Annual Report 2021  
On track  
in turbulent  
ꢀmes  
NTG Nordic Transport Group A/S , Hammerholmen 47, 2650 Hvidovre , Business Reg. (CVR) no. 12546106  
 
Introducꢀon  
NTGꢁAnnual Report 2021ꢁ|ꢁ2  
Relying on a diverse workforce with locally  
anchored insights, NTG delivers value to  
customers by facilitaꢀng efficient transport  
soluꢀons worldwide.  
Through its Partnership Model, NTG combines  
the scale advantages of a large corporaꢀon  
with an entrepreneurial mindset, empowering  
people and encouraging an agile, adapꢀve, and  
customer-centric behaviour.  
 
Introducꢀon  
NTGꢁAnnual Report 2021ꢁ|ꢁ3  
Leꢂer to our stakeholders  
A year of  
remarkable change  
By the end of 2021, we were pleased to observe that NTG quali-  
fied for inclusion in the Nasdaq Copenhagen Large Cap Index,  
two years aꢃer the lisꢀng of NTG, with effect from January  
2022.  
While 2021 marked the 10-year anniversary  
of NTG, the year proved to be an important  
milestone in the history of NTG in more than  
one sense. The financial, operaꢀonal, and  
organisaꢀonal progress made in 2021 illustrate  
the success of the Group and the employees that  
embody it in rising to the new standards of a  
disrupted global logisꢀcs market.
Sustainability was another key theme of 2021 that aꢂracted in-  
creasing aꢂenꢀon from a diverse range of internal and external  
stakeholders. In 2021, NTG took significant steps to confirm our  
ESG commitment by becoming signatory of the United Naꢀons  
Global Compact. On top of this, we are pleased to launch NTG’s  
first stand-alone sustainability report presenꢀng our status and  
progress on the sustainability agenda.  
The financial results for 2021 were the best of NTG to date with  
EBIT for the first ꢀme passing the DKK 500 million mark. The  
strong financial performance was rooted in both divisions. The  
Road & Logisꢀcs division contributed considerably to NTG’s ex-  
pansion with four acquisiꢀons completed, adding approximately  
DKK 1 billion in revenue on an annualised basis. High organic  
growth was driven by strong demand and capacity shortages in  
the Road & Logisꢀcs division, while adaptability to the unprece-  
dented market condiꢀons led to significant growth and progress  
in the Air & Ocean division during the year.  
We are grateful to all NTG employees for their dedicaꢀon and  
to our customers, business partners, and other stakeholders for  
their support and collaboraꢀon in what became a remarkable  
year.  
Yours sincerely  
Michael Larsen  
Group CEO  
Eivind Kolding  
Chairman of the Board  
Eivind Kolding  
Michael Larsen  
Chairman of the Board  
Group CEO  
 
Introducꢀon  
NTGꢁAnnual Report 2021ꢁ|ꢁ4  
Table of contents  
11  
With four acquisiꢀons  
completed in 2021, NTG has  
made 27 acquisiꢀons since  
incepꢀon in 2011.  
M&A  
3
Leꢂer to our stakeholders  
Corporate maꢁers  
28  
30  
33  
35  
36  
Risk management  
Management review  
Corporate Governance  
Board of Directors  
Introducꢀon  
Group Management team  
Shareholder informaꢀon  
6
7
8
At a glance  
Performance highlights 2021  
Five-year financial overview  
10  
Quarterly financial overview  
Business model  
NTG’s business model is  
rooted in empowerment,  
decentralisaꢀon and  
collaboraꢀon.  
Strategy and targets  
40  
Quarterly financial overview  
10  
11  
13  
14  
15  
16  
Our business model  
Mergers & acquisiꢀons  
Sustainabilty  
Financial statements  
42  
47  
76  
Statements  
Powered by people  
Outlook 2022  
Notes  
Definiꢀon of financial highlights  
Capital structure  
Reports  
Follow us  
Performance  
78  
Statement of the Board of Directors  
and the Execuꢀve Board  
18  
21  
24  
Financial review  
79  
Independent Auditor’s Report  
Road & Logisꢀcs  
Air & Ocean  
Sustainability Report  
Read more  
Remuneraꢀon Report  
Read more  
Sustainability Report 2021  
An  
Parent Company Financial Statements  
important  
step  
84  
87  
Statements  
Notes  
Corporate Governance Report  
Read more  
Company reg. (CVR) no. 12546106  
 
NTGꢁAnnual Report 2021ꢁ|ꢁ5  
Introducꢀon  
At a glanceꢂ|ꢂPerformance highlights 2021ꢂ|ꢂFive-year financial overview  
Looking back at 2021, NTG took a great  
leap forward in the financial and commercial  
development of the business. Double-digit  
growth was realised, new companies and  
competencies were added, and operaꢀng  
procedures were adapted to accommodate  
market changes.  
 
Introducꢀon  
NTGꢁAnnual Report 2021ꢁ|ꢁ6  
At a glance  
NTG is an asset-light freight forwarder offering customised transport soluꢀons by
road, rail, air, and ocean. With a global reach based on local presence in mulꢀple
countries, and an internaꢀonal network of partners, we act as coordinator,
planner, and negoꢀator creaꢀng value for our customers by opꢀmising their
supply chains.
2011  
NTG is founded  
~1,900  
Employees  
~200  
Partners  
~70  
Subsidiaries  
27  
2
23  
Acquisiꢀons  
Divisions  
Countries  
based on the principles  
of empowerment and  
decentralisaꢀon  
who embody NTG in  
with ownership in local  
subsidiaries or shares in  
NTG  
with operaꢀonal acꢀviꢀes  
and locally anchored  
experꢀse  
made since incepꢀon  
Road & Logisꢀcs and  
with operaꢀons  
everything we do  
Air & Ocean  
 
Introducꢀon  
NTGꢁAnnual Report 2021ꢁ|ꢁ7  
Performance highlights  
2021  
Net revenue  
Adjusted EBIT  
Road & Logisꢀcs  
Air & Ocean  
7,302  
542  
24%  
21%  
21%  
(DKKm)  
(DKKm)  
2021  
7,302  
Net  
2021  
542  
external  
revenue  
2021  
76%  
2020  
5,332  
5,332  
2020  
261  
2019  
2019  
208  
2021 guidance of DKK 7,000-7,300 million.  
2021 guidance of DKK 520-550 million.  
Gross  
profit  
2021  
79%  
79%  
Adjusted free cash flow  
Return on invested capital before tax  
288  
(DKKm)  
50.8%  
(% of average invested capital)  
2021  
2020  
2019  
288  
314  
2021  
2020  
2019  
50.8%  
Adjusted  
EBIT  
2021  
34.3%  
30.2%  
110  
 
Introducꢀon  
NTGꢁAnnual Report 2021ꢁ|ꢁ8  
Five-year financial overview  
(DKKm)  
2021  
2020  
2019  
2018  
2017  
(DKKm)  
2021  
2020  
2019  
2018  
2017  
Income statement  
Net revenue  
Balance sheet statement  
7,301.9  
5,332.2  
5,332.0  
4,512.1  
2,896.2  
Addiꢀons to property, plant  
and equipment (excl. IFRS 16)  
12.0  
3,241.8  
-186.6  
780.2  
4.8  
2,328.2  
-208.1  
420.4  
37.3  
2,029.6  
-99.5  
17.8  
1,373.3  
-97.8  
17.7  
771.4  
-35.1  
Gross profit  
1,592.1  
1,238.4  
1,086.5  
876.6  
546.0  
Balance sheet total  
Operaꢀng profit before  
amorꢀsaꢀons,depreciaꢀons  
and special items (adj.EBITDA)  
Net working capital  
699.1  
429.3  
344.6  
196.8  
160.3  
Net interest-bearing debt*  
448.4  
493.6  
Operaꢀng profit before  
special items (adj. EBIT)  
Net interest-bearing debt  
(excl. IFRS 16)  
542.0  
-4.2  
260.7  
-5.4  
208.0  
-104.2  
-49.3  
8.3  
189.2  
-17.6  
-14.8  
111.5  
N/A  
157.6  
-1.2  
24.7  
1,339.6  
633.9  
-196.2  
794.0  
393.0  
-126.9  
728.3  
288.4  
-89.5  
647.8  
207.9  
-96.5  
Special items, net  
Invested capital*  
Total equity  
Net financial items  
-60.4  
385.3  
15.64  
15.35  
-45.3  
148.8  
5.61  
-7.7  
157.6  
Profit for the year  
111.5  
N/A  
N/A  
NTG Nordic Transport Group A/S’  
shareholders’ share of equity  
Earnings per share (DKK)  
Diluted earnings per share (DKK)  
-0.64  
-0.64  
557.7  
332.3  
240.4  
114.0  
91.9  
5.61  
N/A  
Non-controlling interests  
76.2  
60.7  
48.0  
93.9  
65.7  
Cash flow statement  
Operaꢀng acꢀviꢀes  
Invesꢀng acꢀviꢀes  
Free cash flow  
Financial raꢀos  
Gross margin  
461.6  
-166.7  
294.9  
463.3  
-158.5  
304.8  
314.2  
-248.8  
56.0  
201.5  
-52.3  
149.2  
110.0  
-126.7  
22.5  
117.4  
-19.6  
82.8  
-36.5  
46.2  
78.3  
-47.7  
-1.5  
21.8%  
7.4%  
23.2%  
4.9%  
20.4%  
3.9%  
19.4%  
4.2%  
18.9%  
5.4%  
Operaꢀng margin  
Conversion raꢀo  
ROIC before tax**  
Return on equity  
Solvency raꢀo  
97.7  
34.0%  
50.8%  
75.0%  
19.6%  
1.12  
21.1%  
34.3%  
43.7%  
16.9%  
0.98  
19.1%  
30.2%  
3.4%  
21.6%  
28.9%  
Adjusted free cash flow  
Financing acꢀviꢀes  
Cash flow for the year  
288.3  
-438.2  
-143.3  
115.3  
-108.9  
-11.1  
61.0%  
95.6%  
14.2%  
1.30  
15.1%  
20.4%  
Leverage raꢀo  
Employees  
Average number of employees  
1,621  
1,482  
1,380  
1,349  
734  
*
Presented 2018 figures for net interest-bearing debt and invested capital includes, respecꢀvely, DKK 583.1 million on lease liabiliꢀes and DKK 540.0 million on right-of-use assets from implementaꢀon of IFRS 16 in 2019. Refer to the  
Group’s 2019 Annual Report, note 1.1 for further descripꢀon of the change in accounꢀng pracꢀce related to implementaꢀon of IFRS 16 in 2019.  
** ROIC before tax is calculated using invested capital including right-of-use assets. The raꢀo is not presented before 2019, as figures will not be comparable following the material effects caused by implementaꢀon of IFRS 16 in 2019  
 
NTGꢁAnnual Report 2021ꢁ|ꢁ9  
Strategy and targets  
Our business model ꢂ|ꢂMergers & acquisiꢀonsꢂ|ꢂSustainabiltyꢂ|ꢂPowered by peopleꢂ|ꢂOutlook 2022ꢂ|ꢂCapital structure  
The employees of NTG conꢀnued a speedy  
course in 2021, demonstraꢀng team spirit  
and efforts to support customers in a fast-  
paced and ever-evolving environment.  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ10  
Our business model  
Freight forwarding is a people’s business, and the employees of NTG are our greatest  
asset. That is why our business model is rooted in the empowerment of employees,  
decentralisaꢀon of operaꢀons, and collaboraꢀon across the Group.  
Shipper  
Contract logisꢀcs  
Transport  
Contract logisꢀcs  
Last mile  
Consignee  
NTG Services  
NTG Services  
Shipment bookings  
& surveillance  
Pick-up &  
handling  
Warehousing  
& cross-docking  
Customs Clearance,  
Warehousing &  
cross-docking  
Customs Clearance,  
Documentaꢀon, & Insurance  
Labelling, picking,  
Distribuꢀon and  
Documentaꢀon, & Insurance  
Subcontracted  
& packing  
last-mile  
Key value drivers  
People  
Entrepreneurship  
Informaꢀon technology  
Knowhow & experꢀse  
Global network  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ11  
Consideraꢀons and principles applied  
Mergers & acquisiꢀons  
Acquisiꢀons are an integral part of NTG’s business model, and a catalyst for new  
capabiliꢀes, growth, and value-creaꢀon. We invest in freight forwarders to add scale,  
capabiliꢀes, and aꢂract talent. By deploying an acquisiꢀve growth strategy, we enhance  
our value proposiꢀon to customers, shareholders, and other stakeholders.  
in M&A transacꢀons  
I
II  
Target freight  
forwarders with asset-light  
business models.  
Focus on scale and  
competencies that complement  
exisꢀng operaꢀons.  
III  
IV  
Appoint and incenꢀvise  
management team.  
Idenꢀfy areas of synergies and  
future value-creaꢀon.  
Building capabiliꢀes and scale  
When profound organisaꢀonal affiliaꢀons exist, acquisiꢀons are  
V
VI  
NTG pursues acquisiꢀons of asset-light companies within the  
freight forwarding industry to add scale, services, specialist  
competencies, and footholds in new markets. By obtaining new  
capabiliꢀes, the breath of the Group’s service offering expands,  
enhancing the overall compeꢀꢀveness and value proposiꢀon of  
NTG to customers.  
a means of aꢂaining such talent more quickly than aꢂracꢀng or  
Migraꢀon to common  
IT plaꢁorm.  
Track integraꢀon diligently,  
capture synergies, and  
accelerate development.  
developing it internally.  
As the globally interconnected operaꢀng framework of NTG  
allows for such affiliaꢀons to prevail and prosper, acquisiꢀons  
generally give rise to enhanced career opportuniꢀes for both  
incumbent and new employees of NTG.  
Acquisiꢀons completed in 2021  
With a decentralised operaꢀng framework that embeds the  
merits of smaller players, as well as the scale and diversificaꢀon  
benefits of larger players, NTG acts as an incubator for small- to  
medium-sized targets to accelerate growth while miꢀgaꢀng  
risks arising out of a change of control situaꢀon.  
Creaꢀng value  
LGT GROUP  
~600 DKKm Revenue 2020  
By deploying an acquisiꢀve growth strategy to promote con-  
solidaꢀon in markets with mulꢀple players too small to achieve  
scale economies, it is possible to add value by leveraging the  
scale, abiliꢀes, and standardised operaꢀng procedures of the  
Group.  
Aꢁracꢀng and retaining talent  
NTG is based on the philosophy of freight forwarding being a  
people’s business, reliant on entrepreneurial professionals with  
an extensive network of relaꢀonships to succeed.  
For smaller candidates, primary areas of synergies include  
savings within procurement and back-office, while larger  
candidates, oꢃen already operaꢀng at a scale, generally bring  
best pracꢀces, cross-selling opportuniꢀes, and access to new  
markets, niches, and services, as well as collecꢀve procurement  
benefits driven by increased scale.  
Cargorange  
Neptun  
Twente  
~130 DKKm  
Revenue 2020  
~175 DKKm  
Revenue 2019/2020  
~50 DKKm  
Revenue 2020  
In many cases, small- to medium-sized enterprises incubate  
entrepreneurial talents by offering versaꢀle areas of respon-  
sibiliꢀes, a flat hierarchy, and opportuniꢀes for co-creaꢀon.  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ12  
Case in point:  
Revenue 2020:  
The acquisiꢀon of LGT Group  
597 DKKm  
EBIT 2020:  
On 16 July 2021, NTG announced  
the acquisiꢀon of LGT Group  
AB (LGT), a furniture logisꢀcs  
specialist providing tailor-made  
transportaꢀon concepts for  
furniture manufacturers, importers,  
wholesalers, and retailers.  
By joining forces with NTG, LGT became set  
to further develop and scale the business. By  
enhancing its one-stop-shop offering with  
NTG’s porꢄolio of cross-European road and  
logisꢀcs and global air and ocean soluꢀons,  
LGT expanded its offering to include mulꢀple  
new geographies and services.  
47 DKKm  
Read the Company announcement  
on the acquisiꢀon of LGT  
While mulꢀple overlaps with the exisꢀng busi-  
ness enable cross-selling opportuniꢀes across  
NTG’s footprint in the Nordics, the acquisiꢀon  
also represents another disꢀnct plaꢄorm for  
organic and acquisiꢀve growth, following  
finalisaꢀon of the integraꢀon, like those of  
NTG’s exisꢀng niche subsidiaries.  
LGT’s acꢀviꢀes are based out of Denmark,  
Sweden, and Finland. The group operates  
approximately 135,000 square metres of  
cross-docking and warehousing faciliꢀes  
that represent the backbone of the group’s  
full-service furniture coverage across the  
Nordics.  
Horsens  
Tibro  
Bjärnum  
Lahꢀ  
Segment  
Segment  
Segment  
Segment  
Each enꢀty of LGT conꢀnued as a stand-alone  
subsidiary of NTG. The exisꢀng management  
teams in each subsidiary conꢀnued in their  
current roles and reinvested in the respecꢀve  
local enꢀꢀes in accordance with NTG’s Part-  
nership Model.  
A minor part of the group’s operaꢀons, locat-  
ed in Bjärnum, Sweden, involves third-party  
logisꢀcs soluꢀons serving several sectors  
with transport, handling, and warehousing  
soluꢀons.  
Furniture logisꢀcs  
Furniture logisꢀcs  
Third-party logisꢀcs  
Furniture logisꢀcs  
Share of total  
revenue  
Share of total  
revenue  
Share of total  
revenue  
Share of total  
revenue  
(LTM* as per May-21)  
(LTM* as per May-21)  
(LTM* as per May-21)  
(LTM* as per May-21)  
Annual synergies of approximately DKK 10  
million related to volumes redirected to NTG’s  
exisꢀng network, procurement synergies, and  
IT standardisaꢀon iniꢀaꢀves are expected  
following compleꢀon of the integraꢀon.  
Building a new niche  
The acquisiꢀon of LGT represents the estab-  
lishment of another niche within NTG’s Road  
& Logisꢀcs division that include specialist  
competences in furniture groupage consign-  
ments.  
~45 %  
~40 %  
~10 %  
~5 %  
Employees  
Employees  
Employees  
Employees  
For addiꢀonal informaꢀon of the acquisiꢀon  
~130 FTEs  
~130 FTEs  
~30 FTEs  
~30 FTEs  
of LGT, reference is made to note 7.1  
* LTM = Last Twelve Months  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ13  
Sustainability  
In 2021, NTG became signatory of United Naꢀons Global Compact to  
formally commit to promoꢀng the ten universally accepted principles within  
human rights, labour standards, environment, and anꢀ-corrupꢀon included  
in the framework.  
Sustainability Report 2021  
An  
important  
step  
Company reg. (CVR) no. 12546106  
NTG intends to work systemaꢀcally within the UN Global Compact  
framework with key ESG topics material to the Group to provide  
substanꢀal acꢀons relevant for our business acꢀviꢀes with an  
ulꢀmate view of creaꢀng long-term value for our stakeholders.  
Employees  
Our ability to fulfil these regulatory requirements and maintain  
our integrity across our value chain is a material subject for NTG.  
Consequently, we have built a best-in-class legal compliance pro-  
gram which is designed to fulfil global requirements and enables  
our employees to conduct business in a respectable manner that  
benefits both our customers and our business partners.  
Sustainability Report  
NTG launches its first stand-  
alone Sustainability Report  
As freight forwarding is a people’s business, our employees are  
central to everything we do, and their dedicaꢀon and talent are the  
main assets of the Group. Our business model rooted in an entre-  
preneurial mindset, decentralisaꢀon of operaꢀons and cooperaꢀon  
across enꢀꢀes stood the test of ꢀme in 2021 with employees being  
challenged by the ever-evolving and unpredictable pandemic in  
their efforts of delivering excellent customer service.  
NTG’s Sustainability Report is part of Management’s Review and  
consꢀtutes our annual Communicaꢀon on Progress to the UN  
Global Compact and our statutory reporꢀng on corporate social  
responsibility, gender composiꢀon of senior management, and  
data ethics as prescribed by secꢀons 99a, 99b, 99d and 107d of  
the Danish Financial Statements Act. Further, the Sustainability  
Report contains NTG’s reporꢀng on the EU Taxonomy regulaꢀon  
framework to facilitate sustainable investment. The Sustainability  
Report is availble at hꢂps://ntg.com/about/sustainability/.  
Securing a safe, healthy, and evolving workplace, and providing  
talent-based advancement opportuniꢀes for all employees on an  
equal and non-discriminatory basis are highly important to NTG’s  
future success.  
NTG became UN Global Compact signatory in 2021  
Responsible business pracꢀces  
Employee gender diversity:  
Environment and climate  
NTG is subject to extensive regulatory requirements on anꢀ-cor-  
rupꢀon, sancꢀons, import/export control and compeꢀꢀon. Our  
business model, which entails the use of many different suppli-  
ers as well as servicing customers world-wide, encapsulates a  
considerable risk factor. It is imperaꢀve for us to be compliant with  
applicable regulaꢀons as we are commiꢂed to responsible and  
ethical business pracꢀses. In case of non-compliance, we may face  
significant fines, claims, and loss of reputaꢀon, potenꢀally harming  
our credibility and relaꢀonship with our stakeholders.  
3,033 tonnes CO2  
As an asset-light freight forwarder, most of NTG’s climate impact  
relates to indirect emissions from transport acꢀviꢀes performed  
by our suppliers. Therefore, we see collaboraꢀon with customers  
and support from suppliers as the most important step in our  
efforts of reducing our transport-related carbon emissions. When  
customers want to engage in minimising the environmental impact  
from their supply chain, we have several opportuniꢀes for collabo-  
raꢀon with significant results obtainable, including use of vehicles  
running on alternaꢀve fuels offered on specific routes.  
CO2e Scope 1+2 emissions in 2021  
32.7% Female  
67.3% Male  
527,775 tonnes CO2  
CO2e Scope 3 emissions in 2021  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ14  
Malene Mølgaard  
Powered by people  
By promoꢀng an open-minded and adapꢀve approach, NTG strives  
to aꢂract and retain talented individuals in the freight forwarding  
business. Through empowerment and delegaꢀon of decision-making  
and responsibility, NTG relies on competent employees to fulfil our  
ambiꢀon of being customers’ preferred transport soluꢀons provider.  
Sales Manager & Partner, NTG Nordic  
Part of NTG since 2011  
Having embarked upon an exciꢀng journey as the first Sales  
Manager in NTG Nordic at incepꢀon 10 years ago, I have  
had the privilege of working in a mulꢀfaceted posi-  
ꢀon with competent, commiꢂed, and entrepreneurial  
colleagues. Whether trainee or seasoned employee,  
one’s personal drive and efforts of managing many and  
diverse tasks are appreciated in a fast-paced organ-  
isaꢀon like NTG. With its informal atmosphere and  
non-hierarchical structure, NTG is characterised by  
mutual trust and respect between management  
and staff.  
NTG’s values  
·
·
·
·
·
We are passionate about customers  
Our people are our greatest asset  
We are entrepreneurial  
We are open-minded  
Our employees – our greatest asset  
Nearly 1,900 highly skilled and dedicated employees are at the  
heart of NTG’s business, far more important than any other  
asset we make use of. NTG’s success depends on engaged,  
entrepreneurial, and passionate people with profound local  
insights and an agile and adapꢀve approach towards servicing  
We are agile and responsive  
Mikael Sandenas  
our clients. Therefore, the business model of NTG is based on  
a carefully craꢃed operaꢀng framework to aꢂract, retain, and  
incenꢀvise employees. The framework is rooted in a mindset  
of empowering employees to take ownership of the customers  
they serve, by delegaꢀng authority and decision-making.  
Heino de Waal  
Managing Director & Partner, NTG Air & Ocean Sweden  
Part of NTG since 2016  
Regional Director, West Road & Logisꢀcs  
Former Partner and COO in Ebrex  
Part of NTG since 2019  
The Partnership Model and decentralised structure  
are unique components of NTG’s business model.  
Operaꢀonal independence, freedom to seize opportu-  
niꢀes, and flexibility and agility of decision-making in  
combinaꢀon with strong centralised support  
– if or when needed – encourage empow-  
erment and retenꢀon of business-minded,  
self-driven people. I believe our staff is  
I am constantly fascinated by the entrepreneurial spirit  
pervading NTG. In my role as Regional Director for Road  
& Logisꢀcs in the Area West with four markets, and as a  
key stakeholder in M&A originaꢀon, execuꢀon, and  
integraꢀon acꢀviꢀes, I have had the pleasure of  
engaging with knowledgeable, skilled, and seasoned  
colleagues who demonstrate a high degree of  
professionalism. 2021 was a challenging year,  
and I have been proud of heading several  
Employee co-ownership  
With our Partnership Model, many of NTG’s subsidiaries have  
been or are partly owned by employees – the partners. NTG  
believes this setup disꢀnguishes its services from those of  
its compeꢀtors and contributes posiꢀvely to NTG’s efforts  
of recruiꢀng and retaining talents. The partners are granted  
commercial responsibility and flexibility within a pre-defined  
framework, tailored to the dynamics of the individual markets,  
to cater for local cultures, condiꢀons, and customs. In addiꢀon  
to the Partnership Model, NTG has a retenꢀon program in place  
through a share-based incenꢀve scheme.  
the most important asset, and I consider  
diversity, communicaꢀng with honesty,  
and a trust-based atmosphere crucial  
business units with extremely experienced  
for the employees to be responsive  
and organised people, who have truly  
and deliver a service level towards our  
demonstrated the value of teamwork.  
customers that is second to none.  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ15  
Outlook 2022  
NTG now expects to deliver DKK 1 billion in adjusted EBIT no  
later than 2027. NTG will strive to achieve the medium-term  
target with organic growth and M&A, financed by the cash flow  
and credit faciliꢀes of the Company.  
2022 Outlook  
Revenue  
Forward-looking  
statements  
For the full-year 2022, we expect a net revenue  
of DKK 7,800-8,300 million and an adjusted  
EBIT of DKK 570-630 million.  
This document contains  
forward looking statements  
which are subject to risk  
DKK 7,800-8,300 million  
The outlook for 2022 includes full-year effects of the acquisi-  
ꢀons of Cargorange, Twente Express, Neptun Transport, and  
LGT Group. Financial results in 2021 were posiꢀvely affected  
by a DKK 20 million posiꢀve one-off effect related to the early  
terminaꢀon of a previously impaired lease agreement in Swit-  
zerland.  
The medium-term target is based on a net interest-bearing debt  
to EBITDA raꢀo of less than 3.0. The medium-term target does  
not include assumpꢀons of capital raises in the equity capital  
markets albeit NTG will conꢀnue to evaluate capital increases as  
a source of funding for larger acquisiꢀons.  
factors associated with,  
DKK 7,302 million in 2021  
amongst others, the economic  
and business circumstances  
occurring from ꢀme to ꢀme in  
the countries and markets in  
which NTG Nordic Transport  
Group A/S and its subsidiaries  
operate. It is believed that  
the expectaꢀons reflected in  
these statements are reason-  
able, but they may be affected  
by a wide range of variables,  
which could cause actual re-  
sults to differ materially from  
those currently anꢀcipated.  
Adjusted EBIT  
DKK 570-630 million  
The medium-term target is based on the principal assumpꢀons  
of a stable macroeconomic environment and NTG conꢀnuing to  
develop the business, establish start-ups, and execute its M&A  
agenda.  
DKK 542 million in 2021  
The focus in 2022 will be on a combinaꢀon of opꢀmisaꢀon of  
exisꢀng businesses, cost control, and execuꢀon of the growth  
strategy. The outlook for 2022 assumes a stable macroeco-  
nomic environment with no addiꢀonal material adverse events  
affecꢀng regional and global cargo volumes and trade paꢂerns.  
Medium-term financial target  
NTG expects to deliver DKK 1,000  
million in adjusted EBIT no later than  
2027.  
Medium-term financial targets  
In connecꢀon with the lisꢀng of NTG on Nasdaq Copenhagen  
on 9 October 2019, medium-term targets were introduced as  
a supplement to the annual financial outlook. The targets were  
based on a three-to-five-year horison.  
With an adjusted EBIT margin of 7.4% in 2021, NTG delivered  
a margin above the medium-term target of 4-5%. Based on the  
development in 2021, NTG hereby introduces a new medi-  
um-term financial target replacing all previous targets.  
 
Strategy and targets  
NTGꢁAnnual Report 2021ꢁ|ꢁ16  
Capital structure  
The Group’s capital structure supports the  
realisaꢀon of NTG’s growth targets by maintaining  
a capital buffer for investments in organic growth,  
acquisiꢀons, and other strategic iniꢀaꢀves.  
·
Distribute capital in excess of long-term needs to shareholders  
In 2022, we primarily intend to use available financial resources  
and free cash flow to invest in start-ups, acquisiꢀons, and share  
buy-back programs. In case of larger acquisiꢀons, we will invesꢀ-  
gate addiꢀonal sources of funding, including the debt and capital  
markets or payment in shares.  
In 2022, available financial  
resources will be allocated  
mainly to investments in start-  
ups, acquisiꢀons, and share  
buy-back programs.  
through share buy-back programs.  
The Board of Directors evaluates the capital structure on a re-  
curring basis in relaꢀon to the financial posiꢀon, expected future  
cash flow, and the ability to engage in value-adding acquisiꢀons.  
The allocaꢀon of capital for acquisiꢀons and share buy-backs  
takes priority over payment of dividends.  
Financing  
Dividends  
No dividend payment is pro-  
posed for 2021.  
The cash conversion of operaꢀonal acꢀviꢀes is the Group’s main  
source of incoming cash flow, underpinned by an asset-light busi-  
ness model, whereby most operaꢀonal assets are owned and op-  
erated by subcontractors and only trailers and a few warehouses  
are leased by NTG, and supplemental loan faciliꢀes to cover  
temporary liquidity needs in connecꢀon with larger investments.  
In line with the capital allocaꢀon principles, no dividends have  
been proposed for 2021.  
To promote an efficient capital structure, miꢀgate credit risks,  
and accommodate the increasing focus on payment terms as a  
compeꢀꢀve parameter, NTG has entered into a receivables pur-  
chase agreement. The agreement took effect in the first quarter  
of 2022.  
We target a leverage raꢀo, defined as net interest-bearing debt  
including effects of IFRS 16 relaꢀve to EBITDA before special  
items, below 3.0x. This level may be exceeded temporarily follow-  
ing significant acquisiꢀons.  
Ring-the-bell  
Partners owning minority shares in NTG subsidiaries may offer  
these to the Parent Company following a pre-determined ring-  
the-bell procedure, cf. Shareholder Informaꢀon secꢀon on page  
37. Partners cannot be forced to ring the bell, and no pre-defined  
iniꢀaꢀon of any ring-the-bell process exists. As such, capital re-  
quirements to acquire non-controlling interests as part of a given  
partner’s ring-the-bell process are generally not known unꢀl one  
year prior to the date of the first share swap.  
Design of capital structure  
The capital structure is designed in accordance with the following  
medium-term strategic objecꢀves:  
·
·
Maintain a leverage raꢀo in line with the target.  
Secure a sufficient capital buffer for investments in organic  
growth, acquisiꢀons, and other strategic iniꢀaꢀves.  
Capital requirements to enable future ring-the-bell share swaps  
are evaluated on an ongoing basis.  
·
Acquire minority shareholders’ shares in subsidiaries and  
obligaꢀons under share-based incenꢀve programs.  
Investments  
Since the incepꢀon of NTG in 2011, all acquisiꢀons have been  
financed by means of exisꢀng capital resources.  
 
