Årsrapport 2016

Total Page:16

File Type:pdf, Size:1020Kb

Årsrapport 2016 Royal Unibrew A/S Årsrapport 2016 CVR-nr. 41 95 67 12 indholdsfortegnelse ROYAL UNIBREW ÅRSRAPPORT 2016 LEDELSESBERETNING | PÅTEGNINGER | KONCERNREGNSKAB | MODERSELSKABSREGNSKAB | ANDRE OPLYSNINGER INDHOLD LEDELSESBERETNING 2 Indhold Royal Unibrew i hovedtræk Governance Moderselskabsregnskab Royal Unibrew kort fortalt ...................................... 4 Aktionærforhold ............................................................ 34 Resultatopgørelse ......................................................... 100 Resultater i 2016 og forventninger til 2017 .................. 5 Selskabsledelse............................................................. 37 Totalindkomstopgørelse ................................................ 100 Hoved- og nøgletal ........................................................ 6 Risikostyring .................................................................. 40 Balance .......................................................................... 101 Brev fra Formanden og CEO ......................................... 7 Vederlagsforhold ........................................................... 44 Pengestrømsopgørelse ................................................. 102 Bestyrelse og direktion ................................................. 46 Egenkapitalopgørelse.................................................... 103 Indholdsfortegnelsen for noter ..................................... 105 Strategi og mål Noter .............................................................................. 106 Strategi .......................................................................... 11 Samfundsansvar Markedsforventninger ................................................... 12 Samfundsansvar ............................................................ 50 Royal Unibrew og forbrugerne ...................................... 13 Andre oplysninger Royal Unibrew og innovation ......................................... 14 Hoved- og nøgletal pr. kvartal ....................................... 116 Royal Unibrew og effektivitet ........................................ 15 Påtegninger og erklæringer Definitioner af hoved- og nøgletal ................................ 117 Lokal forankring ............................................................ 16 Ledelsespåtegning ........................................................ 61 Selskabsoversigt ........................................................... 118 Finansielle mål, kapitalstruktur Den uafhængige revisors påtegninger ......................... 62 Disclaimer ..................................................................... 119 og udlodningspolitik ...................................................... 17 Forventninger til 2017 ................................................... 18 Craft Beer i Royal Unibrew ............................................ 20 Koncernregnskab Resultatopgørelse ......................................................... 66 Totalindkomstopgørelse ................................................ 66 Performance Balance .......................................................................... 67 Regnskabsberetning ..................................................... 22 Pengestrømsopgørelse ................................................. 68 Vesteuropa ..................................................................... 