Near-termtargets2050Long-term targetsAbsolute Scope 1 &amp; 2 GHG emissions (2020 base year)42%90%Absolute Scope 3 Non-FLAG* GHG emissions (2022 base year)25%90%Absolute Scope 3 FLAG** GHG emissions (2022 base year)30.3%72%Reach net-zero GHG emissions across the value chain by 2050.net-zero*Scope 3 Non-FLAG: emissions from purchased goods and services, fuel-and energy-related activities, upstream and downstream transportation and distribution, waste generated in operations, and end-of-life treatment of sold products.**Scope 3 FLAG:emissions from Forest, Land and Agriculture related products &amp; activities. Includes categories such as tobacco leaf, purchased tobacco products and wood. Scandinavian Tobacco Group commits to no deforestation across its primary deforestation-linked commodities with a target date of December 31, 2025.Steam generatorIn Westerlo, Belgium, STG upgrad-ed to new steam boilers which are more energy efficient and provide a more reliable production. After evaluating various energy sources, gas was chosen for its flexibility to switch to diesel or a hydrogen mix, reducing CO2emissions. e5 Resource use &amp; circular economyMaterial impacts, risks and opportunitiesNegative impactsResources inflows and use – Resource-related impacts stem from the use of resources for various packaging materials, including:Plastic: Made from fossil fuels like natural gas and oil derivativesWood, cardboard and paper: Depend on trees as primary raw materials, which could lead to deforestation. This effect extends beyond the Group’s operations into natural habitats, potentially endangering protected areasMetal: Tins used for packaging require the exploitation of raw material, with potential risks from indirect sourcing in conflict-affected countries.Across the value chainResource outflows – The Group creates a significant amount of packaging material waste downstream value chain, as these are not part of a closed-loop system. There is a high chance that this waste will end up in natural environments and landfills rather than waste management facilities, such as recycling centers, therefore increasing finite material consumption.Across the value chainThe Double Materiality Assessment serves as the process to screen activities and identify material negative impacts. The Group’s consultations have been limited to SMEs within the organization and external consultants, but has not included engagement with affected communities. The Group conducted additional workshop sessions with internal stakeholders from various departments, including Procurement, R&amp;D, Commercial and Finance. During these sessions, discussions on circularity impacts were aligned with the findings of the DMA. Despite tobacco being a core raw material, it was not deemed a material impact within E5 Resource use and circular economy, since is not considered a scarce resource, and can be easily replenished through regrowth.Our ApproachSTG uses a wide range of raw materials, as well as semi-finished and finished goods in our own operations and upstream value chain to manufacture and place our products on the market. We are engaging with a vast network of suppliers to source direct materials, including tobacco leaf, non-tobacco materials (packaging, flavours and other ingredients), and finished tobacco products. Considering a wide range of materials and an extensive supplier base, we are focusing on collecting data and assessing resource inflow and outflow for the products and materials that are critical for our operations and business model. In that context, we are prioritizing engagement with our direct suppliers.Circular Economy Principles The Group has not yet adopted a circular business model and does not have a well-established process to develop products based on circular principles, as STG has newly begun the journey to optimize resource use and address resource outflows across our business. At the same time, our current R&amp;D processes include some circularity aspects from cost efficiency projects. Past projects have simplified packaging, developed solutions that facilitate higher recyclability levels and reduce resource use and outflows in our packaging by avoiding unnecessary packaging where possible. We are developing a methodology to assess resource use changes in future R&amp;D packaging projects.Examples of those initiatives include:Switching from individually wrapped packs to packs without cellophaneDesigning packs to be easily disposable and more recyclable by separating materialsReducing the thickness of cardboard packs and tinsMinimising the use of leaflet coupons inside packsReducing the use of cigar rings and individual cellophane for machine-rolled cigarsFor information about our metrics, see page 98.Policy, Actions and targetsPolicySTG has issued Environmental Actions and Commitments, which commit to optimizing our resource use (affecting inflows and outflows) in non-tobacco materials and other relevant products/ingredient groups. This may include using less material, increasing recycled content in our packaging and a greater use of renewable sources, to gradually move away from virgin resources. ActionsWe gained a more detailed understanding of our resource inflow and materials use by collecting data from our suppliers and setting the stage for future targets and initiatives to improve resource use and outflows.In the short to medium term, the development and implementation of initiatives to increase the efficiency of resource use and addressing resource outflows will be conducted together with our climate work in the relevant Scope 3 category. As non-tobacco materials, primarily packaging (including wood) contribute significantly to our value chain emissions, we are addressing both emissions reduction targets and circularity in one dedicated cross functional workstream. Implementation of the initiatives is dependent on the availability and allocation of resources, commercial viability, operational feasibility and business prioritisation.TargetsSTG has not set any targets in relation to resource use and resource outflows. However, we plan to develop dedicated targets as we mature.The Group expects to improve its circularity (outflows) and efficiency of resource use while reducing its Scope 3 Non-FLAG emissions by 25% and Scope 3 FLAG emissions by 30.3% by 2030. Since non-tobacco materials account for a substantial amount of the emissions in the respective categories, those materials are prioritized in the development of our roadmap for emissions reduction. socialSustainable Community PioneersWe aim to foster an inclusive culture and provide our employees with fair and safe working conditions across all operations. We support local community initiatives and focus on developing our employees to align with business needs. We are also engaging in stronger relationships with our suppliers to strive towards a responsible supply chain and sourcing, which includes efforts to eliminate child labour and forced labour. Furthermore, we adhere to responsible marketing practices in line with our Marketing Principles.S1 Own workforceS2 Workers in the value chainS4 Consumers and end-userss1 own workforcenegative impactsHarassment &amp; Discrimination – The vulnerability of employees to harassment and discrimination poses a significant concern for employees in Customer-Facing Roles, specifically sales representatives and retail staff. The scale of impact is considerable, as instances of harassment or discrimination could severely affect the well-being and morale of employees. Addressing this widespread issue presents a challenge and is inherently difficult to remedy. It requires concerted efforts, including educating customers on appropriate behaviour and fostering a culture of respect and inclusion. Own operationsTraining and skills development – STG’s operations face certain challenges due to absence of opportunities for professional development, training and upskilling initiatives, which impedes employee adaptability, job security, and career advancement, potentially increasing turnover rates. This systemic issue applies to parts of the organization, including manufacturing and office roles, globally. While some development opportunities exist, effective growth relies on proactive organizational policies and training plans, rather than individual initiatives alone. Remediation for this situation requires a dedicated and concerted effort, which could potentially span over several years. Own operationsOur ApproachScandinavian Tobacco Group’s strategy and business model is influenced by the interests and views of its employees through interactions such as meetings and dialogues among supervisors, managers and colleagues, and a feedback survey system. To engage with employees, the Group conducts a global employee engagement survey once every 3 years, and a pulse survey for all office employees worldwide on specific topics once or twice a year. HR and the Executive Board analyze the results of every survey. Key takeaway points are then communicated and when deemed necessary, accompanied by action plans at top management level across the organization and in individual teams.STG employees have a significant stake in various aspects of the Group’s operations, spanning from manufacturing to marketing and sales, along with other business-related services. The Group exercises considerable influence over its employees, impacting their compensation, working conditions, health, safety and growth opportunities. The rights, including human rights, of STG employees are influenced by local laws and contractual agreements, and where applicable, through unions. In case of strategic organizational changes or closure of one or more parts of our operations, our employees shall be considered under each country’s specific labour laws and regulations. Material impacts, risks and opportunitiesAs internal stakeholders, employees value a collaborative and ethical work environment characterized by transparent communication and acknowledgment of their contributions. Supportive leadership, opportunities for providing input, and a clear sense of purpose are essential components of their expectations for a fulfilling work experience with the Group. STG believes equal treatment and opportunities for all influence organisational competitiveness because it leads to increased innovation, increased team performance, and better problem solving abilities.Remediation process and channels to raise concernsNecessary remedies in relation to human rights impacts for our own workers are captured by the structures and reporting channels in the organisation (e.g. Management, HR departments, Works Councils, Union and employee representatives, whistleblower scheme or other). In late 2023, STG introduced a process that all suspected or actual breaches of law and STG policies, including the Code of Conduct, shall ultimately be reported by Managers/HR departments via the whistleblower platform to ensure both a consistent approach to the investigation of such matters and an overview at Group level of such cases. This also applies to incidents related to human rights, including discrimination and harassment. Please see section in G1-Business Conduct in page 82-85for more information on the whistleblower scheme.Policy, Actions and targetshARASSMENT AND DISCRIMINATIONPolicyScandinavian Tobacco Group has a policy on Diversity and Inclusion (D&amp;I) which aims to create a culture and work environment where people can be themselves, feel connected to their colleagues and the organization, and contribute equally to STG’s growth and success. The owner of this policy is the Chief Human Resources Officer (CHRO). STG does not tolerate any form of harassment or discrimination, including harassment or discrimination based on gender, age, race, religion, nationality, ethnicity, political opinion, sexual orientation, union membership, disability, health status, or any other basis. The policy does not focus on any vulnerable group, but its ambition applies to all employees. Code of ConductThe cornerstone of the group policies related to responsible behaviour is the Code of Conduct, owned by the Group’s General Counsel, and sponsored by the CEO. As stated in the Code of Conduct, STG embraces diversity as a source of strength and values a diverse workforce that includes people of different nations, cultures, ethnic groups, generations, backgrounds, skills, abilities, and all the other unique differences that make each of us who we are. The Code of Conduct states that the Group respects internationally recognized human rights with an express reference to the International Bill of Human Rights, the fundamental rights set out in the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the UN Guiding Principles on Business and Human Rights, the Children’s Rights &amp; Business Principles, the UN Convention on the Rights of the Child and its corresponding General Commitment No. 16, the ILO Convention No. 182 concerning the Prohibition and Immediate Action for the Elimination of the Worst Forms of Child Labour, the ILO Convention No. 138 concerning Minimum Age for Admission to Employment, and the ILO Convention No. 184 concerning Safety and Health in Agriculture.ActionsSTG’s training plan consists of foundational awareness around D&amp;I topics. To roll out D&amp;I training on a global scale, the organization followed the same structure that had already been successful in the US and is replicating into 2025 in the global Senior Leadership Community. Training requirements are customized based on the social and cultural norms of each region, ensuring that the content resonates with the audience participating in the sessions. The main topics of the training sessions are: Inclusive leadership practices, foundational D&amp;I training (unconscious bias, microaggressions and creating a positive workplace culture), and Allyship (the course explains what everyday actions inclusive leaders can take to support marginalized employees in the workplace). 75 nationalitiesThe Group represents 75 nationalities across its workforce, bringing global perspectives within the organisation and fostering a diverse and inclusive environment that strengthens the organization.The Group established a dedicated D&amp;I committee, comprised of representatives from across the organization globally, for the purpose of fostering a diverse and inclusive workplace. These activities are primarily overseen and managed by the Human Resources department – CHRO. Internal resources like trainers, the tech team, the global D&amp;I Committee and HR supported diversity and inclusion initiatives, while an external consultancy was used for specific initiatives.The Group runs employee surveys to assess, among other things, employees’ feeling of inclusion, belonging, and overall satisfaction. Sales reps and customer facing associates are in scope of the survey. The results are trickled down into the organization, and managers get together with their teams to create actions for improvement that are relevant for that particular team.STG tracks and measures the training provided to employees on a local level, as we currently lack a system to gather this information on a Group level.2025 and beyondSTG will focus on creating transparent reward structures, having a fully operational D&amp;I Committee setting up different initiatives globally across the organization, establishing data tracking protocols, updating the Talent Acquisition strategy to foster D&amp;I practices into recruitment procedures and developing new training guidelines for D&amp;I.TargetThe Group has not set any targets in relation to this topic. Training will continue to be reinforced in North America and Europe for managers, with instructions on reporting allegations of discrimination and harassment via the whistle-blower portal and linked to the Code of Conduct. Once in place, targets will be developed.Training and Skills developmentPolicySTG’s training and skills development initiatives are designed to support the Company’s strategic priorities and training needs are identified through strategic business objectives, performance appraisals, and employee feedback. This policy applies to all employees globally and is owned by the CHRO. It encompasses various options for training and development, according to the area of expertise, from online compliance courses, craftsmanship, onboarding and corporate training, to professional development and performance evaluations. STG’s onboarding process is designed to integrate new employees into the corporate culture, job role and operational systems ensuring all new colleagues receive all necessary compliance training.Line managers play a key role in employees’ careers and as such, annual performance discussions are held where specific objectives for each employee are set as part of their development process. A full cycle of employee evaluations is implemented yearly to identify development opportunities, assess performance, and set goals for the upcoming year.Training programs are evaluated for their effectiveness and relevance, with employees providing feedback to ensure continuous improvement. The Executive Board, in collaboration with departmental heads, is responsible for the implementation and monitoring of this policy. Employees are responsible for actively engaging in training opportunities and applying the acquired knowledge and skills in