NTGꢁAnnual Report 2021ꢁ|ꢁ17  
Performance  
Financial reviewꢂ|ꢂRoad & Logisꢀcsꢂ|ꢂAir & Ocean  
The hard work of NTG’s employees in the  
Road & Logisꢀcs and Air & Ocean divisions led  
to record results in 2021.  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ18  
Financial review  
Revenue full-year growth components  
Disconꢀnued  
Net revenue totalled DKK 7,302 million with an  
adjusted EBIT of DKK 542 million, leading to an  
operaꢀng margin of 7.4 %. Realised financial results  
for 2021 are in line with the published outlook.  
Other organic  
growth  
Total organic  
growth  
Mergers &  
acquisiꢀons  
Currency  
translaꢀon  
acꢀviꢀes  
Start-ups  
Total growth  
Total  
-2.2%  
-1.2%  
-6.5%  
0.5%  
0.2%  
1.5%  
26.5%  
15.5%  
71.5%  
24.8%  
14.5%  
66.5%  
12.2%  
15.2%  
0.0%  
-0.1%  
0.1%  
36.9%  
29.8%  
65.9%  
Road & Logisꢀcs  
Air & Ocean  
-0.6%  
Condensed income statement (DKKm)  
Financial performance  
ROIC landed on 50.8 % driven by the increase in EBIT partly  
offset by the four acquisiꢀons in the Road & Logisꢀcs Division  
throughout the year.  
2021  
2020  
Both divisions presented strong revenue development in 2021  
concurrently with improved results, leading to top-line growth  
of 36.9 % and an increase in adjusted EBIT of 107.9 % compared  
to 2020. Development of exisꢀng business was the main growth  
driver, whereas acquisiꢀons further contributed to expanding  
NTG’s footprint. Restructuring of low-performing business  
areas provided a slight revenue deterioraꢀon.  
Net revenue  
Direct costs  
Gross profit  
7,301.9  
-5,709.8  
1,592.1  
5,332.2  
-4,093.8  
1,238.4  
Integraꢀon of companies acquired in 2021 is progressing as  
planned. Special items expenses of DKK 4 million mark the  
finalised integraꢀon of acquisiꢀons from 2020.  
Other external expenses  
Staff costs  
-209.5  
-683.5  
699.1  
-219.5  
-589.6  
429.3  
Although the acquisiꢀon of LGT in Q3 had a significant upward  
effect on NIBD, the Group’s leverage raꢀo including effects of  
IFRS 16 remained at 1.1x EBITDA before special items.  
Market volaꢀlity, capacity shortage and increased pressures on  
input factor prices yielded a gross margin of 21.8 %, represent-  
ing a decline of 1.4 percentage points from 2020. Focus on effi-  
cient use of resources and hard work from all employees raised  
the Group’s operaꢀng margin to 7.4 %, up from 4.9 % in 2020.  
Adj. EBITDA  
Amorꢀsaꢀons and depreciaꢀons  
-157.1  
-168.6  
Adj. EBIT  
542.0  
260.7  
Gross margin  
21.8%  
7.4%  
23.2%  
4.9%  
Adjusted cash flow for 2021 came to DKK 288 million, repre-  
senꢀng a decrease of DKK 26 million since 2020, mainly caused  
by higher working capital commitment in the Air & Ocean divi-  
sion stemming from increased acꢀvity and a shiꢃ of payment  
terms in the post-COVID marketplace.  
Operaꢀng margin  
Conversion raꢀo  
34.0%  
21.1%  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ19  
Net revenue and Gross margin  
(DKKm)  
Adjusted EBIT and Operaꢀng margin  
(DKKm)  
Net interest-bearing debt and Leverage raꢀo  
(DKKm)  
780  
542  
7,302  
21.8%  
5,332  
23.2%  
5,332  
494  
18.9%  
2,896  
4,512  
19.4%  
448  
420  
20.4%  
2019  
261  
5.4%  
158  
1.30  
0.98  
7.4%  
208  
189  
1.12  
4.9%  
4.2%  
3.9%  
N/A  
2017  
2018  
2020  
2021  
2017  
2018  
2019  
2020  
2021  
2017  
2018  
2019  
2020  
2021  
Net revenue  
Gross margin  
Adjusted EBIT  
Operaꢀng margin  
Net interest-bearing debt  
Leverage raꢀo  
Income  
The Road & Logisꢀcs division contributed a total growth of  
29.8 %, affected by acquisiꢀons and organic growth in equal  
measures.  
Other external expenses totalled DKK 210 million in 2021  
(2020: 220 million). The decrease was affected by disconꢀnua-  
ꢀon of non-profitable acꢀviꢀes, offset by acquisiꢀons complet-  
ed during the year.  
Net revenue totalled DKK 7,302 million in 2021 (2020: DKK  
5,332 million), corresponding to a growth of 36.9 %. Organic  
growth was 27.0 %, driven by higher market acꢀvity result-  
ing in a general rise in freight prices and increase in volumes.  
Acquisiꢀon growth was 12.2 %, driven by the addiꢀon of LGT,  
Cargorange, Neptun and Twente and to a lesser extent full-year  
effect of acquisiꢀons in 2020. Close-down of acꢀviꢀes affected  
growth by negaꢀve 2.2 %, whereas currency fluctuaꢀons affect-  
ed growth by negaꢀve 0.1 %.  
107.9%  
The Air & Ocean division contributed a total growth of 65.9 %,  
mainly driven by the increase in pass-through freight rates.  
Growth in adjusted EBIT  
from 2020 to 2021  
Staff costs totalled DKK 684 million in 2021 (2020: DKK 590  
million). The increase was mainly due to inclusion of new acqui-  
siꢀons completed in 2021 and launch of new services, partly  
offset by disconꢀnued acꢀviꢀes.  
Gross profit totalled DKK 1,592 million in 2021 (2020: DKK  
1,238 million), providing a gross margin of 21.8 % (2020: 23.2  
%). The decline in gross margin was affected by an increase in  
input factor prices, mainly market rates in the Air and Ocean  
segments, and to a lesser extent rise in diesel prices. Acquisi-  
ꢀons during the year provided a net posiꢀve impact on gross  
margins.  
Amorꢀsaꢀon and depreciaꢀon totalled DKK 157 million in 2021  
(2020: DKK 169 million). The development was mainly related  
to depreciaꢀon of right-of-use assets under IFRS 16. Addiꢀon of  
depreciaꢀon on right-of-use assets from acquisiꢀons completed  
in 2021 were more than offset by a net posiꢀve one-off effect  
NTG experienced growth on all the Group’s largest geographical  
markets, mainly driven by Denmark (27.7 %), Germany (37.2%),  
Sweden (45.1 %), and Finland (47.4 %). Certain countries with  
limited NTG presence saw a decline in revenue following discon-  
ꢀnuaꢀon of non-profitable acꢀviꢀes.  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ20  
from the early terminaꢀon of a previously impaired lease agree-  
Cash flow  
DKK 25 million (31 December 2020: negaꢀve DKK 196 million).  
Increase in NIBD is mainly affected by the acquisiꢀon of LGT.  
The leverage raꢀo including effects of IFRS 16 was 1.1x EBITDA  
before special items.  
ment in Switzerland.  
Cash flow from operaꢀng acꢀviꢀes totalled DKK 462 million  
in 2021 (2020: DKK 463 million). The development was mainly  
driven by an increase in adjusted EBIT, offset by an increase in  
net working capital commitment during 2021 and cash seꢂle-  
ment of an exercised warrants program.  
Adjusted EBIT totalled DKK 542 million in 2021 (2020: 261 mil-  
lion) providing an operaꢀng margin of 7.4 % (2020: 4.9 %). Road  
& Logisꢀcs contributed a further DKK 183 million to adjusted  
EBIT (74.0 % increase), whereas Air & Ocean contributed a fur-  
ther DKK 100 million to adjusted EBIT (828.1 % increase).  
Invested capital totalled DKK 1,340 million as of 31 December  
2021 (31 December 2020: DKK 794.0 million). Excluding the ef-  
fects of IFRS 16, invested capital would total DKK 627 million (31  
December 2020: DKK 240 million). Return on average invested  
capital before tax, but including goodwill and effects of IFRS 16,  
was 50.8 % in 2021 (2020: 34.3 %).  
Cash flow from invesꢀng acꢀviꢀes was negaꢀve DKK 167  
million in 2021 (2020: negaꢀve DKK 159 million). Cash ouꢄlows  
are mainly related to the four acquisiꢀons completed during  
the year. Adjusted free cash flow, defined as cash flow from  
operaꢀng and invesꢀng acꢀviꢀes adjusted for special items, ac-  
quisiꢀon of business acꢀviꢀes, and repayment of lease liabiliꢀes,  
totalled DKK 288 million in 2021 (2020: DKK 314 million).  
Non-controlling interests’ share of adjusted EBIT was 8.1 % in  
2021 (2020: 11.7 %).  
Special item expenses totalled DKK 4 million in 2021 (2020:  
DKK 5 million), related to compleꢀng the integraꢀon of Ebrex,  
acquired in 2020.  
Cash flow from financing acꢀviꢀes was negaꢀve DKK 438  
million in 2021 (2020: negaꢀve DKK 249 million). Increased cash  
ouꢄlows were mainly seꢂling legacy loans in the acquired LGT  
Group, increased share buyback acꢀvity and cash seꢂlement  
of certain Ring-the-bell transacꢀons. Proceeds from loans in  
connecꢀon with the acquisiꢀon of LGT partly offset the effects.  
“Following the compleꢀon  
of four acquisiꢀons in  
2021, the sound capital  
structure of NTG  
Net financial expenses totalled DKK 60 million in 2021 (2020:  
DKK 45 million). The increase was mainly caused by currency  
exchange rate adjustments and certain other financial expens-  
es. IFRS 16 interest expenses remained constant compared to  
2020.  
reflects our ability to  
generate a high return  
on invested capital.”  
The effecꢀve tax rate for 2021 was 19.3 % (2020: 29.1 %),  
affected by non-taxable income related to early terminaꢀon  
of the previously impaired lease agreement in Switzerland and  
uꢀlisaꢀon of tax-losses from prior periods following turn-around  
of certain previously non-profitable acꢀviꢀes.  
Capital resources  
Net working capital totalled negaꢀve DKK 187 as of 31 De-  
cember 2021 (31 December 2020: negaꢀve DKK 208 million).  
Deterioraꢀon is mainly caused by a higher cash commitment  
in the Air & Ocean segment following longer transit ꢀmes and  
a shiꢃ in the market terms, favouring prepayments. A conꢀn-  
ued focus on strict cash management across all business areas  
offsets the effects.  
Chrisꢀan D. Jakobsen  
Group CFO  
Profit for the year totalled DKK 385 million in 2021 (2020: DKK  
149 million). Earnings per share was DKK 15.64 per share (2020:  
DKK 5.61 per share), whereas diluted earnings per share was  
DKK 15.35 per share in 2021 (2020: DKK 5.61 per share).  
Net interest-bearing debt totalled DKK 780 million as of 31 De-  
cember 2020 (31 December 2020: DKK 420 million). Excluding  
the effects of IFRS 16, net interest- bearing debt would total  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ21  
Road & Logisꢀcs  
Countries with  
subsidiaries  
Denmark  
Estonia  
The Road & Logisꢀcs division reported an  
adjusted EBIT of DKK 430 million in 2021,  
compared to DKK 247 million in 2020,  
represenꢀng a growth of 74.0%. The financial  
results for 2021 were driven by a combinaꢀon  
of successful iniꢀaꢀves to safeguard capacity on  
behalf of customers, increased efficiency, and  
operaꢀng leverage.  
Finland  
Germany  
Hungary  
Latvia  
Lithuania  
Netherlands  
Norway  
Poland  
Russia  
Spain  
Condensed income statement  
Sweden  
(DKKm)  
2021  
2020  
Switzerland  
Turkey  
Net external revenue  
Gross profit  
5,547.7  
1,259.9  
-144.7  
429.8  
4,274.7  
979.3  
-153.9  
247.0  
Ukraine  
United Kingdom  
Amorꢀsaꢀons and depreciaꢀons  
Adj. EBIT  
Gross margin  
22.7%  
7.7%  
22.9%  
5.8%  
Operaꢀng margin  
Conversion raꢀo  
34.1%  
25.2%  
52  
17  
Countries with local  
presence  
76%  
Share of Group revenue  
Operaꢀonal  
subsidiaries  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ22  
Albeit the COVID-19 pandemic remained very present in 2021, economic  
recovery and surging demand for goods led to structural market imbalances.  
Transparent communicaꢀon and flexible procedures were key success  
factors in procuring capacity for customers.  
Case: Managing the complexiꢀes of Brexit  
“The results for 2021  
reflect the ability of  
our organisaꢀon to  
successfully monitor  
and adapt to changes  
in the market, and  
I look forward to  
embarking on another  
evenꢄul year of  
change in 2022”.  
Jesper E. Petersen  
In anꢀcipaꢀon of the UK’s withdrawal from  
the EU, effecꢀve 1 January 2021, NTG  
established a specialised customs brokerage  
department in the UK.  
Market highlights  
Business highlights  
A combinaꢀon of transnaꢀonal labour shor-  
tages, changes to the poliꢀcal environment,  
and equipment shortages triggered infla-  
ꢀonary effects on the cost of European road  
freight in 2021. Shortages of drivers, rising  
fuel prices, and delays in delivery of newbuild  
trucks turned into structural challenges in all  
markets.  
The Road & Logisꢀcs division surpassed  
pre-pandemic acꢀvity levels in 2021, and a  
combinaꢀon of strong demand in the context  
of capacity shortages, operaꢀng leverage,  
and acquisiꢀons resulted in the best financial  
results in the history of the Road & Logisꢀcs  
division.  
In the fourth quarter of 2020, NTG established an in-house  
customs department to support customers in transiꢀoning to  
the new customs regime applicable to consignments between  
EU and UK in the wake of Brexit.  
Financial review  
CEO Road & Logisꢀcs  
In the UK, new customs procedures and  
documentaꢀon requirements affected UK  
trade flows, and volumes plunged in the first  
quarter of the year. The situaꢀon gradually  
normalised, however, a vast number of drivers  
remained reluctant of returning due to immi-  
graꢀon and travelling restricꢀons inflicted by  
Brexit and COVID-19.  
Net revenue totalled DKK 5,548 million in  
2021 (2020: 4,275 million), corresponding to  
a growth of 29.8 %. Organic growth was 14.5  
%, mainly from rise in volumes and prices,  
whereas acquisiꢀon growth was 15.2 % from  
acquisiꢀon in 2021 and full-year effect of  
acquisiꢀons from 2020. Currency fluctuaꢀons  
affected posiꢀvely by 0.1 %.  
Ever since 1 January 2021, the department has assisted  
customers across NTG subsidiaries with around-the-clock cus-  
toms declaraꢀons and related consultancy services. Based on  
the demand for customs services, the team hasꢀly expanded  
to include more than 20 specialists.  
Thanks to the agility of the Briꢀsh organisaꢀon and a team ef-  
fort by NTG subsidiaries across Europe, customs declaraꢀons  
became an integral and much sought for road freight service in  
the UK in 2021.  
Another key theme for the road freight  
markets in 2021 was the global shortages of  
semiconductor chips. Not only did the short-  
ages hamper supply of newbuild trucks, but it  
also affected the demand for transportaꢀon  
services within the automoꢀve industry.  
Acꢀvity within the verꢀcal remained subdued  
throughout the year alongside producꢀon  
halts and reduced throughput.  
Gross profit totalled 1,260 million in 2021  
(2020: DKK 979 million). Rise in input prices  
had a negaꢀve effect on gross margins,  
although sales price adaptaꢀon alleviated the  
pressure. Adjusted EBIT totalled 430 million  
(2020: 247 million), the increase partly driven  
by raised acꢀvity levels, acquisiꢀons and  
restructuring of low-performing acꢀviꢀes.  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ23  
Net revenue  
(DKKm)  
A rebound in primarily the construcꢀon and  
manufacturing sectors was the main driver  
of the surging demand for road freight, and  
acꢀvity in major geographies surpassed those  
of previous years.  
integraꢀons of LGT and Neptun Transport are  
expected to be finalised by 2023. Both inte-  
graꢀon processes are proceeding according  
to plan.  
intensify collaboraꢀons with subcontractors  
to accommodate the new rules and proce-  
dures. The capacity situaꢀon will be mon-  
itored closely, and all measures necessary  
to safeguard capacity on behalf of exisꢀng  
and new customers will be launched as the  
situaꢀon unfolds.  
5,548  
4,275  
4,122  
2019  
3,641  
2018  
Focus areas for 2022  
The road freight markets in Europe are set for  
2,485  
However, capacity constraints hampered the  
ability to grow controlled volumes in line with  
addressable demand, and the retenꢀon and  
procurement of capacity for exisꢀng cus-  
tomers was given pride of place. To address  
capacity shortages and mounꢀng domesꢀc  
and cross-border price pressure, capacity  
surcharges were introduced across all markets  
in 2021.  
another period of dynamic change in 2022.  
2022 will also see intensified focus on employ-  
ee welfare amid lingering velocity of change,  
and the division will promote addiꢀonal,  
decentralised iniꢀaꢀves to enhance social  
connecꢀon and affiliaꢀon.  
In February 2022, the Mobility Package,  
adopted by the European Union, took final  
effect. By imposing new rules on cabotage,  
working condiꢀons of drivers, and the  
frequency of trucks returning to the country  
of registraꢀon, the rules are set to affect  
transnaꢀonal transportaꢀon paꢂerns across  
Europe.  
2017  
2020  
2021  
Gross profit  
(DKKm)  
1,260  
Following the progressed integraꢀon of  
acquisiꢀons completed in 2021, the Road &  
Logisꢀcs division will search for new acquisi-  
ꢀon opportuniꢀes in 2022.  
979  
The financial performance in 2021 was also  
a result of the organisaꢀonal overhaul com-  
pleted in 2020 and the full-year impact of cost  
savings, reorganisaꢀons, and restructurings.  
The financial performance in 2021 reflects the  
adaptability of the organisaꢀon to changing  
market dynamics, and the achievements of the  
division bode well for another year of change.  
782  
651  
To adapt, the division prepares to leverage  
the scope of its geographical footprint and  
446  
2017  
2018  
2019  
2020  
2021  
Adjusted EBIT  
(DKKm)  
Four acquisiꢀons were completed in 2021,  
namely Cargorange, Neptun Transport,  
We offer tailored road freight and warehousing  
soluꢀons across Europe  
430  
Twente Express, and LGT. The acquisiꢀons  
contributed with addiꢀonal scale and expand-  
ed the division’s footprint to new niches and  
trade lanes. Based on the latest full-year re-  
sults, the acquisiꢀons represent approximately  
DKK 1 billion in revenue on an annualised ba-  
sis. The integraꢀon of Cargorange and Twente  
Express were completed in 2021, while the  
Full-loads  
High-tech  
Automoꢀve  
Powder  
Dangerous goods  
Warehousing  
247  
181  
Part-loads  
171  
145  
Groupage  
Distribuꢀon  
Oversized cargo  
Projects  
Recycling  
Furniture  
Texꢀles  
Customs clearance  
2017  
2018  
2019  
2020  
2021  
Temperature controlled  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ24  
Air & Ocean  
Countries with  
subsidiaries  
China  
The Air & Ocean division reported an adjusted  
EBIT of DKK 112 million in 2021, compared to  
DKK 12 million in 2020, represenꢀng a growth  
of 828.1%. The financial results for 2021 mirror  
the ability and agility of our dedicated employees  
to adapt to supply chain disrupꢀons as well as  
surfacing effects of the strategic recalibraꢀon  
completed in 2020.  
Denmark  
Finland  
France  
Germany  
Hong Kong  
Hungary  
Japan  
Netherlands  
Norway  
Poland  
Sweden  
Switzerland  
United Kingdom  
United States  
Condensed income statement  
(DKKm)  
2021  
2020  
Net external revenue  
Gross profit  
1,753.5  
331.9  
-10.8  
1,057.0  
259.0  
-12.9  
12.1  
Amorꢀsaꢀons and depreciaꢀons  
Adj. EBIT  
112.3  
18.9%  
6.4%  
Gross margin  
24.5%  
1.1%  
Operaꢀng margin  
Conversion raꢀo  
33.8%  
4.7%  
21  
15  
Countries with local  
presence  
24%  
Share of Group revenue  
Operaꢀonal  
subsidiaries  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ25  
In 2021, consumers and businesses across the world learned first-hand  
how the disrupꢀons of global supply chains intensified systemic imbalances  
emphasising the need for collaboraꢀve partnerships to overcome acute  
challenges.  
Case: Contribuꢀng to winning medals in Tokyo  
“2021 was characterised  
by supply chain disrup-  
ꢀons and a high degree  
of unpredictability, and I  
am proud that we stood  
side by side with our  
customers all the way  
to tackle these extraor-  
dinary challenges”.  
When joining forces, great achievements can  
be made. In line with the Olympic values of  
fellowship and cooperaꢀon, NTG employees  
collaborated to support the Danish Olympic  
team.  
Market highlights  
to overcome challenges, and the record high  
financial results for 2021 are a proof point to  
merits of NTG’s decentralised structure. By  
promoꢀng agility and empowering employees  
to act with swiꢃness, the division helped  
customers navigate challenging markets to  
idenꢀfy the best possible soluꢀons.  
In ocean freight, disrupꢀons conꢀnued to im-  
pact global supply chains in 2021. Consumers  
conꢀnued to reallocate spending from servic-  
es to goods and global supply chains, already  
in a state of imbalance, struggled to adapt. A  
range of events, including shutdown of the  
Suez Canal, closings of major ports and port  
congesꢀons amid mounꢀng Covid-19 cases  
added to the destabilisaꢀon. Cargo volumes  
and freight rates consequently lingered at  
mulꢀ-year highs.  
In 2021, NTG assumed the task assigned by the Danish Sports  
Confederaꢀon as official Danish logisꢀcs service provider to the  
2020 Tokyo Olympic and Paralympic Games.  
Financial review  
Søren Holck Pape  
Net revenue totalled DKK 1,754 million in  
2021 (2020: 1,057 million), corresponding to a  
growth of 65.9 %. Organic growth was 66.5 %,  
mainly from rise in market rates and volumes.  
Currency fluctuaꢀons affected negaꢀvely by  
0.6 %.  
CEO Air & Ocean  
Employees across a number of NTG enꢀꢀes in Denmark man-  
aged the complex shipments to and from Tokyo of many and  
varied items of different shapes and sizes, ranging from bare  
necessiꢀes to priceless sports equipment of the athletes.  
In air freight, capacity remained below  
pre-pandemic levels throughout the year. A  
lack of widebody belly capacity, due to absent  
recovery of long-haul passenger flights, more  
than offset capacity added by air carrier and  
integrator cargo planes. Although capacity  
partly rebounded during the year, rates re-  
mained elevated as ocean freight boꢂlenecks  
and inventory restocking drove up demand  
for air freight services. In combinaꢀon with  
airport ground congesꢀon and mounꢀng  
backlogs, rates climbed higher in 2021.  
The Olympic Games are highly focused on individual perfor-  
mances, but a team effort is required for an athlete to deliver  
a good result. Similarly, NTG encourages employees to take  
responsibility and make a difference in their job through a joint  
effort.  
Gross profit totalled 332 million in 2021  
(2020: DKK 259 million). Although the sharp  
rise in market rates had a negaꢀve effect on  
gross margins, the development had an overall  
posiꢀve effect on profitability. Adjusted EBIT  
totalled 112 million (2020: 12 million), the  
increase mainly driven by raised acꢀvity levels  
and market rates, supported by restructuring  
of low-performing acꢀviꢀes.  
Business highlights  
Watch video  
The pandemic underscores the imperaꢀve  
CEO, Air & Ocean, Søren Holck Pape,  
of relaꢀonal and transparent partnerships  
on NTG’s task as logisꢀcs provider (in Danish)  
 
