NKT Statutory ESEF tagged  
Annual Report  
2022  
We connect a greener world  
Company Reg: 6272 5214  
 
Annual Report 2022 NKT A/S  
2
Contents  
03  
12  
26  
41  
Governance  
42 Shareholder information  
44 Corporate Governance  
48 Board of Directors  
Introduction  
Group review and markets  
13 Business model  
Business lines  
04 NKT at a glance  
27 Business line organization  
05 Letter from the Chair and the CEO  
08 Key highlights 2022  
09 5-year financial highlights  
10 Financial outlook  
14 Markets and megatrends  
16 ReNew BOOST strategy  
19 Financial review 2022  
22 Financial review Q4 2022  
23 Risk Management  
28 Solutions  
33 Applications  
37 Service & Accessories  
51 Group Leadership Team  
11 Divestment of NKT Photonics  
Consolidated financial statements  
54 Income statement  
Parent company financial statements  
92 Statement of comprehensive income  
92 Balance sheet  
Statements  
99 Group Management's statement  
100 Independent auditor’s report  
54 Statement of comprehensive income  
55 Balance sheet  
93 Statement of changes in equity  
94 Cash flow statement  
56 Cash flow statement  
57 Statement of changes in equity  
59 Notes  
95 Notes  
NKT’s reports for 2022  
Sustainability Report  
Cover photo  
Remuneration Report  
Corporate Governance Report  
High-voltage offshore power cables stored on a turntable in NKT’s factory in Karlskrona, Sweden.  
 
Annual Report 2022 NKT A/S  
3
Introduction  
As a company dedicated to power cable technology, NKT’s purpose is to connect
you, us and society to a greener world. With the global community moving towards
clean and renewable energy, NKT delivers value by enabling sustainable energy
transmission. NKT was founded more than 130 years ago and is today growing its
business, driven by the electrification of societies and the transition to renewable  
energy. Together, we connect a greener world.
NKT Victoria is one of the world’s  
most advanced and fuel-efficient  
cable-laying vessels. The two  
turntables on the vessel have a  
combined capacity of 9,000 tonnes  
high-voltage power cables.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S  
4
NKT at a glance  
Founded in  
Main production sites  
NKT’s main sites are located  
across Northern Europe  
Solutions production site  
Applications production site  
Accessories production site  
Service hub  
1891 10  
Average number of employees  
Cable-laying vessel  
Headquarters  
Falun  
4,062 1  
Alingsås  
Asnæs  
Brøndby  
Karlskrona  
Gdansk  
Registered shareholders  
Reduction of scope 1 and 2 carbon emissions since 2019  
Nordenham  
Rotterdam  
Cologne  
Runcorn  
Kladno  
Velke Mezirici  
Warszowice  
+31,000 79%  
Business lines, Revenue split (std. metal prices)  
NKT’s ReNew BOOST strategy will help  
enable the green transition  
13%  
Solutions  
Applications  
50%  
Service &  
Accessories  
37%  
Let’s Grow  
Let’s Innovate  
Let’s Drive Sustainability  
Note: Excluding interseg-  
ment transactions  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S  
5
Letter from the Chair and the CEO  
An interconnected power grid will enable  
the transition to renewable energy  
We will grow and continue  
connecting a greener world  
It would be very hard to imagine our modern  
societies without a reliant supply of energy. The  
decarbonization of society through the ongo-  
ing transition to increased renewable energy  
generation can only be upheld if we ensure  
efficient supply of electricity. While the green  
transition has been high on the political agendas  
for several years, the energy crisis and risk of  
scarcity emerged as a key concern in 2022. The  
urgency to become independent of the supply of  
natural gas from Russia was fuelled by the war  
in Ukraine. A part of the solution will be to speed  
up the transition to renewable energy and build  
an interconnected power grid with upgraded,  
future-proof capacity to handle the increase in  
green electricity.  
Upgraded and interconnected power grids  
will mean a significant increase in demand for  
particularly medium- and high-voltage power  
cable solutions. Current power cable production  
capacity across the world is not expected to be  
able to meet this increase in demand. In 2022,  
NKT launched an updated strategy building  
upon the previous strategy, which successfully  
returned the company to net profit in 2021.  
Growing to  
enable a greener  
future and  
interconnected  
grid  
With the updated strategy ReNew BOOST, NKT  
will grow the business to meet the increasing de-  
mand for power cable solutions. We want to be  
a responsible and sustainable supplier of power  
cable solutions needed for the transition to re-  
newable energy. Our established market position  
and innovative skillset, as well as a strong focus  
on sustainability, form the foundation for an even  
stronger presence in the power cable industry.  