25 Egenkapitalopgørelse.................................................... 69 Baltic Sea ....................................................................... 28 Indholdsfortegnelse for noter ....................................... 71 Maltdrikke og Eksport ................................................... 31 Noter .............................................................................. 72 ROYAL UNIBREW ÅRSRAPPORT 2016 INDHOLD LEDELSESBERETNING 2 RU i hovedtræk LEDELSESBERETNING | PÅTEGNINGER | KONCERNREGNSKAB | MODERSELSKABSREGNSKAB | ANDRE OPLYSNINGER Royal Unibrew i hovedtræk RU kort fortalt ROYAL UNIBREW ÅRSRAPPORT 2016 LEDELSESBERETNING | PÅTEGNINGER | KONCERNREGNSKAB | MODERSELSKABSREGNSKAB |ROY ANDREAL UN OPLYSNINGERIBREW KORT FORTALT LEDELSESBERETNING 4 Royal Unibrew kort fortalt Maltdrikke Royal Unibrew er en ledende regional drikke- & Eksport varevirksomhed på en række markeder – primært i Nordeuropa, Italien samt på de internationale 7% markeder for maltdrikke. Vi producerer, markedsfører, sælger og distribuerer kvalitets- drikkevarer, og vi har fokus på brandede produkter inden for Vesteuropa øl, malt og læskedrikke samt cider og long drinks. Vores 39% 2.350 afsætning medarbejdere Vores hovedmarkeder er Danmark, Finland, Italien og Tysk- land samt Letland, Litauen og Estland. Hertil kommer de internationale markeder, der omfatter en række etablerede markeder i Americas-regionen og større byer i Europa og Baltic Sea Nordamerika samt emerging markets i eksempelvis Afrika. 54% På alle vores multi-beverage markeder tilbyder vi kunder- Craft brands ne stærke og lokalt forankrede brands. Baseret på løbende 1% Ikke-alkoholiske udvikling og innovation er det vores mål at imødekomme Premium- drikke kundernes efterspørgsel efter kvalitetsdrikkevarer. superpremium brands 43% Ud over vores egne brands udbyder vi licensbaserede inter- Netto- 30% Netto- Øl nationale brands fra PepsiCo og Heineken-koncernen. omsætning 6.340 mio. DKK omsætning 44% pr. brand- omsætning i 2016 pr. produkt- kategori kategori Mainstream brands Andre alkoholiske 69% drikke 13% ROYAL UNIBREW ÅRSRAPPORT 2016 ROYAL UNIBREW KORT FORTALT LEDELSESBERETNING 4 resultater i 2016 ROYAL UNIBREW ÅRSRAPPORT 2016 LEDELSESBERETNING | PÅTEGNINGER | KONCERNREGNSKAB | MODERSELSKABSREGNSKABRESULTATER I 2016 | OGANDRE FOrve OPLYSNINGERNTNINGER TIL 2017 LEDELSESBERETNING 5 Resultater i 2016 og forventninger til 2017 Bedste resultat nogensinde i 2016 Udviklingen i 2016 • Betydelig højere indtjening trods udfordrende 5% 7% markedsforhold Steg nettoomsætningen i 2016 Steg EBITDA i 2016 • Positiv udvikling i nettoomsætning og indtjening og blev på DKK 6.340 mio. og blev på DKK 1.306 mio. i alle segmenter • Markedsandele blev generelt fastholdt • EBITDA-margin og EBIT-margin steg • ROIC eksklusive goodwill steg fra 23 % til 28 % • Forventet udlodning i 2017 til aktionærer på DKK 1 mia. (2016: DKK 829 mio.) fordelt på • udbytte på DKK 8,15 pr. aktie (2016: DKK 7,20), i alt DKK 440 mio. • nyt aktietilbagekøbsprogram på DKK 560 mio. (2016: DKK 450 mio.) 9% 15,8% Steg EBIT i 2016 Blev EBIT-marginen i 2016 og blev på DKK 1.001 mio. og steg med 0,6 procentpoint Forventninger til 2017 Forventet Realiseret Realiseret DKK mio. 2017 2016 2015 Nettoomsætning 6.250-6.450 6.340 6.032 NETTOOMSÆTNING EBITDA EBIT EBIT-MARGIN EBITDA 1.285-1.385 1.306 1.225 (DKK mio.) (DKK mio.) (DKK mio.) (%) EBIT 980-1.080 1.001 917 6500 1400 1150 16 5900 1200 