Performance  
NTGꢁAnnual Report 2021ꢁ|ꢁ26  
Net revenue  
(DKKm)  
While organic growth was mainly driven by  
higher freight rates in 2021, the division ex-  
perienced a net inflow of customers, and vol-  
umes surpassed pre-pandemic levels. Financial  
results improved across all geographies in  
2021 with Denmark, Sweden, Germany, and  
the US as the main contributors.  
increasing controlled volumes and strengthen-  
noꢀon of intra-organisaꢀonal collaboraꢀon.  
The division’s cultural values will be visualised  
to unify and strengthen the cohesion of the  
division’s 21 decentralised units, and employ-  
ees will be empowered to impact, execute,  
and develop the corporate strategic agenda.  
ing relaꢀonships with key partners.  
1,754  
The second prong is operaꢀonal excellence. In  
2022, addiꢀonal standardisaꢀon, automaꢀon,  
and digiꢀsaꢀon iniꢀaꢀves will be rolled out  
across the division to streamline operaꢀng  
procedures, increase uꢀlisaꢀon of exisꢀng  
resources, and ulꢀmately boost efficiency.  
1,212  
1,057  
2020  
871  
410  
The Air & Ocean division is prepared for  
potenꢀal acquisiꢀons in 2022, and the search  
for opportuniꢀes to scale and strengthen the  
divisions’ presence in exisꢀng, core markets  
conꢀnues.  
2021 was a year of organisaꢀonal change, and  
the division was strengthened by the recruit-  
ment of new employees globally combined  
with the onboarding of Søren Holck Pape as  
CEO of the Air & Ocean division in the begin-  
ning of the year.  
2017  
2018  
2019  
2021  
Anchored in the business model of NTG, the  
third prong is organisaꢀonal coherence and  
development. 2022 will see renewed efforts  
to aꢂract, retain, and moꢀvate employees,  
and resources will be devoted to support the  
Gross profit  
(DKKm)  
332  
307  
Performance for the year is also a tesꢀmony  
to the strategic restructuring completed in  
2020 that redefined and refocused resources  
on Northwest Europe, the US, and China by  
closing or divesꢀng non-core and restructur-  
ing non-performing acꢀviꢀes.  
259  
226  
99  
2017  
2018  
2019  
2020  
2021  
Focus areas for 2022  
In 2022, the Air & Ocean division will strive  
for conꢀnued expansion and growth by  
embracing opportuniꢀes that arise out of the  
current market condiꢀons. The ambiꢀon is  
underpinned by a three-pronged approach.  
Adjusted EBIT  
(DKKm)  
We offer the enꢀre range of air and ocean freight services  
throughout Europe and worldwide  
112  
Airport-airport  
Direct shipments  
Temperature controlled  
Customs clearance  
Full-charter  
Dangerous goods  
The first prong is commercial excellence. By  
building up disꢀnct sales teams, devoꢀng ad-  
diꢀonal managerial aꢂenꢀon to the originaꢀon  
of new business, and by enhancing intra-divi-  
sional collaboraꢀon, the division will focus on  
Port-port  
Project transport  
Door-door  
24  
Less-than-container-load  
Full-container-load  
Buyer’s consolidaꢀon  
15  
12  
12  
Part-charter  
Onboard courier  
2017  
2018  
2019  
2020  
2021  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ27  
Corporate maꢂers  
Risk management ꢂ|ꢂCorporate Governanceꢂ|ꢂBoard of Directorsꢂ|ꢂGroup Management teamꢂ|ꢂShareholder informaꢀon  
NTG has extensive structures in place  
to ensure risk monitoring and miꢀgaꢀon  
including appropriate governance towards  
mulꢀple stakeholders.  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ28  
Risk management  
5
5
By acꢀvely monitoring and managing idenꢀfied risk exposures, NTG seeks  
to reduce the frequency, likelihood, and impact of potenꢀal adverse events  
that may affect our stakeholders, reputaꢀon, and financial posiꢀon.  
6
4
6
4
7
3
7
2
3
NTG perceives risks as any material adverse event, whether  
likely or unlikely, that may impact the Group’s business, results of  
operaꢀons, financial posiꢀon, and prospects. Based on the most  
recent risk evaluaꢀon, it is NTG Group Management’s assessment  
that risks inherent to NTG do not individually or collecꢀvely cast  
doubt on the Group’s ability to conꢀnue as a going concern.  
Risk Management Procedure  
NTG applies a structured approach to risk management, organ-  
1
1
ised according to the following steps:  
2
1) Idenꢀficaꢀon and iniꢀal reporꢀng: NTG Group Management  
receives input on bi-annual business review meeꢀngs with the  
Group’s significant subsidiaries.  
Risk governance  
Risk assessment is an inherent part of NTG’s recurring strategic  
analyses. The Board of Directors is responsible for the overall risk  
management of NTG, while the Audit Commiꢂee monitors and  
evaluates the risk framework and provides recommendaꢀons to  
the Board of Directors. The Execuꢀve Management, responsible  
for the design and maintenance of the Group’s risk management  
systems, supports the Audit Commiꢂee in idenꢀfying and miꢀ-  
gaꢀng the Group’s risk exposures.  
2) Analysis and assessment: Idenꢀfied risks are recorded in a  
work register and assessed in terms of likelihood of occurrence  
and potenꢀal financial impact.  
UNLIKELY  
POSSIBLE  
LIKELY  
VERY LIKELY  
3) Risk review and miꢀgaꢀon: Key risks are selected for further  
review and design of miꢀgaꢀng acꢀons. These include avoid-  
ance, transfer, reducꢀon, or acceptance.  
Likelihood of occurance  
4) Risk reporꢀng: Key risks and miꢀgaꢀng acꢀons are reported  
according to the governance structure.  
1
2
3
4
5
6
7
Retenꢀon and talent idenꢀficaꢀon  
Input factor (capacity) shortage  
Compliance  
Macroeconomy  
Compeꢀꢀon and market condiꢀons  
Mergers and acquisiꢀons  
IT and cyber security  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ29  
Idenꢀfied key risks  
1
Retenꢀon and talent idenꢀficaꢀon  
legislaꢀon and regulatory standards is imperaꢀve for NTG.  
Use of independent carriers makes non-compliance both an  
internal and external risk factor. The Group conꢀnually monitors  
relevant regulatory areas to ensure ꢀmely idenꢀficaꢀon and im-  
plementaꢀon of new or updated rules affecꢀng NTG’s business.  
Internal compliance is governed by the Group’s compliance  
framework, including codes of conduct and instrucꢀons to sup-  
pliers and employees. Short lines of communicaꢀon and NTG’s  
whistle-blower system aid transparency.  
and demand for related logisꢀcs services, such as customs  
clearance. Having witnessed the consequences of the Covid-19  
pandemic, the general expectaꢀon is that the risk of the global  
economy collapsing is lower than last year. However, the latest  
development between Russia and Ukraine has increased the  
uncertainty. The global economic and poliꢀcal developments  
are outside of NTG’s direct influence. Maintaining an asset-light  
business model and an agile operaꢀonal set-up reduce the  
impact of macro-economic effects.  
As NTG operates in a “people’s business”, it is vital to idenꢀfy  
and retain skilled employees. Current developments in the  
transport industry increase compeꢀꢀon for talented employ-  
ees, accentuaꢀng the requirements for NTG to offer aꢂracꢀve  
condiꢀons. NTG acknowledges the ability of talented and  
high-performing individuals by providing an inspiring plaꢄorm  
for development and career advancements. Further, the Part-  
nership Model of NTG enables selected partners to take part in  
his/her own success, while being backed by an extensive net-  
work, standardised back-offices funcꢀons, and the knowledge  
pool of exisꢀng partners. In 2021, the Partnership Model was  
supplemented by a bonus retenꢀon program with a share opꢀon  
element.  
4
6
IT and cyber security  
Compeꢀꢀon and market condiꢀons  
As NTG becomes increasingly digiꢀsed, more devices and con-  
trol systems are connected online. Any breach of NTG’s IT secu-  
rity or internal control systems could cause disrupꢀon to NTG’s  
operaꢀons, or a data leak resulꢀng in non-compliance that ad-  
versely affects NTG’s reputaꢀon. Improving and strengthening  
cyber security is a strategic priority for NTG, supported by the  
Group’s internal Cyber Security Plan developed in accordance  
with the requirements of CIS 20. NTG strives to onboard all new  
companies on the Group’s plaꢄorm within one year from closing  
of an acquisiꢀon. NTG only contracts with top-ꢀer service  
providers to guarantee a secure IT plaꢄorm and all employees of  
the Group undergo cyber security training on a recurring basis.  
The freight forwarding industry is conꢀnually undergoing gradu-  
al changes that affect compeꢀꢀve dynamics. Changes origi-  
nate from incumbents as well as new entrants. Technological  
advances, including process automaꢀon and digiꢀsaꢀon, act as  
the most notable drivers of development in the industry. These  
advancements imply an opportunity for opꢀmising workflows  
and producꢀvity while providing higher levels of service and  
product offerings for the customers. A strict focus on system  
standardisaꢀon and monitoring of new technologies coupled  
with operaꢀonal agility posiꢀon NTG to conꢀnually adapt its  
operaꢀons to market condiꢀons.  
2
Input factor (capacity) shortage  
NTG relies on independent carriers to provide transport services.  
Shortages of subcontractor capacity due to market factors or  
poliꢀcal developments may affect the Group’s input factor prices  
and ability to service its customers. NTG maintains relaꢀonships  
with important subcontractors by offering value-creaꢀng pro-  
grams, only available to NTG’s subcontractors. NTG keeps close  
contact with criꢀcal suppliers and works to ensure conꢀngencies  
in case of any subcontractor’s inability to deliver. In 2021, the  
input factor shortages reached new highs, challenging NTG in  
securing capacity for exisꢀng and new customers. It is expected  
that the Mobility Package introduced in February 2022 by the  
EU will stretch the European transportaꢀon market to the limit,  
resulꢀng in addiꢀonal capacity shortages and price pressure.  
7
Mergers and acquisiꢀons  
5
Macroeconomy  
Acquiring companies is a cornerstone of NTG’s growth strategy,  
and the Group has had a solid track-record since incepꢀon. The  
conꢀnued value-creaꢀon from acquisiꢀons is dependent on  
idenꢀficaꢀon of the right targets, efficient execuꢀon, and effec-  
ꢀve integraꢀon. NTG has implemented an acquisiꢀon frame-  
work which ensures that targets have the right strategic fit with  
NTG’s exisꢀng organisaꢀon, whereas a strong post-merger  
process ensures efficient realisaꢀon of plans and miꢀgaꢀon of  
potenꢀal challenges.  
Freight forwarding is a cyclical business, largely affected by the  
development in general economic acꢀvity. Market parꢀcipants,  
including NTG, are exposed to slowdowns in economic acꢀvity  
or changes to the global trading paꢂerns. This includes negaꢀve  
impact from disrupꢀve forces, such as instability in global  
supply chains, geopoliꢀcal and other poliꢀcal developments  
imposing restricꢀons on free trade, or the imposiꢀon of trade  
barriers. Risks may be offset by increasing domesꢀc acꢀviꢀes  
3
Compliance  
As a public company with internaꢀonal acꢀviꢀes, NTG is subject  
to extensive regulatory requirements. Compliance with relevant  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ30  
Corporate Governance  
Governance Structure  
Board of Directors  
NTG has a two-ꢀer governance structure comprised by the  
Board of Directors and the Execuꢀve Management. The ulꢀ-  
mate governing authority rests with the General Meeꢀng.  
Composiꢀon  
According to the Arꢀcles of Associaꢀon, the Board of Directors  
must comprise not less than three and not more than eight  
members elected by the General Meeꢀng for terms of one year.  
Board members are eligible for re-elecꢀon.  
In terms of internal organisaꢀon, the Group Management  
comprises the Execuꢀve Management, the divisional CEOs, and  
the Execuꢀve Vice Presidents. The Execuꢀve Management is  
comprised of the Group CEO and Group CFO, as registered with  
the Danish Business Authority.  
In 2021, Ulrik Ross Petersen stepped down from the Board of  
Directors due to his entrance into a new posiꢀon which conflict-  
ed with his role as a member of the NTG Board of Directors. No  
new members were elected to the Board of Directors in 2021.  
The Board of Directors is responsible for the overall strate-  
gic management and organisaꢀon of the Group’s acꢀviꢀes as  
well as the Group’s financial and material maꢂers. The Board  
of Directors has established an audit, a remuneraꢀon, and a  
nominaꢀon commiꢂee focusing on preparatory tasks within the  
Board of Directors’ areas of responsibiliꢀes.  
The Board of Directors currently comprise six members rep-  
resenꢀng strong knowledge and experꢀse within all areas of  
NTG’s business and strategic focus areas, including the interna-  
ꢀonal transport sector in general, corporate governance, M&A,  
risk management, IT, accounꢀng, and supply chain management.  
Corporate Governance. Jørgen Hansen is the founder of NTG  
and, unꢀl 2018, a member of the execuꢀve management in  
Nordic Transport Group A/S (the former parent company in the  
Group). As a result, he is not regarded as independent according  
to the Danish Recommendaꢀons on Corporate Governance.  
The Execuꢀve Management is responsible for NTG’s day-to-day  
management, including the compliance of NTG and its opera-  
ꢀons with applicable legislaꢀon, the Board of Directors’ guide-  
lines and instrucꢀons, including implementaꢀon of the strategy  
set by the Board of Directors, and for disseminaꢀng informaꢀon  
on NTG’s operaꢀons to the Board of Directors.  
The composiꢀon of the Board of Directors is intended to ensure  
that the Board of Directors has a diverse competency profile  
enabling the Board of Directors to perform its duꢀes in the best  
possible manner. The current Board of Directors is considered  
to have the right competencies supporꢀng the long-term value  
creaꢀon for NTG’s shareholders. Reference is made to pages  
33-34 for an overview of the current board members’ individual  
competencies.  
5 out of 6  
of the members of NTG’s  
Board of Directors are  
considered independent  
according to the Danish  
Recommendaꢀons on  
Corporate Governance..  
Board meeꢀngs in 2021  
The Board of Directors held thirteen board meeꢀngs in 2021.  
The agendas and the topics for each of the ordinary meeꢀngs  
are based on the Board of Directors’ annual wheel.  
Further allocaꢀon of responsibiliꢀes between the Board of  
Directors and the Group Management is set out in the Rules of  
Procedure of the Board of Directors and in a set of management  
instrucꢀons issued by the Board of Directors to the Group  
Management.  
In addiꢀon to the acꢀviꢀes laid down in the annual wheel, the  
Board of Directors focused on supervising NTG’s conꢀnuous  
adapꢀon to the unstable situaꢀon in the internaꢀonal freight  
markets in 2021.  
Independence  
Five of the six members of the Board of Directors are regard ed  
as independent, according to the Danish Recommendaꢀons on  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ31  
Board Commiꢁees  
Præstensgaard. The Remuneraꢀon Commiꢂee’s acꢀviꢀes, tasks,  
and duꢀes include preparaꢀon of the Group’s Remuneraꢀon  
Policy in accordance with secꢀon 139a of the Danish Compa-  
nies Act, proposing remuneraꢀon and specific targets (KPIs) for  
performance-related incenꢀve programs and preparaꢀon of the  
Remuneraꢀon Report in accordance with secꢀon 139b of the  
Danish Companies Act and NTG’s Remuneraꢀon Policy. The  
Remuneraꢀon Commiꢂee meets at least twice a year.  
The Board of Directors has established three permanent  
commiꢂees for the purpose of assisꢀng the Board of Directors  
in preparing decisions and submiꢅng recommendaꢀons for the  
enꢀre Board of Directors. Each commiꢂee is governed by its  
own charter which describes the composiꢀon of the commiꢂee  
and its tasks, duꢀes, and responsibiliꢀes. The commiꢂees per-  
form preparatory work, prepare subjects, and make recommen-  
daꢀons to the Board of Directors. The Board of Directors takes  
the final decision on subjects prepared by the commiꢂees.  
Governance structure  
General Meeꢀng  
The Remuneraꢀon Commiꢂee held two meeꢀngs in 2021.  
Audit Commiꢂee  
Nominaꢀon Commiꢂee  
The Audit Commiꢂee comprises three members: Carsten Krogs-  
gaard Thomsen (Chairman), Eivind Drachmann Kolding, and Finn  
Skovbo Pedersen. Carsten Krogsgaard Thomsen was elected as  
Chairman of the Audit Commiꢂee and Finn Skovbo Pedersen  
was elected as a new member of the Audit Commiꢂee in 2021  
when Ulrik Ross Petersen resigned from the Board of Directors.  
The Audit Commiꢂee meets at least four ꢀmes a year.  
The Nominaꢀon Commiꢂee comprises two members: Jør-  
gen Hansen (Chairman) and Eivind Drachmann Kolding. The  
Remuneraꢀon Commiꢂee’s acꢀviꢀes, tasks, and duꢀes include  
evaluaꢀon of the individual board members’ competencies,  
assisꢀng the Chairman in the annual evaluaꢀon process, making  
recommendaꢀon for potenꢀal new members to the Board of  
Directors, reviewing NTG’s policy on diversity, and assessing the  
structure, size, and composiꢀon of the Board of Directors and  
the Execuꢀve Management. The Nominaꢀon Commiꢂee meets  
at least twice a year.  
Board of Directors  
Board Commiꢂees  
NTG Group Management  
The composiꢀon of the Audit Commiꢂee ensures that compe-  
tences and experience within financial accounꢀng and internal  
controls are represented in the Audit Commiꢂee. The Commit-  
tee’s acꢀviꢀes, tasks, and duꢀes include monitoring of NTG’s  
financial reporꢀng process, internal controls, IT, risk manage-  
ment, capital structure, and ESG and diversity iniꢀaꢀves. The  
Commiꢂee is also responsible for ensuring independence and  
remuneraꢀon of the elected external auditor as well as super-  
vising the auditor’s non-audit services to NTG.  
Execuꢀve Management  
Divisional CEOs & EVPs  
The Nominaꢀon Commiꢂee held two meeꢀngs in 2021.  
Board evaluaꢀons  
The Board of Directors completes annual self-evaluaꢀons. In  
accordance with the Recommendaꢀons on Corporate Gov-  
ernance, the evaluaꢀon focuses, inter alia, on the composiꢀon  
of the Board of Directors, the competencies of the Board of  
Directors, the funcꢀoning of the board commiꢂees, the effi-  
ciency of the Board of Directors, the individual board members’  
contribuꢀons, and the role of the Chairman and Execuꢀve Man-  
agement. The Chairman oversees the self-evaluaꢀon process  
and conclusions are presented to and discussed by the Board of  
The Audit Commiꢂee held four meeꢀngs in 2021.  
Group funcꢀons  
Operaꢀonal organisaꢀon  
Remuneraꢀon Commiꢂee  
The Remuneraꢀon Commiꢂee comprises three members: Eivind  
Drachmann Kolding (Chairman), Jørgen Hansen, and Jesper  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ32  
Directors. The results of the evaluaꢀon related to the Execu-  
ꢀve Management are reviewed by the Chairman together with  
members of the Execuꢀve Management.  
Meeꢀng aꢁendance in 2021  
Board of Directors  
Title  
Board meeꢀngs  
aꢁended  
Audit Commiꢁee  
meeꢀngs aꢁended  
Remuneraꢀon  
Commiꢁee meeꢀngs  
aꢁended  
Nominaꢀon Commiꢁee  
meeꢀngs aꢁended  
In 2021, it was decided to engage an external consultant to  
conduct the board evaluaꢀon which also, to a certain extent,  
comprised the Execuꢀve Management. The evaluaꢀon did not  
give rise to any material remarks and showed a high degree of  
saꢀsfacꢀon among the members of the Board of Directors and  
the Execuꢀve Management. Further, it concluded that the cur-  
rent Board of Directors as well as the Execuꢀve Management  
are considered to have the appropriate competencies.  
Eivind Drachmann Kolding  
Jørgen Hansen  
Chairman  
•••••••••••••  
•••••••••••••  
•••••••••••••  
•••••••••••••  
•••••••••••••  
•••••••••••••  
••••  
••  
••  
••  
••  
••  
Deputy Chairman  
Board member  
Board member  
Board member  
Board member  
Jesper Præstensgaard  
Finn Skovbo Pedersen  
Carsten Krogsgaard Thomsen  
Karen-Marie Katholm  
•*  
Recommendaꢀons on Corporate Governance  
NTG observes the Recommendaꢀons on Corporate Govern-  
ance. NTG complies with 39 out of 40 of the recommenda-  
ꢀons and has prepared the statutory statement on Corporate  
Governance pursuant to Secꢀon 107b of the Danish Financial  
Statements Act.  
••••  
Aꢂended  
Not aꢂended  
•
•
* Member of the Audit Commiꢂee as of September 2021  
Corporate  
Governance  
Report 2021  
In accordance with secꢀon 107b of The Danish Financial Statements Act  
Company reg. (CVR) no. 12546106  
Corporate Governance Report  
NTG complies with 39 out of 40  
recommendaꢀons on Corporate Governance.  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ33  
Board of Directors  
Eivind Drachmann Kolding – Chairman  
Jørgen Hansen – Deputy Chairman  
Karen-Marie Katholm  
Board member since 2019  
Born in 1959  
Board member since 2019  
Born in 1960  
Board member since 2020  
Born in 1967  
Male  
Male  
Female  
Independent  
Up for re-elecꢀon in 2022  
Not independent  
Up for re-elecꢀon in 2022  
Independent  
Up for re-elecꢀon in 2022  
Commiꢁees:  
Commiꢁees:  
Relevant skills and experience:  
Audit Commiꢂee: Member  
Remuneraꢀon Commiꢂee: Chairman  
Nominaꢀon Commiꢂee: Member  
Remuneraꢀon Commiꢂee: Member  
Nominaꢀon Commiꢂee: Chairman  
· Chief Supply Chain Officer and member of  
the Execuꢀve Commiꢂee at Akzo Nobel  
N.V.  
· Previously held a variety of global  
leadership roles in Sourcing, Supply  
Chain, and Operaꢀons with large,  
internaꢀonal companies such as  
DuPont, Arla Foods, Orkla and LEGO  
Relevant skills and experience:  
· Founder of NTG  
Relevant skills and experience:  
· Extensive experience in internaꢀonal  
shipping and logisꢀcs.  
· Former Group CEO of NTG  
· 30+ years of experience in  
freight forwarding as manager  
and entrepreneur  
· Broad experience in M&A, IT,  
legal maꢂers, and finance.  
· Vast experience in Supply Chain  
Management and significant integraꢀon  
experience from various mergers and  
acquisiꢀons  
· Extensive background as internaꢀonal CEO  
and CFO as well as broad board experience.  
Other posiꢀons:  
· Former Group CFO of A.P. Moller-Maersk.  
· Has held a variety of board  
member roles across various  
industries  
· Board member in H5 Baldersbækvej A/S,  
H5 Transitvej A/S, H5 Housing A/S, H5  
Capital ApS, H5 Properꢀes A/S, H5H  
A/S, H5 Erhvervsejendomme ApS, H5  
Erhvervsejendomme ApS, H5 Broløkke  
Herregård ApS, M10 Capital A/S, Medley  
Capital A/S and H5 Wine Invest A/S  
· Former CEO of Maersk Line and Danske  
Bank  
Other posiꢀons:  
· Chairman of the board of directors in  
Danmarks Skibskredit A/S  
Other posiꢀons:  
· Board member in Chr. Augusꢀnus  
Fabrikker Akꢀeselskab, Terma A/S,  
Green Hydrogen System A/S,  
and Caf Invest A/S  
· Execuꢀve in H5 Erhvervsejendomme ApS,  
H5 Erhvervsejendomme ApS and AFH  
2020 ApS  
· Deputy chairman of the board of directors in  
Leo Fondet and Leo Holding A/S  
· Execuꢀve in Akzo Nobel N.V.  
· Board member in NNIT A/S and Altor Fund  
Manager AB  
Shareholdings, end 2021: 3,859,047  
Shareholding changes 2021: 0  
Shareholdings, end 2021: 4,507  
Shareholding changes 2021: +1,000  
Shareholdings, end 2021: 21,521  
Shareholding changes 2021: 0  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ34  
Board of Directors  
Carsten Krogsgaard Thomsen  
Finn Skovbo Pedersen  
Jesper Præstensgaard  
Board member since 2020  
Born in 1957  
Board member since 2019  
Born in 1955  
Board member since 2019  
Born in 1964  
Male  
Male  
Male  
Independent  
Independent  
Independent  
Up for re-elecꢀon in 2022  
Up for re-elecꢀon in 2022  
Up for re-elecꢀon in 2022  
Commiꢁees:  
Commiꢁees:  
Commiꢁees:  
Audit Commiꢂee: Chairman  
Audit Commiꢂee: Member  
Remuneraꢀon Commiꢂee: Member  
Relevant skills and experience:  
Relevant skills and experience:  
Relevant skills and experience:  
· Execuꢀve Management posiꢀons  
as CFO in Dong Energy and NNIT  
· Internaꢀonal management  
experience from the transport  
industry including integraꢀon  
processes related to acquisiꢀons  
· Internaꢀonal management  
experience within shipping and  
logisꢀcs  
· Extensive experience within  
finance, accounꢀng, treasury,  
corporate governance, IT, M&A,  
post-merger integraꢀon, cost  
restructuring, enterprise risk  
management, and compliance in  
listed companies  
· Execuꢀve posiꢀons at Maersk and  
Hapag-Lloyd  
· Managing Director of Dachser  
Nordic A/S 2005-2017  
· Board experience from different  
companies including current  
chairman posiꢀon at New York  
Shipping Exchange  
· Co-owner of Haugsted  
Internaꢀonal Transport 1990-2005  
· Board experience from various  
companies, including Scandlines  
and Railion, and chairman of audit  
commiꢂee in GN Great Nordic and  
SKAKO  
Other posiꢀons:  
Other posiꢀons:  
· Chairman in LinerGrid ApS, Falck  
Formco A/S, and New York Shipping  
Exchange, NY, USA  
· Chairman in Føniks A/S,  
Marjaꢂahjemmenes Støꢂefond,  
Ejendomsholdingselskabet  
Bregnerød ApS, and  
· Board member in Værktøjscenteret  
ApS  
Ejendomsselskabet Bregnerød ApS  
Other posiꢀons:  
· Execuꢀve in Zukunꢃ ApS and  
Forꢀus Fitness Tyskland ApS  
Execuꢀve in Gnaske ApS, Human  
Acceleraꢀon ApS, Præstensgaard  
Holding ApS, Praestensgaard ApS, P&L  
Invest ApS, and Humanosꢀcs ApS  
Board member in SKAKO A/S,  
SKAKO Concrete A/S, and SKAKO  
Vibraꢀon A/S  
Shareholdings, end 2021: 8,600  
Shareholding changes 2021: +200  
Shareholdings, end 2021: 5,294  
Shareholding changes 2021: 0  
Shareholdings, end 2021: 6,639  
Shareholding changes 2021: 0  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ35  
Group Management team  
Execuꢀve  
Execuꢀve  
management  
management  
Michael Larsen  
Group CEO  
Chrisꢀan D. Jakobsen  
Group CFO  
Born 1976  
Born 1974  
CEO since 2020  
CFO since 2018  
Other posiꢀons  
Other posiꢀons  
Execuꢀve in Ejendomsselskabet  
Nørregade 7, Køge ApS, ML  
Ejendomme Køge ApS, Lardahl  
Holding ApS, Nordic Quintet ApS,  
ML Invest Køge ApS, JDL Holding  
Køge ApS, and MDL Holding Køge  
ApS  
Execuꢀve in Holdingselskabet  
af 2. april 2019 ApS  
For an overview of other  
posiꢀons within the Group,  
reference is made to note 8.8.  
For an overview of other posiꢀons  
within the Group, reference is  
made to note 8.8.  
Mathias Jensen-Vinstrup  
Peter Grubert  
Execuꢀve Vice President  
Jesper E. Petersen  
Søren Holck Pape  
Execuꢀve Vice President  
CEO Road & Logisꢀcs  
CEO Air & Ocean  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ36  
Shareholder informaꢀon  
Share data  
Share price informaꢀon  
comprising 1,400,000 exisꢀng shares, the average daily trading  
Share capital  
DKK 452,988,120  
22,649,406  
DKK 20  
The NTG share price increased by 108.6% in 2021, from a closing  
price of DKK 256.0 per share on 30 December 2020 to a closing  
price of DKK 534.0 per share on 30 December 2021. During the  
same period, the Nasdaq OMX Copenhagen Mid Cap index in-  
creased by 28.5%. As of year-end 2021, the market capitalisaꢀon  
of NTG was DKK 12.1 billion.  
volume and turnover of NTG was 35,808 shares and DKK 15.2  
million, respecꢀvely. The average daily volume in 2021 represents  
an increase of 34.7% compared to 2020, when excluding the days  
of the private placement and accelerated bookbuild offering in  
2020 and 2021, respecꢀvely.  
Total number of shares (year-end)  
Nominal value per share  
Number of treasury shares (year-end)  
Share classes  
515,751  
34.7%  
increase in average daily  
trading volume in 2021  
compared to 2020.  
1
Voꢀng and ownership restricꢀons  
Stock exchange  
None  
Based on the average market capitalisaꢀon of NTG’s shares in No-  
vember 2021 exceeding the Nasdaq Nordic Large Cap segment’s  
EUR 1 billion threshold by 50%, NTG changed segment from Mid  
Cap to Large Cap on Nasdaq OMX Copenhagen as of 3 January  
2022.  
Nasdaq Copenhagen  
DK0061141215  
NTG  
According to data from Nasdaq Copenhagen, the average daily  
trading volume of NTG was 41,787 shares in 2021, corresponding  
to an average daily turnover of DKK 18.0 million. Excluding the  
day of the accelerated bookbuild offering on 1 December 2021  
ISIN code  
Ticker symbol  
Bloomberg code  
NTG:DC  
Reuters code  
NTGNT.CO  
DKK 12.1 billion  
DKK 534.0  
Market capitalisaꢀon (year-end)  
Share price (year-end)  
DKK per share  
600  
Turnover DKKm  
150  
268.0  
708.6  
500  
400  
300  
200  
100  
0
125  
100  
75  
50  
25  
0
NTG share turnover (right axis)  
NTG share price (leꢀ axis)  
OMXC Mid Cap - rebased (leꢀ axis)  
jan  
feb  
mar  
apr  
maj  
jun  
jul  
aug  
sep  
okt  
nov  
dec  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ37  
Share buy-backs and dividends  
·
Arbejdsmarkedets Tillægspension holds more than 5% of the  
share capital of NTG.  
Composiꢀons of shareholders as per 31 December 2021  
%
On 9 March 2021, NTG announced the compleꢀon of the share buy-  
back program iniꢀated on 18 November 2020. 129,532 treasury  
shares in total were acquired under the program at a cost of DKK  
30.0 million.  
Partners  
Holdingselskabet af 7. marts 2019 ApS, a Danish holding company  
of certain employees of NTG and its subsidiaries, and certain mem-  
bers of the Board of Directors as well as the Execuꢀve Manage-  
ment, holds 4.0% of the share capital of NTG.  
H5 Capital ApS  
Vindtunneln Holding AB  
Chr. Augusꢀnus Fabrikker Akts.  
Arbejdsmarkedets Tillægspension  
Holdingselskabet af 7. marts 2019 ApS  
Execuꢀve Management and Board of Directors (excluding Jørgen Hansen)  
Treasury shares  
Subsequently, in connecꢀon with the accelerated bookbuild  
offering on 1 December 2021, NTG acquired an addiꢀonal 200,000  
shares as part of the transacꢀon, at a price of DKK 460.0 per share.  
In addiꢀon to any indirect ownership held through Holdingselska-  
bet af 7. marts 2019 ApS, 19.2% of the share capital of NTG is held  
by other key employees of NTG and its subsidiaries, also referred  
to as Partners, and 2.6% of the share capital is held by certain  
members of the Board of Directors, other than Jørgen Hansen, and  
the Execuꢀve Management.  
The purposes of repurchases are to acquire minority shareholders’  
shares in NTG subsidiaries against NTG-shares under the “Ring-  
the-Bell” concept, cover obligaꢀons arising under the share-based  
incenꢀve program, and potenꢀally for other purposes such as  
payment in M&A transacꢀons.  
Other shareholders  
19.2  
The number of shares held in treasury corresponds to 2.3% of the  
share capital. NTG has no majority shareholders.  
25-35  
No dividends have been proposed for 2021. For further informaꢀon  
on the capital allocaꢀon principles, reference is made to page 16.  
Ring-the-bell  
Shareholders  
NTG’s decentralised business model, with 71 operaꢀonal sub-  
sidiaries owned together with approximately 120 employees as  
minority shareholders, is based on a pre-defined exit mechanism  
called ring-the-bell. Ring-the-bell is an incenꢀve model offered to  
minority shareholders in certain subsidiaries, enabling parꢀally  
owned subsidiaries of NTG to become fully owned over ꢀme.  
As per 31 December 2021, NTG had 14,404 registered sharehold-  
ers, represenꢀng 97.8% of the share capital of NTG. The following  
shareholders have reported holdings of 5% or more of NTG’s share  
capital and voꢀng rights:  
17.1  
2.3  
2.6  
4.0  
5-10  
10-15  
5-10  
·
·
·
H5 Capital ApS, a Danish holding company of the founder and  
board member of NTG, Jørgen Hansen and his descendants,  
holds 17.1% of the share capital of NTG.  
Based on seniority, minority shareholders in the relevant sub-  
sidiaries may offer their shares to NTG against payment in cash  
or shares in NTG. NTG has no obligaꢀon to acquire the shares  
offered. Once a ring-the-bell process has been requested, the  
share-swap occurs over a five-year period subject each year to the  
acceptance by NTG.  
Vindtunneln Holding AB, a Swedish holding company of former  
board member of NTG, Stefan Ingemar Peꢂersson, holds more  
than 10% of the share capital of NTG.  
Total number of shares  
Chr. Augusꢀnus Fabrikker Akts. holds more than 5% of the share  
In 2021, the minority shareholders in NTG Polar Road in Finland  
capital of NTG.  
and Poland conꢀnued the ring-the-bell processes as the second  
22,649,406  
 
Corporate maꢂers  
NTGꢁAnnual Report 2021ꢁ|ꢁ38  
of five share tranches in each subsidiary were swapped, while  
NTG Växjö in Sweden and NTG Nielsen & Sørensen in Denmark  
completed the first of five share swaps. For 2022, the Board of  
Directors has decided to accept the conꢀnuaꢀon of ongoing share  
swaps as well as the iniꢀaꢀon of the share swap process with NTG  
Projects.  
Authorisaꢀons granted to the board of directors  
Unꢀl 8 April 2026, the Board of Directors is authorised to  
increase the share capital of NTG in one or more issues, at a  
subscripꢀon price which is not lower than the market value, by  
a total aggregate of 4,529,881 shares of nominal DKK 20 each,  
equivalent to 20.0% of the total share capital, with no pre-emp-  
ꢀon rights for exisꢀng shareholders. The share capital shall be  
increased by contribuꢀon in kind or cash payment.  
nominal amount of 4,529,881 shares of nominal DKK 20 each,  
Investor relaꢀons  
Chrisꢀan D. Jakobsen,  
Group CFO  
equivalent to 20.0% of the total share capital of NTG.  
Unꢀl 16 April 2025, the Board of Directors is authorised to ac-  
quire treasury shares of a total of up to 10% of NTG’s share capital  
at any given ꢀme, subject to the acquisiꢀon price not deviaꢀng by  
more than 10% from the quoted price at the ꢀme of any purchase.  
T +45 42 12 80 99  
ir@ntg.com  
Press  
Restricꢀons on sale of shares  
Mathias Jensen-Vinstrup,  
Execuꢀve Vice President  
T +45 42 12 80 90  
press@ntg.com  
Lock-up undertakings are applicable to shareholders who obtained  
shares in NTG through a share swap in connecꢀon with the lisꢀng  
of NTG on Nasdaq Copenhagen in 2019, as well as certain other  
shareholders. Shares subject to lock-up undertakings are expected  
to be released in accordance with the profile below.  
Investor relaꢀons  
Unꢀl 8 April 2026, NTG may issue warrants by resoluꢀon of  
the Board of Directors for the subscripꢀon of a total of up to  
2,250,000 shares of nominal DKK 20 each, equivalent to 9.9% of  
the share capital of NTG, by cash contribuꢀon. Any issuance of  
warrants to the management shall be made in accordance with  
the Company’s remuneraꢀon policy.  
Through open and acꢀve communicaꢀon, we aim to maintain an  
ongoing dialogue with shareholders, investors, analysts, media,  
and the general public with a view to ensuring an equal and  
ꢀmely distribuꢀon of informaꢀon to all market parꢀcipants, and  
a fair pricing of the NTG share. This includes hosꢀng of quarterly  
conference calls and parꢀcipaꢀon in management roadshows,  
investor conferences, retail events, and one-on-one and group  
meeꢀngs with analysts and investors.  
Key employees with shareholdings in certain subsidiaries of  
NTG, who swapped such shareholdings to shares in NTG through  
ring-the-bell, and other shareholders who received shares in NTG  
in connecꢀon with the lisꢀng, are obliged to carry out any sale of  
shares in a coordinated manner. In 2021, the coordinated sales  
were arranged in periods following publicaꢀon of the financial  
reports.  
In any case, the nominal share capital increase, which the Board  
of Directors may decide upon unꢀl 8 April 2026 under the  
authorisaꢀons referred to above, cannot exceed a total aggregate  
Financial calendar  
2022  
Our investor relaꢀons policy sꢀpulates a four-week silent period  
prior to publicaꢀon of full-year or interim financial reports. The  
NTG share is covered by Danske Bank Markets.  
9 March  
Annual Report 2021  
The investor website, investor.ntg.com, is frequently updated  
with informaꢀon about the business. All financial reports, compa-  
ny announcements, and press releases can be downloaded from  
the investor website.  
7 April  
Annual general meeꢀng  
Share release from lock-up  
(Number of shares)  
10 May  
Interim financial report  
Q1 2022  
9 October 2022  
2,425,019  
10.7% of share capital  
797,395  
797,395  
797,395  
291,387  
291,387  
291,387  
149,446  
149,446  
149,446  
1,186,791  
1,186,791  
1,186,791  
10 August  
Interim financial report  
H1 2022  
9 October 2023  
9 October 2024  
2,425,019  
2,425,019  
10.7% of share capital  
10.7% of share capital  
7 November  
Interim financial report  
Q3 2022  
H5 Capital ApS  
Vindtunneln Holding AB  
Execuꢀve Management  
Other exisꢀng and former partners  
 
NTGꢁAnnual Report 2021ꢁ|ꢁ39  
Quarterly financial  
overview  
The employees of NTG keep a steady course  
by demonstraꢀng empowerment and  
collaboraꢀon.  
 