Renewable energy projects are being developed  
across the world. Northern Europe is a front  
runner on offshore wind and large interconnec-  
tor projects. In the US, the transition is gaining  
speed and key projects such as Champlain Hud-  
son Power Express, which will bring renewable  
hydro power from Canada to New York City, will  
drive the green transition forward. We expect to  
see even more ambitious projects in the coming  
years. Governments and power project devel-  
opers should work to ensure predictability and  
efficient permitting processes for large infrastruc-  
ture projects. An ambitious and long-term plan  
for upgraded and interconnected power grids  
globally is needed to ensure optimal transmission  
and use of renewable energy. Without a plan, the  
transition will stall.  
In recent years NKT has demonstrated the ability  
to accelerate growth. From 2019 to 2022, we  
have grown our revenues organically by 15%  
every year. This has been a significant step-up  
compared to growth rates before this period.  
With the updated strategy, we will continue to lift  
the financial performance of the company and  
have upgraded the medium-term ambitions for  
2025.  
The past year has been extraordinary. The world around  
us has become volatile with war, supply chain disruptions,  
high inflation, and in Europe, an energy crisis with  
associated price surges. These are all factors impacting  
households and companies. Although these undesired  
developments affect NKT, we are relieved to have steered  
the company through 2022 with satisfactory financial  
performance. Our results form the basis for further  
growth.  
Investments are required for future growth  
NKT is ready to invest across business lines. In  
Solutions, additional high-voltage DC (Direct Cur-  
rent) manufacturing capacity and capabilities has  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S  
6
been added in recent years to support profitable  
completed. The programme also included a new  
high-voltage power cable test centre and a new  
extrusion line at the factory in Cologne, Germany,  
as well as ongoing investments in new machinery  
and logistics. Further, various footprint changes  
to increase cost competitiveness across Applica-  
tions and Service & Accessories werecompleted.  
Investing in people, technology and manufactur-  
ing capabilities will continue to be key to staying  
competitive and securing future success.  
growth. Subject to new, significant high-voltage  
project awards, NKT is preparing to expand pro-  
duction and installation capacity even further to  
be able to meet the increasing market demand.  
Our target is to reduce our  
corporate CO2e emissions by  
In the Applications and Service & Accessories  
business lines, we invest in technology, innova-  
tion and geographical expansions into new seg-  
ments and markets to complement the existing  
presence in Europe.  
90%  
NKT is taking a leading position  
within sustainability  
in 2030 compared to 2019.  
Up until 2022, we have  
achieved a reduction of 79%  
In order to have flexibility to act on the growth  
opportunities, particularly in the high-voltage  
power cable market, NKT will propose to in-  
crease its share issuance authorization at the up-  
coming Annual General Meeting in March 2023.  
During the year, we continued our journey to net  
zero emissions by 2050. From 2019 to 2022, we  
have reduced our emissions by 79%, primarily  
driven by the switch to electricity originating from  
renewable energy sources at all production sites,  
but also through multiple other smaller initiatives.  
In 2022, we updated our sustainability strategy  
with long-term targets and commitments to  
ensure continued positive development.  
During 2022, we reached key milestones within  
the current high-voltage investment programme.  
At the factory in Karlskrona, Sweden, the  
construction of a new extrusion tower was  
Jens Due Olsen  
Chair of the Board of Directors  
NKT A/S  
“We see a growing demand for power cables  
which are required to ensure optimal and  
reliable transmission of renewable energy”  
Jens Due Olsen  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S  
7
A significant part of NKT’s carbon footprint is  
In 2022, the ESG board committee was estab-  
lished to provide oversight of ESG strategies  
and programmes with the overall purpose to  
support the sustainable growth of the company.  
We aspire to continue to advance and identify  
additional ESG actions in the coming years.  
The agreement to divest NKT Photonics is pend-  
ing authority approvals and expected to be com-  
pleted around the end of Q1 2023. This marks  
attributable to the supply chain and we are col-  
laborating with key suppliers to reduce emissions  
from materials. A key achievement in 2022 was  
the agreement with project developers SSE Re-  
newables, Equinor and Eni Plenitude, to produce  
power cables for the offshore wind farm, Dogger  
Bank C, using low-carbon copper sourced from  
Sweden. The initiative will reduce the carbon  
footprint of the high-voltage DC power cables by  
more than 35%.  
the final step in the process to fully focus NKT on  
the core business of power cable solutions. The  
proceeds from the divestment will enable further  
profitable growth in NKT.  
2022 provides a strong foundation  
for realizing growth ambitions  
People, leadership and collaboration  
is our key to success  
Our businesses emerge from 2022 with improving  
financial performance, a high-voltage order back-  
log, which reached a record level, and conse-  
quently an attractive position for further growth.  
The performance was achieved despite war,  
disruptions to global supply chains, high inflation,  
and in Europe, an energy crisis impacting many  
households and companies.  
Our employees and leadership teams deserve  
a special thank you for a well-executed year de-  
spite the challenges of 2022. We would also like  
to extend a warm welcome to the more than 800  
new colleagues that joined us during the year,  
adding skills and diversity to our company.  