975 15 5300 1000 800 14 4700 800 625 13 4100 600 450 12 2013 2014 2015 2016 2013 2014 2015 2016 2013 2014 2015 2016 2013 2014 2015 2016 ROYAL UNIBREW ÅRSRAPPORT 2016 RESULTATER I 2016 OG FOrveNTNINGER TIL 2017 LEDELSESBERETNING 5 hoved nøgletal ROYAL UNIBREW ÅRSRAPPORT 2016 LEDELSESBERETNING | PÅTEGNINGER | KONCERNREGNSKAB | MODERSELSKABSREGNSKAB | ANDRE HOPLYSNINGEROVED- OG NØGLETAL LEDELSESBERETNING 6 Hoved- og nøgletal 2016 2015 2014 2013 2012 2016 2015 2014 2013 2012 Afsætning (mio. hl) 9.678 9.100 8.974 7.033 5.443 MEDARBEJDERE RESULTATOPGØRELSE (DKK MIO.) Gennemsnitligt antal medarbejdere 2.350 2.314 2.374 1.935 1.635 Nettoomsætning 6.340 6.032 6.056 4.481 3.430 EBITDA 1.306 1.225 1.130 732 611 FINANSIELLE NØGLETAL (%) EBITDA-margin (%) 20,6 20,3 18,7 16,3 17,8 Afkast på investeret kapital inklusive goodwill (ROIC) 18 16 13 13 21 Resultat før finansielle poster (EBIT) 1.001 917 826 560 485 Afkast på investeret kapital ekslusive goodwill (ROIC) 28 23 19 17 25 EBIT-margin (%) 15,8 15,2 13,6 12,5 14,1 Frit cash flow i procent af nettoomsætning 16 17 14 13 14 Resultat efter skat af associerede virksomheder 28 31 35 34 34 Cash conversion 130 145 132 125 128 Finansielle indtægter og omkostninger i øvrigt, netto -31 -46 -60 -45 -38 Netto rentebærende gæld/EBITDA (gange) 0,8 1,0 1,4 2,3* 0,5 Resultat før skat 998 902 801 548 481 Egenkapitalandel 48 43 40 31 47 Årets resultat 784 711 624 480 373 Egenkapitalforrentning (ROE) 27 25 25 28 28 Udlodningsprocent (DPR) 56 56 60 0 68 BALANCE (DKK MIO.) * opgjort proforma med Hartwalls realiserede EBITDA for hele året Langfristede aktiver 5.180 5.505 5.664 5.810 1.992 Aktiver i alt 6.076 6.748 7.024 6.925 2.848 De af finansforeningens "Anbefalinger og Nøgletal 2015" omfattede nøgletal er beregnet i overens- Egenkapital 2.911 2.935 2.818 2.133 1.348 stemmelse hermed. Netto rentebærende gæld 991 1.184 1.553 2.379 321 Nettoarbejdskapital -881 -990 -814 -834 -179 Definitioner af hoved- og nøgletal er oplyst på side 117. Investeret kapital 4.111 4.347 4.650 4.813 1.671 PENGESTRØMME (DKK MIO.) Driftsaktivitet 985 1.160 895 653 461 Investeringsaktivitet 38 -123 -69 -2.837 229 Frit cash flow 1.022 1.032 824 598 476 AKTIERELATEREDE NØGLETAL (DKK) Resultat pr. aktie (EPS) 14,7 13,0 11,3 9,4 7,1 Udvandet resultat pr. aktie 14,6 12,9 11,2 9,3 7,1 Frit cash flow pr. aktie 19,2 18,9 14,9 11,7 9,1 Udbytte pr. aktie 8,15 7,20 6,80 - 4,80 Kurs ultimo pr. aktie 272,6 280,1 217,4 147,2 98,4 ROYAL UNIBREW ÅRSRAPPORT 2016 HOVED- OG NØGLETAL LEDELSESBERETNING 6 CEO letter ROYAL UNIBREW ÅRSRAPPORT 2016 LEDELSESBERETNING | PÅTEGNINGER | KONCERNREGNSKAB | MODERSELSKABSREGNSKAB | ANDRE OPLYSNINGERCEO LETTer LEDELSESBERETNING 7 CEO letter Strategi leverer igen fremgang med afsæt i entreprenørskab, kommercielt fokus, og høj
Recommended publications
  • Annual Report 2018
    Annual Report 2018 Royal Unibrew A/S CVR no. 41 95 67 12 ROYAL UNIBREW ANNUAL REPORT 2018 CONTENTS MANAGEMENT REPORT 2 Contents Royal Unibrew at a Glance Corporate Social Responsibility CEO Letter Royal Unibrew in brief 4 Corporate Social Responsibility 49 Page 7 Results for 2018 and Outlook for 2019 5 Financial Highlights and Ratios 6 Signatures and statements CEO Letter 7 Management's Statement on the Annual Report 66 Strategy and targets Independent Auditor's Report 67 Strategy 11 Market outlook 12 Consolidated Financial Statements Our recent four acquisitions over the past Income Statement 71 15 