their roles.STG employees can report issues to any manager, Executive Board or Management members, local or Group HR, the Legal function, union representatives, local works council representatives, or employee-elected board members.ActionsThe Group implemented a policy on Training and Skills development and increased capacity of people development, by hiring resources. Relevant actions will be defined in 2025 to further advance this area.TargetThe Group has not set any targets or metrics, as it is currently maturing and building capabilities in the topic as well as looking for a system to track the relevant metrics.See page 99-102for relevant metrics.As part of the Sustainable Community Pioneers program, STG has successfully supported the education of employees' children in Central America and South Asia. This year, events in Sri Lanka, Honduras, Nicaragua, and the Dominican Republic cel-ebrated the program's success, providing scholarships and essential school materials to hundreds of children, furthering our commitment to community development and support for our employees' families.s2 workers in the value chainnegative impactsAdequate WagesThe tobacco farming sector which is mostly based in low-income countries often employs low-cost labour, including sometimes seasonal or migrant workers, who may accept low wages due to their vulnerable status. Upstream value chainWorking timeField workers may be living under poor conditions and not have access to adequate wages, potentially resulting in long working hours to compensate for that. Further, tobacco is grown in countries that may not have strong labour regulation of for instance fixed working time. Upstream value chainWork-life balance Field workers may carry out physically demanding work and work long hours which may leave only little energy and time for leisure and rest. Upstream value chainHealth and SafetyHealth and safety standards on some tobacco farms may be deficient, with workers exposed to hazards such as harmful chemicals, elevated temperatures, nicotine exposure and inadequate personal protective equipment (PPE). Upstream value chainChild LaborChild labour in tobacco farms can have severe and lasting negative impacts on the well-being, development, and prospects of the children involved. Child labour constitutes a breach of the child’s fundamental right to education and to a childhood with play and rest, free of child labour. Upstream value chainrisks and opportunitiesChild Labour – The potential occurrence of child labour at tobacco farms presents significant risks to the children, but also presents a reputational risk for STG in the short term. Given the known prevalence of child labour in the tobacco farming, the risk of occurrence is relatively high despite initiatives from many stakeholders, including tobacco product manufacturers and international, national and regional bodies. Child labour is rooted in poverty, lack of awareness and lack of education among other factors and difficult to combat effectively. Upstream value chainForced Labour –Forced labour may inflict profound physical and psychological tolls on workers and their families. Forced labour is a breach of fundamental human rights. Instances of forced labour among tobacco farm workers can also pose a significant reputational risk for STG in the short term.Upstream value chain The impact, risks and opportunities across workers in the value chain originate from sourcing tobacco leaf and non-tobacco materials. STG sources tobacco from regions in Asia, Africa, South and Central America, which are often exposed to poverty, insufficient access to education and which do not always have adequate labour regulation and rights in place and/or insufficient enforcement of these by the authorities. Including a significant risk of child and forced labour, with most of these impacts being widespread and systemic in the agricultural sector.STG has developed an understanding of how certain categories of workers may be at greater risk of harm, particularly those engaged in tobacco leaf farming. Factors such as seasonal employment, migrant status, and socioeconomic vulnerability increase the likelihood of exploitation and poor working conditions.Material impacts, risks and opportunitiesOur ApproachTobacco growing and processing is labour intensive. All workers, including tobacco growers and labourers are entitled to good labour practices, safe working conditions, and opportunities to sustain satisfactory living standards. STG does not accept child labour and forced labour of any kind and will react to below-standard working conditions and any breaches of human rights and other labour rights that we become aware of in our supply chain. Our Supplier Code of Conduct describes the fundamental rights that should exist and be protected in our supply chain. Workers involved with tobacco growing indirectly influence STG’s strategy and business model through STG supplier engagement, involving meetings and occasional visits to foster mutual understanding of each other’s businesses. STG has close relationships with direct leaf suppliers, sharing a common desire to eliminate child and forced labour. Additionally, STG captures workers’ views and interests through industry collaborations, including the Sustainable Tobacco Program - STP, and Eliminating Child Labour in Tobacco (for more information visit: https://www.eclt.org/en)Engagement processProcurement engages with a vast network of over 5,000 suppliers, strategically sourcing goods and services worldwide. However, STG has no direct engagement with its value chain workers. Our Supplier Code of Conduct defines our expectations towards our suppliers.Remediation process and channels to raise concernsSTG does not have a formal process for handling and remediating negative impacts on value chain workers. Any reports are managed on a case-by-case basis. Incidents may come to our awareness in various ways, including through our due diligence process in the leaf tobacco supply chain (the Sustainable Tobacco Program), via visits to our suppliers, via reports directly to our Management or other representatives of the Company, or via our Whistleblower Channel. We are aware, however, that most likely value chain workers are unaware of our Whistleblower Scheme at this point in time.There have been no reports made via STG’s reporting channels of severe human rights issues or incidents. However, STG is aware that there is a general risk of child labour and other severe human rights issues in its upstream value chain as it relates to tobacco growing. Policy, Actions and targetsPolicyRecognizing the importance of responsible sourcing, STG has its Supplier Code of Conduct that serves to ensure that suppliers are informed of STG’s expectations, share them, and apply those standards for responsible and ethical behaviour. This includes expectations around labour practices, health and safety, human rights, ethical business conduct and the environment. STG’s Supplier Code of Conduct can be found on our website st-group.com.The Supplier Code of Conduct applies to all STG suppliers regardless of the goods or services they offer. STG encourages suppliers to promote the spirit of this Code in their own supply chain. The policy is owned by the Group’s General Counsel and sponsored by the CEO, while the function and the most senior roles in ensuring the implementation, are Procurement, the Senior Vice President of Procurement and the Senior Vice President of Leaf.Suppliers are expected to offer terms of employment and working conditions that, as a minimum, comply with local labour laws, including any rules on minimum wage, working hours and overtime work. Suppliers are expected to respect all laws, regulations and international standards related to human rights, understood as those expressed in the International Bill of Human Rights. Suppliers should work actively to avoid causing, or contributing to, adverse impacts on human rights, and to address and mitigate such impacts if they occur. STG expects suppliers to implement internal controls and reporting channels so that human rights issues and breaches can be raised confidentially and investigated appropriately. STG’s suppliers are responsible for continuously monitoring and reviewing that they are acting in accordance with the expectations and requirements set out in our Supplier Code of Conduct. STG retains the right to verify compliance with the Responsible Procurement strategySTG has launched a Responsible Procurement Strategy that aligns with our Rolling Responsibly agenda, supporting our climate ambitions and embedding sustainability into our operations. This strategy, guided by strong governance, aims to support our reputation as a responsible company and build strong supplier relationships. The rollout of our Supplier Code of Conduct has improved supply chain data visibility, ensuring compliance and fostering discussions on sustainability with our suppliers.Across STG's own workforce, the Group de-livered just shy of our 1.95 target, recording a 1.96 Lost-time accidents (LTAs) in 2024, a significant decrease compared to 2.74 LTAs in 2023. We have made significant progress in health and safety, and improvement towards our target. Key initiatives included Behavior Based Safety training in Belgium and various health and safety trainings in Nicaragua, Honduras, Sri Lanka, and Indonesia. In Dominican Republic, we also included installation of new equipment and put more emphasis on communica-tion. Additionally, in Denmark, we focused on creating awareness for 'near misses' reporting, as well as ergonomics and be-havioural training.Code of Conduct, and suppliers are expected to supply STG with relevant information regarding compliance, if requested. Our first aim would be to ensure improvement and compliance with the standards for the benefit of the value chain workers, but non-compliance may also result in the termination of STG’s agreement with the supplier.At the moment, STG does not have full oversight of all its suppliers to ensure that they meet the standards outlined in the Supplier Code of Conduct. However, STG is committed to working towards this goal as regards our suppliers of leaf tobacco through its collaboration with STP.A supplier audit may be considered to verify the information in the areas where high risks have been identified. If an audit is eventually carried out, corrective actions would be issued to suppliers who have performed below standards, and this is followed up on to ensure improvements occur. When there would be a discrepancy between the standards that STG expects in our supply chain (as expressed in our Supplier Code of Conduct) and those identified at any given supplier, STG encourages and expects continuous improvement from suppliers.ActionsIn 2024, via a tool developed by STP’s Secretariat, all STG leaf suppliers conduct a self-assessment, addressing different ESG topics to gain insights into what are the potential risks per country and per supplier, and observe if there are any breaches within the supply chain. If risks are identified, a risk analysis is carried out that may lead to in-depth assessment of selected suppliers and countries based on priorities.While STG does not engage directly with workers in the value chain, the Group relies on third-party data from its risk assessment tools. Several internal team members, including in the Procurement and Sustainability functions, support the initiatives alongside industry programs.STG is a long-standing contributor to the multi-stakeholder Eliminating Child Labour in Tobacco Growing Foundation (ECLT). The foundation is engaged in creating awareness about child labour and initiatives to eliminate it, internationally as well as at national and regional levels, including on-the-ground projects for children and adolescents and their families in tobacco-growing communities. Among other activities, ECLT develops training programs, which STG’s Procurement and Leaf teams follow.2025 AND BEYONDSTG will leverage its relationship with suppliers through our collaboration within the STP, including in-depth analyses and necessary actions with the suppliers across the priority areas. STG will continue to drive the integration of sustainability principles into its operations and supply chain management. This involves conducting due diligence of our leaf tobacco suppliers via STP and following up on findings where mandated as well as a continuing education in human rights due diligence (child labour and forced labour) to identify and react adequately to any potential impact.TargetsSTG has met this year’s objectives of covering more than 90% of suppliers when rolling out our Supplier Code of Conduct to our tobacco leaf suppliers and to those suppliers of non-tobacco materials that are in scope based on spend-based information.The Group has not yet set additional targets, as it is currently working to better understand the value chain data from its suppliers. It aims to define targets in the short to medium term.STG is engaged in the Sustainable Tobacco Program (STP), a sustainability-focused industry initiative developed to promote voluntary best practices in tobacco farming and processing. For more information visit: https://sustainabletobaccoprogram.com/s4 consumer and end-usersNEGATIVE impactsHealth and safety –The consumption of tobacco and nicotine products carries significant health risks for both consumers and those exposed to second-hand smoke. For individuals who contract smoking-related diseases, this can ultimately lead to death or serious adverse health effects. While this widespread and systemic issue may vary among individuals, the overall number affected remains high. Unfortunately, due to the inherent nature of tobacco, it is extremely challenging for our organization to eliminate it.DownstreamProtection of children –Children could be exposed to second-hand smoke, which presents a significant risk to children’s health globally. Unfortunately, this systemic issue is irremediable as it is inherent to how people consume our products. DownstreamProtection of children –Smoking of tobacco products and the use of nicotine products come with significant health risks. Therefore, nobody below the legal age for purchase of tobacco and nicotine products should consume such products. In spite of this, some tobacco and nicotine product categories appeal to young people, even if this use is unwanted by manufacturers and society overall. Due to their characteristics, STG’s product categories cigars and pipe tobacco generally have no appeal to youthes, but we acknowledge the risk that underage youthes may use certain tobacco and nicotine products, in spite of our strong belief that they should not and our efforts to distance ourselves from underage.Own operationsOur ApproachSTG’s business and strategy are centered on the production and sale of tobacco and nicotine products, and we have increased our ambition in our growth products or NGP, to diversify our offerings to our consumers and end-users. It is well known that there are serious health risks associated with the consumption of our products. STG adheres to responsible marketing practices in line with our Marketing Principles.The use of tobacco and nicotine products should be a personal choice and those who do use them must weigh the associated health risks and balance those against their enjoyment. Nobody under the age of 18 (or higher as determined by local law) should buy or consume tobacco or nicotine products. We grow our business by improving our market share. Our aim is to give smokers and users of nicotine products reasons to choose our products and categories over those of competitors.For more information about our product categories and consumers see Our Business section of the report in page 10 and 15.STG’s influence on consumers remains limited due to industry regulations and restrictions on marketing and communication activities in most markets. Responsibility and human rights Material impacts, risks and opportunitiesare central to STG conducting good ethical business, with regulation and local laws influencing the strategy and business model in relation to respecting human rights.As market and consumer trends evolve, so does the regulation of tobacco and nicotine products, including their marketing, sale and consumption. Scandinavian Tobacco Group boasts a long history of adaptability and responsible operations when it comes to the evolving regulatory environment. We place the utmost importance on ensuring we are compliant in every market in which we operate.Policy, Actions and targetsPolicyMarketing Principles - The Group does not direct its marketing, advertising or promotion to consumers under the age of 18 (or such higher age as may have been determined by local law). In cases where there are differences between the applicable laws and our Marketing Principles, STG always applies the more restrictive rule. The essence of the STG Marketing Principles implies that all advertising and promotional activities are only targeting adults, and that consumers are always warned about the health risks associated with our products. The marketing principles do not strictly address commitments in relation to human rights, nor the UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights at Word or OECD Guidelines for Multinational Enterprises. However, tobacco products are subject to extensive and