Quarterly financial overview  
NTGꢁAnnual Report 2021ꢁ|ꢁ40  
Quarterly financial overview  
(DKKm)  
2021 FY  
2021 Q4  
2021 Q3  
2021 Q2  
2021 Q1  
(DKKm)  
2020 FY  
2020 Q4  
2020 Q3  
2020 Q2  
2020 Q1  
Total  
Total  
Net Revenue  
Gross Profit  
Adj. EBIT  
7,301.9  
1,592.1  
542.0  
2,171.7  
489.6  
160.5  
7.4%  
1,869.5  
398.6  
142.6  
7.6%  
1,720.0  
368.6  
137.5  
8.0%  
1,540.7  
335.3  
101.4  
6.6%  
Net Revenue  
Gross Profit  
Adj. EBIT  
5,332.2  
1,238.4  
260.7  
1,425.4  
349.9  
82.1  
1,362.2  
317.7  
77.6  
1,234.1  
295.4  
56.1  
1,310.5  
275.4  
44.9  
Operaꢀng Margin  
Conversion raꢀo  
7.4%  
Operaꢀng Margin  
Conversion raꢀo  
4.9%  
5.8%  
5.7%  
4.5%  
3.4%  
34.0%  
32.8%  
35.8%  
37.2%  
30.2%  
21.1%  
23.5%  
24.4%  
19.0%  
16.3%  
Road & Logisꢀcs  
Net Revenue  
Gross Profit  
Road & Logisꢀcs  
Net Revenue  
Gross Profit  
5,547.7  
1,259.9  
429.8  
1,651.7  
398.5  
129.2  
24,1%  
7.8%  
1,391.9  
311.7  
106.7  
22.4%  
7.7%  
1,325.8  
290.2  
112.6  
21.9%  
8.5%  
1,178.3  
259.5  
81.3  
4,274.7  
979.3  
247.0  
1,106.1  
277.8  
74.2  
1,125.6  
256.7  
73.7  
975.2  
232.6  
52.6  
1,067.8  
212.2  
46.5  
Adj. EBIT  
Adj. EBIT  
Gross Margin  
Operaꢀng Margin  
Conversion raꢀo  
22.7%  
7.7%  
22.0%  
6.9%  
Gross Margin  
Operaꢀng Margin  
Conversion raꢀo  
22.9%  
5.8%  
25.1%  
6.7%  
22.8%  
6.5%  
23.9%  
5.4%  
19.9%  
4.4%  
34.1%  
32.4%  
34.2%  
38.8%  
31.3%  
25.2%  
26.7%  
28.7%  
22.6%  
21.9%  
Air & Ocean  
Net Revenue  
Gross Profit  
Air & Ocean  
Net Revenue  
Gross Profit  
1,753.5  
331.8  
112.2  
18.9%  
6.4%  
520.0  
90.9  
477.1  
86.7  
393.9  
78.4  
362.5  
75.8  
1,057.0  
259.0  
12.1  
319.3  
71.8  
236.3  
61.2  
258.8  
62.9  
242.6  
63.1  
Adj. EBIT  
31.8  
36.1  
24.5  
19.8  
Adj. EBIT  
6.5  
3.7  
2.2  
-0.3  
Gross Margin  
Operaꢀng Margin  
Conversion raꢀo  
17.5%  
6.1%  
18.2%  
7.6%  
19.9%  
6.2%  
31.3%  
20.9%  
5.5%  
26.3%  
Gross Margin  
Operaꢀng Margin  
Conversion raꢀo  
24.5%  
1.1%  
22.5%  
2.0%  
9.1%  
25.9%  
1.6%  
6.0%  
24.3%  
0.9%  
3.5%  
26.0%  
-0.1%  
-0.5%  
33.8%  
35.0%  
41.6%  
4.7%  
 