As part of our commitment to connect a greener  
world based on responsible and ethical behav-  
iour, NKT continues to promote safety, diversity  
and equality across the organization. During the  
year, NKT hosted the first global safety week to  
raise awareness of physical and psychological  
safety and our general principle to ‘work safe or  
do not work at all’.  
On behalf of the Board of Directors and the  
Executive Management, we extend our sincere  
thanks to all shareholders, customers and busi-  
ness partners. We value these strong relation-  
ships and attribute a large part of our success in  
2022 to you. Now we look confidently into 2023  
as we pursue our strategic priorities and contin-  
ued growth ambitions. Together, we connect a  
greener world.  
Alexander Kara  
President & CEO  
NKT A/S  
“Our employees are key to our continued success.  
We will continue to recruit and invest in talented  
people to support our growth journey”  
Alexander Kara  
Jens Due Olsen  
Chair of the  
Alexander Kara  
President & CEO  
NKT A/S  
Board of Directors  
NKT A/S  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S  
8
Key highlights 2022  
NKT continued to improve its financial performance in 2022. The results were in  
the high end of the financial outlook provided at the beginning of the year and  
have strengthened NKT’s foundation to grow further.  
Revenue (std. metal prices), EUR  
Operational EBITDA, EUR  
Free cash flow (excl. acquisitions & divestments), EUR  
1,447m 155m 109m  
EUR 1,263m in 2021.  
EUR 131m in 2021.  
EUR -4.5m in 2021.  
Solutions and Applications contributed with improved revenues.  
Organic growth rates were 21% in Solutions, 19% in Applications  
and -11% in Service & Accessories. Revenues measured in market  
prices increased to EUR 2,079m in 2022 from EUR 1,828m in 2021  
The increased earnings level was driven by Solutions, while  
Applications was flat compared to 2021 as higher revenues were  
offset by higher input costs and Service & Accessories decreased  
on the back of a high comparison base. Reported EBITDA  
increased to EUR 155m in 2022 from EUR 118m in 2021  
The positive earnings contribution and development in working capital  
outweighed the continuation of planned investments to upgrade the high-  
voltage production sites in 2022  
RoCE  
High-voltage order backlog, EUR  
Issuance of green hybrid securities , EUR  
6.6% 4.7bn 150m  
3.4% in 2021.  
EUR 2.9bn at end-2021.  
Issued in September 2022.  
RoCE increased due to the higher earnings contribution.  
This is expected gradually to improve in the years ahead when  
the anticipated earnings contributions from the record high-voltage  
order backlog and recent years’ investments materialize  
The record-high level was driven by project awards across  
technologies in 2022. The main contributors were the order for the  
SuedOstLink 2nd system in Germany and the turnkey contract for  
the Champlain Hudson Power Express in the USA. Both projects  
are large high-voltage DC transmission systems  
The proceeds will be applied for financing sustainable investments in  
accordance with NKT’s Green Finance Framework. The new green issuance  
replaced the existing EUR 150m hybrid securities that were redeemed  
Note: All figures are from continuing operations  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S  
9
5-year financial highlights  
Amounts in EURm  
2022  
2021  
2020  
2019  
2018 ¹  
Amounts in EURm  
2022  
2021  
2020  
2019  
2018 ¹  
Income statement  
Revenue  
Revenue in std. metal prices** 3  
Operational EBITDA ** 6  
One-off items ** 5  
Financial ratios and employees  
2,079  
1,447  
154.5  
0.1  
1,828  
1,263  
131.1  
-12.7  
118.4  
-94.5  
36.6  
23.9  
-8.2  
1,403  
1,087  
56.7  
1,268  
945  
1,429  
1,080  
70.2  
-29.5  
40.8  
-79.4  
-9.2  
Operational EBITDA margin, continuing  
operations (std. metal prices)**  
10.7%  
-5%  
10.4%  
1%  
5.2%  
-2%  
1.6%  
30%  
8.2  
6.5%  
28%  
3.1  
Gearing (NIBD as % of Group equity)**  
NIBD relative to operational EBITDA** 11  
Solvency ratio (equity as % of total assets) ** 12  
Return on capital employed (RoCE) ** 13  
Number of DKK 20 shares (‘000)**  
15.1  
-12.0  
3.1  
-0.4  
0.1  
-0.4  
-9.9  
41%  
6.6%  
42,976  
1.1  
45%  
3.4%  
42,976  
0.1  
50%  
-2.9%  
42,976  
-2.3  
45%  
-7.2%  
27,260  
-3.2  
48%  
-0.8%  
27,126  
-2.1  
EBITDA  
154.6  
-85.4  
69.1  
69.2  
9.1  
46.8  
Amortization, depreciation and impairment  
Operational EBIT** 7  
EBIT  
-85.2  
-28.5  
-38.4  
-11.5  
-49.9  
-63.5  
-11.0  
-74.5  
-90.8  
-75.7  
-87.7  
-11.6  
-99.3  
-78.5  
2.5  
EPS, continuing operations, EUR 1  
-38.6  
-7.7  
Diluted EPS, continuing operations, EUR 2  
Equity value, EUR, per outstanding share** 14  
Market price, DKK, per share**  
1.1  
0.1  
-2.3  
-3.2  
-2.1  
Financial items, net  
23  
23  
22  
24  
27  
Earnings before tax (EBT)  
Profit from continuing operations  
Profit from discontinued operations  
Net result  
78.3  
55.1  
7.3  
15.7  
11.9  
-7.8  
-46.3  
-48.3  
2.0  
391  
316  
271  
161  
89  
Average number of employees**  
4,062  
3,775  
3,390  
3,299  
3,423  
62.4  
4.1  
-76.0  
-46.3  
1
Comparison figures have not been restated following the implementation of IFRS 16 Leases 1st January 2019.  