increasing regulations globally, as well as the labelling, packaging, marketing, display, sale and consumption of products.Our Marketing Principles are owned by the Group’s General Counsel, sponsored by our CEO, ingrained in the way we work and are front of mind in our consumer-focused teams. We conduct training in the STG Marketing Principles to the relevant functions in the Group.The Group does not have a policy related to the protection of children from second-hand smoke. The ability to fully remediate this impact remains limited to regulatory initiatives and responsible consumer behaviour. ENGAGEMENT PROCESSIn most of our markets, regulation prevents us from any engagement with consumers. Information to consumers about the health risks associated with our products is conveyed via health warnings on the product packaging and in advertising materials where advertising is permitted, in compliance with the applicable laws and the STG Marketing Principles. For more information on Regulation see page 43.REMEDIATION PROCESS AND CHANNELS TO RAISE CONCERNSConsumers can submit complaints about our products through our website, although we rarely receive them regarding health and safety aspects. If we receive complaints from consumers about health aspects or other concerns related to our products, we meet them with the responsibility and attention they deserve. STG does not assess whether consumers and/or end users are aware of and trust the consumer reporting function, nor does it assess the effectiveness of the channel.There is no clear way for STG to remedy the inherent risks associated with the use of our products. In some markets, STG offers oral products as an alternative for consumers of nicotine who prefer not to smoke. However, these are also associated with risks to the user’s health. The comprehensive regulation in place in the vast majority of the countries where our products are sold, our review processes to ensure compliance with legal requirements, and responsible marketing practices in accordance with our Marketing Principles in our opinion limit the risk considerably that consumers enjoy our products without having been exposed to information about the health risks. This, in combination with the general awareness in society for many decades that smoking and nicotine products come with significant health risks, means that consumers, whether they use our products or not, are generally well aware of there being health risks.ActionsThe Group conducts training in the STG Marketing Principles to the relevant functions and this will continue in 2025 to ensure compliance. Group legal leads the delivery of trainings. The effectiveness of the training is not currently assessed.TargetsThe Group does not have any targets or metrics in this area but in line with its belief in responsible business conduct, STG strives to always act in full compliance with all applicable laws and regulations as well as our self-imposed Marketing Principles.governanceBusiness conductBusiness conduct is central to our business practices, focusing on strong corporate ethics and zero tolerance towards bribery and corruption.g1 business conductG1 Business ConductNegative impactsProtection of whistleblowers - The absence of such protection could lead to undetected misconduct, including undetected illegal activities and violations of company policies, which may negatively impact the business culture and the respective whistleblowers.Own operationsCorruption and bribery- As a large corporation operating internationally and with international value chains, also in countries with a high prevalence of corruption, there is exposure to bribery and corruption, including facilitation payments. Occurrences are unlikely to be of significant scale due to the nature of STG’s business which only implies limited interaction with public authorities and officials. Should there be incidents of corruption they would likely not impact many individuals. However, it would be difficult or impossible for STG to remediate.Own operationsOur ApproachThe role of the administrative and supervisory management bodies Scandinavian Tobacco Group A/S has a two-tier management structure consisting of the Board of Directors and the Executive Management. The Board of Directors is responsible for the overall strategic direction and supervises the activities, management and organisation of the Group. The Executive Management is responsible for the day-to-day management. The Board of Directors oversees that the Executive Management performs its duties in an appropriate manner and in accordance with the directions of the Board of Directors. The Board of Directors’ responsibility, among other things also includes ensuring that the Group has an appropriate organisational structure and efficient business processes. The business conduct of STG is governed in accordance with these governance principles. The Board of Directors as well as the Executive Management consist of individuals who have many years of experience from leadership roles in international businesses, including matters such as governance, ethics and compliance which are the essence of business conduct. In the daily operations of the Group, the development of policies, training and handling of matters related to business conduct are managed by departments such as legal and HR departments which have particular experience and expertise within the relevant areas, duly supervised by the Executive Board, Executive Management and ultimately the Board of Directors.STG’s Board of Directors consists of six individuals who are elected by the shareholders at the general meeting and three employees who are elected by the employees. The members of the Board of Directors in combination hold many years of experience from within the tobacco industry and from other sectors, and many have solid experiences from management positions (executive and non-executive) in large international corporations with activities in the US, Europe and other places relevant to STG.STG’s Executive Management and the wider Executive Board also together hold many years of experience with the tobacco business and other industries and fast-moving-consumer goods.Refer topage 59for a detailed description of the access to sustainability expertise to the supervisory roles.Business conduct policies and corporate cultureScandinavian Tobacco Group has a number of policies applicable across the Group that serve the purpose of maintaining high ethical standards and compliance with laws and regulations. The cornerstone of the Group policies related to responsible behaviour is the Code of Conduct. It is supplemented by more detailed policies on, for instance, marketing principles, anti-corruption/anti-bribery, competition law, data ethics, trade restrictions, protection of personal data, diversity &amp; inclusion, IT security, and others. The Code of Conduct and several of the pertaining group policies are approved by the Board of Directors, the rest by the Executive Management/Executive Board. Group policies are available to employees on the Group intranet, and when relevant the policies are translated into the local languages Material impacts, risks and opportunitiesspoken at the Group’s sites. All policies shall be reviewed annually and approved (with or without changes) by the relevant management body.Employees are upon onboarding and with regular intervals thereafter required to complete training related to the policies that are relevant to them. The training is generally conducted as e-learning but can also be in-person training. The Company’s values are promoted via the Executive Board and wider leadership. The values often form an integrated part of the communication to the organization, be it on the intranet, in town hall meetings, or other meetings. The performance evaluation of employees includes an evaluation of the behaviour/leadership performance of the employee vis-à-vis each of the Company’s values.The Group does not have a policy for training in business conduct. However, training is conducted in relation to the Code of Conduct and several other policies supporting the Code of Conduct, including policies on anti-corruption/anti-bribery, personal data protection, and others. Training on the Code of Conduct comprises all employees and explains the behaviour that is expected of all employees by walking them through each of the basic principles of the Code of Conduct. The training is conducted online while employees in Operations who don’t have access to on-line training as part of their job function receive in-person training. Speak upEmployees are encouraged to speak up if they notice behaviour that they suspect is in breach of the Group policies, including the Code of Conduct, or the law. Reporting may take place via channels such as HR, a manager or through the confidential Whistleblower Channel. This encouragement is expressed in the Whistleblower Policy and pertaining information easily accessed at the intranet and may also take the form of group-wide campaigns to speak up. Such a campaign was most recently launched in 2023 by the CEO at a group-wide town hall, on the intranet and at leadership meetings supported by various written communication materials and a video presentation by the CEO. The material is available in all the relevant languages. Such campaigns will be repeated with intervals.Policy, Actions and targetswhistleblower schemePolicyThe Group has established an internal reporting channel to enable employees, customers, suppliers, business partners and other stakeholders to raise concerns and report behaviour that appears to be illegal, dishonest, or otherwise contrary to law or our policies. The Whistleblower Policy ensures confidential and secure reporting, while providing safeguards and remedies for those harmed by inaccurate or malicious reports. Information on the Group’s Whistleblower Policy is available to employees on our intranet and through material distributed at all sites. Senior leaders, including HR, have been trained in how to handle reports that may be received via other channels than the Whistleblower Channel. We do not conduct training of our own workers how to report on but we use awareness campaigns to create trust in the set-up and the protection of reporters. The Group’s Whistleblower Scheme and compliance with the Whistleblower Policy is overseen by the Audit Committee.PROTECTION OF WHISTLEBLOWERSAnyone who reports an incident via the Whistleblower Channel or in person can choose to remain anonymous. The Group has a clear policy to protect anyone who reports in good faith, against retaliation, regardless of the reporting channel used (in accordance with the applicable laws transposing Directive (EU) 2019/1937 of the European Parliament and of the Council).The Group has procedures in place to ensure that reports received under the Whistleblower Scheme are followed up and incidents, including incidents of corruption and bribery, are investigated promptly and objectively and in accordance with the EU Whistleblower Directive. All incoming reports are reviewed by an external law firm to avoid any conflict Channels to raise concernsAnyone who experiences or suspects misconduct is encouraged to report to the relevant person in the organization (e.g. a manager, the Executive Management, HR or Legal) or to make use of the Group’s online Whistleblower Channel. The portal is available in the local languages of all the countries in which the Group operates and is supplemented with a telephone reporting option. st-group.whistleblowernetwork.netof interest before being forwarded to the Group General Counsel. Should the external law firm identify a conflict of interest, the report will be forwarded to the chairman of the Audit Committee or the chairman of the Board of Directors. There is a written procedure applicable to the investigation of reports which shall ensure prompt, independent and objective investigation of all reported matters, including any incidents of corruption and bribery. As a fundamental principle stated in the policies, reporters can make reports in confidence, including anonymously, and anyone reporting in good faith is protected against any form of retaliation.TargetsSTG has a clear target of zero instances of retaliation against whistleblowers.Anti-corruption and anti-briberyPolicySTG has zero-tolerance towards any kind of corruption and bribery along the entire value chain. This is expressed in our Code of Conduct, our Supplier Code of Conduct and our Anti-corruption Policy. The Anti-corruption Policy sets forth guidelines to prevent the Group and its employees from being involved in any form of bribery or corruption. The policy applies worldwide to management and all employees, as well as all individuals acting on the Group’s behalf.TRAININGThe training in anti-corruption/anti-bribery is mandatory for all employees with a corporate email address (typically office-based employees), including the Group’s Executive Management, and is an integral part of the onboarding of such employees. The online training, which is available in all relevant languages (with two exceptions that will be addressed in early 2025) includes training on how to identify risks of corruption, the implications of corruption and bribery as well as conflicts of interest, and how to react to such situations. Interactive exercises and questions serve to ensure that the employees are aware of the Group’s Anti-corruption Policy and understand the consequences of breaching it. Both the course material and the accompanying policy material can be accessed at any time via the internal training platform.The Group has operations in countries where the risk of corruption and bribery is generally considered significant, namely Nicaragua, Honduras, the Dominican Republic, Sri Lanka and Indonesia. Certain employees in those countries are most at risk of bribery and corruption. We define the group "functions-at-risk" widely to include any employee in those countries who has a corporate email address. They are part of the training program, meaning that like other employees in the training programme they must complete online training approximately every 18 months (and upon onboarding). All employees, including the Executive Board and Executive Management, are covered by the online training programme. Members of the Board of Directors (with the exception of the employee-elected Members of the Board) are not offered or required to do the training, since the Board of Directors annually adopts the Code of Conduct as well as the Anti-corruption Policy of the Group.Refer to page 102for the relevant training metrics.CHANNELS TO RAISE CONCERNSIncidents and allegations of corruption and bribery reported via the Whistleblower Channel, detected via financial controls or otherwise detected would be reported to the Executive Management and the Audit Committee. Any incident or alleged incident would be investigated internally by the Group’s legal, financial and/or HR functions, depending on the circumstances, and if necessary, with the involvement of external support. Appropriate sanctions would be applied, including disciplinary sanctions and potential involvement of the police for criminal investigations and sanctions. Typically, the Group General Counsel would oversee the investigations.Anyone with a conflict of interest would be excluded from participation in investigations of any kind of wrongdoing, including alleged or suspected corruption and bribery.For the relevant metrics regarding incidents of corruption and bribery, see page 102.TargetsSTG has a clear target of zero instances of corruption and bribery.Performance and metricsbasis of preparationenvironmentsocial and governanceother eu legislationGeneral reporting standards and principlesThe sustainability statements are prepared in accordance with the ESRS issued by the European FInancial Reporting Advisory Group (EFRAG).This report serves as the statutory statement on Corporate Social Responsibility for Scandinavian Tobacco Group A/S and our group of companies in accordance with Section 99a of the Danish Financial Statement Act.Our statement on data ethics in accordance with Section 99d of the Act can be found on page 45. This report also contains our statement regarding compliance with the EU Sustainable Finance Taxonomy, which can be found on pages 88-91.MaterialityThe Double Materiality Assessment has been conducted in accordance with the Corporate Sustainability Reporting Directive (CSRD) described on page 61-63, and serves as basis of our ESG reporting in 2024. This will be updated on a regular basis.The 2024 consolidated sustainability statement includes metrics aligned with STG’s Sustainability agenda, Rolling Responsibly and Double Materiality Assessment. When assessing whether a KPI is material to the consolidated sustainability statement, Management considers whether the matter is of such relevance and importance that it could substantially influence the assessment of STG’s sustainability performance by the users of the Annual Report 2024.TimelineThe Group defines short term as events within the reporting year, medium term within the next five years, and long term as beyond five years, unless specified otherwise.Principles of consolidation The scope of consolidation covers the entire Scandinavian Tobacco Group organisation, similar to our financial consolidation principles. Unless otherwise stated, the data and reporting included in the performance tables covers the entire value chain, including production sites, warehouses, administration, sales, representative offices, and legal entities. The illustration of the value chain can be found on page 20.ACCOUNTING POLICIES The accounting policies set out in the notes have been applied consistently in the preparation of the consolidated sustainability statements for all years presented, unless stated otherwise.ESTIMATION UNCERTAINTYThe Group has relied on partial estimations to cover downstream and upstream value chain where there is limited visibility and access to data across Scope 3 calculations. Mapping activity data with emission factors involves some uncertainty and occasional approximation.RetrospectiveMilestones and targets1,000 tonnes CO2e emissionsBase year 20242023* %202520302050Annual % target1Direct Scope 1 GHG emissions2020 baseGross Scope 1 GHG emissions15.312.111.64.2%11.48.921.5-4.2%Percentage of Scope 1 GHG emissions from regulated emission trading schemes0%0%0%0%0%0%0%Indirect Scope 2 GHG emissions2020 baseGross location-based Scope 2 GHG emissions20.518.618.9-1.6%N/AN/AN/AN/AGross market-based Scope 2 GHG emissions21.215.316.5-7.7%14.412.32.1-4.2 %Indirect Scope 3 GHG emissions - significant categories2022 baseCategory 1 disagregated - Tobacco, cigars &amp; other FLAG products145.8111.2108.42.5%105.7101.6340.83-3.8%Category 1 disagregated - Non-tobacco materials36.023.428.7-18.3%22.327.043.66-3.1%Category 1 disagregated - Other goods and services39.533.432.62.4%N/A5N/AN/AN/ATotal category 1 - Purchased goods and services221.3168.0169.8-1.0%N/AN/AN/AN/ACategory 4 - Upstream transportation and distribution41.933.234.7-4.3%31.931.544.26-3.1%Category 9 - Downstream transportation17.715.514.110.4%15.013.341.86-3.1%Category 12 - End-of-life treatment of sold products27.322.417.925.2%21.520.552.76-3.1%Total Scope 3 - significant categories308.3239.1236.41.2%N/A5N/AN/AN/AOther categories30.434.134.7-1.5%N/AN/A7N/AN/ATotal Gross indirect Scope 3 GHG emissions338.6273.2271.00.8%261.7246.160.6-3.4%Total GHG Emissions8Total GHG emissions - Location-based374.4303.9301.50.8%N/AN/AN/AN/ATotal GHG emissions - Market-based375.1300.6299.10.5%287.5267.364.2-3.5 %(1) Annual % target calculated based on 2030 target(2) In line with Scope 1 &amp; 2 combined science-based target (validated by SBTi)(3) In line with science-based near-term and long-term targets for FLAG GHG emissions(4) In line with science-based near-term target for non-FLAG GHG emissions (not disaggregated by categories).