months broaden our product offering 13 Statement of Comprehensive Income 71 Strategy Consumer trends – searching for the good life 14 Balance Sheet 72 Page 11 Closeness to consumers 15 Cash Flow Statement 73 Digitalization with our customers Statement of Changes in Equity 74 is gaining momentum 16 Contents of Notes 76 Financial targets, capital structure and distribution policy 17 Parent Company Financial Statements Outlook for 2019 18 Income Statement 109 Statement of Comprehensive Income 109 Performance Balance Sheet 110 Financial Review 21 Cash Flow Statement 111 Western Europe 25 Statement of Changes in Equity 112 Baltic Sea 28 Contents of Notes 114 International 31 Other Information Governance (part of management report) Shareholder Information 34 Group Structure 126 Corporate Governance 37 Quarterly Financial Highlights and Ratios 127 Risk Management 40 Definitions of Financial Highlights and Ratios 128 Corporate social Remuneration 43 Disclaimer 129 responsibility Board of Directors and Executive Board 45 Page 49 ROYAL UNIBREW ANNUAL REPORT 2018 UNIBREW AT A GLANCE MANAGEMENT REPORT 3 Unibrew at a Glance Royal Unibrew at a Glance ROYAL UNIBREW ANNUAL REPORT 2018 IN BRIEF MANAGEMENT REPORT 4 Royal Unibrew in brief 2018 Royal Unibrew is a leading beverage pro- International vider in a number of markets – primarily in 8% Western Europe Northern Europe, Italy, France and in the 8 42% international malt beverage markets.
    [Show full text]
  • Kwame Nkrumah University of Science and Technology
    KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY, KUMASI INSTITUTE OF DISTANCE LEARNING OPTIMAL PRODUCTION SCHEDULING, CASE STUDY: GUINESS GHANA BREWERY LIMITED, KUMASI BY DANKWAH JOSEPH A THESIS SUBMITTED TO THE INSTITUTE OF DISTANCE LEARNING, DEPARTMENT OF MATHEMATICS IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF THE MASTER OF SCIENCE DEGREE IN INDUSTRIAL MATHEMATICS. JUNE, 2011. DECLARATION I hereby declare that this project work was fully undertaken by me under supervision and has not in part or whole been presented for another project. DANKWAH JOSEPH …………...... DATE ……………………… (Student) MR. F.K. DARKWA ………………… DATE …………………………… (Head of Department) PROF. I.K.DONTWI ……………………... DATE ……………………………….. (Dean of IDL) MR. F. K. DARKWA ………………….. DATE ………………………….. (Supervisor) ii ABSTRACT As Production systems expand, there is a tendency for the scheduling activities to become complex, or at least more demanding with respect to the time required for their performance Previous production scheduling involves complicated iterative procedures. A new approach brings out the basic principle involved and leads to a simple solution. Production of a given commodity is to be scheduled for a regular and capacity to meet known future requirements while minimizing total production and inventory costs. For the objective function, I intend to find the optimum production schedule by minimizing the total production and inventory cost calculated through the production schedules of orders. The Northwest Corner Rule, the Least Cost Method, and the Vogel‘s Approximation Method (VAM) were used to obtain an initial basic feasible solution (bfs). Improving solution to optimality was carried out using The Modified Distribution Method (MODI). The production was modelled as a balanced transportation problem and solved using an excel solver to obtain the optimal production schedule and the results reported.