NTGꢁAnnual Report 2021ꢁ|ꢁ41  
Financial  
Statements  
Statement of Comprehensive Incomeꢂ|ꢂCash Flow Statementꢂ|ꢂBalance Sheet  
Statement of Changes in Equityꢂ|ꢂNotesꢂ|ꢂDefiniꢀon of financial highlights  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ42  
Income Statement  
Statement of Other Comprehensive Income  
(DKKm)  
Note  
2021  
2020  
(DKKm)  
Note  
2021  
2020  
Net revenue  
Direct costs  
Gross profit  
2.2  
2.3  
7,301.9
-5,709.8
1,592.1
5,332.2
-4,093.8
1,238.4
Profit for the year  
385.3
148.8
Items that may be reclassified to the income statement:  
Foreign exchange adjustments of subsidiaries  
7.8
1.3
Other external expenses  
Staff costs  
2.4  
2.5  
-209.5
-683.5
-219.5
-589.6
Items will not be reclassified to the income statement:  
Actuarial adjustments on reꢀrement benefit obligaꢀons  
Tax relaꢀng to items that will not be reclassified  
Other comprehensive income, net of tax  
Operaꢀng profit before amorꢀsaꢀons, depreciaꢀons and  
special items  
8.3  
3.1  
22.0
0.6
-0.1
0.0
1.2
699.1
429.3
30.4
Amorꢀsaꢀons and depreciaꢀon of intangible and  
tangible fixed assets  
2.6  
-157.1
-168.6
Total comprehensive income  
415.7
150.0
Operaꢀng profit before special items  
542.0
260.7
Aꢁributable to:  
Special items, net  
Financial income  
Financial costs  
2.7  
2.8  
2.8  
-4.2
3.2
-5.4
3.1
Shareholders in NTG A/S  
Non-controlling interests  
379.3
36.4
127.5
22.5
-63.6
477.4
-48.4
210.0
Profit before tax  
Tax on profit for the year  
3.1  
-92.1
-61.2
Profit for the year  
385.3
148.8
Aꢁributable to:  
Shareholders in NTG A/S  
Non-controlling interests  
349.0
36.3
125.9
22.9
Earnings per share  
Earnings per share (DKK)  
6.2  
6.2  
15.64
15.35
5.61
5.61
Diluted earnings per share (DKK) for the period  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ43  
Cash Flow Statement  
(DKKm)  
Note  
2021  
2020  
(DKKm)  
Note  
2021  
2020  
Operaꢀng profit before special items  
Depreciaꢀon and amorꢀsaꢀons etc.  
Share-based payments  
542.0
157.1
-39.9
-50.0
-1.3
260.7
168.6
1.3
Repayment of loans  
-191.7
100.0
-162.8
-20.4
0.0
0.0
Proceeds from loans  
8.2  
Repayment of lease liabiliꢀes  
Proceeds and repayments of other financial liabiliꢀes  
5.3  
4.5  
-148.4
-44.3
Change in working capital etc.  
Change in provisions  
127.5
13.6
3.1
Financial income received  
Interest paid on leasing contracts  
Other financial expenses paid  
Corporaꢀon taxes paid  
3.2
Shareholders and non-controlling interests  
Purchase of treasury shares  
5.3  
2.7  
-30.5
-33.1
-81.7
-4.2
-31.3
-17.1
-57.7
-5.4
6.1  
6.1  
-113.1
-18.1
-33.0
0.9
-38.8
-15.7
-3.7
Dividends paid to non-controlling interests  
Acquisiꢀon of shares from non-controlling interests  
Disposal of shares to non-controlling interests  
Cash flow from financing acꢀviꢀes  
Cash flow for the year  
Special items  
2.1
Cash flow from operaꢀng acꢀviꢀes  
461.6
463.3
-438.2
-143.3
-248.8
56.0
Purchase of intangible assets  
5.1  
5.2  
5.2  
7.1  
0.0
-12.0
5.2
-0.5
-4.8
Purchase of property, plant and equipment  
Disposal of intangible assets, property, plant and equipment  
Acquisiꢀon of business acꢀviꢀes  
Changes in other financial assets  
Cash flow from invesꢀng acꢀviꢀes  
Free cash flow  
Cash and cash equivalents at 1 January  
Cash flow for the year  
235.9
-143.3
6.9
180.2
56.0
2.4
-152.0
-7.9
-152.4
-3.2
Currency translaꢀon adjustments  
Cash and cash equivalents at 31 December**  
-0.3
99.5
235.9
-166.7
294.9
-158.5
304.8
** Cash and cash equivalents are presented in the balance sheet less bank overdraꢃs of DKK 111.9 million (2020: DKK 0 million).  
The cash and cash equivalents at 31 December disclosed in the cash flow statement include DKK 35.3 million (2020: DKK  
21.4 million) which are held on deposit accounts with some limiꢀaꢀons in use.  
Statement of adjusted free cash flow*  
(DKKm)  
2021  
2020  
Free cash flow  
294.9
4.2  
304.8
5.4  
Special items  
Acquisiꢀon of business acꢀviꢀes  
Repayment of lease liabiliꢀes reversed  
Adjusted free cash flow  
152.0  
-162.8  
288.3  
152.4  
-148.4  
314.2  
* Adjusted free cashflow excludes one-off items in terms of special items and acquisiꢀon of business acꢀviꢀes, but includes  
cash ouꢄlows from leasing contracts under IFRS 16. The measure is shown as a representaꢀon of cash flows from conꢀnuing  
operaꢀonal acꢀviꢀes.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ44  
Balance Sheet  
(DKKm)  
Note 31.12.2021 31.12.2020  
(DKKm)  
Note 31.12.2021 31.12.2020  
Assets  
Equity and Liabiliꢀes  
Share capital  
Intangible assets  
5.1  
5.2  
5.3  
4.2  
3.2  
857.2
77.9
507.1
91.3
6.1  
7.2  
453.0
104.7
557.7
453.0
-120.7
332.3
Property, plant and equipment  
Right-of-use assets  
Other receivables  
Deferred tax assets  
Total non-current assets  
Reserves  
712.4
27.8
553.7
11.2
NTG A/S shareholders’ share of equity  
49.4
10.0
Non-controlling interests  
76.2
60.7
1,724.7
1,173.3
Total equity  
633.9
393.0
Trade receivables  
4.1  
4.2  
4.3  
1,211.0
93.6
827.6
90.8
Deferred tax liabiliꢀes  
Pensions and similar obligaꢀons  
Provisions  
3.2  
8.3  
5.4  
4.5  
5.3  
2.7
118.5
2.8
1.8
149.8
0.2
Other receivables  
Cash and cash equivalents  
Corporaꢀon tax  
211.4
1.1
235.9
0.6
Financial liabiliꢀes  
105.1
594.4
823.5
18.2
Total current assets  
1,517.1
1,154.9
Lease liabiliꢀes  
484.2
654.2
Total non-current liabiliꢀes  
Total assets  
3,241.8
2,328.2
Provisions  
5.4  
4.5  
5.3  
4.4  
4.4  
68.3
131.0
62.0
21.5
Financial liabiliꢀes  
Lease liabiliꢀes  
Trade payables  
Other payables  
Corporaꢀon tax  
Total current liabiliꢀes  
Total liabiliꢀes  
161.1
132.4
854.9
194.5
15.7
1,180.5
210.4
33.1
1,784.4
2,607.9
1,281.0
1,935.2
Total equity and liabiliꢀes  
3,241.8
2,328.2
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ45  
Statement of Changes in Equity  
Shareholders'  
share of  
Non-  
controlling  
interests  
Share  
capital  
Share Treasury share  
Translaꢀon  
Retained  
earnings  
Total  
equity  
(DKKm)  
premium  
reserve  
reserve  
equity  
2021  
Equity at 1 January  
Profit for the year  
453.0
0.0
0.0
0.0
-4.4
0.0
-5.8
0.0
-110.5
349.0
332.3
349.0
60.7
36.3
393.0
385.3
Net exchange differences recognised in OCI  
Actuarial gains/(losses)  
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
7.7
0.0
0.0
7.7
7.7
0.0
22.0
0.6
7.7
22.0
0.6
0.1
0.0
7.8
22.0
0.6
Tax on other comprehensive income  
Other comprehensive income, net of tax  
Total comprehensive income for the year  
0.0
22.6
371.6
30.3
379.3
0.1
30.4
415.7
36.4
Transacꢀons with shareholders:  
Share-based payments  
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.9
-39.9
28.4
-39.9
28.4
0.0
0.0
-39.9
28.4
Tax on share-based payments  
Dividends distributed  
0.0
0.0
0.0
0.0
-18.1
0.0
-18.1
-113.1
-33.0
0.9
Purchase of treasury shares  
0.0
-5.7
1.3
-107.4
-30.2
0.4
-113.1
-28.9
0.4
Acquisiꢀon of shares from non-controlling interests  
Disposal of shares to non-controlling interests  
Other adjustments  
0.0
-4.1
0.5
0.0
0.0
0.0
-1.5
-5.9
-10.3
0.7
-0.8
0.8
0.0
Total transacꢀons with owners  
Equity at 31 December  
0.0
-148.0
113.1
-153.9
557.7
-20.9
76.2
-174.8
633.9
453.0
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ46  
Statement of Changes in Equity  
Shareholders'  
share of  
Non-  
controlling  
interests  
Share  
capital  
Share Treasury share  
Translaꢀon  
Retained  
earnings  
Total  
equity  
(DKKm)  
premium  
reserve  
reserve  
equity  
2020  
Equity at 1 January  
Profit for the year  
448.5
0.0
0.0
0.0
0.0
0.0
-7.5
0.0
-200.6
125.9
240.4
125.9
48.0
22.9
288.4
148.8
Net exchange differences recognised in OCI  
Actuarial gains/(losses)  
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1.7
0.0
0.0
1.7
1.7
0.0
-0.1
1.7
-0.1
0.0
-0.4
0.0
1.3
-0.1
0.0
Tax on other comprehensive income  
Other comprehensive income, net of tax  
Total comprehensive income for the year  
0.0
0.0
-0.1
1.6
-0.4
22.5
1.2
125.8
127.5
150.0
Transacꢀons with shareholders:  
Share-based payments  
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
-5.8
1.3
0.0
1.3
0.0
0.0
-15.7
0.0
1.3
-15.7
-38.8
9.4
Dividends distributed  
Purchase of treasury shares  
0.0
0.0
-6.2
0.0
-32.6
0.0
-38.8
0.0
Addiꢀon of non-controlling interests  
Acquisiꢀon of shares from non-controlling interests  
Disposal of shares to non-controlling interests  
Other adjustments  
0.0
0.0
9.4
4.5
16.9
0.0
3.1
-15.0
-7.6
9.5
-13.2
9.7
-3.7
0.0
0.0
-7.6
0.0
2.1
0.0
-16.9
0.0
-1.3
-4.4
-4.4
18.2
-35.7
-110.5
0.0
0.0
Total transacꢀons with owners  
Equity at 31 December  
4.5
-35.6
332.3
-9.8
60.7
-45.4
393.0
453.0
0.0
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ47  
Notes overview  
1.  
Basis for preparaꢀon  
4.  
Financial assets and liabiliꢀes  
Trade Receivables  
7.  
Composiꢀon of the Group  
Acquisiꢀon and disposal of enꢀꢀes  
Non-controlling interests  
1.1  
Accounꢀng policies, esꢀmates and judgements  
48  
4.1  
4.2  
4.3  
4.4  
4.5  
54  
54  
54  
54  
55  
7.1  
7.2  
64  
Other financial assets  
67  
2.  
Profit for the year  
Cash and cash equivalents  
Trade and other payables  
Other financial liabiliꢀes  
2.1  
2.2  
2.3  
2.4  
2.5  
2.6  
2.7  
2.8  
Segment informaꢀon  
Net revenue  
50  
51  
51  
51  
51  
52  
52  
52  
8.  
Other disclosures  
8.1  
Remuneraꢀon of the Execuꢀve Board  
and the Board of Directors  
68  
68  
70  
Direct costs  
8.2  
8.3  
8.4  
Share-based payment programs  
Other external expenses  
Staff costs  
5.  
Non-financial assets and liabiliꢀes  
Intangible assets  
Pension obligaꢀons  
5.1  
5.2  
5.3  
5.4  
56  
57  
58  
60  
Fees to auditors appointed at  
Amorꢀsaꢀon and depreciaꢀon for the year  
Special Items  
Tangible assets and fixed investments  
Leases  
the Annual general meeꢀng  
72  
72  
72  
73  
74  
8.5  
8.6  
8.7  
8.8  
Related party transacꢀons  
Commitments and conꢀngent liabiliꢀes  
Events aꢃer the reporꢀng period  
Group structure  
Financial income and expenses  
Provisions  
3.  
Tax  
6.  
Capital and financial risks  
Equity  
3.1  
3.2  
Income tax  
Deferred tax  
53  
53  
6.1  
6.2  
6.3  
6.4  
60  
61  
62  
62  
Earnings per share  
Capital Management  
Financial risks  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ48  
Notes  
1.ꢂBasis for preparaꢀon  
Associates  
This secꢀon provides an overview of the financial accounꢀng policies and key  
accounꢀng esꢀmates applied in the preparaꢀon of the Group’s consolidated  
financial statements. The accounꢀng policies set out in secꢀon 1.1. below have  
been applied consistently with respect to the financial year and comparaꢀve  
figures from previous year.  
New standards and interpretaꢀons not yet adopted  
Associates are all enꢀꢀes over which the Group has significant influence, but not  
control or joint control. This is generally the case when the Group holds between  
20% and 50% of the voꢀng rights. Investments in associates are accounted for  
using the equity method of accounꢀng, aꢃer iniꢀally being recognised at cost.  
Certain new accounꢀng standards and interpretaꢀons have been published but  
not mandatory for 31 December 2021 reporꢀng. These standards are not ex-  
pected to have a material impact on the enꢀty in the current or future reporꢀng  
periods.  
Non-controlling interests  
The consolidated financial statements of NTG Nordic Transport Group A/S  
have been prepared in accordance with the Internaꢀonal Financial Reporꢀng  
Standards (IFRS) as adopted by the EU and further requirements in the Danish  
Financial Statements Act relevant for class D companies.  
Consolidaꢀon principles  
The Consolidated financial statements comprise NTG Nordic Transport Group  
A/S (Parent Company) and its subsidiaries.  
Non-controlling interests’ share of profit/loss for the year and of equity in  
subsidiaries is included in the Group’s profit/loss for the year and of the equity of  
subsidiaries, respecꢀvely, but shown as separate items. Net profit for the year is  
allocated to non-controlling interests using the ownership interests present on  
the reporꢀng date.  
Subsidiaries  
Subsidiaries are all enꢀꢀes over which the Group has control. The Group controls  
an enꢀty when the Group is exposed to, or has rights to, variable returns from its  
involvement with the enꢀty and has the ability to affect those returns through  
its power to direct the acꢀviꢀes of the enꢀty. Subsidiaries are fully consolidated  
from the date on which control is transferred to the Group. They are deconsoli-  
dated from the date that control ceases.  
The Annual Report for 2021 was approved by Execuꢀve Management and the  
Board of Directors on 9 March 2022 and will be presented for approval at the  
subsequent Annual General Meeꢀng on 7 April 2022.  
Transacꢀons with non-controlling interest that do not result in a change of con-  
trol are recognised directly in equity. Such transacꢀons result in an adjustment  
between the carrying amounts of the controlling and non-controlling interests  
to reflect their relaꢀve interests in the subsidiary. Any difference between the  
amount of the adjustment to non-controlling interest and the consideraꢀon paid  
or received is recognised directly in retained earnings aꢂributable to owners of  
NTG Nordic Transport Group A/S.  
1.1 Accounꢀng policies, esꢀmates and judgements  
The Annual Report for the period 1 January - 31 December 2021 comprise the  
consolidated financial statements of the Parent Company NTG Nordic Transport  
Group A/S and subsidiaries controlled by the Parent Company (the Group).  
The acquisiꢀon method of accounꢀng is used to account for business combina-  
ꢀons by the Group (refer to note 7.1).  
The annual report has been prepared on a going concern basis and in accordance  
with the historical cost convenꢀon, except where IFRS explicitly requires use of  
other values.  
Foreign currency translaꢀon  
Funcꢀonal and presentaꢀon currency  
Items in the financial statements of each reporꢀng enꢀty of the Group are meas-  
ured in the currency of the primary economic environment in which the enꢀty  
operates (the funcꢀonal currency).  
Consolidaꢀon is performed by summarizing the financial statements of the  
Parent Company and its subsidiaries. Intercompany transacꢀons, balances  
and unrealised gains on transacꢀons between Group enꢀꢀes are eliminated.  
Unrealised losses are also eliminated unless the transacꢀon provides evidence of  
an impairment of the transferred asset. Accounꢀng policies of subsidiaries have  
been changed where necessary to ensure consistency with the policies adopted  
by the Group.  
New and amended standards adopted by the Group  
Accounꢀng policies have been applied consistently with those applied in the  
consolidated financial statements for 2020.  
The funcꢀonal currency of the Parent Company, NTG Nordic Transport Group  
A/S is Danish Kroner (DKK).  
The Group has implemented all new EU-approved standards, interpretaꢀons and  
amendments effecꢀve on 1 January 2021. The amendments did not have any  
impact on the amounts recognised in prior periods and are not expected to signif-  
icantly affect the current or future periods.  
Acquired or sold subsidiaries are recognised in the consolidated income state-  
ment for the period in which the Parent controls such enꢀꢀes. Comparaꢀve  
figures are not restated for recently acquired or sold enꢀꢀes.  
The financial statements are presented in Danish kroner (DKK), and all amounts  
have been rounded to the nearest hundred thousand.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ49  
Notes  
Transacꢀons and balances  
Statement of cash flow  
Accounꢀng esꢀmates and judgments  
Foreign currency transacꢀons are translated into the funcꢀonal currency using  
the exchange rates at the dates of the transacꢀons. Foreign exchange gains and  
losses resulꢀng from the seꢂlement of such transacꢀons and from the translaꢀon  
of monetary assets and liabiliꢀes denominated in foreign currencies at year end  
exchange rates are generally recognised on a net basis in the statement of profit  
or loss, within financial items.  
The cash flow statement shows the Group’s cash flows during the year distribut-  
ed on operaꢀng, invesꢀng and financing acꢀviꢀes, including changes in cash and  
cash equivalents at the beginning and at the end of the year. The cash flow state-  
ment cannot be derived directly from the balance sheet and income statement.  
The Group makes esꢀmates and assumpꢀons concerning the future. The result-  
ing accounꢀng esꢀmates rely on Management judgement and will, by definiꢀon,  
seldom equal the related actual results.  
Esꢀmates and assumpꢀons are based on historical experience and other factors  
that Management considers to be reliable, but which by their very nature are  
associated with uncertainty and unpredictability. These assumpꢀons may prove  
incomplete or incorrect, and unexpected events or circumstances may arise. The  
esꢀmates and assumpꢀons deemed most significant to the preparaꢀon of the  
consolidated financial statements are addressed below:  
Cash flows from operaꢀng acꢀviꢀes are calculated using the indirect method  
and as operaꢀng profit before special items (EBIT) for the year adjusted for  
changes in working capital and non-cash operaꢀng items such as depreciaꢀon,  
amorꢀsaꢀon and impairment losses, and provisions. Working capital comprises  
current assets less short-term debt excluding items included in cash and cash  
equivalents.  
Group Enꢀꢀes  
The results and financial posiꢀon of all Group enꢀꢀes that have a funcꢀonal cur-  
rency different from the presentaꢀon currency are translated into the presenta-  
ꢀon currency as follows:  
•
•
Acquisiꢀon of enterprises (Note 7.1)  
Defined Benefit Plans (Note 8.3)  
1. Assets and liabiliꢀes for each enꢀty’s balance sheet are translated at the clos-  
ing rate at the date of that balance sheet;  
Cash flows from invesꢀng acꢀviꢀes comprise cash flows from acquisiꢀons and  
disposals of intangible assets, property, plant and equipment as well as fixed  
asset investments.  
Refer to each of the specific notes for details on relevant accounꢀng policies and  
further descripꢀon of significant esꢀmates and assumpꢀons used.  
2. Income and expenses for each enꢀty’s income statement are translated at  
average exchange rates; and  
Cash flows from financing acꢀviꢀes comprise cash flows from the raising and  
repayment of long-term debt, including servicing of leasing liabiliꢀes, as well as  
payments to and from shareholders.  
Risk factors specific to the Group are described in the management report from  
pages 28-29 and in note 6.4.  
3. All resulꢀng exchange differences are recognised as other comprehensive  
income.  
Cash and cash equivalents include cash on hand and short-term liquid assets that  
Goodwill and fair value adjustments arising on the acquisiꢀon of a foreign enꢀty  
are treated as assets and liabiliꢀes of the foreign enꢀty and translated at the  
closing rate. Exchange differences arising are recognised in other comprehensive  
income.  
are readily converꢀble to cash.  
Materiality  
The financial statements separately present items which are considered individ-  
ually material. Individually immaterial items are aggregated with other items of  
similar nature in the statements or in the notes. All required disclosures by IFRS  
are presented unless the informaꢀon is considered immaterial to the economic  
decision-making of the users of the financial statements.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ50  
Notes  
2.ꢂProfit for the year  
This secꢀon includes disclosures on components of consolidated profit for the  
All intersegment transacꢀons and seꢂlements are carried out on an arm’s length  
Net revenue per country  
year.  
basis.  
(DKKm)  
2021  
2020  
Air & Ocean  
2.1 Segment informaꢀon  
Denmark  
Sweden  
Germany  
Finland  
Other  
2,431.5  
1,349.6  
784.3  
1,904.6  
930.0  
The Air & Ocean division provides internaꢀonal air and ocean freight services,  
including project transports.  
Accounꢀng policies  
Management monitors the operaꢀng results of its business units separately for  
the purpose of making decisions about resource allocaꢀon and performance  
assessment. Segment performance is evaluated based on operaꢀng profit or loss  
before special items and is measured consistently with operaꢀng profit or loss in  
the consolidated statement of income.  
571.8  
Road & Logisꢀcs  
739.7  
501.9  
The Road & Logisꢀcs division provides transport and ware-housing soluꢀons  
with a geographical focus on Europe.  
1,996.8  
7,301.9  
1,423.9  
5,332.2  
Total  
Major customers  
Operaꢀng segments  
The Group has no customers contribuꢀng revenue of more than 10 % of total  
revenue and the Group is therefore not reliant on any major customers.  
The Group’s business operaꢀons are carried out by two divisions, forming the  
basis for the Group’s segment reporꢀng. Informaꢀon on business segments is  
based on the Group’s risk and returns and its internal financial reporꢀng system.  
The segmentaꢀon is a direct match to the Group’s management structure, with a  
responsible CEO for each of the two operaꢀng segments. Business segments are  
regarded as the primary segments. Non-allocated items related to Head-office  
funcꢀons are not part of the business segments and are as such separated in the  
segment reporꢀng.  
Non-current assets*  
(DKKm)  
2021  
2020  
Geographical informaꢀon  
The following table present informaꢀon regarding the Group’s geographical seg-  
ments on revenue, and non-current assets, both of which are allocated according  
to the country in which the individual consolidated enꢀty is based.  
Denmark  
Sweden  
Germany  
Finland  
Other  
1,150.7  
197.5  
40.4  
717.4  
106.1  
56.3  
71.4  
69.7  
215.3  
1,675.3  
213.8  
1,163.3  
Total  
Road & Logisꢀcs  
Air & Ocean  
2021  
Eliminaꢀons etc.  
Total  
2021  
* non-current assets less tax assets  
(DKKm)  
2021  
2020  
2020  
2021  
2020  
2020  
Segment revenue  
5,565.2  
-17.5  
4,291.4  
-16.7  
1,762.3  
-8.8  
1,062.4  
-5.4  
1.0  
-0.3  
0.7  
0.8  
-0.3  
0.5  
7,328.5  
-26.6  
5,354.6  
-22.4  
Revenue (between segments)  
Revenue (external)  
5,547.7  
1,259.9  
-144.7  
429.8  
4,274.7  
979.3  
1,753.5  
331.9  
-10.8  
1,057.0  
259.0  
-12.9  
7,301.9  
1,592.1  
-157.1  
542.0  
5,332.2  
1,238.4  
-168.6  
260.7  
Gross Profit  
0.3  
0.1  
Amorꢀsaꢀon and depreciaꢀons  
Operaꢀng profit before special items  
Gross margin  
-153.9  
247.0  
-1.6  
-0.1  
-1.8  
1.6  
112.3  
18.9%  
12.1  
22.7%  
22.9%  
24.5%  
21.8%  
23.2%  
*ꢁTotal assets and liabiliꢀes for each segment is not reported because such amounts are not regularly provided to the CODM  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ51  
Notes  
2.2 Net revenue  
Accounꢀng policies  
2.5 Staff costs  
Accounꢀng policies  
The Group derives revenue primarily from freight forwarding services related to  
transport of goods throughout Europe and worldwide by road, ocean and air.  
effect of variable consideraꢀon is present, and no material uncertainty is therefore  
associated with the contract price on an individual transport level. No significant  
financing component is included in the transacꢀon price, as sales are generally  
made with credit terms between 14-60 days from the delivery date, in coherence  
with market pracꢀce. Consequently, no adjustments to the transacꢀon prices for  
the ꢀme value of money is carried out.  
Staff costs include salaries, bonuses, pensions, social security costs, vacaꢀon pay  
and other benefits.  
Revenue from contracts with customers is recognised when control of freight  
forwarding services are transferred to the customer at an amount that reflects  
the consideraꢀon to which the Group expects to be enꢀtled in exchange for those  
services. Freight forwarding services and other services are generally character-  
ised by short delivery ꢀmes except for ocean transports that takes longer due to  
the nature of the service delivered.  
Staff costs are recognised in the financial year in which the associated services are  
rendered by the employees. Costs related to long-term employee benefits, e.g., de-  
fined benefit pension plans, are recognised in the periods in which they are earned.  
Esꢀmates of revenues, costs or extent of progress toward compleꢀon are revised if  
circumstances change. Any resulꢀng increases or decreases in esꢀmated revenues  
or costs are reflected in profit or loss in the period in which the circumstances that  
give rise to the revision become known by management. Change of circumstances  
relaꢀng to individual transports will ordinarily have a non-material effect on the  
Group’s consolidated revenue.  
Government grants amounꢀng to DKK 1.4 million was recognised as a deducꢀon  
to wages and salaries (2020: DKK 9.2 million). Government grants are recognised  
at their fair value where there is a reasonable assurance that the grant will be  
received, and the group will comply with all aꢂached condiꢀons. The government  
grants are related to Covid-19 public support programs in certain countries. There  
are no unfulfilled condiꢀons or other conꢀngencies aꢂaching to these grants. The  
Group did not benefit directly from any other forms of government assistance.  
Timing of revenue recogniꢀon reflects when fulfilment of performance obligaꢀons  
towards customers take place and follows the over-ꢀme principle because the  
customer receives and uses the benefits simultaneously.  
Revenue generated by providing other logisꢀc services is recognised in the report-  
ing period in which the service is rendered.  
Accrued revenue and accrued costs of services in progress at 31 December 2021  
are presented on the line items trade receivables and trade payables, respecꢀvely.  
Accrued revenue is esꢀmated and recognised when a sales transacꢀon fulfils the  
criteria for revenue recogniꢀon, but no final invoice has yet been issued to the  
customer at the end of the reporꢀng period. Accrued costs are esꢀmated and  
recognised when supplier invoices relaꢀng to recognised revenue for the reporꢀng  
period have yet to be received.  
Please refer to note 8.1 for detailed informaꢀon on remuneraꢀon of Manage-  
ment and note 8.2 for detailed informaꢀon on the Groups share opꢀon schemes  
and 8.3 for detailed informaꢀon on pension plans.  
When determining the transacꢀon price for the sale of services, the Group consid-  
ers the effect of variable consideraꢀon and any other significant factors affecꢀng  
the transacꢀon price. The Group’s ordinary course of business is to agree a price  
(transacꢀon price) with the customer for performing the specific service (price  
allocaꢀon) before booking a haulier/carrier and delivering the service. No material  
(DKKm)  
2021  
2020  
Wages and salaries  
571.3  
24.7  
2.3  
501.5  
20.3  
4.4  
Defined contribuꢀon pension plans  
Defined benefit pension plans  
Other social security costs  
Share-based payment  
Other staff costs  
2.3 Direct costs  
Accounꢀng policies  
Direct costs comprise costs incurred to achieve the year’s revenue and primarily  
includes costs for hauliers, shipping companies and airlines.  
63.6  
7.6  
51.2  
1.3  
14.0  
683.5  
10.9  
589.6  
Total staff costs  
2.4 Other external expenses  
Accounꢀng policies  
Average full ꢀme employees  
1,621  
1,893  
1,482  
1,492  
Other external expenses include expenses related to rent, IT, training and educa-  
ꢀon, travelling and other costs of operaꢀons and maintenance.  
Number of full-ꢀme employees at year-end  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ52  
Notes  
2.6 Amorꢀsaꢀon and depreciaꢀon for the year  
2.7 Special Items  
2.8 Financial income and expenses  
Accounꢀng policies  
Accounꢀng policies  
Accounꢀng policies  
Amorꢀsaꢀon and depreciaꢀon relate to the following fixed assets in the balance  
sheet:  
Special items are reported in the income statement and comprise significant  
income and expenses of an excepꢀonal nature relaꢀve to the Group’s ordinary  
operaꢀons or costs related to investments in future acꢀviꢀes.  
Financial income and expenses comprise interest income and expenses, realised  
and non-realised capital gains/losses on transacꢀons in foreign currency, amorꢀsa-  
ꢀon of financial assets and liabiliꢀes etc.  
•
•
•
Intangible assets (excluding goodwill),  
Property, plant and equipment, and  
Right-of-use assets capitalised cf. IFRS 16  
The items are stated separately to give a true and fair view of the Group’s  
operaꢀng profit.  
Financial income  
(DKKm)  
2021  
2020  
Amorꢀsaꢀon and depreciaꢀon profiles depend on the underlying assets (see  
notes 5.1, 5.2 and 5.3)  
Special items for the year comprise:  
Interest income  
Other financial income  
Total  
0.6  
2.6  
3.2  
0.4  
2.7  
3.1  
•
Transacꢀon and integraꢀon costs from business combinaꢀons  
(DKKm)  
2021  
2020  
(DKKm)  
2021  
2020  
Amorꢀsaꢀon of intangible assets  
Depreciaꢀon of tangible assets  
Impairment of tangible assets  
Depreciaꢀon of right-of-use assets, cf. IFRS 16  
Terminaꢀon seꢂlements  
0.5  
9.5  
0.6  
10.7  
0.0  
Financial expenses  
Transacꢀon and integraꢀon costs from  
business combinaꢀons  
(DKKm)  
2021  
2020  
4.2  
5.4  
2.5  
Total  
4.2  
5.4  
147.5  
-2.9  
158.3  
-1.0  
Interest expense  
3.7  
1.3  
3.4  
1.3  
Calculated interest on pensions plan (note 8.3)  
Exchange differences  
Other financial expenses  
Interest on lease liabiliꢀes  
Total  
If the above special items costs were split into other income statement item lines,  
DKK 3.5 million would relate to other external expenses and DKK 0.7 million to  
staff costs.  
Total  
157.1  
168.6  
17.9  
10.2  
30.5  
63.6  
6.6  
5.8  
An early terminaꢀon of the office and logisꢀcs facility in Switzerland as of 30 June  
2021 resulted in a reassessment of a previously impaired agreement. A posiꢀve  
one-off effect of DKK 23.0 million was recognised in amorꢀsaꢀon and depreciaꢀon  
on intangible and tangible fixed assets, offset by recogniꢀon of a DKK 3.0 million  
cost in other external expenses.  
31.3  
48.4  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ53  
Notes  
3.ꢂTax  
This secꢀon contains relevant disclosures and details regarding tax recognised in  
the financial statements. The total tax on Group profit for the year amounts to DKK  
92.1 million.  
(DKKm)  
2021  
2020  
balance sheet date and are expected to apply when the related deferred income  
tax asset is realised, or the deferred income tax liability is seꢂled.  
Tax on profit/loss for the year:  
Current tax  
Deferred income tax assets are recognised only to the extent that it is probable  
that future taxable profit will be available, against which the temporary differenc-  
es can be uꢀlised.  
95.9  
-10.5  
6.7  
67.5  
-4.3  
-2.0  
61.2  
3.1 Income tax  
Adjustment of deferred tax  
Adjustment of tax from prior periods  
Total tax on profit/loss for the year  
Accounꢀng policies  
The income tax expense or credit for the period is the tax payable on the current  
period’s taxable income based on the applicable income tax rate for each juris-  
dicꢀon adjusted by changes in deferred tax assets and liabiliꢀes aꢂributable to  
temporary differences and to unused tax losses.  
Deferred income tax assets and liabiliꢀes are offset when there is a legally en-  
forceable right to offset current tax assets against current tax liabiliꢀes and when  
the deferred income tax assets and liabiliꢀes relate to income taxes levied by the  
same taxaꢀon authority on either the same taxable enꢀty or different taxable  
enꢀꢀes where there is an intenꢀon to seꢂle the balances on a net basis.  
92.1  
(DKKm)  
2021  
2020  
The current income tax charge is calculated on the basis of the tax laws enacted or  
substanꢀvely enacted at the balance sheet date in the countries where the Group  
operates and generates taxable income. Management periodically evaluates  
posiꢀons taken in tax returns with respect to situaꢀons in which applicable tax  
regulaꢀon is subject to interpretaꢀon. It establishes provisions, where appropriate,  
on the basis of amounts expected to be paid to the tax authoriꢀes. Management’s  
judgements in this respect are based on assumpꢀons and esꢀmates, which carry a  
degree of uncertainty with respect to actual outcomes. Non-taxable items mainly  
relate to individual Group companies, where tax losses are non-capitalised.  
Parent company's income tax rate  
22.0%  
22.0%  
(DKKm)  
2021  
2020  
Tax effect of:  
Movement on deferred tax, net  
Deferred tax at 1 January  
Deferred tax for the year  
Tax on changes in equity  
Higher/lower tax rate in subsidiaries  
Other non-taxable items  
-1.0%  
-3.6%  
1.4%  
-1.4%  
9.6%  
8.2  
10.5  
18.2  
10.2  
-0.4  
46.7  
2.3  
4.3  
0.0  
0.0  
1.6  
8.2  
Adjustments of tax from prior periods  
Revaluaꢀon of deferred tax assets and liabiliꢀes  
Effecꢀve tax rate  
-0.9%  
-0.2%  
29.1%  
0.5%  
Addiꢀons from business combinaꢀons  
Other adjustments  
19.3%  
Tax on other changes in equity concerns corporaꢀon tax and deferred tax and re-  
lates to the excess tax value between actual and expected tax deducꢀon compared  
to the cumulaꢀve share-based payments cost recognised in the income statement.  
Deferred tax at 31 December  
3.2 Deferred tax  
The Group has non-recognised tax assets totalling 402 million at year-end 2021  
(2020: 421 million), of which the majority relates to tax loss carry forwards. The  
majority of unrecognised deferred tax assets have no significant ꢀme limitaꢀons.  
Accounꢀng policies  
(DKKm)  
2021  
2020  
Deferred income tax is recognised on temporary differences arising between the  
tax bases of assets and liabiliꢀes and their carrying amounts in the Consolidated  
Financial Statements. However, deferred tax liabiliꢀes are not recognised if they  
arise from the iniꢀal recogniꢀon of goodwill; deferred income tax is not account-  
ed for if it arises from the iniꢀal recogniꢀon of an asset or liability in a transacꢀon  
other than a business combinaꢀon that, at the ꢀme of the transacꢀon, affects  
neither accounꢀng nor taxable profit or loss. Deferred income tax is determined  
using tax rates (and laws) that have been enacted or substanꢀvely enacted by the  
Tax for the year:  
Tax on profit/loss for the year  
Tax on other comprehensive income  
Tax on other changes in equity  
Total tax for the year  
92.1  
0.6  
61.2  
0.0  
Non-recognised tax loss carry forwards include DKK 1,742 million acquired from  
the transacꢀon with former Neurosearch A/S. There is no assurance that the  
Group will be able to uꢀlise the acquired tax-loss carry forwards, and no deferred  
tax asset has therefore been recognised.  
-28.4  
64.3  
0.0  
61.2  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ54  
Notes  
4.ꢂFinancial assets and liabiliꢀes  
4.3 Cash and cash equivalents  
This note provides informaꢀon about the Group’s financial instruments,  
including:  
4.1 Trade Receivables  
Cash and cash equivalents disclosed in the statement of cash flows include DKK  
35.3 million which are held on deposit accounts with some limiꢀaꢀons in use.  
Deposits are subject to regulatory restricꢀons and are therefore not available for  
general use by other enꢀꢀes within the Group.  
Accounꢀng policies  
A receivable is the Group’s uncondiꢀonal right to consideraꢀon and is accounted  
for in accordance with IFRS 9. Receivables are iniꢀally recognised at fair value  
adjusted for any transacꢀon costs. Subsequently, receivables are measured at  
amorꢀsed cost, which usually corresponds to the nominal value.  
•
•
•
•
Overview of all financial instruments held by the Group  
Specific informaꢀon about each type of financial instrument  
Accounꢀng policies  
Informaꢀon about determining the fair value of the instruments, including  
judgements and esꢀmaꢀon uncertainty involved.  
4.4 Trade and other payables  
Trade receivables are amounts due from customers for services performed in the  
ordinary course of business. They are generally due for seꢂlement on a short-  
term basis and therefore are classified as current.  
Accounꢀng policies  
The Group holds the following financial instruments:  
Trade payables represents liabiliꢀes for services provided to the Group prior to the  
end of financial year, which are unpaid at the balance sheet date. The amounts are  
unsecured and are usually paid on a short-term basis. Trade and other payables are  
presented as current liabiliꢀes unless payment is due more than 12 months aꢃer  
the reporꢀng period. They are recognised iniꢀally at their fair value and subse-  
quently measured at amorꢀsed cost using the effecꢀve interest method. Carrying  
amounts of trade and other payables are considered to be the same as their fair  
values, due to their short-term nature.  
Financial assets (amorꢀsed cost)  
Due to the short-term nature of the current receivables, their carrying amounts  
are considered to be the same as their fair value.  
(DKKm)  
2021  
2020  
Informaꢀon about the impairment of trade receivables and the Group’s exposure  
to credit risk, foreign currency and interest risk can be found in note 6.4.  
Trade Receivables  
1,211.0  
121.4  
827.6  
102.0  
235.9  
Other financial assets at amorꢀsed cost  
Cash and Cash equivalents  
211.4  
Trade Receivables  
(DKKm)  
2021  
2020  
4.5 Other financial liabiliꢀes  
Financial liabiliꢀes (amorꢀsed cost)  
Accounꢀng policies  
Trade Receivables  
1,244.1  
-33.1  
858.6  
-31.0  
827.6  
(DKKm)  
2021  
2020  
Other financial liabiliꢀes consist of individually immaterial posiꢀons related to  
short-term bank overdraꢃs and other borrowing arrangements outside of credit  
insꢀtuꢀons.  
Less provision for impairment  
Trade Receivables net  
Trade and other payables  
Other financial liabiliꢀes  
Lease liabiliꢀes  
1,390.9  
236.1  
1,049.4  
39.7  
1,211.0  
Other financial liabiliꢀes are measured at amorꢀsed cost, which corresponds to the  
net realisable value.  
755.5  
616.6  
4.2 Other financial assets  
Accounꢀng policies  
Other financial assets consist of receivables other than trade receivables. These  
other receivables generally arise from transacꢀons outside the usual operaꢀng  
acꢀviꢀes of the Group. The non-current part of other receivables mainly consists  
of deposits, which are measured at cost less repayments and impairment (amor-  
ꢀsed cost).  
The Group’s exposure to various risks associated with the financial instruments is  
discussed in note 6.4. The maximum exposure to credit risk at the end of the re-  
porꢀng period is the carrying amount of each class of financial assets menꢀoned  
above.  
Other financial liabiliꢀes are classified as current liabiliꢀes unless the Group has an  
uncondiꢀonal right to defer seꢂlement of the liability for at least 12 months aꢃer  
the reporꢀng period.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ55  
Notes  
4.5 Other financial liabiliꢀes – conꢀnued  
Financial liabiliꢀes  
2021  
0-1 year  
Carrying  
amount  
(DKKm)  
1-5 years  
> 5 years  
Trade and other payables  
Other financial liabiliꢀes  
Lease liabiliꢀes  
1,390.9  
236.1  
1,390.9  
131.0  
0.0  
105.1  
334.8  
439.9  
0.0  
0.0  
755.5  
161.1  
259.6  
259.6  
Total, discounted  
2,382.5  
1,683.0  
Interest  
189.7  
49.3  
85.7  
54.7  
Total, undiscounted  
2,572.2  
1,732.3  
525.6  
314.3  
2020  
Carrying  
amount  
(DKKm)  
0-1 year  
1-5 years  
> 5 years  
Trade and other payables  
Other financial liabiliꢀes  
Lease liabiliꢀes  
1,049.4  
39.7  
1,049.4  
21.5  
0.0  
18.2  
0.0  
0.0  
616.6  
132.4  
293.4  
311.6  
190.8  
190.8  
Total, discounted  
1,705.7  
1,203.3  
Interest  
181.4  
40.1  
88.4  
52.9  
Total, undiscounted  
1,887.1  
1,243.4  
400.0  
243.7  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ56  
Notes  
5.ꢂNon-financial assets and liabiliꢀes  
This secꢀon provides informaꢀon about the Group’s non-financial assets and  
liabiliꢀes: Intangible assets, tangible assets and provisions.  
5.1 Intangible assets  
2021  
2020  
Goodwill  
Acquired  
Rights  
Acquired  
Rights  
Accounꢀng policies  
(DKKm)  
Goodwill  
Total  
Goodwill  
Total  
Goodwill acquired in business combinaꢀons is recognised and measured as the  
difference between the total of the fair value of the consideraꢀon transferred  
and the fair value of the idenꢀfiable net assets on the date of acquisiꢀon. Good-  
will is not amorꢀsed. The carrying amount of goodwill is tested for impairment  
annually. Impairment losses are recognised directly for the year and are not  
subsequently reversed.  
Cost at 1 january  
1.7  
506.1  
507.8  
1.5  
388.6  
390.1  
Acquisiꢀons through business combinaꢀons  
Addiꢀons for the year  
0.0  
0.0  
352.1  
0.0  
352.1  
0.0  
0.4  
0.1  
117.6  
0.0  
118.0  
0.1  
Disposals at cost  
0.0  
-2.0  
0.5  
-2.0  
0.3  
-0.2  
-0.1  
1.7  
0.0  
-0.2  
Acquired other rights  
Currency translaꢀon adjustments  
Cost at 31 December  
-0.2  
1.5  
-0.1  
506.1  
-0.2  
Accounꢀng policies  
856.7  
858.2  
507.8  
Acquired other similar rights are measured at cost less accumulated amorꢀsaꢀon  
and less any accumulated impairment losses or at a lower value in use.  
Impairment losses and amorꢀsaꢀon at 1 january  
0.7  
0.0  
0.7  
0.3  
0.0  
0.3  
Impairment  
Accounꢀng policies  
Goodwill is tested for impairment once a year, other intangible assets are tested  
when there is indicaꢀon of impairment.  
Amorꢀsaꢀon for for the year  
0.5  
0.0  
0.0  
0.0  
0.0  
0.0  
0.5  
0.0  
0.6  
-0.2  
0.0  
0.0  
0.0  
0.0  
0.0  
0.6  
-0.2  
0.0  
Disposals during the year  
Currency translaꢀon adjustments  
Impairment losses and depreciaꢀon at 31 December  
-0.2  
1.0  
-0.2  
1.0  
When performing the impairment test, an assessment is made as to the ability of  
individual cash generaꢀng units (CGUs) to generate sufficient posiꢀve net cash  
flow in the future to support the value of the unit in quesꢀon.  
0.7  
0.7  
Carrying amount at 31 December  
0.5  
856.7  
857.2  
1.0  
506.1  
507.1  
Impairment tesꢀng is performed for each cash-generaꢀng unit to which consol-  
idated goodwill is allocated, as defined by Management. The cash-generaꢀng  
units thereby follow the Group’s divisional structure:  
•
Road & Logisꢀcs  
•
Air & Ocean  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ57  
Notes  
5.1 Intangible assets – conꢀnued  
5.2 Tangible assets and fixed assets investments  
Goodwill impairment  
Goodwill is wriꢂen down to its recoverable amount through the income state-  
ment, if this is lower than the carrying amount.  
Property, plant and equipment  
Accounꢀng policies  
Property, plant and equipment are measured at cost less accumulated deprecia-  
ꢀon and accumulated impairment. Property, plant and equipment are depreciat-  
ed on a straight-line basis over the esꢀmated useful lives of the assets, which are  
as follows:  
2021  
Road &  
Logisꢀcs Air & Ocean  
The recoverable amount is determined as the present value of the discounted  
future net cash flow from the cash-generaꢀng unit to which the goodwill relates.  
In calculaꢀng the present value, discount rates are applied reflecꢀng the risk-free  
interest rate with the addiꢀon of risks relaꢀng to the individual cash-generaꢀng  
units, such as geographical and financial exposure.  
(DKKm)  
Carrying amount of goodwill  
726.6  
130.1  
Budget period  
Annual Growth  
Operaꢀng margin  
•
•
•
•
Land is not depreciated  
Warehouses and other producꢀons buildings 20-30 years  
Office buildings 40-50 years  
The carrying amount of goodwill at the end of the reporꢀng date equals DKK  
856.7 million. For goodwill impairment tesꢀng, a number of esꢀmates are made.  
Esꢀmates are made in connecꢀon to the development in revenues, operaꢀng  
profits, future capital expenditures, discount rates and growth expectaꢀons in  
the terminal period. These esꢀmates are based on assessments of the current  
cash-generaꢀng units Road & Logisꢀcs and Air & Ocean and are based on his-  
torical data and assumpꢀons of future expected market developments, including  
expected long-term average market growth rates.  
4.0%  
5.5%  
6.0%  
4.5%  
Other plant and other operaꢀng equipment 3-7 years  
Terminal Period  
Growth  
The basis of depreciaꢀon is calculated with due consideraꢀon to the residual  
value and any prior impairment write down. The esꢀmated useful life and resid-  
ual value of each asset is determined at the date of acquisiꢀon and reassessed  
annually.  
2.0%  
9.5%  
2.0%  
Pretax discount rate  
10.5%  
The Road & Logisꢀcs division primarily operates in the Northern, Eastern and  
Central European markets. Future net cash flows of the division are affected by  
market development and growth rates in these regions.  
2020  
Road &  
Logisꢀcs Air & Ocean  
Impairment  
Assets are tested for impairment, if indicaꢀons of impairment are present. In case  
a need for impairment is idenꢀfied, the asset’s carrying amount is wriꢂen down  
immediately to its recoverable amount if the asset’s carrying amount is greater  
than its esꢀmated recoverable amount. Any resulꢀng impairment loss is recog-  
nised in the income statement when the impairment is idenꢀfied.  
(DKKm)  
The Air & Ocean division operates internaꢀonally, and its future cash flows are  
therefore exposed to developments in global trade and economy.  
Carrying amount of goodwill  
376.0  
130.1  
Budget period  
Annual Growth  
Operaꢀng margin  
Future cash flows in both divisions are also affected by the development of inter-  
nal factors, such as network synergies and producꢀvity improvements.  
4.0%  
5.0%  
6.0%  
3.0%  
The expected future net cash flow is based on budgets and business plans ap-  
proved by Management for the year 2022 and projecꢀons for subsequent years  
up to and including 2026. Projecꢀons in the budget period are derived from the  
Group’s historical above-industry growth rates. From 2026, NTG Nordic Trans-  
port Group A/S expects the growth rate to remain in line with the expected long-  
term average growth rate for the industry. Calculaꢀons and related sensiꢀvity  
analysis have shown no indicaꢀon of goodwill impairment in either CGU.  
Terminal Period  
Growth  
2.0%  
9.5%  
2.0%  
Pretax discount rate  
10.5%  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ58  
Notes  
5.2 Tangible assets and fixed assets investments – conꢀnued  
5.3 Leases  
Contracts are assessed at incepꢀon to determine whether the Group is entering into  
a lease. If a lease is idenꢀfied, a right-of-use asset and a corresponding lease liability  
are recognised in the balance sheet at the contract’s commencement date.  
2021  
Other  
2020  
Other  
Fixtures  
and fiꢂngs,  
tools and  
Fixtures  
and fiꢂngs,  
tools and  
Lease liabiliꢀes are iniꢀally measured at the present value of future leasing payments  
under the contract, discounted using either the interest rate implicit in the contract,  
or (if the implicit interest rate is not available) an incremental borrowing rate appro-  
priate for the Group.  
Land &  
Buildings  
Land &  
Buildings  
(DKKm)  
equipment  
Total  
equipment  
Total  
Cost at 1 January  
41.8  
76.2  
118.0  
41.7  
54.9  
96.6  
Subsequent to recogniꢀon, lease liabiliꢀes are measured at amorꢀsed cost using the  
effecꢀve interest method, adjusted for any remeasurements or contract modifica-  
ꢀons. Lease payments are allocated between reducꢀon of the liability and interest  
expenses. Interest expenses are charged to the income statement over the lease  
period to produce a constant periodic rate of interest on the remaining balance of the  
liability for each period.  
Addiꢀons through business combinaꢀons  
Addiꢀons for the year  
0.0  
0.0  
6.8  
12.0  
-12.7  
-0.7  
6.8  
12.0  
0.0  
0.3  
25.6  
4.4  
25.6  
4.7  
Disposals at cost  
-1.2  
0.0  
-13.9  
-0.7  
0.0  
-5.9  
-2.8  
0.0  
-5.9  
-3.0  
0.0  
Currency translaꢀon adjustments  
Other adjustments  
-0.2  
0.0  
-0.1  
40.5  
-15.0  
66.6  
-15.1  
107.1  
Right-of-use assets are iniꢀally measured at cost, equivalent to the relevant recog-  
nised lease liability adjusted for any leasing payments made on or before the com-  
mencement date, any iniꢀal costs associated to the lease and other directly related  
costs including dismantling and restoraꢀon costs.  
Cost at 31 December  
41.8  
76.2  
118.0  
Impairment losses and depreciaꢀon at 1 January  
5.4  
21.3  
26.7  
4.8  
16.6  
21.4  
Subsequent to recogniꢀon, right-of-use assets are depreciated on a straight-line basis  
over the shorter of each asset’s useful life and the relevant lease term and adjusted  
for any remeasurements of the lease liability.  
Depreciaꢀon for the year  
0.4  
0.0  
0.0  
0.0  
0.0  
5.8  
9.1  
2.5  
9.5  
2.5  
0.6  
0.0  
0.0  
0.0  
0.0  
5.4  
10.1  
0.0  
10.7  
0.0  
Impairment  
Disposals during the year  
-8.7  
-0.5  
-0.3  
23.4  
-8.7  
-0.5  
-0.3  
29.2  
-3.5  
-1.9  
0.0  
-3.5  
-1.9  
0.0  
Right-of-use assets and lease liabiliꢀes are not recognised for low value lease assets  
or leases with a lease term of 12 months or less. These are recognised as an expense  
on a straight-line basis over the term of the lease. Any service elements separable  
from a capitalised lease contract are accounted for following same principle  
Currency translaꢀon adjustments  
Other adjustments  
Impairment losses and depreciaꢀon at 31 December  
21.3  
26.7  
In accounꢀng for lease contracts, various judgements are applied in determining  
right-of-use assets and lease liabiliꢀes. Judgements include assessment of lease  
periods, uꢀlisaꢀon of extension opꢀons and applicable discount rates.  
Carrying amount at 31 December  
34.7  
43.2  
77.9  
36.4  
54.9  
91.3  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ59  
Notes  
5.3 Leases - conꢀnued  
Extension opꢀons are only included in the lease term if the lease is reasonably  
certain to be extended. The majority of extension and terminaꢀon opꢀons held are  
exercisable only by the Group and not by the respecꢀve lessor.  
Contractual maturity of lease liabiliꢀes  
Lease effects recognised in profit or loss and cash flow  
(DKKm)  
2021  
2020  
(DKKm)  
2021  
2020  
0 > 1 year  
210.4  
420.5  
314.3  
945.2  
172.5  
381.8  
243.7  
798.0  
Expense relaꢀng to short-term leases (included in  
direct costs and other external expenses)  
All right-of-use assets are presented in the balance sheet in the line item Right-of-use  
assets.  
17.5  
14.6  
1 - 5 years  
Expense relaꢀng to leases of low-value assets that  
are not short-term leases (included in other external  
expenses)  
> 5 years  
Right-of-use assets classified as land and buildings mainly relate to leases of ware-  
houses, terminals and office buildings, whereas assets recognised as other plant  
and equipment mainly relate to leases of trailers, trucks, company cars, forkliꢃs and  
other office equipment.  
Total undiscounted lease liabiliꢀes at 31 December  
1.0  
30.5  
0.6  
31.3  
Interest expenses on lease liabiliꢀes  
Lease payments  
162.8  
211.8  
148.4  
194.9  
The total cash ouꢃlow for leases  
2021  
2020  
Other  
Plant &  
Other  
Plant &  
Right-of-use assets  
Land &  
Land &  
(DKKm)  
Buildings  
Equipment  
Total  
Buildings  
Equipment  
Total  
Carrying amount at 1 January  
Addiꢀons from business combinaꢀons  
Addiꢀons during the period  
Disposals during the period  
Depreciaꢀons  
339.2  
171.3  
26.7  
214.5  
49.3  
553.7  
220.6  
152.0  
-65.0  
-147.5  
-1.4  
295.6  
62.2  
223.1  
0.9  
518.7  
63.1  
125.3  
-32.6  
-107.2  
-0.7  
54.9  
99.0  
-13.6  
-95.9  
1.0  
153.9  
-24.0  
-157.3  
-0.7  
-32.4  
-40.3  
-0.7  
-10.4  
-61.4  
-1.7  
Currency translaꢀon adjustments  
Carrying amount at 31 December  
463.8  
248.6  
712.4  
339.2  
214.5  
553.7  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ60  
Notes  
5.4 Provisions  
Accounꢀng policies  
Provisions are recognised when the Group has a present legal or construcꢀve  
obligaꢀon as a result of past events, it is probable that an ouꢄlow of resources  
will be required to seꢂle the obligaꢀon and the amount can be reliably esꢀmated.  
Provisions are not recognised for future operaꢀng losses.  
6.ꢂCapital and financial risks  
The secꢀon describes the shareholders’ equity composiꢀon and capital manage-  
ment, including risks related to the financing structure of the Group.  
2021  
Other  
Legal  
claims and  
restructuring  
6.1 Equity  
Share capital  
(DKKm)  
provisions  
Total  
At 31 December 2021, the share capital of NTG Nordic Transport Group A/S DKK  
was 453 million consisꢀng of 22.6 million shares with a nominal value of DKK 20  
each.  
Carrying amount at 1 January  
Addiꢀonal provisions recognised  
Unused amounts reversed  
29.5  
21.6  
32.7  
16.1  
-5.0  
62.2  
37.7  
Where there are a number of similar obligaꢀons, the likelihood that an ouꢄlow will  
be required in seꢂlement is determined by considering the class of obligaꢀons as a  
whole. A provision is recognised even if the likelihood of an ouꢄlow with respect to  
any one item included in the same class of obligaꢀons may be small.  
-13.5  
-18.5  
Shares consist of only one share class and include no special rights, preferences, or  
restricꢀons. All shares are fully paid up. Shares are issued in mulꢀples of 20.  
Transfer to other balance sheet line  
items  
0.0  
-9.0  
0.6  
-0.3  
-1.8  
0.2  
-0.3  
-10.8  
0.8  
Provisions are measured at the present value of Management’s best esꢀmate of the  
expenditure required to seꢂle the present obligaꢀon at the end of the reporꢀng  
period. Provisions are in all material aspects short term and no interest expense  
due to the passage of ꢀme is recognised as an interest expense.  
Amounts used during the year  
Currency translaꢀon  
The share capital is specified as follows:  
(DKKm)  
2017  
2018  
2019  
2020  
2021  
Carrying amount at 31 December  
29.2  
41.9  
71.1  
Share capital 1 January  
Capital increase  
24.5  
0.0  
24.5  
0.0  
24.5  
424.0  
448.5  
448.5  
4.5  
453.0  
0.0  
The Group’s provisions are divided into two categories: 1) Provisions for legal  
claims and restructuring and 2) other provisions. The laꢂer mainly consists of  
provisions relaꢀng to onerous contracts and refurbishment of premises.  
2021  
Share capital 31 December  
24.5  
24.5  
453.0  
453.0  
(DKKm)  
Current Non-current  
Total  
Movement in provisions  
Movements during the year are mainly related to certain legal cases.  
Translaꢀon reserve  
Legal claims and restructuring  
Other provisions  
Total  
26.9  
41.4  
68.3  
2.3  
0.5  
2.8  
29.2  
41.9  
71.1  
Exchange differences arising on translaꢀon of foreign controlled enꢀꢀes are  
recognised in other comprehensive income and accumulated in a separate reserve  
within equity. The cumulaꢀve amount is reclassified to profit or loss when the net  
investment is disposed of.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ61  
Notes  
6.1 Equity – conꢀnued  
6.2 Earnings per share  
Share Premium  
Share capital  
The treasury share reserve contains the nominal value of treasury shares, where  
any difference to the market price is recognised directly in retained earnings in  
equity.  
The share premium represents posiꢀve differences between the nominal share  
capital and the amount paid by shareholders for newly issued shares.  
Earnings per share (EPS) is calculated according to IAS33, as shown below.  
Earnings per share  
The share premium is a distributable reserve  
The reserve is a distributable reserve.  
(DKKm)  
2021  
2020  
Treasury shares  
Dividends  
Profit aꢂributable to shareholders in NTG Nordic  
Transport Group A/S  
Treasury shares are bought back to meet obligaꢀons relaꢀng to acquisiꢀon of mi-  
nority shareholders’ shares in NTG subsidiaries under the “Ring-the-Bell” concept  
and to cover obligaꢀons arising under future share-based incenꢀve programs and  
potenꢀally for other purposes such as payment in relaꢀon to M&A transacꢀons.  
Dividends are recognised as a liability when approved by the shareholders at the  
Annual General Meeꢀng. Dividends recommended to be paid for the year are  
stated as a separate line item under equity unꢀl approved at the Annual General  
Meeꢀng. No dividends have been proposed for 2021.  
349.0  
125.9  
(‘000 shares)  
Average number of shares  
22,649  
-329  
22,535  
-111  
Average number of treasury shares  
Average number of shares in circulaꢀon  
Nominal value  
(DKKm)  
Part of share  
capital  
Market value  
22,320  
22,424  
Number of shares  
(DKKm)  
Treasury shares at 1 January  
Ring-the-bell consideraꢀon paid  
Purchase of shares etc.  
222,747  
-67,385  
286,550  
73,839  
0
4.4  
-1.3  
5.7  
0.98%  
-0.30%  
1.27%  
0.33%  
0.00%  
2.28%  
57.0  
-36.7  
113.1  
22.3  
Diluꢀve effect of outstanding share-based payment  
programs  
420  
22,740  
15.64  
28  
22,452  
5.61  
Diluted average number of shares in circulaꢀon  
Earnings per share  
Other transacꢀons  
1.5  
Value adjustment  
0.0  
119.7  
275.4  
Diluted earnings per share  
15.35  
5.61  
Treasury shares at 31 December  
515,751  
10.3  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ62  
Notes  
6.3 Capital Management  
6.4 Financial risks  
Objecꢀves of capital management are to safeguard the Group’s ability to conꢀn-  
ue as a going concern, to provide returns for shareholders and benefits for other  
stakeholders by maintaining an opꢀmal capital structure and reducing costs of  
capital.  
The overall financial risk management framework is laid down in the Group’s  
finance policy, investment policy and policies regarding credit risks. The Group’s  
finance funcꢀons manage financial risk at centralised level. Thus, the Group’s  
financial management is aimed solely at managing and reducing the financial risks  
directly associated with the Group’s operaꢀons and financing..  
The Group is not significantly exposed to foreign currency risk from items in other  
comprehensive income.  
Interest risk  
Interest rate risk is the risk that the fair value of future cash flows of a finan-  
cial instrument will fluctuate because of changes in market interest rates. The  
Group’s exposure to interest risk arises mainly from the revolving credit facility  
held by Group. The material amount relates to short-term faciliꢀes and manage-  
ment expects to repay the credit facility in the short term. Therefore, exposure  
to interest rate risk is considered immaterial.  
Free cash flows are allocated in the priority below:  
Disclosures in this note concern financial risks most significant for the Group, which  
are:  
•
•
Maintain a leverage raꢀo in line with the target.  
Secure a sufficient capital buffer for investments in organic growth, acquisi-  
ꢀons, and other strategic iniꢀaꢀves.  
•
•
•
•
Currency risk  
Interest risk  
Liquidity risk  
Credit risk  
•
•
Cover obligaꢀons in relaꢀon to acquisiꢀon of minority shareholders’ shares in  
subsidiaries and obligaꢀons under share-based incenꢀve programs.  
Distribute excess capital to shareholders through share buyback programs.  
The Group regularly monitors its interest rate risk and considers it to be insignifi-  
cant, therefore an interest rate sensiꢀvity analysis is not deemed necessary.  
Liquidity risks  
Currency Risk  
Execuꢀve Management and the Board of Directors monitor the share and  
capital structure to ensure the Group’s capital resources support strategic goals.  
Through a close dialogue with its main lenders, the Group can secure funding  
of strategic iniꢀaꢀves within a short ꢀme frame. Change of control clauses are  
generally included in NTG’s credit agreements.  
The Group is exposed to liquidity risk in relaꢀon to meeꢀng future obligaꢀons  
associated with its financial liabiliꢀes, which mainly include trade payables, other  
payables and credit facility. The Group ensures adequate liquidity through the  
management of cash flow forecasts and close monitoring of cash inflows and out-  
flows and through inter-Group treasury accounts. In addiꢀon to cash flow from  
operaꢀons, the Group’s liquidity posiꢀon is secured through commiꢂed credit  
faciliꢀes with the Group’s primary banks. At 31 December 2021, the undrawn  
amount of commiꢂed credit faciliꢀes totalled DKK 388 million.  
Foreign currency risk is the risk that the fair value of future cash flows of an ex-  
posure will fluctuate because of changes in foreign exchange rates. The Group’s  
exposure to the risk of changes in foreign exchange rates relates primarily to the  
Group’s operaꢀng acꢀviꢀes due to the internaꢀonal acꢀviꢀes of the Group. The  
Group’s revenues are mainly denominated in EUR, DKK, SEK and PLN. Expenses  
have a paꢂern in line with revenue. The EUR rate is fixed to the DKK and is there-  
fore not perceived to present a significant currency risk.  
The Group’s target leverage raꢀo (measured as NIBD including IFRS 16 relaꢀve to  
adj. EBITDA) is below 3.0 x. This level may be temporarily exceeded immediately  
aꢃer significant acquisiꢀons. The Group’s leverage raꢀo was 1.1 at 31 December  
2021.  
Sensiꢀvity analysis of currency exposure based on the net exposure of the  
Group, the hypotheꢀcal impact of exchange rate fluctuaꢀons on profit for the  
year and equity, is as follows  
Credit risks  
The Group’s credit risks are partly linked to receivables and cash at bank and in  
hand. The maximum credit risk linked to financial assets corresponds to the val-  
ues recognised in the balance sheet. The Group has no significant risk regarding  
one individual customer or partner.  
Sensiꢀvity analysis  
Change in  
Impact on  
(DKKm)  
exchange rate  
profit/loss  
SEK/DKK  
PLN/DKK  
-5%  
-5%  
-3.5  
-1.2  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ63  
Notes  
6.4 Financial risks – conꢀnued  
During 2021, the Group expensed DKK 15.5 million on expected losses on trade  
receivables, corresponding to 0.21 % of the Group’s net revenue.  
At 31 December 2021 trade receivables were wriꢂen down by DKK 33.1 million  
(2020: DKK 31.0 million). Individual assessments mainly cover specific debtors,  
where seꢂlement of accounts is assumed to be unlikely.  
Due to very low historic realised losses on trade receivables, the Group applies  
a simplified approach in calculaꢀng expected credit losses. Therefore, the Group  
does not track changes in credit risk, but instead recognises a loss allowance  
based on lifeꢀme expected credit losses at each reporꢀng date. The Group has  
established a provision matrix that is based on its historical credit loss expe-  
rience, adjusted for forward-looking factors specific to the debtors and the  
economic environment.  
The closing loss allowances for trade receivables as of 31 December 2021 recon-  
cile to the opening allowances as follows:  
Movement in allowance for doubꢃul trade receivables  
(DKKm)  
2021  
2020  
Carrying amount at 1 January  
31.0  
0.6  
30.8  
1.7  
Expected losses on trade receivables, based on weighted loss percentages, are  
as follows:  
Addiꢀons through business combinaꢀons  
Impairments realised during the year  
Allowances for losses during the year  
Carrying amount at 31 December  
-14.0  
15.5  
33.1  
-12.8  
11.3  
31.0  
Credit risks accounts receivable  
Gross  
Carying  
amount  
Expected  
loss rate  
Loss  
allowance  
(DKKm)  
Impairment losses on trade receivables are presented as net impairment losses  
within operaꢀng profit. Subsequent recoveries of amounts previously wriꢂen off  
are credited against the same line item.  
Not overdue  
916.6  
233.9  
79.6  
0.2%  
0.5%  
1.8  
1.2  
1-30 days  
31-180 days  
2.0%  
1.6  
181 - 360 days  
More than 360 days  
Loss allowance  
5.3  
50.0%  
100.0%  
2.7  
8.7  
8.7  
1,244.1  
16.0  
Individual assessments  
17.1  
Loss allowance  
1,244.1  
33.1  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ64  
Notes  
7.ꢂComposiꢀon of the Group  
Where seꢂlement of any part of a cash consideraꢀon is deferred, the amounts pay-  
able in the future are discounted to their present value as at the date of exchange.  
The discount rate used is the enꢀty’s incremental borrowing rate, being the rate at  
which a similar borrowing could be obtained from an independent financier under  
comparable terms and condiꢀons.  
LGT Group AB  
(DKKm)  
Fair values  
at date of  
acquisiꢀon  
This secꢀon provides informaꢀon how the composiꢀon of the Group affects the  
financial posiꢀon and performance for the year.  
7.1 Acquisiꢀon and disposal of enꢀꢀes  
Property, plant and equipment  
Right-of-use assets  
Deferred tax assets  
Other receivables  
4.6  
198.9  
10.3  
Accounꢀng policies  
Enterprises acquired or formed during the year are recognised in the consolidat-  
ed financial statements from the date of acquisiꢀon or formaꢀon. Enterprises  
disposed of are recognised in the consolidated financial statements up to the  
date of disposal. Disconꢀnued operaꢀons and assets held for sale are presented  
separately.  
Conꢀngent consideraꢀons are classified either as equity or financial liabiliꢀes.  
Amounts classified as financial liabiliꢀes are subsequently remeasured to fair value  
with changes in fair value recognised in profit or loss.  
18.2  
Trade receivables  
65.1  
If measurement of the idenꢀfiable net assets is uncertain at the date of acquisiꢀon,  
iniꢀal recogniꢀon is done based on provisional amounts. Measurement period  
adjustments to the provisional amounts may be done for up to 12 months following  
the date of acquisiꢀon.  
Cash and cash equivalents  
Total assets  
67.6  
The acquisiꢀon method of accounꢀng is used to account for all business combina-  
ꢀons, regardless of whether equity instruments or other assets are acquired. The  
consideraꢀon transferred for the acquisiꢀon of a subsidiary comprises:  
364.7  
Financial liabiliꢀes  
Lease liabiliꢀes  
Provisions  
209.6  
198.9  
0.9  
Acquisiꢀons during the year  
LGT Group AB  
•
•
•
fair values of the assets transferred  
liabiliꢀes incurred to the former owners of the acquired business  
equity interests issued by the Group  
On 1 September 2021, NTG completed the acquisiꢀon of 100% of the shares in  
LGT Group AB (“LGT Group”). LGT Group is a leading full-service provider of trans-  
port logisꢀcs and warehousing soluꢀons tailored to the furniture industry. The  
group serves a wide range of customers including furniture brands, design houses,  
manufacturers, wholesalers, and retailers as well as internaꢀonal partners.  
Corporaꢀon tax  
Trade payables  
Other payables  
Total liabiliꢀes  
6.8  
43.1  
32.9  
492.2  
Idenꢀfiable assets acquired, and liabiliꢀes and conꢀngent liabiliꢀes assumed in a  
business combinaꢀon are, with limited excepꢀons, measured iniꢀally at their fair  
values at the acquisiꢀon date.  
Consideraꢀon transferred  
The total consideraꢀons consist of cash payments of DKK 132.0 million, seꢂled in  
connecꢀon with the transacꢀons.  
Esꢀmates and assumpꢀons are an integrated part of assessing fair values etc. in  
accordance with the acquisiꢀon method of accounꢀng, as observable market prices  
are seldom available for the acquired assets and liabiliꢀes. Assessments are carried  
out using Management’s judgement with regards to future cash flows and other  
input factors to the valuaꢀon models used.  
Non-controlling interests' share of acquired net assets  
0.0  
Acquired net assets  
-127.5  
Adjusted for the fair value of acquired cash and cash equivalents of DKK 67.6  
million, the net cash flow amounted to DKK 64.4 million (ouꢄlow).  
Fair value of consideraꢀon  
132.0  
The excess of the consideraꢀon transferred over the fair value of the net idenꢀ-  
fiable assets acquired is recorded as goodwill. If those amounts are less than the  
fair value of the net idenꢀfiable assets of the business acquired, the difference is  
recognised directly in profit or loss as a bargain purchase.  
Goodwill arising from the acquisiꢀon  
259.5  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ65  
7.1 Acquisiꢀon and disposal of enꢀꢀes – conꢀnued  
Earnings impact  
Cargorange Sweden AB, Twente Express Limited and Neptun Transport A/S  
On 28 January 2021, NTG completed the acquisiꢀon of 100% of the shares in  
Cargorange Sweden AB. The company operates mainly with transports between  
Sweden and the northern part of Conꢀnental Europe.  
Cargorange Sweden AB, Twente Express Limited and Neptun  
Transport A/S  
(DKKm)  
Fair values  
at date of  
acquisiꢀon  
During the period aꢃer the acquisiꢀon, the LGT Group contributed with DKK  
216.7 million to the Group’s revenue, DKK 18.4 million to the Group’s adj. EBIT and  
DKK 13.6 million to the result aꢃer tax. If the acquisiꢀon had taken place 1 January  
2021 the Group’s revenue would have amounted to DKK 7,713.6 million and result  
aꢃer tax would have amounted to DKK 402.9 million.  
Property, plant and equipment  
Right-of-use assets  
Other receivables  
2.2  
21.9  
1.0  
On 12 April 2021, NTG completed the acquisiꢀon of 100 % shares in the UK-based  
freight forwarding company, Twente Express Limited. The company specialises  
in daily door-to-door parcel and pallet deliveries and collecꢀons to and from the  
Benelux area, as well as freight forwarding services to and from worldwide desꢀ-  
naꢀons.  
Transacꢀon costs  
Trade receivables  
49.2  
11.2  
85.5  
Total transacꢀon costs relaꢀng to the LGT Group acquisiꢀon amount to DKK 2.6  
million. Transacꢀon costs are accounted for in the income statement as other  
external expenses.  
Cash and cash equivalents  
Total assets  
On 11 June 2021, NTG completed the acquisiꢀon of 75 % of the shares in the  
Danish based freight forwarding company Neptun Transport A/S. The company is  
a specialist in road freight between Scandinavia and Eastern Europe, the Balkan  
countries, Turkey, and the Middle East. The company is parꢀcularly recognised for  
its competencies and track-record of servicing customers on complex trade lanes.  
Fair value of acquired net assets and recognised goodwill  
Provisional fair values of acquired assets and liabiliꢀes at the acquisiꢀon date are  
given in the table below.  
Financial liabiliꢀes  
Lease liabiliꢀes  
0.4  
21.9  
0.1  
Deferred tax liabiliꢀes  
Corporaꢀon tax  
Trade payables  
Fair value of acquired trade receivables and other receivables amounts to DKK  
83.3 million. Collectability of receivables has been assessed based on Group credit  
assessment policies. In total DKK 1.1 million has been provided for as doubꢄul  
trade receivables.  
0.4  
Consideraꢀon transferred  
The total consideraꢀons consist of cash payments of DKK 100.9 million, seꢂled in  
connecꢀon with the transacꢀons.  
32.0  
22.1  
76.9  
Other payables  
Total liabiliꢀes  
Goodwill is primarily related to synergy effects from integraꢀon with NTG’s exist-  
Adjusted for the fair value of acquired cash and cash equivalents of DKK 11.2  
ing infrastructure and network. Goodwill is non-deducꢀble for tax purposes.  
million, the net cash flow amounted to DKK 89.7 million (ouꢄlow).  
Non-controlling interests’ share of acquired net assets  
0.3  
Integraꢀon of the LGT Group is sꢀll ongoing, and consequently net assets, including  
goodwill and other intangible assets, may be adjusted, and off-balance sheet items  
may be recognised for up to 12 months aꢃer the acquisiꢀon dates, in accordance  
with IFRS 3.  
Acquired net assets  
8.3  
Fair value of consideraꢀon  
100.9  
Goodwill arising from the acquisiꢀon  
92.6  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ66  
Notes  
7.1 Acquisiꢀon and disposal of enꢀꢀes – conꢀnued  
Ebrex Business Soluꢀons  
Fair values  
at date of  
acquisiꢀon  
Earnings impact  
Acquisiꢀons in 2020  
Ebrex Business Soluꢀons  
On 27 February 2020, NTG completed the acquisiꢀon of 85% of the shares in Ebrex  
Business Soluꢀons Ltd. and its subsidiaries (Ebrex Group). The acquisiꢀon marks  
another important step for the Group towards becoming a market leader within  
freight forwarding services in the Nordics and Europe.  
During the respecꢀve periods aꢃer acquisiꢀon, the companies contributed with  
DKK 277.0 million to the Group’s revenue, DKK 16.1 million to the Group’s adj.  
EBIT and DKK 12.9 million to the result aꢃer tax. If the acquisiꢀon had taken place  
1 January 2021 the Group’s revenue would have amounted to DKK 7,382.4 million  
and result aꢃer tax would have amounted to DKK 389.7 million.  
(DKKm)  
Intangible assets  
2.3  
24.3  
62.7  
0.3  
Property, plant and equipment  
Right-of-use assets  
Deferred tax assets  
Other receivables  
Transacꢀon costs  
No material transacꢀons costs were recognised during the period.  
Consideraꢀon transferred  
The total consideraꢀon consists of a cash payment of DKK 111 million and a loan of  
DKK 5 million for seꢂlement during 2020.  
12.5  
75.7  
8.7  
Fair value of acquired net assets and recognised goodwill  
Provisional fair values of acquired assets and liabiliꢀes at the acquisiꢀon date are  
given in the table below.  
Trade receivables  
Adjusted for the fair value of acquired cash and cash equivalents of DKK 8.7 mil-  
lion, the net cash flow amounted to DKK 102.8 million (ouꢄlow).  
Cash and cash equivalents  
Total assets  
186.5  
Fair value of acquired trade receivables and other receivables amounts to DKK  
50.2 million. Collectability of receivables has been assessed based on Group credit  
assessment policies. In total DKK 0.4 million has been provided for as doubꢄul  
trade receivables.  
For further details on the Ebrex Business Soluꢀons acquisiꢀon please refer to note  
7.1 of the Group’s Annual Report 2020.  
Financial liabiliꢀes  
Lease liabiliꢀes  
13.9  
62.7  
0.1  
Deferred tax liabiliꢀes  
Corporaꢀon tax  
Trade payables  
Goodwill is primarily related to synergy effects from integraꢀon with NTG’s exist-  
ing infrastructure and network. Goodwill is non-deducꢀble for tax purposes.  
0.6  
35.1  
20.8  
133.2  
Other payables  
Total liabiliꢀes  
Integraꢀon of Twente Express Limited and Neptun Transport A/S is sꢀll ongoing,  
and consequently net assets, including goodwill and other intangible assets, may be  
adjusted, and off-balance sheet items may be recognised for up to 12 months aꢃer  
the acquisiꢀon dates, in accordance with IFRS 3.  
Non-controlling interests' share of acquired net assets  
9.4  
Acquired net assets  
43.9  
Fair value of consideraꢀon  
116.7  
Goodwill arising from the acquisiꢀon  
72.8  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ67  
Notes  
7.1 Acquisiꢀon and disposal of enꢀꢀes – conꢀnued  
7.2 Non-controlling interest  
Saga Trans AS and TB Internaꢀonal Transport Ltd.  
Fair values  
at date of  
acquisiꢀon  
As part of NTG’s governance model, shareholders of non-controlling interests  
in subsidiaries have, upon maturity, a pre-defined mechanism of swapping their  
subsidiary shares with shares in the parent company (the “Ring-the-bell” concept)  
or a corresponding cash consideraꢀon. The swaps are subject to an offer from  
non-controlling subsidiary shareholders and an acceptance from NTG’s Execuꢀve  
Management.  
Saga Trans AS and TB Internaꢀonal Transport Ltd.  
On 30 November 2020, NTG acquired a 100 % ownership interest in the Norwe-  
gian based transport company Saga Trans AS. The company operates mainly with  
transports between Norway and Italy. The acquisiꢀon marks an important step in  
strengthening NTG’s presence in the Norwegian market.  
(DKKm)  
Property, plant and equipment  
Right-of-use assets  
Other receivables  
1.3  
0.4  
On 1 December 2020, NTG acquired 100 % ownership in the Finnish based  
transport company TB Internaꢀonal Transport Ltd. The company specialises in  
cross-border transportaꢀon between Finland and Western Europe, most notably  
Germany, the Netherlands and France. With the acquisiꢀon of TB Internaꢀonal,  
NTG is adding scale and skills to our Finnish setup for the second ꢀme since we  
entered the Finnish market in 2015.  
0.8  
A total equity value of DKK 4.1 million was acquired from non-controlling inter-  
ests in 2021. In addiꢀon to various minor transacꢀon with non-controlling inter-  
est in the course of maintaining the Group’s partnership structure, the following  
noteworthy transacꢀons were carried out during 2021:  
Trade receivables  
17.3  
5.1  
Cash and cash equivalents  
Total assets  
24.9  
•
•
•
Conꢀnuaꢀon of the “Ring-the-bell” process in NTG Polar Road in Finland,  
whereby the second of five tranches in the subsidiary was acquired by NTG.  
Conꢀnuaꢀon of the “Ring-the-bell” process in NTG Polar Road in Poland,  
whereby the second of five tranches in the subsidiary was acquired by NTG.  
Iniꢀaꢀon of the “Ring-the-bell” process in NTG Nielsen & Sørensen A/S,  
whereby the first of five tranches in the subsidiary was acquired by NTG.  
Lease liabiliꢀes  
Trade payables  
Other payables  
Total liabiliꢀes  
0.4  
10.7  
1.3  
Informaꢀon about the acquisiꢀons of Saga Trans AS and TB Internaꢀonal Trans-  
port Ltd. are disclosed in aggregate.  
Consideraꢀon transferred  
12.4  
The total consideraꢀon transferred amounted to DKK 54.7 million. Adjusted for  
the fair value of cash and cash equivalents acquired of DKK 5.1 million, the net cash  
flow amounted to 49.6 million (ouꢄlow).  
Total consideraꢀon paid for acquisiꢀon of shares from non-controlling interests  
totalled DKK 69.9 million, yielding a difference value of DKK -28.9 million recog-  
nised on shareholder’s share of equity.  
Non-controlling interests' share of acquired net assets  
0.0  
Acquired net assets  
12.5  
For further details on the Saga Trans AS and TB Internaꢀonal Transport Ltd. acqui-  
siꢀon please refer to note 7.1 of the Group’s Annual Report 2020.  
Fair value of consideraꢀon  
54.7  
On 31 December 2021, no non-controlling interests in any of the Group’s subsid-  
iaries are material to the consolidated financial statements.  
Goodwill arising from the acquisiꢀon  
42.2  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ68  
Notes  
8.2 Share-based payment programs  
Accounꢀng policies  
Employee services received in exchange for share based payments granted corre-  
spond to fair value on the grant date. Share-based payments are either equity  
or cash seꢂled and recognised in the income statement as staff costs over the  
vesꢀng period.  
8.ꢂOther disclosures  
This secꢀon of the notes includes other informaꢀon that must be disclosed to  
comply with the accounꢀng standards and other pronouncements.  
ꢀme limitaꢀon and can generally not exceed 12 months on the part of the Company  
and 6 months on the part of the individual member of Execuꢀve Management. For  
further informaꢀon on remuneraꢀon composiꢀon etc., reference is made to the  
Group’s Remuneraꢀon Report.  
8.1 Remuneraꢀon of the Execuꢀve Board and the Board of Directors  
The composiꢀon of the remuneraꢀon to the members of the Board of Directors  
and the Execuꢀve Management is aimed at contribuꢀng to retaining and moꢀvat-  
ing management members and to ensure the maximisaꢀon of shareholder value  
by promoꢀng and supporꢀng achievement of strategic objecꢀves for the Group  
following general trends in the society. The remuneraꢀon paid in 2021 follows  
the framework defined by the Remuneraꢀon Policy, available at investor.ntg.com,  
approved at the Annual General Meeꢀng 16 April 2020. Base salary paid to Key  
Management personnel in 2021 totals DKK 4.7 million (2020: DKK 6.9 million).  
(DKKm)  
2021  
2020  
The fair value is determined using the Black & Scholes valuaꢀon model measured  
on the grant date. Valuaꢀon assumpꢀons take into account terms and condiꢀons  
applicable to the share opꢀons and warrants, and Management’s expectaꢀons  
on the input variables. Esꢀmated volaꢀlity is based on a peer review, adjusted for  
NTG specific factors. A total of 23 employees held share opꢀons or warrants on  
31 December 2021 (2020: 3 employees).  
Base salary  
4.7  
0.5  
2.1  
0.3  
7.6  
6.9  
1.8  
0.0  
0.6  
9.3  
Pensions and Benefits  
Short-term cash incenꢀve  
Share based Payments  
Execuꢀve Management Board total  
No share opꢀons or warrants were open for exercise on 31 December 2021. The  
average share price for warrants exercised during the year was 511.0. NTG Nordic  
Transport Group A/S has the right to seꢂle share-based payment programs in  
either cash ofr shares when exercised. Non-vested share opꢀons or warrants will,  
in certain circumstances, lapse in connecꢀon with a parꢀcipant’s terminaꢀon of  
employment.  
The Board of Directors only receives short-term benefits. Execuꢀve Management  
also receive other remuneraꢀon components. Total short-term benefits to the  
Board of Directors and Execuꢀve Management was DKK 6.8 million in 2021 (2020:  
DKK 9.3 million). Total remuneraꢀon to the Board of Directors and Execuꢀve  
Management was DKK 9.7 million in 2021 (2020: DKK 11.7 million).  
Due to a structural change during 2020, the number of members in Execuꢀve  
Management has decreased from 3 in 2020 to 2 in 2021.  
Remuneraꢀon to the the Board of Directors  
Total remuneraꢀon paid to the Group’s Board of Directors is given below. For fur-  
ther informaꢀon on remuneraꢀon composiꢀon, reference is made to the Group’s  
Remuneraꢀon Report.  
For the financial year 2021, the Group has published a Remuneraꢀon Report,  
investor.ntg.com, in accordance with the new requirements of secꢀon 139b of  
the Danish Companies Act implemenꢀng the Shareholders Rights Direcꢀve.  
Agreements with employees regarding share-based remuneraꢀon also include  
provisions that enꢀtle the employee to premature exercise of the instrument in a  
change of control scenario.  
(DKKm)  
2021  
2020  
Remuneraꢀon to the Execuꢀve Management  
Total remuneraꢀon paid to the Group’s Execuꢀve Management is given below.  
Employment agreements with members of the Execuꢀve Management are without  
Fixed annual fee  
1.9  
0.2  
0.0  
2.1  
2.2  
0.2  
0.0  
2.4  
Valuaꢀon of the share-based payments granted in 2021 and 2020 is based on  
assumpꢀons disclosed in the following table:  
Addiꢀonal fixed fee  
Addiꢀonal ad hoc fee  
Board of Directors  
Assumpꢀons  
2021  
2020  
180.0 to  
285.0  
Share price  
172.0  
22.5%  
0.0%  
0.0%  
7.3  
Volaꢀlity  
22.5%  
0.0%  
0.0%  
4.1  
Risk-free interest rate  
Expected dividends  
Expected duraꢀon (years)  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ69  
Notes  
8.2 Share-based payment programs – conꢀnued  
Expenses arising from share-based payments transacꢀons  
Total expenses arising from share-based payment transacꢀons recognised during  
the period as part of employee benefit expense totaled DKK 7.6 million (2020:  
DKK 1.3 million).  
Outstanding programs  
Warrants program 2019  
Average  
exercise price  
per opꢀon  
In 2019 members of the Group’s Execuꢀve Management Board were granted  
a one-off warrants program in connecꢀon with lisꢀng of the Group on Nasdaq  
OMX Copenhagen on 7 October 2019. The program’s purpose is to retain mem-  
bers of the Execuꢀve Management Board by providing an incenꢀve to service the  
Group for a period at least unꢀl vesꢀng and to align interests with shareholders.  
Share  
opꢀons  
Warrants  
Total  
Outstanding at  
1 January 2020  
Share opꢀons program 2021  
146,363  
700,000  
0
0
0
0
0
146,363  
700,000  
0
89.0  
172.0  
0.0  
Granted share opꢀons generally have a three-year vesꢀng period followed by a  
two-year exercise period. Opꢀons are granted to key employees in the organisa-  
ꢀon with the goal of moꢀvaꢀon and retenꢀon, including alignment of interests  
with NTG Nordic Transport Group A/S’ shareholders.  
The program has a three-year vesꢀng period and NTG Nordic Transport Group  
A/S has the right to seꢂle warrants in either cash or shares when exercised.  
Granted  
Exercised  
Opꢀons waived/expired  
-55,904  
-55,904  
89.0  
2021 LTIP to execuꢀve Management  
Outstanding at  
31 December 2020  
Share opꢀons awarded under the 2021 LTIP will be granted in 2022. Pursuant to  
Secꢀon 5.8.5 of the Remuneraꢀon Policy, the exercise price relevant for estab-  
lishing the actual number of share opꢀons granted for 2021 shall be determined  
as the average share price of the shares of the Company for the 10-day trading  
period following the publicaꢀon of the Company’s annual report for 2021. Using  
an esꢀmated exercise price of 387.0, based on the reference share price (being  
the average closing price in the last 10 days up to and including 8 March 2022),  
indicates that an esꢀmated 71,000 opꢀons will be granted under the 2021 LTIP.  
The expected grant date is 24 March 2022 resulꢀng in a 2-year exercise period  
starꢀng on 24 March 2025. Opꢀons expected to be granted under the 2021 LTIP  
will be recognised from the grant date in 2022, and are not included in the table  
above.  
Warrants program 2020  
790,459  
0
790,459  
162.5  
To secure long-term incenꢀves associated with the granted warrants, the  
program was amended during 2021, mainly by condensing the program from 10  
to 5 tranches, including the associated vesꢀng periods. Exercise periods were si-  
multaneously brought forward, and a previous accelerated vesꢀng condiꢀon was  
waived. According to the amended program, warrants are granted in tranches  
vesꢀng during a period of one to five years, each vesꢀng tranche being followed  
by a three-year exercise period. On the grant date an esꢀmate is performed over  
the number of warrants expected to vest. This number is subsequently adjusted  
to match the actual number of warrants earned. The value of warrants will be  
capped at a maximum of DKK 143 per warrant on average. The total number of  
warrants granted under the program will not exceed 700,000.  
Outstanding at  
1 January 2021  
790,459  
0
89,500  
0
790,459  
89,500  
162.5  
228.5  
172.0  
162.5  
Granted  
0
-140,000  
0
Exercised  
-140,000  
-4,000  
Opꢀons waived/expired  
-4,000  
Outstanding at  
31 December 2021  
650,459  
85,500  
735,959  
168.7  
Share-based payment programs  
At 31 December 2021  
Market value at grant  
Remaining duraꢀon  
Year  
Type of program  
Opꢀons granted  
Exercise period  
Exercise price  
date (DKKm)  
(years)  
07.10.2022-  
07.10.2025  
2019  
2020  
2021  
Warrants  
146,363  
700,000  
89,500  
89.0  
3.9  
12.4  
3.6  
2.3  
3.3  
3.1  
01.10.2023-  
30.09.2028  
Warrants  
172.0  
18.11.2023-  
18.11.2026  
Share opꢀons  
180.0 to 285.0  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ70  
Notes  
8.3 Pension obligaꢀons  
Net value of pension plans  
Below is shown the most important assumpꢀons made when determining the net  
present value of the defined benefit plans and a sensiꢀvity analysis relaꢀng to  
these assumpꢀons.  
Accounꢀng policies  
The pension obligaꢀons of most Group enꢀꢀes are covered by independent pension  
funds or insurance contracts (defined contribuꢀon plans) to which Group companies  
pay regular contribuꢀons. For a few Group companies, pension obligaꢀons are not  
covered or only partly covered by insurance (defined benefit plans).  
(DKKm)  
2021  
2020  
Present value of pension liabiliꢀes  
Fair value of plan assetsr  
198.5  
-80.0  
118.5  
259.9  
-110.1  
149.8  
Most important assumpꢀons for actuarial calculaꢀons  
Weighted  
Net value of pension plans  
For defined-benefit plans, the net present value is only calculated for those benefits  
by employees up unꢀl the balance sheet date. The present value of future pension  
payments is esꢀmated actuarially and shown net of the fair value of any plan assets in  
the balance sheet as pension obligaꢀons.  
Germany  
Switzerland  
average  
Accounꢀng esꢀmates and judgments  
Discount rate  
1.18%  
2.00%  
0.35%  
0.50%  
0.75%  
1.21%  
Generally, pension plans within the Group are defined contribuꢀon plans, where  
contribuꢀons are recognised in the income statement on an accrual basis. These  
types of pension plans do not require material esꢀmates.  
Future salary increase  
Differences between esꢀmated pension assets and liabiliꢀes and their realised val-  
ues are termed actuarial gains and losses. Actuarial gains and losses are recognised in  
the statement of other comprehensive income.  
Mortality prognosis table  
For defined benefit plans, annual actuarial calculaꢀons are made of the net present  
value of future benefits to be paid under the plan. The net present value is calculat-  
ed based on assumpꢀons of the future developments of salary, interest, inflaꢀon,  
and mortality rates. Assumpꢀons are assessed at the reporꢀng date and changes  
in these assumpꢀons may significantly affect the liabiliꢀes and pension cost under  
defined benefit plans.  
at 31 December  
RT Heubeck 2018G BVG 2020 GT  
Changes in benefits earned to date are actuarially calculated and expensed imme-  
diately when the employees have already earned the right to the changed benefits.  
Otherwise, they are recognised in the income statement over the period during  
which the employees earn the right to the benefits.  
Under defined benefit plans, the employer is obliged to pay a defined benefit (for  
example a fixed percentage of an employee’s final salary) to the employee aꢃer  
reꢀrement. The Group thereby carries a risk with respect of future developments  
in interest rates, inflaꢀon, mortality and disability.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ71  
Notes  
8.3 Pension obligaꢀons – conꢀnued  
Pensions liabiliꢀes  
Switzerland, the pension plan is a result of the Swiss pensions system’s “second  
pillar”, and offers old age pensions, survivors’ and invalidity insurance. The plan  
is a fully insured BVG plan according to Swiss Federal Law on Occupaꢀonal Bene-  
fits, meaning that the full actuarial risk is re-insured with a third-party life-insur-  
ance company.  
2021  
Defined  
contribuꢀon Defined benefit  
(DKKm)  
2021  
2020  
(DKKm)  
plans  
plans  
Total  
Present value at 1 January  
Foreign exchange adjustment  
Contribuꢀons to the plan  
Expensed in the income statement  
Calculated interest  
259.9  
5.6  
269.8  
-0.8  
6.7  
Staff cost  
24.7  
0.0  
2.3  
1.3  
3.6  
27.0  
1.3  
The Group’s plans are funded in accordance with applicable local legislaꢀon. At  
31 December 2ꢆ21 the Group has covered 4ꢆ.3 % of the pension liability.  
3.8  
Financial expenses  
2.3  
4.4  
24.7  
28.3  
1.5  
1.6  
Fair value of pension plan assets  
Actuarial loss/(gain) change in demographic  
assumpꢀons  
(DKKm)  
2021  
2020  
2020  
-3.5  
-7.5  
0.0  
6.0  
Defined  
Actuarial loss/(gain) change in financial assumpꢀons  
Actuarial loss/(gain) experience adjustments  
Benefits paid through pension assets  
Seꢂlements during the year  
Fair value at 1 January  
110.1  
4.0  
116.9  
-0.2  
contribuꢀon Defined benefit  
-13.0  
-44.0  
-6.6  
0.1  
Foreign exchange adjustment  
Calculated interest  
(DKKm)  
plans  
plans  
Total  
-27.9  
0.0  
0.2  
0.3  
Staff cost  
20.3  
0.0  
4.4  
1.3  
5.7  
24.7  
1.3  
Return on plan assets in addiꢀon to calculated interest  
Contribuꢀons to the plan  
-2.0  
6.8  
5.9  
Present value at 31 December  
198.5  
259.9  
Financial expenses  
10.4  
-23.2  
110.1  
20.3  
26.0  
Benefits paid through pension assets  
Fair value 31 December  
-39.1  
80.0  
Sensiꢀvity analysis on reported pension liabiliꢀes  
(DKKm)  
2021  
2020  
Specificaꢀon of plan assets  
Discount rate +ꢆ,5 %  
-9.0  
10.0  
0.4  
-12.1  
13.6  
0.7  
(DKKm)  
2021  
2020  
Discount rate -ꢆ,5 %  
Future remuneraꢀon +ꢆ,5 %  
Future remuneraꢀon -ꢆ,5 %  
Insurance contract  
Cash  
80.0  
0.0  
110.1  
0.0  
-0.6  
-0.9  
80.0  
110.1  
Defined benefit plans in the Group are only related to Germany and Switzerland.  
The pension plan in Germany accounts for 81 % of the net liability at year-  
end and is closed for further accrual of benefits by the company’s employees.  
Remaining plan parꢀcipants in Germany receive benefit based on past service. In  
The expected contribuꢀons to the Group’s plans for 2ꢆ22 are DKK 8.3 million  
and the expected average duraꢀon of the obligaꢀons is 9.9 years.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ72  
Notes  
8.4 Fees to auditors appointed at the Annual general meeꢀng  
8.5 Related party transacꢀons  
8.6 Commitments and conꢀngent liabiliꢀes  
The Group’s related parꢀes include the Group’s Board of Directors, Execuꢀve  
Board and close family members of these persons. Related parꢀes also include  
companies in which this circle of persons has significant interests. The Group has  
no related parꢀes with control of the Group.  
A conꢀngent liability is a potenꢀal liability that may occur depending on the  
outcome of an uncertain future event. A conꢀngent liability is recognised in the  
balance sheet if the conꢀngency is probable and the amount of the liability can be  
reasonably esꢀmated.  
(DKKm)  
2021  
2020  
Statutory audit  
5.4  
0.1  
0.6  
3.2  
0.2  
0.2  
Tax and VAT advisory services  
Other Services  
Management remuneraꢀon is disclosed in note 8.1.  
The Group had commitment and conꢀngent liabiliꢀes at 31 December 2ꢆ21 of:  
Total fees to auditors appointed at  
the Annual General Meeꢀng (PwC)  
Claims  
The Group had the following transacꢀons with related parꢀes during the financial  
year:  
6.1  
3.6  
The Group is party to legal proceedings and inquiries from authoriꢀes when inves-  
ꢀgaꢀon various issues. The outcome of such is not expected to have a significant  
effect on profit for the year and assessment of the Group’s financial posiꢀon.  
Fees for non-audit services delivered by PricewaterhouseCoopers, Statsautoriseret  
Revisionspartnerselskab (PwC), include due diligence services and general  
accounꢀng and tax advisory services.  
(DKKm)  
2021  
2020  
Charges and security  
(DKKm)  
2021  
2020  
Purchase of other services from related parꢀes  
Rent and leasing obtained from related parꢀes  
-0.2  
-3.0  
-2.1  
The Group has provided bank guarantees to authoriꢀes and suppliers related to  
customs bond and rental agreements.  
-17.6  
Statutory audit  
1.2  
0.0  
0.1  
1.3  
0.5  
0.1  
0.3  
0.9  
Tax and VAT advisory services  
Other Services  
The Group had the following balances towards related parꢀes at 31 December  
2ꢆ21:  
As of 31 December 2ꢆ21, all liabiliꢀes related to bank guarantees amounted to  
DKK 44.2 million (2ꢆ2ꢆ: DKK 59.9 million) whereof DKK 25.4 million (2ꢆ2ꢆ: DKK  
5.8 million) is already recognised in the balance sheet or described in note 4.3.  
Others, total fees  
(DKKm)  
2021  
2020  
Pledges  
At 31 December 2ꢆ21, property, plant and equipment with a carrying value of DKK  
3.8 million were pledged as security (2ꢆ2ꢆ: DKK 4.ꢆ million).  
Receivables towards related parꢀes  
Liabiliꢀes towards related parꢀes  
0.0  
0.0  
0.3  
-0.3  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ73  
Notes  
8.7 Events aꢄer the reporꢀng period  
No events have occurred aꢃer the reporꢀng period of importance to the consoli-  
dated financial statements.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ74  
Notes  
8.8 Group structure  
Ownership  
% by the  
ulꢀmate  
parent  
Ownership  
% by the  
ulꢀmate  
parent  
Ownership  
Place of  
business /  
Country of  
Place of  
business /  
Country of  
Place of  
business /  
Country of  
% by the  
ulꢀmate  
parent  
Name of enꢀty  
incorporaꢀon  
company  
Name of enꢀty  
incorporaꢀon  
company  
Name of enꢀty  
incorporaꢀon  
company  
Parent  
NTG East AB  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Sweden  
Germany  
Germany  
Germany  
Germany  
Germany  
Germany  
100%  
1ꢆꢆ%  
71%  
NTG Packaging Soluꢀons GmbH  
S.A. Trucking GmbH  
Germany  
Germany  
Finland  
1ꢆꢆ%  
100%  
80%  
NTG Nordic Transport Group A/S  
Denmark  
ꢆ%  
NTG Soluꢀon AB  
NTG Domesꢀcs AB  
NTG Logisꢀcs AB  
NTG Road Sweden AB  
NTG Växjö AB  
Polar Logisꢀcs Internaꢀonal Oy  
NTG Polar Road Oy  
Subsidiaries  
1ꢆꢆ%  
100%  
73%  
Finland  
87%  
Nordic Transport Group A/S  
NTG Nordic A/S  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Denmark  
Sweden  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
91%  
Kiinteistö Oy Euro Speed  
NTG Air & Ocean Oy  
LGT Logisꢀcs Oy  
Finland  
87%  
Finland  
70%  
NTG Conꢀnent A/S  
NTG East A/S  
NTG Turkey AB  
100%  
75%  
Finland  
1ꢆꢆ%  
100%  
1ꢆꢆ%  
8ꢆ%  
NTG Air & Ocean AB  
NTG Ebrex Sweden AB  
NTG Cargorange AB  
LGT Group AB  
NTG Eood  
Bulgaria  
NTG Frigo A/S  
1ꢆꢆ%  
100%  
100%  
100%  
100%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
100%  
74%  
NTG Conꢀnent Eood  
Polar Logisꢀcs Bel OOO  
NTG Holding AG  
Bulgaria  
NTG Air & Ocean A/S  
NTG Projects A/S  
Belarus  
51%  
Switzerland  
Switzerland  
Switzerland  
Switzerland  
Switzerland  
China  
100%  
1ꢆꢆ%  
100%  
100%  
100%  
100%  
100%  
100%  
100%  
76%  
NTG Terminals I A/S  
NTG Terminals II A/S  
NTG Ocean Internaꢀonal A/S  
NTG Courier A/S  
71%  
LGT Mid AB  
Gondrand Internaꢀonal AG  
NTG Gondrand Customs AG  
NTG Road AG  
8ꢆ%  
LGT Base AB  
85%  
LGI Logisꢀcs Intressenter AB  
LGT Logisꢀcs AB  
84%  
NTG Air & Ocean AG  
NTG Air & Ocean (Shanghai) Limited  
NTG Air & Ocean (Shenzhen) Limited  
Gondrand a.s.  
NTG Domesꢀc A/S  
NTG Nielsen & Sørensen A/S  
NTG Frigo East ApS  
Neptun Transport A/S  
LGT Base Aps  
81%  
Transportsekꢀonen Sverige AB  
NTG Air & Ocean GmbH  
NTG FTS GmbH  
61%  
China  
61%  
Czech Republic  
Czech Republic  
Estonia  
75%  
NTG Road GmbH  
100%  
8ꢆ%  
NTG Road Czech s.r.o.  
NTG Transport Oü  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
Polar Logisꢀcs GmbH  
NTG Mulꢀmodal GmbH  
NTG Ebrex GmbH  
LGT Logisꢀcs A/S  
1ꢆꢆ%  
1ꢆꢆ%  
NTG Air & Ocean Oü  
NTG Ebrex Spain S.L.  
Estonia  
93%  
NTG Conꢀnent AB  
Spain  
1ꢆꢆ%  
In respect of the Danish Financial Statements Act secꢀon 1ꢆ7, it is above designated which non-1ꢆꢆ% owned subsidiaries where Michael Larsen ( ) and Chrisꢀan D. Jakobsen ( ) hold Board posiꢀons.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ75  
Notes  
Ownership  
% by the  
ulꢀmate  
parent  
Ownership  
% by the  
ulꢀmate  
parent  
Ownership  
Place of  
business /  
Country of  
Place of  
business /  
Country of  
Place of  
business /  
Country of  
% by the  
ulꢀmate  
parent  
Name of enꢀty  
incorporaꢀon  
company  
Name of enꢀty  
incorporaꢀon  
company  
Name of enꢀty  
incorporaꢀon  
company  
Go Trans SAS  
France  
Hong Kong  
Hong Kong  
Hong Kong  
Hong Kong  
Hungary  
Italy  
100%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
100%  
85%  
NTG Ebrex Transport Sp. z o.o.  
NTG Ebrex Logisꢀcs Sp. z o.o.  
Polar Logisꢀcs Region ZAO  
Polar Logisꢀcs Soluꢀon OOO  
NTG Services s.r.o  
Poland  
Poland  
1ꢆꢆ%  
1ꢆꢆ%  
8ꢆ%  
NTG Air & Ocean Vietnam Limited  
Vietnam  
51%  
26%  
NTG Air & Ocean (Hong Kong) Limited  
Neptune Logisꢀcs (Worldwide) Limited  
Go Speed Limited (Hong-Kong)  
Golden Ocean Line limited  
NTG Gondrand Kꢃ.  
Russia  
Associates  
Russia  
8ꢆ%  
ATS Air Transport Service AG  
Switzerland  
Slovakia  
85%  
NTG Uluslararasi Lojisꢀk Ltd.  
NTG Air & Ocean Turkey  
Ebrex Logisꢀcs Tasimacilik ve  
Polar Logisꢀcs Ukraine TOO  
NTG Road UK Limited  
Turkey  
6ꢆ%  
NTG Transport SRL  
Turkey  
100%  
1ꢆꢆ%  
8ꢆ%  
NTG Air & Ocean Japan Inc.  
Polar Eurasia TOO  
Japan  
Turkey  
Kazakhstan  
Lithuania  
Lithuania  
Lithuania  
Latvia  
8ꢆ%  
Ukraine  
NTG Lithuania UAB  
53%  
United Kingdom  
United Kingdom  
United Kingdom  
United Kingdom  
United Kingdom  
United Kingdom  
United Kingdom  
Unites States  
Unites States  
Unites States  
Unites States  
Unites States  
Unites States  
81%  
NTG Logisꢀcs LT UAB  
LGT Logisꢀcs UAB  
53%  
NTG (UK Holding) Limited  
NTG Air & Ocean UK LTD  
Ebrex Business Soluꢀons Limited  
Ebrex UK LTD  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
1ꢆꢆ%  
88%  
1ꢆꢆ%  
80%  
NTG Latvia Sia  
NTG Logisꢀcs B.V.  
Netherlands  
Netherlands  
Netherlands  
Netherlands  
Norway  
1ꢆꢆ%  
79%  
NTG Air & Ocean Netherlands B.V.  
NTG Road B.V.  
Chad Holding  
74%  
Twente Express Limited  
NTG Air & Ocean USA, Inc.  
NTG Air & Ocean ATL, LLC  
NTG Air & Ocean EWR LLC  
NTG Air & Ocean DTW LLC  
NTG Air & Ocean ORD LLC  
NTG Air & Ocean DEN LLC  
Ebrex Packaging Soluꢀons B.V.  
NTG Road Norway AS  
NTG Air & Ocean AS  
1ꢆꢆ%  
83%  
86%  
Norway  
90%  
88%  
NTG Polar Road Sp. z o.o.  
NTG Air & Ocean Sp. z o.o.  
NTG Ebrex Polska Sp. z o.o.  
Poland  
71%  
88%  
Poland  
55%  
79%  
Poland  
1ꢆꢆ%  
83%  
In respect of the Danish Financial Statements Act secꢀon 1ꢆ7, it is above designated which non-1ꢆꢆ% owned subsidiaries where Michael Larsen ( ) and Chrisꢀan D. Jakobsen ( ) hold Board posiꢀons.  
 
Financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ76  
Definiꢀon of financial highlights  
Financial raꢀos  
Gross profit x 1ꢆꢆ  
Gross margin  
=
=
=
=
Net revenue  
Financial raꢀos and key figures are prepared in accordance with recommendaꢀons and  
guidelines issued by the Danish Society of Financial Analysts with the addiꢀon of other  
financial raꢀos deemed relevant for understanding the Group’s financial performance and  
situaꢀon. Environmental, social and governmental key figures and raꢀos are defined in NTG  
sustainability report 2021 to which reference is made.  
Operaꢀng profit before special items x 1ꢆꢆ  
Operaꢀng margin  
Conversion raꢀo  
Effecꢀve tax rate  
Net revenue  
Operaꢀng profit before special items x 1ꢆꢆ  
Gross profit  
Key figures for financial posiꢀon  
Tax on profit for the year  
Profit before tax  
Net working capital  
Special items  
Receivables and other current operaꢀng assets less trade paya-  
bles and other current operaꢀng liabiliꢀes  
Comprise significant income and expenses of an excepꢀonal na-  
ture relaꢀve to the Group’s ordinary operaꢀons or costs related  
to investment in future acꢀviꢀes. See note 2.7 for addiꢀonal  
details on items included  
Return on invested  
capital (ROIC)  
before tax  
Operaꢀng profit (EBIT) before speical items x 1ꢆꢆ  
=
Net interest-bearing debt  
Average invested capital  
Interest bearing debt less cash and cash equivalents  
Adjusted free cash flow  
Interest bearing debt less cash and cash equivalents  
Net interest-bearing debt less effects of lease liabiliꢀes recog-  
nised under IFRS 16  
Free cash flow adjusted for net acquisiꢀon, lease liability repay-  
ments and special items  
Profit for the year x 1ꢆꢆ  
Return on equity  
Solvency raꢀo  
Leverage raꢀo  
=
=
=
Average equity  
Non-controlling interests’ share of adj. EBIT  
Share of individual subsidiaries’ contribuꢀon to the Group’s adj.  
EBIT allocated to non-controlling interests for the given subsidi-  
ary calculated using ownership percentages at the balance sheet  
date.  
Equity at year end x 1ꢆꢆ  
Invested capital  
Total assets at year end  
NWC with the addiꢀon of property, plant and equipment, right-  
of-use assets, intangible assets including goodwill less long-term  
provisions, pensions and similar obligaꢀon.  
Net interest-bearing debt  
Operaꢀng profit before amorꢀsaꢀon and depreciaꢀon  
(EBITDA), before special items  
Net financial expenses  
Financial income less financial expenses  
Profit aꢂributable to shareholders in  
NTG Nordic Transport Group A/S  
Earnings per share  
=
=
Average number of shares in circulaꢀon  
Profit aꢂributable to shareholders in  
NTG Nordic Transport Group A/S  
Diluted earnings  
per share  
Diluted average number of shares in circulaꢀon  
 