(5) Scope 3 significant categories include both FLAG and non-FLAG GHG emissions, therefore there is no separate aggregated target.(6) In line with science-based near-term target for non-FLAG GHG emissions (not disaggregated by categories). (7) Scope 3 is covered by both FLAG and non-FLAG emission reduction targets, therefore weighted average near-term and long-term targets are included for Total scope 3 (combined target not validated by SBTi)(8) Combined Scope 1, 2 &amp; 3 baseline emissions includes Scope 1 &amp; 2 2020 emissions and Scope 3 2022 emissions according to the base years for respective scopesCLIMATE changeCLIMATE change - continuedPerformance against baselineScope 3 GHG emissions reduction vs baseline year is attributed to both business related changes and activities, as well as data improvement and emission factor fluctuations. Business changes affecting baseline and 2023 year emissions include among others, business normalisation after Covid, fluctuations in portfolio, and development of categories. Since building Scope 3 baseline we have also improved data and updated emissions factors, which had a direct impact on the total emissions in several categories. In line with our recalculation policy, STG will recalculate Scope 1, 2 &amp; 3 baselines in 2025.Performance aginst previous yearThe main levers to Scope 1 &amp; 2 emission reduction in 2024 have been a transition to 100% renewable electricity in several US sites &amp; LED lights installation in Bethlehem warehouse (1,375 tonnes CO2e reduction), replacement of an outdated steam generator in our manufacturing site in Belgium (66 tonnes CO2e reduction), and continued implementation of the fleet transition plan from diesel to electric vehicles and more sustainable petrol cars, leading to a 4.4% emission reduction from combined gasoline and diesel consumption in 2024. Several initiatives, including refrigerants replacement with modern alternatives in our manufacturing site in Honduras and further switch to renewable energy (incl. Mac Baren in Denmark) have been initiated in the end of 2024 with emission reduction potential to be fully realized in 2025.Total Scope 3 increased vs. last year primarily due to the acquision of Mac Baren. Increase in tobacco leaf and wood purchase resulted in emissions increases in Cat. 1 Purchased goods &amp; services and Cat. 12 End of life treatment of sold products.The STG emissions reductions achieved, excluding the impact of the Mac Baren acquisition, in 2024 was for Scope 1: -5.2%, market based Scope 2: -9.4% (-7.7% for combined Scope 1 &amp; 2) and Scope 3: -1.9%biogenic emissionsBiogenic emissions (CO2emissions from combustion) is reported separately as a disclosure, and has not been reported in STG’s CO2emissions table for Scope 1, 2, and 3.Biogenic emissions associated with burning tobacco and paper products during use phase resulted in 5.1 thousand tonnes CO2e which indicates an increase by 6.2% vs. 2023, and 4.5% decrease vs. 2022 baseline.Biogenic CO2is considered carbon neutral according to the GHG Protocol framework, as the carbon released during the combustion of biomass, is absorbed by the plants in the nature. Over the course of their lifecycle, these emissions do not increase the overall CO2levels in the atmosphere, unlike fossil fuels.1,000 tonnes CO2e per net sales in DKK billion20242023*%GHG intensity per net salesTotal GHG emissions, location-based per net sales33.034.5-4.4%Total GHG emissions, market-based per net sales32.734.3-4.7%Accounting policiesReported CO2e emissions comprise of Scope 1, 2 and 3 and is reported in 1,000 metric tonnes. Emissions are cal-culated and reported in accordance with the Greenhouse Gas (GHG) Protocol and the reporting requirements from the ESRS. Reporting is based on actual and estimated data based on availability, from all STG entities and locations where STG has operational control.SCOPE 1CO2emissions from internally generated energy (Scope 1) is calculated based on the internal consumption of different types of fuel consumed multiplied by the relevant CO2e emission factor supplied by the Department for Environment Food &amp; Rural Affairs UK (DEFRA UK).The reporting of emissions from refrigerant leaks is calculated based on leaks of refrigerants gasses measured through replenishments, multiplied by relevant emis-sion factors provided by DEFRA UK or supplier specific emissions. Emissions associated with refrigerant leaks are included in Scope 1.SCOPE 2CO2e emissions from externally generated energy (Scope 2) are reported applying both the market-based and loca-tion-based method, in accordance with the GHG Protocol. The reporting of Scope 2 CO2e indirect emissions is calcu-lated based on purchased electricity and district heating.SCOPE 2 (MARKET-BASED)The CO2e emissions arising from the market-based method is calculated based on site and supplier specific emission factors where available and remaining emission factors from International Energy Agency (IEA). Renewable consumption is reported according to the GHG Protocol scope 2 guidelines, through procurement of contractual instruments such as Energy Attribute Certificates (ECAs), ensuring energy supply from wind, hydro, solar and bio-mass sources.SCOPE 2 (LOCATION-BASED)Our location-based Scope 2 CO2e emissions are based on emission factors from IEA or country specific databases, where location-based average emissions are applied, without taking company specific renewable energy mix into consideration.SCOPE 3The following three categories are excluded from the disclosure of STG Scope 3 GHG emissions: Category 8 Upstream leased assets, Category 13 Downstream leased assets and Category 14 Franchises. Based on the internal analysis, STG has no emissions in those categories. The conclusion of the analysis and justification of the exclusion of those categories from disclosure are reflected in the Scope 3 accounting manual.Scandinavian Tobacco Group has identified four significant categories out of the remaining 12 categories of Scope 3 emissions defined by the GHG protocol. The remaining Scope 3 categories have been reported consolidated under the bracket ’other categories’.Our GHG emission data, including calculation methodology and emissions across all scopes and categories, have been consulted with and validated by an external consultancy firm.PURCHASED GOODS AND SERVICESPurchased goods and services include emissions associ-ated with spend related to externally purchased goods and services, except for transportation, travel spend, capital goods and investments. Purchased goods and services mainly comprise of tobacco, and other FLAG related materials used for production, packaging materials, other non-tobacco materials as well as other goods and services. The sub-categories of other goods and services, purchased finished tobacco products and non-tobacco materials are converted into CO2emissions using the average-spend based method, while tobacco, wood, and other flag products are converted into CO2e emissions using the aver-age-product based method. Product and material weights are multiplied by relevant CO2e emission factors and spend-based CO2e emission factors are applied for direct spend data where no weight can be obtained.UPSTREAM AND DOWNSTREAM TRANSPORTATION AND DISTRIBUTIONCO2emissions from upstream and downstream trans-portation and distribution are calculated based on the spend-based method using the EPA emission factors on a level disaggregated by transportation modes. All transportation related activities, including inbound, intercompany and outbound are in scope with exception of activities accounted in other scopes (e.g. fuel used by own fleet accounted in Scope 1). Due to the nature of spend data used for calculation, there is limited visibility on the emission distribution between the upstream and down-stream value chain. The split by Category 4 and Category 9 has been done based on the internal mapping of logistics models. For downstream transportation and distribution extrapolation was applied to cover part of the value chain where STG does not have data.END-OF-LIFE TREATMENT OF SOLD PRODUCTSEnd-of-life treatment of sold products comprise the CO2e emissions from the waste disposal and treatment of all sold products and packaging materials, based on the waste-type method and based on emission factors from EPA and DEFRA for the respective material and disposal type.EMISSIONS BASE YEARSTG may periodically need to recalculate our GHG emissions baseline and progress towards our emissions targets. This, to ensure our GHG calculations, targets and progress remain accurate over time. STG will do this when either structural changes or when the calculation meth-odology give rise to an increase or decrease in emissions greater than 5%. STG has set 2020 as the baseline year for Scope 1 &amp; 2, and 2022 for Scope 3 for our GHG emissions calculations and targets. Recalculation of the baseline is a consequence of material mergers and acquisitions, and will be done in the following year of the acquisition, when the acquired company has a full year impact on the emissions reporting.As a consequence, the acquisition of Mac Baren Tobacco Company is not reflected in the 2024 reporting of the base-lines for Scope 1, 2 and 3.BUSINESS COMBINATIONSWith effect from 1st July 2024 Mac Baren Tobacco Company A/S has been included in the reported scope 1, 2 and 3 emissions reporting.ACCURACYFor most Scope 3 categories STG uses spend-based data to calculate emissions (excluding partially Cat. 1 and Cat 12, and fully Cat. 3 and Cat. 7). Activity data is being retrieved from internal ERP systems and covers all STG entities where the Group has operational control. For several categories (incl. Cat. 1 Purchased good &amp; services non-FLAG, Cat 4. Upstream T&amp;D, Cat. 9 Downstream T&amp;D) activity data from several entities have been excluded from the calculation, as the estimated emissions contribution for Scope 3 is less than 5%, which falls within the permitted exclusion threshold set by the SBTi. All exclusions are reflected in the accounting manual for Scope 3. In several categories, specifically Cat. 1 Purchased good &amp; services FLAG and Cat 12. End of life treatment of sold products, mass-based data has been used to account for emissions, which is associated with the higher level of accuracy. In the reporting year, the Group did not use activity data obtained directly from suppliers or customers for Scope 3 emissions accounting. The project to enhance data accuracy has been initiated in 2024, which entails gradual transition from spend based to mass/distance/fuel data (depending on the category), and collection of supplier specific activity data and emission factors.UNCERTAINTYThe level of measurement uncertainty for E1 Climate quantitative metrics, for Scope 1 &amp; 2 own operations, cal-culations are estimated as low as we have a higher amount of primary data, while for Scope 3 value chain, data is often estimated and therefore has a higher level of measure-ment uncertainty. For Scope 1, 2 and 3, we followed the GHG Protocol guidelines for calculation methodologies for all categories, and are covering activity data from all entities where STG has operational control (exclusions mentioned earlier). A limited level of uncertainty is related to the mapping of activity data with relevant emission factors, which require an approximation in some cases (applicable to Cat. 1 Purchased good and services). Split of the emissions related to Transportation and Distribution in Cat. 4. and Cat. 9 is subject to medium uncertainty due to the use of spend data, which provides limited visibility on the emissions distribution between the upstream and downstream value chain. It also requires additional downstream emissions estimations to cover the part of the value chain where STG does not have access to data. Due to limited visibility of the material types and weight for 3rd party purchased finished goods (product and packaging), assumptions are used to extrapolate emissions from 3rd party products in Cat. 12 End of life treatment of sold products. Most of the uncertainties are addressed with the relevant assumptions.ASSUMPTIONSAssumptions are used for E1 Climate quantitative indi-cators due to limited access to activity data, insufficient precision of emission factors, limited visibility on weights and materials, and lack of direct visibility on consumer behavior patterns. These assumptions are developed by internal Subject Matter Experts (SMEs) and external consultants based on an in-depth understanding of STG̓s business and operating model, utilizing scientific research, internal modeling and mapping tools.continuation of E1 - CLIMATE CHANGE: TargetsThe targets have been set considering STG’s organizational boundaries, specifically emissions from all entities where STG has operational control were accounted fully in Scope 1 &amp; 2. Investments that were not included in Scope 1 &amp; 2, were accounted for in Scope 3 following the GHG Protocol methodology. Scope 3 emissions have been calculated in line with the GHG Protocol based on activity and spend data, accounting for all categories which are relevant to STG.Non-FLAG targets across scopes are calculated using SBTi Corporate near-term and the Net-zero tool and follow Absolute Contraction Approach (ACA). Scope 3 FLAG targets are calculated using SBTi’s FLAG Target setting tool and follow the FLAG sectorial pathway. All targets except the near-term Scope 3 Non-FLAG target are compatible with limiting global warming to 1.5°C (Scope 3 Non-FLAG target is comparable with limiting global warming well below 2°C).Scope 3 STG will focus on both FLAG related categories and the categories attributing the biggest share of non-FLAG emissions. For these, the following categories have been prioritized:Category 1 Purchased goods &amp; services FLAG with focus on leaf tobacco, wood and 3rd party purchased cigars (42% of Scope 3 in 2022)Category 1 Purchased goods and services non-FLAG with focus on non-tobacco materials (11% of Scope 3 in 2022)Category 4 &amp; 9 Upstream and Downstream transportation &amp; distribution (18% Scope 3 in 2022)Category 12 End-of-life treatment of sold products (8% of Scope 3 in 2022)continuation of climate risk scenario analysisNote 1 – Two scenarios:Sustainable development scenario– In this scenario CO2emissions are widely reduced, and it is characterized by sustainable socioeconomic growth: strict environmental regulations and effective institutions, rapid technological change, improved water use efficiencies, and low population growth. Transition risks are more significant than the severity of physical risks.For physical risks IPCC SSP1-2.6 (RCP 2.6) scenario and relevant projections have been used, which represent the temperature increase stabilization at around 1.8°C by the end of the century. For transition risks IEA Net-zero Emissions by 2050 scenario and relevant projections have been used, which is compliant with the 1.5°C objective in the Paris Agreement and corresponds with the most ambitious sustainable transition scenario. Transitions risks are considered much lower, while physical risks will be high.Fossil fuel-driven development scenario– It is characterized by fossil-fuel development, which implies rapid economic growth and globalization powered by carbon intensive energy, strong institutions with high investment in education and technology but a lack of global environmental concern. For physical risks IPCC SSP5 RCP8.5 (RCP 8.5) scenario and relevant climate projections have been used. For transition risks IEA STEPS (Stated Policies scenario) and relevant projections have been used.Physical risks assessment – scoring methodology Value chainOwn operationsImpact (risk) magnitudeBased on scientific indicators by country &amp; regionXRisk relevance to STGFor tobacco plantFor people &amp; facilitiesAverageFor facilitiesFor peopleAverage=Final scoringLowMediumHighLowMediumHighAverageTransition risk assessment – scoring methodologyImpact (risk) magnitudeBased on the hybrid assesment approach – qualitative + quantitave, which includes: research papers &amp; trend overviewfinancial impact projection models (for 2 risks only)input from STG SMEsXRisk relevance to STGRisk relevance to STG is defined based on the project team and SME input considering specifics of industry, STG business and strategy.