    [Show full text]
  • Annual Report 2018
    Annual Report 2018 Royal Unibrew A/S CVR no. 41 95 67 12 Contents MANAGEMENT REPORT | SIGNATURES | CONSOLIDATED FINANCIAL STATEMENTS | PARENT COMPANY FINANCIAL STATEMENTS | OTHER INFORMATION Contents Royal Unibrew at a Glance Corporate Social Responsibility CEO Letter Royal Unibrew in brief 4 Corporate Social Responsibility 49 Page 7 Results for 2018 and Outlook for 2019 5 Financial Highlights and Ratios 6 Signatures and statements CEO Letter 7 Management's Statement on the Annual Report 66 Strategy and targets Independent Auditor's Report 67 Strategy 11 Market outlook 12 Consolidated Financial Statements Our recent four acquisitions over the past Income Statement 71 15 months broaden our product offering 13 Statement of Comprehensive Income 71 Strategy Consumer trends – searching for the good life 14 Balance Sheet 72 Page 11 Closeness to consumers 15 Cash Flow Statement 73 Digitalization with our customers Statement of Changes in Equity 74 is gaining momentum 16 Contents of Notes 76 Financial targets, capital structure and distribution policy 17 Parent Company Financial Statements Outlook for 2019 18 Income Statement 109 Statement of Comprehensive Income 109 Performance Balance Sheet 110 Financial Review 21 Cash Flow Statement 111 Western Europe 25 Statement of Changes in Equity 112 Baltic Sea 28 Contents of Notes 114 International 31 Other Information Governance (part of management report) Shareholder Information 34 Group Structure 126 Corporate Governance 37 Quarterly Financial Highlights and Ratios 127 Risk Management 40 Definitions
    [Show full text]
  • Annual Report 2019
    Annual Report 2019 Royal Unibrew A/S CVR no. 41 95 67 12 ROYAL UNIBREW ANNUAL REPORT 2019 CONTENTS MANAGEMENT REPORT 2 Contents Royal Unibrew at a Glance 3 Performance 23 Consolidated Financial Statements 2019 86 Royal Unibrew in brief 4 Financial review 24 Income Statement 87 Results for 2019 and outlook for 2020 5 Overview business segments 29 Statement of Comprehensive Income 87 Results for 2019 business segments 6 Western Europe 30 Balance Sheet 88 Financial Highlights and Ratios 7 Baltic Sea 34 Cash Flow Statement 89 Chairman letter 8 International 37 Statement of Changes in Equity 90 CEO letter 9 Notes 92 Governance 39 Strategy and targets 12 Shareholder information 40 Parent Company Financial Statements 125 Strategy 13 Corporate governance 44 Income Statement 126 Rapidly changing consumer trends 15 Risk management 47 Statement of Comprehensive Income 126 Acquisitions strengthen our business platform 17 Remuneration 50 Balance Sheet 127 Digital transformation is pivotal 18 Board of Directors and Executive Board 52 Cash Flow Statement 128 Operational leverage is key 19 Statement of Changes in Equity 129 Financial targets, capital structure Corporate Social Responsibility 58 Notes 131 and distribution policy 20 Corporate Social Responsibility 59 Outlook for 2020 21 Other Information 143 (part of management report) Signatures and statements 81 Management’s Statement on Group Structure 144 the Annual Report 82 Quarterly Financial Highlights and Ratios 145 Independent auditor’s report 83 Definitions of Financial Highlights and Ratios
    [Show full text]
  • 29. APRIL Remisen V/ Trianglen Blegdamsvej 132 2100 København Ø
    ØlfestivalØlfestival 20012001 28. - 29. APRIL Remisen v/ Trianglen Blegdamsvej 132 2100 København Ø DANSKE ØLENTUSIASTER DANSKE ØLENTUSIASTER – her finder du alt om Danske Ølentusiasterwww.ale.dk Redaktion: Danske Ølentusiaster: Christian Erichsen, Franck Nielsen og Marttin Stuart Nielsen Ole Madsen Borups Allé 194, 1.th. Layout: Christian Erichsen 2400 København NV Ansv. redaktør: Ole Madsen Tlf. 38 34 40 86 Redaktionen er afsluttet 8. april 2001 E-mail: [email protected] Repro og tryk: Danske Ølentusiasters bestyrelse: CC Print 92 ApS Marttin Stuart Nielsen (formand) Oplag: 6.000 ekspl. Torben Steenberg (næstformand) Anders Evald (sekretær) Helle Jacobsen (medlemskoordinator) Følgende har sponseret Ølfestival 2001 Ølfestival2001 Søren Lynggaard (webmaster) inklusive denne udgivelse: Ølfestival2001 Jesper Hvalsøe (kasserer) Bryggeriforeningen ØLENTUSIASTER 2001DANSKE ØLFESTIVAL KOLOFON Ole Madsen (redaktør) Tuborgfondet Årets mest velsmagende oplevelse OversigtskortO VERSIGTSKORT midtersiden SÅDAN læser du FestivalGuiden 3 TilT IL kamp KAMP FORfor BEDREbedre ØLøl 4 Hjertelig velkommen til Danmarks første RIGTIGE Ølfestival! I Danske Ølentusiaster er vi meget stolte over at det er lykkedes os PraktiskeP RAKTISKE OPLYSNINGERoplysninger 6 at stable dette arrangement på benene, idet gennemførelsen af en 1 festival var et af hovedformålene ved vor forenings stiftelse for ca. 2 /2 år siden. Det er samtidig vores største økonomiske satsning nogen- ForordF ORORD 7 sinde og vi håber det bliver en årligt tilbagevendende begivenhed. Med denne FestivalGuide i hånden ønsker vi dels at give dig U DSTILLERLISTE ALFABETISK 1 6 information om de forskellige udstillere og deres produkter og dels at Udstillerliste alfabetisk fortælle dig hvor du kan finde dem. For at kunne få det bedste overblik, foreslår vi at du starter med at ØvrigeØ VRIGE udstillereU DSTILLERE 6 6 slå op på oversigtskortet på midtersiderne for at orientere dig.