NTGꢁAnnual Report 2021ꢁ|ꢁ77  
Reports  
Statement of the Board of Directors and the Execuꢀve Boardꢂ|ꢂIndependent Auditor’s Report  
 
Statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ78  
Statement of the Board of Directors
and the Execuꢀve Board
The Board of Directors and Execuꢀve Board have considered
and adopted the Annual Report of Nordic Transport Group A/S
for the financial year 1 January - 31 December 2ꢆ21.
In our opinion, the Annual Report of Nordic Transport Group
A/S for the financial year 1 January to 31 December 2ꢆ21 with
the file name NTG-2ꢆ21-12-31-en.zip is prepared, in all material
respects, in compliance with the ESEF Regulaꢀon.
Hvidovre, 9 March 2022
Execuꢀve Board  
The Consolidated Financial Statements have been prepared in
accordance with Internaꢀonal Financial Reporꢀng 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 pre-
pared in accordance with the Danish Financial Statements Act.
We recommend that the Annual Report be adopted at the
Annual General Meeꢀng.
Michael Larsen
Chrisꢀan D. Jakobsen
Group CFO
Group CEO
In our opinion, the Consolidated Financial Statements and the
Parent Company Financial Statements give a true and fair view
of the financial posiꢀon at 31 December 2ꢆ21 of the Group
and the Parent Company and of the results of the Group and
Parent Company operaꢀons and consolidated cash flows for the
financial year 1 January - 31 December 2ꢆ21.
Board of Directors  
Eivind Kolding
Jørgen Hansen
Finn Skovbo Pedersen
In our opinion, Management’s Review includes a true and fair
account of the development in the operaꢀons and financial
circumstances of the Group and the Parent Company, of the
results for the year and of the financial posiꢀon of the Group
and the Parent Company as well as a descripꢀon of the most
significant risks and elements of uncertainty facing the Group
and the Parent Company.
Chairman of the board
Deputy chairman of the board Board member
Carsten Krogsgaard Thomsen Jesper Præstensgaard
Board member Board member
Karen-Marie Katholm
Board member
 
Statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ79  
Independent Auditor’s Reports
To the shareholders of
NTG Nordic Transport Group A/S
Report on the audit of the Financial Statements
dated cash flow statement and the notes, including summary of
have also fulfilled our other ethical responsibiliꢀes in accord-
significant accounꢀng policies.
ance with these requirements and the IESBA Code.
Our opinion
In our opinion, the Consolidated Financial Statements give a
true and fair view of the Group’s financial posiꢀon at 31 Decem-
ber 2ꢆ21 and of the results of the Group’s operaꢀons and cash
flows for the financial year 1 January to 31 December 2ꢆ21 in
accordance with Internaꢀonal Financial Reporꢀng Standards
as adopted by the EU and further requirements in the Danish
Financial Statements Act.
The Parent Company Financial Statements of NTG Nordic
Transport Group A/S for the financial year 1 January to 31
December 2ꢆ21 comprise the income statement, the balance
sheet, the statement of changes in equity and the notes, includ-
ing summary of significant accounꢀng policies.
To the best of our knowledge and belief, prohibited non-au-
dit services referred to in Arꢀcle 5(1) of Regulaꢀon (EU) No
537/2014 were not provided.
Appointment
We were first appointed auditors of NTG Nordic Transport
Group A/S on 16 April 2ꢆ2ꢆ for the financial year 2ꢆ2ꢆ. We
have been reappointed annually by shareholder resoluꢀon for a
total period of uninterrupted engagement of 2 years including
the financial year 2ꢆ21.
Collecꢀvely referred to as the “Financial Statements”.
Moreover, in our opinion, the Parent Company Financial
Statements give a true and fair view of the Parent Company’s
financial posiꢀon at 31 December 2ꢆ21 and of the results of the
Parent Company’s operaꢀons for the financial year 1 January
to 31 December 2ꢆ21 in accordance with the Danish Financial
Statements Act.
Basis for opinion
We conducted our audit in accordance with Internaꢀonal
Standards on Audiꢀng (ISAs) and the addiꢀonal requirements
applicable in Denmark. Our responsibiliꢀes under those stand-
ards and requirements are further described in the Auditor’s
responsibiliꢀes for the audit of the Financial Statements secꢀon of
our report.
Key audit maꢁers
Key audit maꢂers are those maꢂers that, in our professional
judgement, were of most significance in our audit of the Finan-
cial Statements for 2ꢆ21. These maꢂers 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 maꢂers.
Our opinion is consistent with our Auditor’s Long-form Report
to the Audit Commiꢂee and the Board of Directors.
We believe that the audit evidence we have obtained is suffi-
cient and appropriate to provide a basis for our opinion.
What we have audited
The Consolidated Financial Statements of NTG Nordic Trans-
port Group A/S for the financial year 1 January to 31 December
2021 comprise the consolidated income statement and state-
ment of comprehensive income, the consolidated balance sheet,
the consolidated statement of changes in equity, the consoli-
Independence
We are independent of the Group in accordance with the Inter-
naꢀonal Ethics Standards Board for Accountants’ Internaꢀonal
Code of Ethics for Professional Accountants (IESBA Code) and
the addiꢀonal ethical requirements applicable in Denmark. We
 
Statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ80  
Statement on Management’s Review
Key audit maꢁer
Key audit maꢁer
Management is responsible for Management’s Review.
Revenue recogniꢀon and accrued cost of services
The Group’s revenue consists primarily of services, i.e.
transportaꢀon of goods between desꢀnaꢀons, which by
nature is rendered over a period of ꢀme. The determina-
ꢀon of ꢀming of revenue recogniꢀon is dependent on the
applicaꢀon of the Group’s accounꢀng policies and terms in
customer contracts.
Business combinaꢀons
Our opinion on the Financial Statements does not cover Man-
agement’s Review, and we do not express any form of assurance
conclusion thereon.
In 2ꢆ21, LGT Group was acquired with accounꢀng effect as
at 1 September 2021. Management prepared a purchase
price allocaꢀon for the acquisiꢀon, resulꢀng in assets and
liabiliꢀes being separately recognised and valued in the
opening balance sheet.
In connecꢀon with our audit of the Financial Statements, our
responsibility is to read Management’s Review and, in doing so,
consider whether Management’s Review is materially inconsist-
ent with the Financial Statements or our knowledge obtained in
the audit, or otherwise appears to be materially misstated.
We focused on this area as idenꢀficaꢀon and measurement
of assets and liabiliꢀes related to the business acquisiꢀons
are based on significant accounꢀng esꢀmates made by
Management.
We focused on this area because the process of accru-
ing for services rendered around the balance sheet date
(accrued cost of services) is complex and dependent on
Management accounꢀng esꢀmates and relevant controls in
certain operaꢀonal systems.
Reference is made to note 7.1 to the Consolidated Financial
Statements.
Moreover, we considered whether Management’s Review
includes the disclosures required by the Danish Financial State-
ments Act.
Reference is made to notes 2.2 and 2.3 to the Consolidated
Financial Statements.
How our audit addressed the key audit maꢁer
Our audit procedures included assessing the accounꢀng
policies applied by Management.
Based on the work we have performed, in our view, Manage-
ment’s 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. We did not idenꢀfy any material
misstatement in Management’s Review.
How our audit addressed the key audit maꢁer
Our audit procedures included assessing the accounꢀng
policies for revenue recogniꢀon applied by Management.
We verified the assets and liabiliꢀes recognised in the
opening balance sheet, including the completeness thereof,
by performing audit procedures in relaꢀon to the opening
balance sheet.
We tested relevant internal controls, including IT controls,
concerning the ꢀming of revenue recogniꢀon and evaluated
whether these were designed in line with the Group’s
accounꢀng policies and were operaꢀng effecꢀvely.
We assessed the method used by Management to idenꢀfy
and measure assets and liabiliꢀes, and we challenged the
assumpꢀons applied, using our knowledge and professional
scepꢀcism.
Management’s responsibiliꢀes for the
Financial Statements
We selected a sample of revenue transacꢀons during the
year and traced these to underlying evidence. In addiꢀon,
we used data audiꢀng tools to idenꢀfy non-standard trans-
acꢀons and examined these.
Management is responsible for the preparaꢀon of consolidated
financial statements that give a true and fair view in accordance
with Internaꢀonal Financial Reporꢀng Standards as adopted by
the EU and further requirements in the Danish Financial State-
ments Act and for the preparaꢀon 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 preparaꢀon
of financial statements that are free from material misstatement,
whether due to fraud or error.
Finally, we assessed the adequacy of disclosures relaꢀng to
the business acquisiꢀons.
For revenue, we examined reports concerning services in
progress and challenged the esꢀmates made by Manage-
ment in this regard. For accrued cost esꢀmates in prior
periods, we performed look back procedures to evaluate
the precision in the esꢀmates of accrued costs.
 
Statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ81  
In preparing the Financial Statements, Management is responsi-
ble for assessing the Group’s and the Parent Company’s ability
to conꢀnue as a going concern, disclosing, as applicable, maꢂers
related to going concern and using the going concern basis of
accounꢀng unless Management either intends to liquidate the
Group or the Parent Company or to cease operaꢀons, or has no
realisꢀc alternaꢀve but to do so.
·
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 effecꢀveness of the Group’s and the Parent
Company’s internal control.
We communicate with those charged with governance regarding,
among other maꢂers, the planned scope and ꢀming of the audit
and significant audit findings, including any significant deficien-
cies in internal control that we idenꢀfy during our audit.
We also provide those charged with governance with a statement
that we have complied with relevant ethical requirements regard-
ing independence, and to communicate with them all relaꢀon-
ships and other maꢂers that may reasonably be thought to bear
on our independence and, where applicable, acꢀons taken to
eliminate threats or safeguards applied.
·
·
Evaluate the appropriateness of accounꢀng policies used and
the reasonableness of accounꢀng esꢀmates and related disclo-
sures made by Management.
Auditor’s responsibiliꢀes for the audit of the
Financial Statements
Our objecꢀves 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 audi-
tor’s report that includes our opinion. Reasonable assurance is a
high level of assurance, but is not a guarantee that an audit con-
ducted in accordance with ISAs and the addiꢀonal 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 deci-
sions of users taken on the basis of these Financial Statements.
Conclude on the appropriateness of Management’s use of
the going concern basis of accounꢀng and based on the audit
evidence obtained, whether a material uncertainty exists
related to events or condiꢀons that may cast significant doubt
on the Group’s and the Parent Company’s ability to conꢀnue
as a going concern. If we conclude that a material uncertainty
exists, we are required to draw aꢂenꢀon 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 condi-
ꢀons may cause the Group or the Parent Company to cease to
conꢀnue as a going concern.
From the maꢂers communicated with those charged with govern-
ance, we determine those maꢂers that were of most significance
in the audit of the Financial Statements of the current period and
are therefore the key audit maꢂers. We describe these maꢂers in
our auditor’s report unless law or regulaꢀon precludes public dis-
closure about the maꢂer or when, in extremely rare circumstanc-
es, we determine that a maꢂer should not be communicated in
our report because the adverse consequences of doing so would
reasonably be expected to outweigh the public interest benefits
of such communicaꢀon.
As part of an audit in accordance with ISAs and the addiꢀonal
requirements applicable in Denmark, we exercise professional
judgement and maintain professional scepꢀcism throughout the
audit. We also:
Report on compliance with the ESEF Regulaꢀon
·
·
Evaluate the overall presentaꢀon, structure and content of the
Financial Statements, including the disclosures, and whether
the Financial Statements represent the underlying transacꢀons
and events in a manner that gives a true and fair view.
As part of our audit of the Financial Statements we performed
procedures to express an opinion on whether the annual report
of NTG Nordic Transport Group A/S for the financial year 1
January to 31 December 2ꢆ21 with the filename NTG-2ꢆ21-
12-31-en.zip is prepared, in all material respects, in compliance
with the Commission Delegated Regulaꢀon (EU) 2ꢆ19/815 on
the European Single Electronic Format (ESEF Regulaꢀon) which
includes requirements related to the preparaꢀon of the annual
report in XHTML format and iXBRL tagging of the Consolidated
Financial Statements.
·
Idenꢀfy 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 detecꢀng a ma-
terial misstatement resulꢀng from fraud is higher than for one
resulꢀng from error, as fraud may involve collusion, forgery,
intenꢀonal omissions, misrepresentaꢀons, or the override of
internal control.
Obtain sufficient appropriate audit evidence regarding the fi-
nancial informaꢀon of the enꢀꢀes or business acꢀviꢀes within
the Group to express an opinion on the Consolidated Financial
Statements. We are responsible for the direcꢀon, supervision
and performance of the group audit. We remain solely respon-
sible for our audit opinion.
 
Statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ82  
Management is responsible for preparing an annual report that
auditor’s judgement, including the assessment of the risks of ma-
terial departures from the requirements set out in the ESEF Reg-
ulaꢀon, whether due to fraud or error. The procedures include:
In our opinion, the annual report of NTG Nordic Transport Group
A/S for the financial year 1 January to 31 December 2ꢆ21 with
the file name NTG-2ꢆ21-12-31-en.zip is prepared, in all material
respects, in compliance with the ESEF Regulaꢀon.
complies with the ESEF Regulaꢀon. This responsibility includes:
·
·
The preparing of the annual report in XHTML format;
·
·
·
·
Tesꢀng whether the annual report is prepared in XHTML
The selecꢀon and applicaꢀon of appropriate iXBRL tags, in-
cluding extensions to the ESEF taxonomy and the anchoring
thereof to elements in the taxonomy, for all financial informa-
ꢀon required to be tagged using judgement where necessary;
format;
Hellerup, 9 March 2022
Obtaining an understanding of the company’s iXBRL tagging
PricewaterhouseCoopers
Statsautoriseret Revisionspartnerselskab
CVR no 3377 1231
process and of internal control over the tagging process;
·
·
Ensuring consistency between iXBRL tagged data and the
Consolidated Financial Statements presented in human-read-
able format; and
Evaluaꢀng the completeness of the iXBRL tagging of the
Consolidated Financial Statements;
Flemming Eghoff
State Authorised
Public Accountant
mne30221
Morten Jørgensen
State Authorised
Public Accountant
mne32806
Evaluaꢀng the appropriateness of the company’s use of
iXBRL elements selected from the ESEF taxonomy and the
creaꢀon of extension elements where no suitable element in
the ESEF taxonomy has been idenꢀfied;
For such internal control as Management determines nec-
essary to enable the preparaꢀon of an annual report that is
compliant with the ESEF Regulaꢀon.
Our responsibility is to obtain reasonable assurance on whether
the annual report is prepared, in all material respects, in compli-
ance with the ESEF Regulaꢀon based on the evidence we have
obtained, and to issue a report that includes our opinion. The
nature, ꢀming and extent of procedures selected depend on the
·
·
Evaluaꢀng the use of anchoring of extension elements to
elements in the ESEF taxonomy; and
Reconciling the iXBRL tagged data with the audited Consoli-
dated Financial Statements.
 
NTGꢁAnnual Report 2021ꢁ|ꢁ83  
Parent Company  
financial statements  
Income Statementꢂ|ꢂBalance Sheetꢂ|ꢂStatement of Changes in Equityꢂ|ꢂAccounting policiesꢂ|ꢂNotes  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ84  
Income Statement  
(DKKm)  
Note  
2021  
2020  
Net revenue  
1
80.9  
-44.8  
36.1  
70.9  
-4ꢆ.7  
30.2  
Other external expenses  
Gross profit  
Staff costs  
2
-56.2  
-41.ꢆ  
Operaꢀng profit  
-20.1  
-10.8  
Impairment of financial assets  
Financial income  
5
3
3
ꢆ.ꢆ  
181.2  
-26.1  
135.0  
-63.ꢆ  
118.0  
-12.8  
31.4  
Financial costs  
Profit before tax  
Tax on profit for the year  
4
4.7  
4.9  
Profit for the year  
139.7  
36.3  
Proposed distribuꢀon of result  
Transferred to equity reserves  
Total distribuꢀon  
6
139.7  
36.3  
139.7  
36.3  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ85  
Balance Sheet  
(DKKm)  
Note  
2021  
2020  
(DKKm)  
Note  
2021  
2020  
Assets  
Equity and Liabiliꢀes  
Share capital  
Reserves  
Investments in Group companies  
Receivables from Group companies  
Deferred tax assets  
5
7
8
2,317.6  
258.2  
2,075.8  
0.0  
9
453.0  
1,555.2  
2,008.2  
453.0  
1,503.5  
1,956.5  
22.3  
ꢆ.ꢆ  
Total equity  
Total non-current assets  
2,598.1  
2,075.8  
Payables to Group companies  
Financial liabiliꢀes  
10  
31.0  
1ꢆꢆ.ꢆ  
131.0  
0.0  
ꢆ.ꢆ  
0.0  
Receivables from Group companies  
Corporaꢀon tax. receivable  
Other receivables  
224.4  
5.4  
233.2  
ꢆ.1  
11  
Total non-current liabiliꢀes  
4.4  
5.3  
Cash and cash equivalents  
Total current assets  
0.0  
70.5  
309.1  
Credit insꢀtuꢀons  
Financial liabiliꢀes  
Trade payables  
11ꢆ.2  
ꢆ.ꢆ  
ꢆ.ꢆ  
1.6  
234.2  
11  
11.2  
14.2  
Total assets  
2,832.3  
2,384.9  
Payables to Group companies  
Other payables  
10  
557.6  
14.1  
400.0  
12.6  
Total current liabiliꢀes  
Total liabiliꢀes  
693.1  
824.1  
428.4  
428.4  
Total equity and liabiliꢀes  
2,832.3  
2,384.9  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ86  
Statement of Changes in Equity  
Share  
capital  
Share  
premium  
Retained  
earnings  
Total  
equity  
Share  
capital  
Share  
premium  
Retained  
earnings  
Total  
equity  
(DKKm)  
(DKKm)  
2021  
2020  
Equity at 1 January  
453.0  
0.0  
1,503.5  
1,956.5  
Equity at 1 January  
448.5  
0.0  
1,473.2  
1,921.7  
Profit for the year  
ꢆ.ꢆ  
ꢆ.ꢆ  
139.7  
139.7  
Profit for the year  
ꢆ.ꢆ  
ꢆ.ꢆ  
36.3  
36.3  
Share-based payments  
Tax on share-based payments  
Purchase of treasury shares  
Sale of shares  
0.0  
ꢆ.ꢆ  
0.0  
ꢆ.ꢆ  
0.0  
0.0  
0.0  
0.0  
-39.9  
28.4  
-39.9  
28.4  
Capital increase  
4.5  
0.0  
16.9  
0.0  
0.0  
1.3  
21.4  
1.3  
Share-based payments  
Purchase of treasury shares  
Sale of shares  
0.0  
-113.1  
36.6  
-113.1  
36.6  
0.0  
0.0  
-38.8  
14.6  
-38.8  
14.6  
0.0  
0.0  
0.0  
Other adjustments  
0.0  
0.0  
0.0  
Other adjustments  
Equity at 31 December  
0.0  
-16.9  
0.0  
16.9  
0.0  
Equity at 31 December  
453.0  
1,555.2  
2,008.2  
453.0  
1,503.5  
1,956.5  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ87  
Notes  
end and provided that the revenue can be measured reliably and it is probable  
that the economic benefits relaꢀng to the sale will flow to the Company.  
Balance sheet  
Investments in subsidiaries  
Accounꢀng policies  
NTG Nordic Transport Group A/S’ Parent Company financial statements are  
disclosed as separate financial statements as required by the Danish Financial  
Statements Act.  
Investments in subsidiaries are measured at cost. If the cost exceeds the recover-  
able amount, this is wriꢂen down to a lower value. Any impairment is recognised  
in the Company’s income statement under impairment of financial assets.  
Dividends from investment in subsidiaries are recognised in the income  
statement as financial income. Dividends distributed from the subsidiary to the  
Parent Company are generally recognised in the income statement of the Parent  
Company only if the distribuꢀon arises from earnings obtained aꢃer the Parent  
Company acquired the subsidiary. Dividends relaꢀng to earnings earned before  
the acquisiꢀon date are recognised as a reducꢀon to the cost price.  
Revenue is measured at the consideraꢀon received and is recognised exclusive of  
VAT and net of discounts relaꢀng to sales.  
The Annual Report of NTG Nordic Transport Group A/S for 2021 has been  
prepared in accordance with the provisions of the Danish Financial Statements  
Act applying to enterprises of reporꢀng class D .  
Other external expenses  
Other external expenses comprise expenses for distribuꢀon, sales, markeꢀng,  
administraꢀon, premises, bad debts as well as leases, etc.  
The Parent Company’s Financial Statements for 2ꢆ21 are presented in DKK  
million and rounded to the nearest hundred thousand.  
Staff costs  
Staff expenses comprise wages and salaries as well as payroll expenses.  
Receivables  
The annual report is prepared according to the same accounꢀng policies as  
last year.  
Income from investments in subsidiaries  
Income from investments in subsidiaries consists of dividends from investment  
in subsidiaries.  
Receivables are measured in the balance sheet at amorꢀsed cost, which substan-  
ꢀally corresponds to nominal value. An impairment loss is recognised if there is  
objecꢀve evidence that a receivable or a group of receivables is impaired. If there  
is objecꢀve evidence that an individual receivable has beenimpaired, an impair-  
ment loss is recognised on an individual basis. Receivables in respect of which  
there is no objecꢀve evidence of individual impairment are tested for objecꢀve  
evidence of impairment on a porꢄolio basis. The porꢄolios are primarily based on  
the debtors’ domicile and credit raꢀngs in line with the Company’s risk manage-  
ment policy. The objecꢀve evidence applied to porꢄolios is determined based on  
historical loss experience.  
Translaꢀon policies  
Transacꢀons in foreign currencies are translated at the exchange rates at the  
dates of transacꢀon. Exchange differences arising due to differences between  
the transacꢀon date rates and the rates at the dates of payment are recognised  
in financial income and expenses in the income statement.  
Dividends from investments in subsidiaries are measured at cost and are recog-  
nised as income in the Parent Company’s income statement in the financial year  
in which the dividend is declared.  
Dividends from investment in subsidiaries are recognised as income in the Com-  
pany’s income statement under financial income.  
Receivables, payables and other monetary items in foreign currencies that have  
not been seꢂled at the balance sheet date are translated at the exchange rates at  
the balance sheet date. Any differences between the exchange rates at the bal-  
ance sheet date and the rates at the ꢀme when the receivable or the debt arose  
are recognised in financial income and expenses in the income statement.  
Financial income and costs  
Financial income and costs comprise interests, realised and unrealised gain from  
exchange rates as well as other financial income and expenses.  
Equity  
Dividend proposed for the year is recognised as a liability once adopted at the  
annual general meeꢀng (declaraꢀon date). Dividends expected to be distributed  
for the financial year are presented as a separate item under “Equity”.  
Cash flow statement  
Tax on profit/loss for the year  
No separate cash flow statement has been prepared for the Parent Company in  
accordance with the exempꢀon clause of secꢀon 86(4) of the Danish Financial  
Statements Act.  
Tax for the year consists of current tax for the year and changes in deferred tax  
for the year. The tax aꢂributable to the profit for the year is recognised in the  
income statement, whereas the tax aꢂributable to equity transacꢀons is recog-  
nised directly in equity.  
Purchase and sale of treasury shares is recognised directly in the equity. Divi-  
dends of treasury shares is recognised directly in retained earnings in the equity.  
Deferred tax assets and liabiliꢀes  
Income statement  
Revenue  
Deferred income tax is measured using the balance sheet liability method in  
respect of temporary differences arising between the tax bases of assets and  
liabiliꢀes and their carrying amounts for financial reporꢀng purposes on the basis  
of the intended use of the asset and seꢂlement of the liability, respecꢀvely.  
The Company is jointly taxed with its Danish subsidiaries. The tax effect of the  
joint taxaꢀon is allocated to enterprises in proporꢀon to their taxable incomes.  
Revenue from the sale of services etc. is recognised in the income statement pro-  
vided that delivery and transfer of risk have been made to the purchaser by year  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ88  
Notes  
Deferred tax assets are measured at the value at which the asset is expected to  
be realised, either by eliminaꢀon in tax on future earnings or by set-off against  
deferred tax liabiliꢀes within the same legal tax enꢀty.  
1.ꢂRevenue  
(DKKm)  
3.ꢂFinancial income and costs  
(DKKm)  
2021  
2020  
2021  
2020  
Service revenue  
80.9  
70.9  
Interest received from Group companies  
Other financial income  
9.3  
ꢆ.2  
5.8  
ꢆ.1  
Deferred tax is measured on the basis of the tax rules and tax rates that will be  
effecꢀve under the legislaꢀon at the balance sheet date when the deferred tax is  
expected to crystallise as current tax. Any changes in deferred tax due to chang-  
es to tax rates are recognised in the income statement or in equity if the deferred  
tax relates to items recognised in equity.  
Total  
80.9  
70.9  
Dividends recieved from Group companies  
Total financial income  
171.7  
181.2  
4.0  
112.1  
118.0  
9.3  
Interest paid to Group companies  
Exchange differences  
2.ꢂStaff costs  
(DKKm)  
2.ꢆ  
1.6  
2021  
2020  
Current tax receivables and liabiliꢀes  
Current tax liabiliꢀes and receivables are recognised in the balance sheet as the  
expected taxable income for the year adjusted for tax on taxable incomes for  
prior years and tax paid on account. Extra payments and repayment under the  
onaccount taxaꢀon scheme are recognised in the income statement in financial  
income and expenses.  
Other financial costs  
2ꢆ.1  
26.1  
155.1  
1.9  
Wages and salaries  
46.0  
0.9  
7.6  
38.1  
0.8  
1.3  
ꢆ.8  
41.0  
46  
Total financial costs  
12.8  
105.2  
Pensions  
Net financials  
Share-based payments  
Social security costs and other staff costs  
Total  
1.7  
56.2  
51  
Financial liabiliꢀes  
4.ꢂTax  
(DKKm)  
Financial liabiliꢀes are recognised at the date of borrowing at the net proceeds  
received less transacꢀon costs paid. On subsequent recogniꢀon, financial liabili-  
ꢀes are measured at amorꢀsed cost, corresponding to the capitalised value, using  
the effecꢀve interest rate. Accordingly, the difference between the proceeds  
and the nominal value is recognisedin the income statement over the term of the  
loan.  
Average number of full ꢀme employees  
Full ꢀme employees at 31 December  
2021  
2020  
61  
45  
Tax for the year can be broken down as follows:  
Current tax  
(DKKm)  
2021  
2020  
ꢆ.9  
3.6  
ꢆ.2  
4.7  
3.6  
ꢆ.ꢆ  
1.3  
4.9  
Adjustment of deferred tax  
Adjustment of tax from prior periods  
Total  
Hereoff:  
Other payables are measured at amorꢀsed cost, substanꢀally corresponding to  
nominal value.  
Remuneraꢀon to the Board of Directors  
Remuneraꢀon to the Execuꢀve Management  
Share-based payment, Execuꢀve Management  
Total  
2.1  
7.3  
ꢆ.3  
9.7  
2.4  
8.7  
ꢆ.6  
11.7  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ89  
Notes  
5.ꢂInvestments in subsidiaries  
6.ꢂProposed distribuꢀon of profit  
9.ꢂEquity  
(DKKm)  
2021  
2020  
(DKKm)  
2021  
2020  
Share capital  
Composiꢀon and movements of the company’s share capital and treasury share  
reserve is stated in note 6.1 of the Consolidated Financial Statemens.  
Cost at 1 January  
2,138.8  
241.8  
ꢆ.ꢆ  
3,157.9  
215.7  
Retained earnings  
139.7  
36.3  
Addiꢀons  
Total  
139.7  
36.3  
Disposals (dividends)  
-1,234.8  
2,138.8  
ꢆ.ꢆ  
10.ꢂPayables to Group companies  
Cost at 31 December  
2,380.6  
-63.ꢆ  
0.0  
(DKKm)  
2021  
2020  
Impairment at 1 January  
Impairment recognised during the year  
Impairment at 31 December  
Carrying amount at 31 December  
7.ꢂReceivables from Group Companies  
(DKKm)  
-63.0  
2021  
2020  
Due in 1 year  
557.6  
31.ꢆ  
ꢆ.ꢆ  
4ꢆꢆ.ꢆ  
ꢆ.ꢆ  
-63.0  
2,317.6  
-63.0  
Due between 1 and 5 years  
Due aꢃer 5 years  
Total  
Cost at 1 January  
ꢆ.ꢆ  
258.2  
ꢆ.ꢆ  
54.7  
ꢆ.ꢆ  
2,075.8  
ꢆ.ꢆ  
Addiꢀons  
588.6  
400.0  
Disposals  
-4.3  
-50.4  
0.0  
Management assesses annually whether there is an indicaꢀon of impairment of  
investments in subsidiaries. If indicaꢀons are present, investments will be tested  
for impairment using the same principles as applied on the Group’s goodwill (de-  
scribed in note 5.1 of the Consolidated Financial Statements), involving various  
esꢀmates on future cashflows, growth, discount rates, etc.  
Transfer to short term  
Cost at 31 December  
Impairment at 1 January  
Impairment at 31 December  
Carrying amount at 31 December  
0.0  
11.ꢂFinancial liabiliꢀes  
258.2  
ꢆ.ꢆ  
(DKKm)  
2021  
2020  
ꢆ.ꢆ  
ꢆ.ꢆ  
ꢆ.ꢆ  
Due in 1 year  
ꢆ.ꢆ  
1ꢆꢆ.ꢆ  
ꢆ.ꢆ  
1.6  
ꢆ.ꢆ  
ꢆ.ꢆ  
1.6  
258.2  
0.0  
During the year dividends of DKK 171.7 million was received. DKK ꢆ.ꢆ (2ꢆ2ꢆ:  
DKK 1,234.8 million) relates to dividends received where the amount exceeds  
the earnings during the ownership period and therefore reducing the cost.  
Due between 1 and 5 years  
Due aꢃer 5 years  
Total  
100.0  
8.ꢂDeferred tax assets  
An overview of legal enꢀꢀes in NTG Nordic Transport Group A/S appears from  
(DKKm)  
2021  
2020  
the Group structure overview, note 8.8.  
Deferred tax assets at 1 January  
Deferred tax for the year  
Tax on changes in equity  
ꢆ.ꢆ  
3.7  
ꢆ.ꢆ  
ꢆ.ꢆ  
ꢆ.ꢆ  
0.0  
0.0  
18.2  
0.4  
Other adjustments  
Deferred tax assets at 31 December  
22.3  
 
Parent Company financial statements  
NTGꢁAnnual Report 2021ꢁ|ꢁ90  
Notes  
12.ꢂConꢀngent liabiliꢀes, other financial obligaꢀons and  
conꢀngent assets  
13.ꢂRelated party transacꢀons  
For transacꢀons with related parꢀes, please refer to note 8.5 in the Consolidated  
Financial Statements. The Parent Company has no related parꢀes with control  
of the Company and no related parꢀes with significant influence, apart from Key  
Management Personnel. All transacꢀons with related parꢀes during the period  
were carried out at market terms. All transacꢀons with other Group Companies  
carried out in the year are reflected in the income statement and notes.  
(DKKm)  
2021  
2020  
Future lease payments on operaꢀng leases:  
Within 1 year  
17.3  
68.9  
17.0  
68.2  
Between 1 and 5 years  
Aꢃer 5 years  
127.3  
213.5  
144.9  
230.1  
Total  
14.ꢂFee to auditors appointed at the general meeꢀng  
(DKKm)  
2021  
2020  
Other conꢀngent liabiliꢀes:  
The Danish group companies are jointly and severally liable for tax on the  
jointly taxed incomes etc of the Group. Moreover, the Danish group companies  
are jointly and severally liable for Danish withholding taxes by way of dividend  
tax, tax on royalty payments and tax on unearned income. Any subsequent  
adjustments of corporaꢀon taxes and withholding taxes may increase the  
Company’s liability.  
Fees to the company’s appointed auditor, PwC:  
Audit fee for statutory and group audit  
Other assurance and tax advisory services  
Total  
1.5  
ꢆ.6  
2.1  
0.8  
ꢆ.1  
0.9  
At 31 December 2ꢆ21, the Parent Company has issued parent company guar-  
antees to subsidiaries for a total of DKK 59.5 million (2ꢆ2ꢆ: DKK 122.ꢆ million).  
Guarantees are mainly issued as security for subsidiaries’ outstanding balances  
with certain suppliers.  
15.ꢂEvents aꢄer the balance sheet date  
No significant adjusꢀng events have occurred aꢃer the balance sheet date.  
Other conꢀngent assets:  
As described in note 3.2 to the Consolidated Financial Statements, the Parent  
Company has non-recognised tax loss carry forwards of DKK 1,742 million at  
year end. At 31 December 2ꢆ21 the non-recognised deferred tax assets associ-  
ated with the tax loss carry forwards totalled DKK 383 million (2ꢆ2ꢆ: DKK 383  
million).  
 
NTG Nordic Transport Group A/S
Hammerholmen 47
DK-265ꢆ Hvidovre
Denmark
Phone: +45 7634 ꢆ9ꢆꢆ  
www.ntg.com  
Published 9 March 2022.  
Business Reg. (CVR) no. 12546106