=Final scoringLowMediumHighNote 2 – Climate related hazards: Task Force on Climate-Related Financial Disclosures framework and classification of climate-related hazards based on Commission Delegated Regulation (EU) 2021/2139 has been used as a basis for risk selection and shortlisting. (C) – chronic and (A) – acute.Task Force on Climate-Related Financial Disclosures classification has been used as a basis for risk selection and shortlisting.Climate-related transition eventsBased on the high-level screening of STG assets and business activities, we have confirmed that all assets and activities are compatible with a transition to a climate-neutral economy. In the span of STG emissions reductions targets timeline, most elements of the value chain, current assets and strategic developments (e.g. retail expansion, further development of NGP) have opportunities to support the transition provided prioritization and investment in implementation of targeted initiatives.Note 3 –Evaluated climate related risks and opportunitiesare deemed material if they have a medium or high final score under at least one of the climate scenarios and time horizons.Note 4 –Physical risksare more significant in the 3-4°C scenario. Transition risks are higher under the Sustainable Development scenario (1.5-2°C). Carbon pricing risk is low due to minimal direct impact and uncertainty from value chain activities. Future re-evaluation is needed as carbon pricing mechanisms become more transparent. No high-risk ratings are projected for STG based on current assessments and projections.The following climate-related risks have been deemed material:Low riskMedium riskRiskRisk descriptionSustainable development (1.5-2˚ C)Fossil fuel-driven development (3-4˚ C)203020402050203020402050Physical risks associated with physical impacts of climate changeChronic weather(aggregated risk)Temperature and precipitation changes, higher water stress, and soil degradation can lower tobacco yields and negatively impact workforce health, safety, and productivity.Acute weather(aggregated risk)More frequent and severe extreme weather events can disrupt the tobacco supply chain, damage production capacity, increase costs, reduce quality, and hinder meeting customer demand.Transition risks associated with transition to low carbon economyCost and access to capitalRising ESG concerns from investors can increase costs, reduce capital access, and limit STG’s market performance.Cost and coverage of insuranceClimate change can increase costs due to contracting insurance markets, higher premiums, and reduced coverage.Consumer concernsFailing to meet consumer demand for sustainable products can harm reputation and reduce revenue.Energy consumption and mix in GWh (Gigawatt-hour)20242023*Fuel consumption from coal and coal products--Fuel consumption from crude oil and petroleum products16.016.1Fuel consumption from natural gas25.019.7Fuel consumption from other fossil sources--Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources28.731.6Total fossil energy consumption69.767.4Fuel consumption from renewables sources--Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources20.417.5Consumption of self-generated non-fuel renewable energy0.70.9Total renewable energy consumption21.118.4Consumption from nuclear sources0.90.8Total energy consumption91.786.6Total excess renewable self-generated energy distributed to the grid-0.1Energy mixShare of consumption from fossil sources76.0%77.8%Share of consumption from renewable sources23.0%21.2%Share of consumption from nuclear sources1.0%0.9%Energy intensityNet sales in DKK million9,202.18,730.9Energy intensity - GWh/net sales in DKK billion10.09.9ENERGY CONSUMPTIONThe energy consumption in the Group was 91.7 GWh (2023: 86.6 GWh) resulting in an increase of 5.9%.The increase in energy consumption is driven by the acquisition of Mac Baren company, which contributed to the increase in consumption of natural gas and electricity. Total energy consumption of the Group without Mac Baren decreased by 1.9% compared to 2023.The energy mix improved with a 1.8 percentage point increase in the energy consumed from renewable sources, resulting in 23.0% share of renewable energy in the total energy consumption of the Group.consumption.Accounting policiesOur reporting of energy consumption is based on data collected from all STG companies and all locations where STG has operational control. Energy consumption is measured by as consumption of electricity, district heating, and different types of fuel. Energy consumption is based on actual consumption and is primarily based on meter readings or invoices.The share of renewable consumption if reported accord-ing to the GHG Protocol Scope 2 guidelines, where the market-based method is used to account for renewable energy consumption, through procurement of contractual instruments such as Energy Attribute Certificates (EACs), ensuring energy supply from wind, hydro, solar and bio-mass sources.ENERGY consumptionCircular Economy2024Material groupin 1,000 tonnesTotal weight in (absolute value)Share of total weightWood117.978%incl. certified sources43.729%Wooden boxes14.810%incl. certified sources8.25%Plastic9.76%Cardboard &amp; paper5.84%Metal1.11%Aluminium0.40%Other materials1.31%Total151.0100%Circular economyThe total weight of both technical and biological materials was 151,000 tonnes. Wood is our primary material, indicating a predominance of biological materials. This is the first time the Group is reporting on this metric, and we will further analyze its implications for our performance in the coming years. Metrics for resource outflows is missing for this year overview. Accounting policiesWe collect, evaluate, and provide data, which covers the following categories: Packaging materials, wood, non-to-bacco materials used for manufacturing tobacco products, such as tipping/mouth paper, plastic filters, and tips, Other finished goods: nicotine and non-nicotine pouches, pipes, and Paper catalogs.We account for the materials used in our own manufac-turing for STG proprietary brands and products, as well as contract manufacturing and products purchased from 3rd party suppliers and placed on the market by STG.Several product categories are excluded from the scope of the reporting, specifically: Products deemed immaterial for Resource use and circular economy, such as tobacco leaf, property, plant, office and IT equipment, and water. Finished products purchased and placed in the markets by STG, and have an insignificant contribution to the total group sales, such as lighters, matches, and other accessories. STG does not use any biofuels for non-energy purposes in our manufacturing processes.Despite tobacco being the core raw material used for the manufacturing of STG products, tobacco has been deemed immaterial in E5 – Resource use and circular economy, as described in our material IROs. Therefore, tobacco inflows (including leaf and semi-finished products) for own manufacturing and 3rd party products are not included in disclosures, but accounted as part of E1 – Climate change.All cardboard, paper products and finished wooden boxes purchased by STG are considered technical materials due to additional treatment, such as dying, printing or coating that is applied to most of the materials in scope. Loose wood purchased by STG is categorized as biological mate-rial, which accounts for 77% of total materials used by STG.Recyclable content in products and packagingIn the reporting year, STG began to identify the level of recyclable content in the products and packaging in scope. As part of the supplier data collection process initiated in 2024, we expect to get better visibility of the recyclability of materials and packaging solutions purchased. This will allow us to assess the rate of recyclable content in the products and packaging in the years to come, and gain better insights into the resource outflows, as per the ESRS phase-in with regards to value chain data.Methodology and key assumptionsCalculation approachSTG uses a hybrid approach to calculate the total weight of products and materials in scope, which implies: direct collection of weight data from ERP systems for materials used in own manufacturing. Weight proxies for finished goods purchased from 3rd party manufacturers, where STG does not have full visibility of all materials, were developed internally in close collaboration with an external climate expert.Sample data useIn several cases, for both own products and 3rd party manufactured goods, when full data for all purchased quantities cannot be retrieved from the systems, sample data is used to calculate the average weight per item of the material or product.ExtrapolationsDue to the existing limitations to obtaining complete mass-based packaging data broken down by material types for finished products purchased from 3rd parties, STG is using extrapolations of our own packaging mix to account for the respective 3rd party products’ packaging. The extrapo-lation is applied on the packaging type level (e.g. metal tins, composite can, label, etc.) and corresponds with the utilization of the respective packaging type for different product categories – Hand-made cigars, Machine-rolled cigars or Smoking tobacco. The calculation of packaging weights for third-party finished products is based on the ratio of STG’s own and contract manufacturing product sales to third-party product sales. AssumptionsMaterials in the scope of calculation are consolidated and reported by material type grouped according to the primary material utilized for the respective item (e.g. pack). Due to the limited availability of materials disaggregation by all components and their mass contributions, the full weight of the item (e.g. pack) is allocated to the primary material type (e.g. metal). In the case of the composite nature of material where we lack the ability to define the primary material, the product/material is allocated to ‘Other’ material type.In the reporting year, STG did not have access to the data to distinguish between virgin and reused/recycled material for most of the materials in scope, therefore all materials are considered virgin to follow a conservative approach (i.e. results in higher emissions).2024FemaleMaleOtherNot disclosedTotalNumber of employees6,3553,8602210,219Number of permanent employees5,7363,613229,353Number of temporary employees619247866Number of non-guaranteed hours-------employee characteristicsThe total number of permanent employees was 9,353 in 2024, compared to 10,020 in 2023. This represents a slight decrease of 6.66%. The distribution of employees remains balanced across different geographies and age groups.The most representative number in the financial statements is the average number of employees, 9,630, as detailed in the Staff costs section of the report on page 116.Accounting policiesOur reporting of employee characteristics is based on data extracted from our HRIS systems at year end (December 31st) and represents an actual headcount representation of that date. Permanent:Total headcount of permanent employees (individuals employed for work that is of a continuos full-time and part-time nature defined as per home country require-ments respectively).Temporary workers:STG employs temporary workers for various reasons, including project-specific needs, covering for absent employees (e.g., maternity or sick leave), and during periods of increased activity. Temporary workers are-individuals with a fixed-term contract or a temporary employment relationship with STG. These people receive a pay stub from STG for a specific period of time. This approach ensures operational flexibility and continuity.Non-guaranteed hours:STG does not have any employees in this category.Age distribution of total employees1,220242023*&lt;30 years old1,8292,37430-50 years old5,5735,860&gt;50 years old1,9511,786Employee head count by gender2Female6,3556,527Male3,8603,491Other22Not disclosed2-Total employees10,21910,0201) Tables does only contain information for permanent employees in actual numbers.2) Tables does only contain information for permanent employees in comparable numbers.Accounting policiesAge distribution of employees: Headcount of own employees (i.e. not including non-employees) by age group.Employees by gender: Total headcount of employees split by gender registered by the employee or by HR in the Global HR system (HRIS), as either female, male, other or “not disclosed”.Employee characteristicsTurnover 20242023*Total employee turnover22.7%18.3%Total number of employees who have left2,2051,856Number of employees by country120242023*Belgium1,518828 Denmark613438Dominican Republic2,1232,713France8587Germany13178Honduras1,3111,348Indonesia1,5431,701Italy8087The Netherlands169154Nicaragua399391Spain60N/ASri Lanka1,1781,282United States875760Other2134153Total10,21910,0201) Tables does only contain information for permanent employees in comparable numbers.2) Other comprises the total of STG companies with less than 50 employees in each. These include Australia, Canada, Hong Kong, Portugal, Spain (2023), Sweden and United Kingdom. 2024Employee by RegionAmericasEuropeRest of world TotalNumber of employees4,7492,7462,72410,219Number of permanent employees4,7391,9702,6449,353Number of temporary employees1077680866Number of non-guaranteed hours----employee turnoverThe employee turnover rate increased to 22.7% from 18.3% in 2023. The turnover was primarily attributed to production employees in Latin America and retail employees in NA where a naturally high turnover trend exists in the retail sector.Accounting policiesOur reporting of employee characteristics is based on data extracted from our HRIS systems at year end (December 31st) and represents an actual headcount representation of that date. Employee turnover:The turnover rate is calculated by dividing the number of terminations that occur during the reporting period by the average number of employees (headcount) during the same period expressed as a percentage. The rate is calu-cated based on number of permanent employees.Employees by country: Total headcount of employees split by country. Countries with fewer employees than 50, will be consolidated into the “Other” category.Employees by region: Total headcount of employees split by region.Employee characteristics - continuedDIVERSITYBOARD CHARACTERISTICS2024Diversity in Top ManagementMaleFemaleOtherTotalBoard of Directors (including employee elected members)72-9Executive Management11-2Senior Leadership6622-88Top Management7425-992023* Diversity in Top ManagementMaleFemaleOtherTotalBoard of Directors (including employee elected members)72-9Executive Management11-2Senior Leadership6621-87Top Management7424-98DiversityGender distribution in Top Management presented a slight increase in Females from 24.5% in 2023 to 25.3% in 2024, attributed to the number of Females in Senior Leadership increasing from 24.1% to 25.0%. Diversity in the Board of Directors (including employee elected members) is unchanged compared to 2023.STATUTORY REPORTThis chapter together with pages 74-76constitutes our statutory report on the composition of the management and the policies, targets, and activities for diversity and inclusion for the financial year 2024, according to Section 107d of the Danish Financial Statements Act.By the end of 2024, 2 of 6 (33%) of the shareholder elected members of the Board of Directors were female; the gender balance in the Executive Management was 50:50, and the gender representation in the Executive Board was 2 women (33%) and 4 men (66%). Accounting policiesOur reporting on diversity in management is based on data from our HR IT-systems and Group Legal. Data within this category is extracted or counted as per the last day of the year (December 31st) Board of Directors: Total headcount of individuals in the Board of Directors, by gender.Executive Management: Total headcount of individuals