    [Show full text]
  • BEER in DENMARK 08 Aug 2013 HEADLINES
    BEER IN DENMARK 08 Aug 2013 HEADLINES Total volume sales decline by 2% to 366 million litres in 2012 New beer tax and economic downturn delays recovery for the struggling beer category Domestic premium lager is the fastest growing category, with total volume sales up by 2% in 2012 Unit prices grow by 1% in both the on-trade and off-trade in 2012 Carlsberg leads with a 57% total volume share in 2012 Volume sales forecast to post a negative CAGR of 1% over 2012 to 2017 COMPETITIVE LANDSCAPE The leading beer players were Danish multinationals Carlsberg, with a 57% total volume share and Royal Unibrew, with a 21% share in 2012. Both companies are heavily present in domestic standard lager and both invested great efforts over the review period into better addressing the under 30 year old consumer group, which is proportionally more female and less beer-friendly. Royal Unibrew recorded volume share growth in 2012, and has since 2007 gained one percentage point on its key competitor Carlsberg. Both companies nonetheless grew in share in 2012 as Carlsberg offered price discounts on its most popular brands; Tuborg Grøn and Carlsberg Pilsner. However, Royal Unibrew has so far been more successful than Carlsberg in addressing the changing consumer preference among younger Danes. Carlsberg has in recent years focused on introductions of product types with new USPs and these have mainly failed, such as the domestic premium lager Copenhagen, launched in 2011, whereas Royal Unibrew has focused more on updating the brand image of its leading well-known products, namely Royal.
    [Show full text]
  • Royal Unibrew in Brief
    Royal Unibrew A/S Annual Report 2014 2 ANNUAL REPORT 2014 ROYAL UNIBREW Content MANAGEMENT’S REVIEW Royal Unibrew in brief 3 The Hartwall integration contributes towards significant earnings and cash flow boost 4 Financial Highlights and Ratios 7 Strategy 9 Outlook 12 Financial Review 14 Western Europe 18 Baltic Sea 22 (formerly North East Europe, activities included unchanged) Malt Beverages and Exports 26 (formerly Malt Beverages, activities included unchanged) Shareholder Information 29 Corporate Governance 33 Risk Management 36 Remuneration 40 Board of Directors and Executive Board 42 Organisation and Employees 47 Corporate Social Responsibility 49 MANAGEMENT’S STATEMENT AND AUDITOR’S REPORT Management’s Statement on the Annual Report 54 Independent Auditor’s Report 55 CONSOLidATED FINANCIAL STATEMENTS Income Statement 57 Statement of Comprehensive Income 57 Balance Sheet 58 Cash Flow Statement 59 Statement of Changes in Equity 60 Contents of Notes 61 Notes 62 PARENT compANY fiNANCIAL STATEMENTS Contents 97 Income Statement 98 Statement of Comprehensive Income 98 Balance Sheet 99 Cash Flow Statement 100 Statement of Changes in Equity 101 Notes 102 OTHER INFORMATION Quarterly Financial Highlights and Ratios 116 Definitions of Financial Highlights 117 Group Structure 118 Frontpage photo: Photographer Henrik Damgaard The Annual Report has been prepared in Danish and English. In case of discrepancy the Danish version shall prevail. ANNUAL REPORT 2014 ROYAL UNIBREW 3 Royal Unibrew in brief Net reVenue IN 2014 EBITDA IN 2014 EBIT MarGIN
    [Show full text]
  • Annual Report 2018