in the Executive Management, by gender.Senior Leadership: Total headcount of individuals in the Senior Leadership, by gender. Senior Leadership is defined as employees with titles: Senior Vice President, Vice President, or Director. Board characteristics20242023*Share of female Board of directors (shareholder-elected)33.33%33.33%Share of male Board of directors (shareholder-elected)66.67%66.67%Share of Board of directors - others (shareholder-elected)--Board of directors diversity - number of nationalities 43Number of non-executive board members99Number of executive board members--Share of independent Board of directors66.67%55.56%Board characteristics The number of female and male board members in 2024 remains the same as in 2023 (excluding employee-elected board members).Accounting policiesOur reporting on Board characteristics and meeting atten-dance is based data collected by Group Legal. Board of Directors - gender diversity: Gender split of shareholder-elected members of the Board of Directors as per year-end.Board of Directors - national diversity: Number of nationalities represented in the shareholder-elected board members as per year-end. Board of Directors - non-executive members: Proportion of members of the Board of Directors that are also part of the Executive Board as per year-end.Board of Directors - executive members:None of the Board of Directors are executive members.Board of Directors - independence: Split on number of members of the Board of Directors in terms of independence. Independence is defined according to the Danish Recommendations on Corporate Governance. Reported as per year end.Business conduct, Incidents, complaints and severe human rights impacts20242023*Corruption and briberyConvictions--Amount of fines--Share of employees considered "functions-at-risk" that have been assigned training90.44 %N/AHuman rights issuesTotal confirmed incidents--Confirmed incidents considered human rights violations--Amount of fines--Discrimination &amp; harassmentReported incidents11Amount of fines related to work-related grievances--OtherReported incidents-1WHISTLEBLOWINGWhistleblower cases are taken very seriously, and we continuously enhance the awareness of good business conduct through education and awareness campaigns to minimise future cases of misconduct.None of the reported cases were critical to our business or caused adjustments to our financial results. Accounting policiesOur reporting on Business Conduct, Incidents, Complaints and Severe Human Rights Impacts is based on data col-lected by Group Legal, representing the knowledge of the company at time of reporting. Statistics on incident report-ing is based on data from STG̓s Whistleblower Scheme.Number of convictions and amount of fines for violation of anti-corruption and anti-bribery laws: The number of convictions and the amount of fines (in DKK) received during the reporting period, for violation of anti-corruption and anti-bribery laws. Data is collected by Group Legal.Share of employees considered " functions-at-risk" that have been assigned training:The relevant employees are those with a personal STG email in Nicaragua, Honduras, Dominican Republic, Sri Lanka and Indonesia; that are covered by the relevant online training programme.Reported incidents of discrimination and harrasment: Number of work-related incidents of discrimination or harassment reported in the reporting period. Based on data from STG̓s Whistleblower Scheme and manually collected data by Group Legal.Other reported incidents: Number of other work-related incidents reported during the reporting period in the STG Whistleblower Scheme or manually collected data by Group Legal. This excludes incidents categorized as “discrimination” or “harassment” as already reported in separate indicator. Amount of fines related to reported incidents: The total amount of fines, penalties, and compensation for damages (in DKK) received during the reporting year as a result of incidents and complaints reported, incl. those considered discrimination or harassment. If fines are received for cases reported in a previous reporting period, this would be stated. Data is manually collected by Group Legal.Total confirmed incidents considered severe human rights : The number of incidents considered severe human rights issues (E.g. forced labour, human trafficking or child labour) connected to STG's workforce during the reporting period in the STG Whistleblower Scheme or manually collected data by Group Legal. Total confirmed incidents considered human rights viola-tions: The number of severe human rights issues and inci-dents reported during the reporting period, that are also violations of the UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights at Work or OECD Guidelines for Multinational Enterprises. Data collected through STG̓s Whistleblower Scheme or manually collected data by Group Legal. Amount of fines related to human rights issues: The total amount of fines, penalties, and compensation for damages (in DKK) received during the reporting year as a result of the incidents of human rights violations. If fines are received for cases reported in a previous reporting period, this would be stated. Data is manually collected by Group Legal.Disclosure requirementsSFRD (23) referencePillar 3 (24) referenceBenchmark Regulation (25) referenceEUPageESRS2 General disclosuresGOV-1Board's gender diversityGOV-1% of board members who are independentGOV-4Statement on due diligenceSBM-1Involvement in activities related to fossil fuel activities -SBM-1Involvement in activities related to chemical production-SBM-1Involvement in activities related to contro-versial weapons-SBM-1Involvement in activities related to cultiva-tion and production of tobacco N/AEnvironmentE1 – Climate changeE1-1Transition plan to reach climate neutrality by 2050 E1-1Exclusion from Paris-aligned BenchmarksE1-4GHG emission reduction targetsE1-5Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors)E1-5Energy consumption and mixE1-5Energy intensity associated with activities in high climate impact sectors-E1-6Gross Scope 1, 2, 3 and Total GHG emissionsE1-6Gross GHG emissions intensityE1-7GHG removals and carbon creditsN/AE1-9Exposure of the benchmark portfolio to climate-related physical risksN/AE1-9Disaggregation of monetary amounts by acute and chronic physical riskN/AE1-9Location of significant assets at material physical risk101101576868709797929367Disclosure requirementsSFRD (23) referencePillar 3 (24) referenceBenchmark Regulation (25) referenceEUPageE1-9Breakdown of the carrying value of its real estate assets by energy-efficiency classesN/AE1-9Degree of exposure of the portfolio to cli-mate- related opportunitiesN/AE5 – Resource use &amp; circular economyE5-5Non-recycled waste N/AE5-5Hazardous waste and radioactive wasteN/ASocialS1 – Own workforceSBM3Risk of incidents of forced labourN/ASBM3Risk of incidents of child labourN/AS1-1Human rights policy commitmentsS1-1Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8S1-1Processes and measures for preventing trafficking in human beingsN/AS1-1Workplace accident prevention policy or management systemN/AS1-3Grievance/complaints handling mechanismsS1-14Number of fatalities and number and rate of work-related accidentsN/AS1-14Number of days lost to injuries, accidents, fatalities or illnessN/AS1-16Unadjusted gender pay gap N/AS1-16Excessive CEO pay ratioN/AS1-17Incidents of discriminationS1-17 Non-respect of UNGPs on Business and Human Rights and OECD Guidelines 757584102102Disclosure requirementsSFRD (23) referencePillar 3 (24) referenceBenchmark Regulation (25) referenceEUPageS2 – Workers in the value chainSBM3Significant risk of child labour or forced labour in the value chainS2-1Human rights policy commitmentsS2-1 Policies related to value chain workers S2-1Non-respect of UNGPs on Business and Hu-man Rights principles and OECD guidelinesS2-1Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8S2-4Human rights issues and incidents connect-ed to its upstream and downstream value chainS4 – Consumers and end usersS4-1 Policies related to consumers and end-users S4-1Non-respect of UNGPs on Business and Human Rights and OECD guidelinesS4-4Human rights issues and incidentsGovernanceG1 – Business conductG1-1United Nations Convention against CorruptionG1-1Protection of whistleblowersG1-4Fines for violation of anti-corruption and anti-bribery lawsG1-4Standards of anti-corruption and anti-bribery7778787878N/A8181N/A848410285</mrv:SustainabilityReport>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="f0__s8__7__10-1" xml:lang="en">Policy, Actions and targetshARASSMENT AND DISCRIMINATIONPolicyScandinavian Tobacco Group has a policy on Diversity and Inclusion (D&amp;I) which aims to create a culture and work environment where people can be themselves, feel connected to their colleagues and the organization, and contribute equally to STG’s growth and success. The owner of this policy is the Chief Human Resources Officer (CHRO). STG does not tolerate any form of harassment or discrimination, including harassment or discrimination based on gender, age, race, religion, nationality, ethnicity, political opinion, sexual orientation, union membership, disability, health status, or any other basis. The policy does not focus on any vulnerable group, but its ambition applies to all employees. Code of ConductThe cornerstone of the group policies related to responsible behaviour is the Code of Conduct, owned by the Group’s General Counsel, and sponsored by the CEO. As stated in the Code of Conduct, STG embraces diversity as a source of strength and values a diverse workforce that includes people of different nations, cultures, ethnic groups, generations, backgrounds, skills, abilities, and all the other unique differences that make each of us who we are. The Code of Conduct states that the Group respects internationally recognized human rights with an express reference to the International Bill of Human Rights, the fundamental rights set out in the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the UN Guiding Principles on Business and Human Rights, the Children’s Rights &amp; Business Principles, the UN Convention on the Rights of the Child and its corresponding General Commitment No. 16, the ILO Convention No. 182 concerning the Prohibition and Immediate Action for the Elimination of the Worst Forms of Child Labour, the ILO Convention No. 138 concerning Minimum Age for Admission to Employment, and the ILO Convention No. 184 concerning Safety and Health in Agriculture.STATUTORY REPORTThis chapter together with pages 74-76constitutes our statutory report on the composition of the management and the policies, targets, and activities for diversity and inclusion for the financial year 2024, according to Section 107d of the Danish Financial Statements Act.By the end of 2024, 2 of 6 (33%) of the shareholder elected members of the Board of Directors were female; the gender balance in the Executive Management was 50:50, and the gender representation in the Executive Board was 2 women (33%) and 4 men (66%). </mrv:StatementOfTheDiversityPolicies>
   <mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f0__s8__7__11" xml:lang="en">eu taxonomyABOUT THE TAXONOMY The Taxonomy Regulation is a key component of the European Commission’s action plan to redirect capital flows towards a more sustainable economy. It rep-resents an important step towards the European Green Deal objectives, achieving carbon neutrality by 2050 in line with EU climate goals, because the Taxonomy is a classification system for environmentally sustainable economic activities.OUR ACTIVITIES In order to determine Taxonomy-eligible activities, firstly we compared economic activities involved in the manufacture and retail of tobacco products to the Climate Delegated Act (CDA), which covers activities and sectors including, impact to water and marine re-sources, circular economy, pollution, biodiversity, and also those which have the greatest potential towards climate change mitigation and climate change adapta-tion. No Taxonomy-eligible activities were identified, which means none of our turnover can be considered as Taxonomy-eligible. We have activity within our value chain that is not rev-enue-generating, but that result in assets or processes that are essential for our revenue-generating activities, which are not reported as Taxonomy-eligible economic activities on their own. This includes acquisition or construction of new buildings and transportation of our products to retailers and consumers. The Group discloses capital expenditures (CAPEX) and operational expenditures (OPEX) relating to the purchase of output from these activities. KPIsExpenses related to CAPEX and OPEX activities within the value chain which are Taxonomy-eligible but not revenue generating are used as the numerator to calculate KPIs. For CAPEX this consists of additions to fixed assets (IAS 16), intangible assets (IAS 38) and right-of-use assets (IFRS 16) during the financial year, before depreciation, amortisation and any re-measure-ments, revaluation, impairments, or changes in fair value. Additions from business combinations are also included, but goodwill is not. The total is divided by our total CAPEX to calculate the KPI. OPEX in the taxonomy consist of direct non-capital-ised costs for building renovation, maintenance and repair, and other direct expenditures relating to the day-to-day servicing of our assets of property, plant, and equipment. This includes the volume of non-cap-italised leases (FRS 16), and expenses for short-term leases and low-value assets. Reference is made to note 3.3 Right-of-use assets page 126. Maintenance costs is based on an allocation of total maintenance costs times the share of NBV of buildings versus production facilities. The OPEX numerator is defined as Taxonomy-eligible OPEX divided by our total Taxonomy OPEX in order to establish the OPEX KPIs.The total CAPEX is reconciled to our consolidated finan-cial statement. For details on policies refer to note 3.1 Intangible assets page 123, note 3.2 Property, plant and equipment page 126and note 3.3 Right-of-use assets page 127. Since the numerator for the KPI is derived from the Taxonomy-eligible activities and it was concluded that there are no Taxonomy-eligible activities associated with our turnover, it is not possible to generate turn-over KPIs or to assess alignment. For further details on our accounting policies regarding consolidated net sales, please refer to note 2.1 Gross profit (net sales and cost of goods sold) page 114. Our turnover can be reconciled to our consolidated finan-cial statements, cf. consolidated statement of income on page 106 (Net sales). ELIGIBILITY AND ALIGNMENT The Group has not recorded any category A, CAPEX or OPEX, and does not plan to expand any category B, Taxonomy-eligible economic activities. Therefore, we only have category C expenses which can qualify. These individual measures correspond to economic activities listed in the delegated acts supplementing the Taxonomy Regulation.In order to determine if an economic activity is Taxonomy-aligned, it must contribute substantially to one or more of the environmental objectives and meet technical criteria as stated within the specific associated Appendix to the Delegated Act. The Group’s purchases did not meet all the technical screening requirements, and consequently cannot be deemed Taxonomy-aligned.RowNuclear energy related activities1.The undertaking carries out, funds or has exposures to research, development, demonstration and deployment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle.NO2.The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using best available technologies.NO3.The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production from nuclear energy, as well as their safety upgrades.NOFossil gas related activities4.The undertaking carries out, funds or has exposures to construction or operation of electricity generation facilities that produce electricity using fossil gaseous fuels.NO5.The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of combined heat/cool and power generation facilities using fossil gaseous fuels.NO6.The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat generation facilities that produce heat/cool using fossil gaseous fuels.NOeu taxonomy – continuedREPORTING ON TURNOVERSubstantial contribution criteriaDNSH criteria (‘Does Not Significantly Harm’)2024 - Economic ActivitiesCode Turnover Propor-tion of Turnover Climate change mitiga-tions Climate change adapta-tion Water Pollution Circular economy Bio-diversity and eco-systems Climate change mitiga-tion Climate change adapta-tion Water Pollution Circular economy Bio-diversity Minimum safe-guards Proportion of Taxonomy-aligned (A.1.) or -eligible (A.2.) Turnover 2023 Category (enabling activity)Category (transi-tional activity)DKK million%%ETA. TAXONOMY-ELIGIBLE ACTIVITIESA.1. Environmentally sustainable activities (Taxonomy-aligned)None0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%N/AN/ATurnover of environmentally sustainable activities (Taxonomy-aligned) (A.1.)0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%Of which enabling-0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%Of which transitional0%NNNNNNN0%A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)None- 0%NNNNNN0%Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2.)0%NNNNNN0%A. Turnover of Taxonomy-eligible activities (A.1+A.2)0%-B. TAXONOMY-NON-ELIGIBLE ACTIVITIESTurnover of Taxonomy-non-eligible activities9,202.1100%Total (A+B)9,202.1 100%-----CCM	Climate change mitigationY	Yes (Taxonomy-eligible and Taxonomy-aligned activity with the relecant environmental objective)N	No (Taxonomy-eligible but not Taxonomy-aligned activity with the relecant environmental objective)EL	Taxonomy-eligible activity for the relevant objective. The code for the most relevant objective is stated in boldN/EL	Not eligible, Taxonomy-non-eligible activity for the relevant environmental objectiveeu taxonomy – continuedREPORTING ON CAPEXSubstantial contribution criteriaDNSH criteria (‘Does Not Significantly Harm’)2024 - Economic Activities CodeCAPEX Propor-tion of CAPEX Climate change mitiga-tions Climate changeadapta-tion Water Pollution Circular economy Bio-diversity and eco-systems Climate change mitiga-tion Climate change adapta-tion Water Pollution Circular economy Bio-diversity Minimum safe-guards Proportion of Taxonomy-aligned (A.1.) or-eligible (A.2.) CAPEX 2023 Category (enabling activity)Category (transi-tional activity)DKK million%%ETA. TAXONOMY-ELIGIBLE ACTIVITIESA.1. Environmentally sustainable activities(Taxonomy-aligned)None0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%N/AN/ACAPEX of environmentally sustainable activities (Taxonomy-aligned) (A.1.)0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%Of which enabling-0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%Of which transitional0%NNNNNNN0%A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Electric generation using concentrated solar power (CSP)CCM 4.22.00%ELELN/ELN/ELN/ELN/EL0%Transportation by motorbikes, passenger cars and light commercial vehiclesCCM 6.537.1 6%ELELN/ELN/ELN/ELN/EL3%Renovation of existing buildingsCCM 7.21.00%ELELN/ELN/ELN/ELN/EL0%Acquisition and ownership of buildingsCCM 7.7241.837%ELELN/ELN/ELN/ELN/EL9%CAPEX of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2.)281.9 43%ELELN/ELN/ELN/ELN/EL12%A. CAPEX of Taxonomy-eligible activities (A.1+A.2)281.9 43%B. TAXONOMY-NON-ELIGIBLE ACTIVITIESCAPEX of Taxonomy-non-eligible activities365.3 57%Total (A+B)647.2 100%---CCM	Climate change mitigationY	Yes (Taxonomy-eligible and Taxonomy-aligned activity with the relecant environmental objective)N	No (Taxonomy-eligible but not Taxonomy-aligned activity with the relecant environmental objective)EL	Taxonomy-eligible activity for the relevant objective. The code for the most relevant objective is stated in boldN/EL	Not eligible, Taxonomy-non-eligible activity for the relevant environmental objectiveActivityAdditions to Property, Plant and EquipmentInternally generated or purchasedintangiblesRight-of-use assetsTotalThereof acquired through business combinationsThereof part of a Capex plan4.22.0--2.0--6.5--37.137.16.5-7.21.0--1.0--7.7113.1-128.7241.842.5-Total116.10.0165.9281.949.00.0eu taxonomy – continuedREPORTING ON OPEXSubstantial contribution criteriaDNSH criteria (‘Does Not Significantly Harm’)2024 -Economic ActivitiesCode OPEX Propor-tion of OPEX Climate change mitiga-tions Climate change adapta-tion Water Pollution Circular economy Bio-diversity and eco-systems Climate change mitiga-tion Climate change adapta-tion Water Pollution Circular economy Bio-diversity Minimum safe-guards Proportion of Taxonomy-aligned (A.1.) or -eligible (A.2.) OPEX 2023Category (enabling activity)Category (transi-tional activity)DKK million%%ETA. TAXONOMY-ELIGIBLE ACTIVITIESA.1. Environmentally sustainable activities(Taxonomy-aligned)None0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%N/AN/AOPEX of environmentally sustainable activities (Taxonomy-aligned) (A.1.)0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%Of which enabling-0%N/EL N/EL N/EL N/EL N/EL N/EL NNNNNNN0%Of which transitional0%NNNNNNN0%A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Transportation by motorbikes, passenger cars and light commercial vehiclesCCM 6.525.69%ELELN/ELN/ELN/ELN/EL11%Renovation of existing buildingsCCM 7.2124.1 42%ELELN/ELN/ELN/ELN/EL47%OPEX of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2.)149.7 51%ELELN/ELN/ELN/ELN/EL58%A. OPEX of Taxonomy-eligible activities (A.1+A.2)149.7 51%B. TAXONOMY-NON-ELIGIBLE ACTIVITIESOPEX of Taxonomy-non-eligible activities144.2 49%Total (A+B)293.9 100%---CCM	Climate change mitigationY	Yes (Taxonomy-eligible and Taxonomy-aligned activity with the relecant environmental objective)N	No (Taxonomy-eligible but not Taxonomy-aligned activity with the relecant environmental objective)EL	Taxonomy-eligible activity for the relevant objective. The code for the most relevant objective is stated in boldN/EL	Not eligible, Taxonomy-non-eligible activity for the relevant environmental objective</mrv:DescriptionofTheTaxonomyRegulation>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1"
                                 decimals="0"
                                 id="f0__s8__7__48"
                                 unitRef="pure">9630</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-42"
                                 decimals="0"
                                 id="f0__s8__8__48"
                                 unitRef="pure">10141</fsa:AverageNumberOfEmployees>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f0__s8__7__194" xml:lang="en">MANAGEMENT’S STATEMENTThe Board of Directors and Executive Board have today considered and adopted the Annual Report of Scandinavian Tobacco Group A/S for the financial year 1 January – 31 December 2024.The Consolidated Financial Statements have been prepared in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act, and the Parent Company Financial Statements have been prepared in accordance with the Danish Financial Statements Act. Management’s Review has been prepared in accordance with the Danish Financial Statements Act.In our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the financial position at 31 December 2024 of the Group and the Parent Company and of the results of the Group and Parent Company operations and consolidated cash flows for 2024.In our opinion, Management’s Review includes a fair review of the development in the operations and financial circumstances of the Group and the Parent Company, of the results for the year and of the financial position of the Group and the Parent Company as well as a description of the most significant risks and elements of uncertainty, which the Group and the Parent Company are facing.Additionally, the sustainability statement, which is part of Management’s Review, has been prepared, in all material respects, in accordance with paragraph 99 a of the Danish Financial Statements Act. This includes compliance with the European Sustainability Reporting Standards (ESRS) including that the process undertaken by Management to identify the reported information (the “Process”) is in accordance with the description set out in the section titled Double Materiality Assessment. Furthermore, disclosures within the subsection titled EU taxonomy in the Sustainability Statement are, in all material respects, in accordance with Article 8 of EU Regulation 2020/852 (the “Taxonomy Regulation”).The year 2024 marks the initial implementation of paragraph 99 a of the Danish Financial Statements Act concerning compliance with ESRS. As such, more clear guidance and practice are anticipated in various areas, which are expected to be issued in the coming years. Furthermore, the sustainability statement includes forward-looking statements based on disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected.In our opinion, the Annual Report of Scandinavian Tobacco Group A/S for the financial year 1 January to 31 December 2024 with the file name 5299003KG4JS99TRML67-2024-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.We recommend the Annual Report to be adopted at the Annual General Meeting.</sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f0__s8__7__195" xml:lang="en">Gentofte </sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f0__s8__7__196">2025-03-06</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-27" id="f0__s8__7__197" xml:lang="en">Niels Frederiksen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-27" id="f0__s8__7__198" xml:lang="en">Chief Executive Officer</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-28" id="f0__s8__7__199" xml:lang="en">Marianne Rørslev Bock</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-28" id="f0__s8__7__200" xml:lang="en">Chief Financial Officer</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-29" id="f0__s8__7__201" xml:lang="en">Henrik Brandt</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-29" id="f0__s8__7__202" xml:lang="en">Chair of the Board of Directors</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-30" id="f0__s8__7__203" xml:lang="en">Marlene Forsell</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-31" id="f0__s8__7__204" xml:lang="en">Dianne Neal Blixt</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-32" id="f0__s8__7__205" xml:lang="en">Anders C. Obel</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-33" id="f0__s8__7__206" xml:lang="en">Mark Kristen Draper</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-34" id="f0__s8__7__207" xml:lang="en">Jörg Biebernick</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f0__s8__7__208" xml:lang="en">Henrik Amsinck</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f0__s8__7__209" xml:lang="en">Thomas Thomsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-37" id="f0__s8__7__210" xml:lang="en">Karsten Dam Larsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s8__7__212" xml:lang="en">To the shareholders of Scandinavian Tobacco Group A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s8__7__213" xml:lang="en">OUR OPINIONIn our opinion, the Consolidated Financial Statements give a true and fair view of the Group’s financial position at 31 December 2024 and of the results of the Group’s operations and cash flows for the financial year 1 January to 31 December 2024 in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act. Moreover, in our opinion, the Parent Company Financial Statements give a true and fair view of the Parent Company’s financial position at 31 December 2024 and of the results of the Parent Company’s operations for the financial year 1 January to 31 December 2024 in accordance with the Danish Financial Statements Act. Our opinion is consistent with our Auditor’s Long-form Report to the Audit Committee and the Board of Directors.What we have audited The Consolidated Financial Statements of Scandinavian Tobacco Group A/S for the financial year 1 January to 31 December 2024 comprise the consolidated statement of income, the consolidated balance sheet, the consolidated statement of changes in equity, the consolidated cash flow statement and the notes, including material accounting policy information. The Parent Company Financial Statements of Scandinavian Tobacco Group A/S for the financial year 1 January to 31 December 2024 comprise the income statement, the balance sheet, the statement of changes in equity and the notes, including material accounting policy information. Collectively referred to as the “Financial Statements”.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f0__s8__7__214" 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 standards and requirements are further described in the Auditor’s responsibilities for the audit of the Financial Statementssection of our report.We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.IndependenceWe are independent of the Group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code.To the best of our knowledge and belief, prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014 were not provided.AppointmentWe were first appointed auditors of Scandinavian Tobacco Group A/S on 26 April 2017 for the financial year 2017. We have been reappointed annually by shareholder resolution for a total period of uninterrupted engagement of 8 years including the financial year 2024.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="f0__s8__7__215" 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 Financial Statements for 2024. These matters were addressed in the context of our audit of the Financial Statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.KEY AUDIT MATTERIMPAIRMENT OF TRADEMARKSThe principal risks are in relation to Management’s assessment of the future timing and amount of cash flows that are used to project the recoverability of the carrying amount of trademarks with indefinite lives.There are specific risks related to macroeconomic conditions and volatile earnings caused by volume decline, intensified competition and changed regulations in key markets. Bearing in mind the generally long-lived nature of the assets, the significant assumptions are Management’s view of prices, volumes, terminal growth rates and discount rates. We focused on this area, as there is a high level of subjectivity exercised by Management in determining significant assumptions and estimating cash flows. The key assumptions and accounting treatment are described in Section 3.1 ‘Intangible Assets’ in the Consolidated Financial Statements.HOW OUR AUDIT ADDRESSED THE KEY AUDIT MATTERWe assessed whether the Group’s accounting policies are in accordance with IFRS Accounting Standards. We updated our understanding of relevant controls, including Group controlling procedures and IT systems, and business processes regarding impairment testing of trademarks. For the controls, we assessed whether they were designed and implemented to effectively address the risk of material misstatement.We obtained and assessed the impairment tests on trademarks with indefinite lives. We examined the methodology used by Management to assess the carrying amount of trademarks with indefinite lives and tested the mathematical accuracy of the relevant value-in-use models prepared by Management. We made use of our internal valuation specialists to independently challenge the key inputs used in calculating the discount rates and to assess the methodologies applied. We challenged Management and evaluated the appropriateness of the significant assumptions regarding prices, volumes, terminal growth rates and discount rates applied by Management in the cash flow forecasts. As part of this we also assessed Management’s sensitivity calculation and assessed the appropriateness of the disclosures. </arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s8__7__216" xml:lang="en">STATEMENT ON MANAGEMENT’S REVIEWManagement is responsible for Management Review.Our opinion on the Financial Statements does not cover Management Review, and we do not as part of the audit express any form of assurance conclusion thereon.In connection with our audit of the Financial Statements, our responsibility is to read Management Review and, in doing so, consider whether Management Review is materially inconsistent with the Financial Statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. Moreover, we considered whether Management Review includes the disclosures required by the Danish Financial Statements Act. This does not include the requirements in paragraph 99 a related to the sustainability statement covered by the separate auditor’s limited assurance report hereon.Based on the work we have performed, in our view, Management Review is in accordance with the Consolidated Financial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act, except for the requirements in paragraph 99 a related to the sustainability statement, cf. above. We did not identify any material misstatement in Management Review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f0__s8__7__217" xml:lang="en">MANAGEMENT’S RESPONSIBILITIES FOR THE FINANCIAL STATEMENTSManagement is responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act and for the preparation of parent company financial statements that give a true and fair view in accordance with the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.In preparing the Financial Statements, Management is responsible for assessing the Group’s and the Parent Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="f0__s8__7__218" xml:lang="en">AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTSOur objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements.As part of an audit in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: • Identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and the Parent Company’s internal control.• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management.• Conclude on the appropriateness of Management’s use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s and the Parent Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group or the Parent Company to cease to continue as a going concern.• Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlying transactions and events in a manner that gives a true and fair view.