    Annual Report 2018 Royal Unibrew A/S CVR no. 41 95 67 12 WorldReginfo - 19ea2543-1602-4842-beba-3a77dfd32104 ROYAL UNIBREW ANNUAL REPORT 2018 CONTENTS MANAGEMENT REPORT 2 Contents Royal Unibrew at a Glance Corporate Social Responsibility CEO Letter Royal Unibrew in brief 4 Corporate Social Responsibility 49 Page 7 Results for 2018 and Outlook for 2019 5 Financial Highlights and Ratios 6 Signatures and statements CEO Letter 7 Management's Statement on the Annual Report 66 Strategy and targets Independent Auditor's Report 67 Strategy 11 Market outlook 12 Consolidated Financial Statements Our recent four acquisitions over the past Income Statement 71 15 months broaden our product offering 13 Statement of Comprehensive Income 71 Strategy Consumer trends – searching for the good life 14 Balance Sheet 72 Page 11 Closeness to consumers 15 Cash Flow Statement 73 Digitalization with our customers Statement of Changes in Equity 74 is gaining momentum 16 Contents of Notes 76 Financial targets, capital structure and distribution policy 17 Parent Company Financial Statements Outlook for 2019 18 Income Statement 109 Statement of Comprehensive Income 109 Performance Balance Sheet 110 Financial Review 21 Cash Flow Statement 111 Western Europe 25 Statement of Changes in Equity 112 Baltic Sea 28 Contents of Notes 114 International 31 Other Information Governance (part of management report) Shareholder Information 34 Group Structure 126 Corporate Governance 37 Quarterly Financial Highlights and Ratios 127 Risk Management 40 Definitions of Financial Highlights
    [Show full text]
  • Q3 Interim Report
    hovedpunkter MANAGEMENT'S REVIEW | MANAGEMENT'S STATEMENT | FINANCIAL STATEMENTS 1 Company Announcement No 67/2018 – 21 November 2018 Interim Report for 1 January - 30 September (9M) 2018 Consistent commercial execution and historically warm summer drive solid earnings growth Due to a wide range of commercial initiatives and a historically warm summer in Northern Europe in 2018, Acquisitions Royal Unibrew posted solid financial results for the first three quarters of 2018. Net revenue increased With the expected closing of the CULT acquisition in December 2018, four acquisitions will have been by 10% adjusted for M&A activities and 16% in total, while the EBIT margin ended at 19.4% compared to closed in less than 12 months. 17.7% for the same period last year. Outlook Throughout 2018, we have seen a strong commercial execution in our core markets supported by our broad The full-year outlook is narrowed and slightly upgraded. product offering, a high level of innovation and commercial activities. Furthermore, we have expanded our offerings into new product categories to help our customers meet a more diversified consumer demand • Net revenue: DKK 7,200-7,300 million (August 2018: 7,000-7,200 million) across sales channels. Key brand initiatives have been the introduction of new packaging formats for • EBITDA: DKK 1,660-1,685 million (August 2018: 1,625-1,675 million) our Crodo products, Supermalt Ginger Beer in the UK and a Jaffa low-sugar range in Finland. Lastly, we • EBIT: DKK 1,315-1,340 million (August 2018: 1,275-1,325 million) have seen the launch of beers with non-/low-alcohol content with the products Royal Organic 2.3% and Heineken 0.0%.