• Plan and perform the Group audit to 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 and the Parent Company Financial Statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinion.We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards applied.From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter. </arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="f0__s8__7__219" xml:lang="en">As part of our audit of the Financial Statements we performed procedures to express an opinion on whether the annual report of Scandinavian Tobacco Group A/S for the financial year 1 January to 31 December 2024 with the filename 5299003KG4JS99TRML67-2024-12-31-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 all financial information required to be tagged using judgement where necessary;Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human-readable format; andFor such internal control as Management determines necessary to enable the preparation of an annual report that is compliant with the ESEF Regulation.Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, in compliance with the ESEF Regulation based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditor’s judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include:Testing whether the annual report is prepared in XHTML format;Obtaining an understanding of the company’s iXBRL tagging process and of internal control over the tagging process;Evaluating the completeness of the iXBRL tagging of the Consolidated Financial Statements including notes;Evaluating the appropriateness of the company’s use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identified; Evaluating the use of anchoring of extension elements to elements in the ESEF taxonomy; andReconciling the iXBRL tagged data with the audited Consolidated Financial Statements.In our opinion, the annual report of Scandinavian Tobacco Group A/S for the financial year 1 January to 31 December 2024 with the file name 5299003KG4JS99TRML67-2024-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="f0__s8__7__220" xml:lang="en">Hellerup </arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f0__s8__7__221">2025-03-06</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-38" id="f0__s8__7__222" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:NameOfAuditFirm contextRef="ctx-39" id="f0__s8__7__223" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-38" id="f0__s8__7__224">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-39" id="f0__s8__7__225">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-38" id="f0__s8__7__226" xml:lang="en">Michael Groth Hansen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-38" id="f0__s8__7__227" xml:lang="en">State authorised public accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-38" id="f0__s8__7__228">mne33228</cmn:IdentificationNumberOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-39" id="f0__s8__7__229" xml:lang="en">Anette Beltrão-Primdahl</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-39" id="f0__s8__7__230" xml:lang="en">State authorised public accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-39" id="f0__s8__7__231">mne45854</cmn:IdentificationNumberOfAuditor>
   <arr:AuditorsReportOnSubstainabilityReport contextRef="ctx-1" id="f0__s8__7__233" xml:lang="en">To the shareholders of Scandinavian Tobacco Group A/SINDEPENDENT AUDITOR’S LIMITED ASSURANCE REPORT ON THE SUSTAINABILITY STATEMENTLimited assurance conclusionWe have conducted a limited assurance engagement on the sustainability statement of Scandinavian Tobacco Group A/S (the “Group”) included in the section Management Review (the “Sustainability Statement”), page 56-104, for the financial year 1 January – 31 December 2024.Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Danish Financial Statements Act paragraph 99 a, including: compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the “Process”) is in accordance with the description set out in the section titled Double Materiality Assessment; andcompliance of the disclosures in the section EU Taxonomy of the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the “Taxonomy Regulation”).BASIS FOR OPINIONWe conducted our limited assurance engagement in accordance with International Standard on Assurance Engagements (ISAE) 3000 (Revised), Assurance engagements other than audits or reviews of historical financial information(“ISAE 3000 (Revised)”) and the additional requirements applicable in Denmark. The procedures in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Our responsibilities under this standard are further described in the Auditor’s responsibilities for the assurance engagement section of our report. Our independence and quality managementWe are independent of the Group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code.Our firm applies International Standard on Quality Management 1, which requires the firm to design, implement and operate a system of quality management including policies or procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.Management’s responsibilities for the Sustainability StatementManagement is responsible for designing and implementing a process to identify the information reported in the Sustainability Statement in accordance with the ESRS and for disclosing this Process as included in the section titled Double Materiality Assessment of the Sustainability Statement. This responsibility includes:understanding the context in which the Group’s activities and business relationships take place and developing an understanding of its affected stakeholders;the identification of the actual and potential impacts (both negative and positive) related to sustainability matters, as well as risks and opportunities that affect, or could reasonably be expected to affect, the Groups financial position, financial performance, cash flows, access to finance or cost of capital over the short-, medium-, or long-term;the assessment of the materiality of the identified impacts, risks and opportunities related to sustainability matters by selecting and applying appropriate thresholds; andmaking assumptions that are reasonable in the circumstances.Management is further responsible for the preparation of the Sustainability Statement, which includes the information identified by the Process, in accordance with the Danish Financial Statements Act paragraph 99 a, including: compliance with the ESRS;preparing the disclosures as included in the section, EU Taxonomy of the Sustainability Statement, in compliance with Article 8 of the Taxonomy Regulation;designing, implementing and maintaining such internal control that management determines is necessary to enable the preparation of the Sustainability Statement that is free from material misstatement, whether due to fraud or error; andthe selection and application of appropriate sustainability reporting methods and making assumptions and estimates that are reasonable in the circumstances. Inherent limitations in preparing the Sustainability StatementIn reporting forward-looking information in accordance with ESRS, management is required to prepare the forward-looking information on the basis of disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected.Auditor’s responsibilities for the assurance engagementOur responsibility is to plan and perform the assurance engagement to obtain limited assurance about whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability Statement as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include:Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and Designing and performing procedures to evaluate whether the Process is consistent with the Group’s description of its Process, as disclosed in the section titled Double Materiality Assessment. Our other responsibilities in respect of the Sustainability Statement include: Identifying where material misstatements are likely to arise, whether due to fraud or error; and Designing and performing procedures responsive to disclosures in the Sustainability Statement where material misstatements are likely to arise. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.Summary of the work performedA limited assurance engagement involves performing procedures to obtain evidence about the Sustainability Statement. The nature, timing and extent of procedures selected depend on professional judgement, including the identification of disclosures where material misstatements are likely to arise, whether due to fraud or error, in the Sustainability Statement.In conducting our limited assurance engagement, with respect to the Process, we: Obtained an understanding of the Process by performing inquiries to understand the sources of the information used by management; and reviewing the Groups internal documentation of its Process; andEvaluated whether the evidence obtained from our procedures about the Process implemented by the Group was consistent with the description of the Process set out in the section titled Double Materiality Assessment.In conducting our limited assurance engagement, with respect to the Sustainability Statement, we:Obtained an understanding of the Group’s reporting processes relevant to the preparation of its Sustainability Statement including the consolidation processes by obtaining an understanding of the Group’s control environment, processes and information systems relevant to the preparation of the Sustainability Statement but not evaluating the design of particular control activities, obtaining evidence about their implementation or testing their operating effectiveness; Evaluated whether the information identified by the Process is included in the Sustainability Statement;Evaluated whether the structure and the presentation of the Sustainability Statement are in accordance with the ESRS;Performed inquiries of relevant personnel and analytical procedures on selected information in the Sustainability Statement;Performed substantive assurance procedures on selected information in the Sustainability Statement;Where applicable, compared disclosures in the Sustainability Statement with the corresponding disclosures in the financial statements and Management Review;Evaluated the methods, assumptions and data for developing estimates and forward-looking information; andObtained an understanding of the Group’s process to identify taxonomy-eligible and taxonomy-aligned economic activities and the corresponding disclosures in the Sustainability Statement.Other matterThe comparative information for 2023 as well as related comments on the development between 2023 and 2024 included in the Sustainability Statement were not subject to an assurance engagement. Our conclusion is not modified in respect of this limitation in scope.</arr:AuditorsReportOnSubstainabilityReport>
   <arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="f0__s8__7__234" xml:lang="en">To the shareholders of Scandinavian Tobacco Group A/S</arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
   <arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport contextRef="ctx-1" id="f0__s8__7__235" xml:lang="en">Limited assurance conclusionWe have conducted a limited assurance engagement on the sustainability statement of Scandinavian Tobacco Group A/S (the “Group”) included in the section Management Review (the “Sustainability Statement”), page 56-104, for the financial year 1 January – 31 December 2024.</arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport>
   <arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport contextRef="ctx-1" id="f0__s8__7__236" xml:lang="en">Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Danish Financial Statements Act paragraph 99 a, including: compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the “Process”) is in accordance with the description set out in the section titled Double Materiality Assessment; andcompliance of the disclosures in the section EU Taxonomy of the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the “Taxonomy Regulation”).</arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport>
   <arr:StatementOfAuditorsResponsibilitySubstainabilityReport contextRef="ctx-1" id="f0__s8__7__237" xml:lang="en">Auditor’s responsibilities for the assurance engagementOur responsibility is to plan and perform the assurance engagement to obtain limited assurance about whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability Statement as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include:Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and Designing and performing procedures to evaluate whether the Process is consistent with the Group’s description of its Process, as disclosed in the section titled Double Materiality Assessment. Our other responsibilities in respect of the Sustainability Statement include: Identifying where material misstatements are likely to arise, whether due to fraud or error; and Designing and performing procedures responsive to disclosures in the Sustainability Statement where material misstatements are likely to arise. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.</arr:StatementOfAuditorsResponsibilitySubstainabilityReport>
   <arr:SignatureOfSubstainabilityAuditorsPlace contextRef="ctx-1" id="f0__s8__7__238" xml:lang="en">Hellerup </arr:SignatureOfSubstainabilityAuditorsPlace>
   <arr:SignatureOfSubstainabilityAuditorsDate contextRef="ctx-1" id="f0__s8__7__239">2025-03-06</arr:SignatureOfSubstainabilityAuditorsDate>
   <cmn:NameOfAuditFirmSubstainability contextRef="ctx-40" id="f0__s8__7__240" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
   <cmn:NameOfAuditFirmSubstainability contextRef="ctx-41" id="f0__s8__7__241" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
   <cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-40" id="f0__s8__7__242">33771231</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
   <cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-41" id="f0__s8__7__243">33771231</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
   <cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-40" id="f0__s8__7__244" xml:lang="en">Michael Groth Hansen</cmn:NameAndSurnameOfSubstainabilityAuditor>
   <cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-40" id="f0__s8__7__245" xml:lang="en">State authorised public accountant</cmn:DescriptionOfSubstainabilityAuditor>
   <cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-41" id="f0__s8__7__248" xml:lang="en">State authorised public accountant</cmn:DescriptionOfSubstainabilityAuditor>
   <cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-40" id="f0__s8__7__246">mne33228</cmn:fIdentificationNumberOfSubstainabilityAuditor>
   <cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-41" id="f0__s8__7__247" xml:lang="en">Anette Beltrão-Primdahl</cmn:NameAndSurnameOfSubstainabilityAuditor>
   <cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-41" id="f0__s8__7__249">mne45854</cmn:fIdentificationNumberOfSubstainabilityAuditor>
   <gsd:NameOfReportingEntity contextRef="ctx-1" id="f0__s8__7__254" xml:lang="en">Scandinavian Tobacco Group A/S</gsd:NameOfReportingEntity>
   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="f0__s8__7__263" xml:lang="en">Scandinavian Tobacco Group A/S</gsd:NameOfSubmittingEnterprise>
   <gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx-1" id="f0__s8__7__262">31080185</gsd:IdentificationNumberCvrOfReportingEntity>
   <gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx-1" id="f0__s8__7__266">31080185</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
   <gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" id="f0__s8__7__255" xml:lang="en">Sandtoften 9</gsd:AddressOfReportingEntityStreetName>
   <gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" id="f0__s8__7__264" xml:lang="en">Sandtoften 9</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
   <gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-1" id="f0__s8__7__256" xml:lang="en"></gsd:AddressOfReportingEntityStreetBuildingIdentifier>
   <gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-1" id="f0__s8__7__257" xml:lang="en">2820 Gentofte</gsd:AddressOfReportingEntityPostCodeIdentifier>
   <gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" id="f0__s8__7__265" xml:lang="en">2820 Gentofte</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
   <gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" id="f0__s8__7__258" xml:lang="en"></gsd:AddressOfReportingEntityDistrictName>
   <gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" id="f0__s1__72__15">Annual report</gsd:InformationOnTypeOfSubmittedReport>
   <cmn:TypeOfAuditorAssistance contextRef="ctx-1" id="f0__s1__72__16">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
   <gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-1" id="f0__s1__72__17" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
   <gsd:ReportingPeriodStartDate contextRef="ctx-1" id="f0__s1__72__20">2024-01-01</gsd:ReportingPeriodStartDate>
   <gsd:ReportingPeriodEndDate contextRef="ctx-1" id="f0__s1__72__21">2024-12-31</gsd:ReportingPeriodEndDate>
   <gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" id="f0__s1__72__22">2023-01-01</gsd:PrecedingReportingPeriodStartDate>
   <gsd:PredingReportingPeriodEndDate contextRef="ctx-1" id="f0__s1__72__23">2023-12-31</gsd:PredingReportingPeriodEndDate>
   <gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1" id="f0__s1__72__42">5299003KG4JS99TRML67</gsd:LegalEntityIdentifierOfReportingEntity>
   <fsa:ClassOfReportingEntity contextRef="ctx-1" id="f0__s1__72__43">Reporting class D</fsa:ClassOfReportingEntity>
   <arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s1__72__47">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
   <arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s1__72__48">Basis for Opinion</arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements>
</xbrli:xbrl>