    [Show full text]
  • Odense, Denmark
    CASE STUDY SUMMARY - ODENSE Odense, Denmark Figure 1. The municipality of Odense. Map data: Google, SIO, NOAA, U.S. Navy, NGA, GEBCO, Maxar Technologies, and TerraMetrics. Construction of demolition waste (CDW) is one of the heaviest and most voluminous waste streams generated in the EU and as such, the European Union has identified it as a priority waste stream. It accounts for approximately 25% - 30% of all waste generated in the EU and consists of numerous materials, including concrete, bricks, gypsum, wood, glass, ceramics, metals, plastic, solvents, asbestos and excavated soil, many of which can be recycled. In this case study, the focus was on collection and management of bricks, sanitary ceramics and insulation materials from municipal sources. This summary presents the main conclusions of one of the regional case studies conducted during the COLLECTORS project. The studies included a life cycle assessment, a cost-benefit assessment, and a circularity assessment. References to original research reports are provided at the end of this document. Description of the region Odense is the third largest city in Denmark with a population of 204,200. Odense is the commercial hub of Funen, and has a notable shopping district with a diversity of stores. Several major industries Copyright © 2020 COLLECTORS PROJECT 1 CASE STUDY SUMMARY - ODENSE are located in the city including the Albani Brewery and GASA, Denmark's major dealer in vegetables, fruits and flowers. CDW collection system Odense has eight recycling stations (CAS), with over 40 containers for collecting different waste materials. The vast majority of containers are found at all the recycling stations in Odense.
    [Show full text]
  • Science, Experience, & Tradition
    Science, Experience, & Tradition 71st Annual Meeting of the American Society of Brewing Chemists June 16–20, 2007 • The Fairmont Empress • Victoria, British Columbia, Canada Table of Contents Welcome Letter .......................................... 1 General Information ................................... 2 Schedule at a Glance .................................. 5 Program ...................................................... 6 Tourism Opportunities ............................. 14 Posters ...................................................... 15 Exhibition ................................................. 17 Connect with ASBC ................................. 24 2007 Annual Meeting Abstracts ............... 26 Photos courtesy of Tourism Victoria: Front Cover—Downtown & Inner Harbour; Page 1—Fisherman’s Wharf, Victoria’s Hanging Baskets, Blossoms with Horse Carriage. Photo courtesy of The Butchart Gardens Ltd.: Page 14—Butchart’s Japanese Gardens Welcome to beautiful Victoria, British Columbia, Canada! Greetings from the ASBC Program Committee. It is our pleasure to welcome you to the 2007 ASBC Annual Meeting in the beautiful city of Victoria, British Columbia. There are great things planned for this meeting! From opening keynote speaker Arthur Klatsky discussing alcohol and cardiovascular conditions to closing speaker Greg Evans presenting the brewing history of Vancouver Island, there is something for everyone. This year’s incredible program highlights 10 technical sessions featuring 35 oral presentations. In addition, there are 33
    [Show full text]
  • Odense Adelige Jomfrukloster Havde Found Their Way to the Archives
    198 Th e Arcade Room Who lived in the so-called Arcade Room, 206, is not redecorated before moving in. Th e conservators known before the end of the 1780’s, but the room’s estimate that the painted wooden walls were lined appearance has changed completely several times with canvas and wallpaper between 1780 and 1800, – none of the other rooms on the fi rst fl oor have so it may have been Miss de Leth who had the room had such diff erent styles within the course of a few decorated – perhaps aft er 45 years at the dilapidated decades. Sanderumgaard she needed to see something fresh In 1785, the 38-year old Johanne de Leth of and modern. Sanderumgaard Manor became a conventual. She Johanne de Leth lived here until 1808 when she came from a family of 14 siblings, and of the eight became Prioress and moved down to the ground daughters, one was dead and three had long been fl oor. She died at the age of 77 in 1825 and was buried married. Her father had died a few years before, and in St. Knud’s Church. Th e church register states that she now lived at the manor together with her mother the bells were rung – this was not otherwise done and two unmarried sisters in their thirties. Th is for Prioresses or ladies, no doubt because of the was not the present Sanderumgaard, whose main bell-ringer’s fee. building dates from the 1870’s. Johan von Bülow, One of Miss de Leth’s unmarried sisters entered who bought the manor aft er the mother’s death in Vemmetoft e Secular Convent for Noblewomen, but, 1792, described it in his diary as a modest and very even so, lived for a while with a sister and brother- dilapidated house in one storey, with small leaded in-law in Kerteminde.
    [Show full text]