Definitions appear in Section 7.4 in the consolidated financial statements.  
1–14  
** Alternative performance measures  
Cash flow  
Cash flow from operating activities  
Cash flow from investing activities  
hereof investments in P,P&E  
Free cash flow  
298.2  
-204.8  
-156.1  
93.4  
208.8  
-211.2  
-184.5  
-2.4  
135.6  
-90.8  
-61.3  
44.8  
117.8  
-52.3  
-28.5  
65.5  
-46.4  
-49.1  
-23.7  
-95.5  
Balance sheet  
Share capital  
115.4  
1,143.8  
2,767.4  
-54.8  
115.4  
1,159.9  
2,553.4  
13.2  
115.4  
1,076.4  
2,150.6  
-25.9  
115.4  
803.8  
115.4  
895.6  
Group equity  
Total assets  
1,789.6  
242.2  
1,859.3  
248.3  
Net interest-bearing debt** 8  
Capital employed** 9  
Working capital** 10  
951.1  
1,173.1  
-59.6  
940.0  
942.0  
1,065.3  
-16.2  
-303.0  
-164.5  
-143.3  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 10  
Financial outlook  
2023  
Medium-term ambitions  
■
Revenues (in std. metal prices) are expected  
to be approx. EUR 1.75–1.85bn, and opera-  
tional EBITDA is expected to be approx. EUR  
185–215m.  
Satisfactory execution of high-voltage  
In September 2022, NKT upgraded its medium-  
term financial ambitions to: Organic growth with a  
CAGR of above 12% from 2021-2025, operational  
EBITDA margin (std. metal prices) of approx. 12-  
16% by 2025, and RoCE of above 12% by 2025.  
In Solutions, NKT needs to deliver satisfactory  
project execution of the record-high order back-  
log. Additionally, it is a prerequisite continuously  
to be successful in relevant high-voltage project  
tenders across market segments and to ensure  
that the projects awarded are based on satis-  
factory terms and conditions. Winning relevant  
orders will support optimal asset utilization.  
projects  
■
Award of additional high-voltage projects with  
financial impact in 2023  
The main contributor to the improved financial  
performance from 2022 to 2023 is expected to  
be Solutions, driven by the expanded production  
sites and execution of the large high-voltage  
order backlog.  
■
■
Profitability improvement in Applications  
The medium-term ambitions are based on sever-  
al assumptions including:  
Satisfactory offshore power cable repair work  
activity  
■
Satisfactory execution of high-voltage projects  
In Applications, NKT aims to grow revenues  
based on its positioning in markets driven by  
sustainable growth trends. NKT will invest selec-  
tively in debottlenecking existing sites to facilitate  
growth. NKT needs to see continued improve-  
ments of operational and commercial excellence.  
■
■
Applications and Service & Accessories are  
also expected to contribute positively. However,  
Applications is entering 2023 with higher uncer-  
tainty than usual, given the fast-changing input  
cost environment and the weak construction  
sentiment due to the macroeconomic slowdown.  
Limited financial impact due to the uncertain  
global macroeconomic environment, supply  
chain challenges, and the high inflationary  
pressure  
Stable development of the global economy  
■
A competitive environment supporting the  
current favourable supply/demand balance  
■
The financial outlook does not include discontin-  
ued operations and the potential accounting gain  
that will derive from the expected divestment of  
NKT Photonics.  
Stable supply chain with limited disruptions and  
In Service & Accessories, the overall focus area  
is to maintain growth momentum. This will be  
achieved through various initiatives such as  
expanding geographical coverage and pursuing  
business opportunities. NKT should benefit from  
strengthening specialized competence centres.  
access to the required materials and services  
The financial outlook is based on several as-  
sumptions including:  
All business lines are expected to contribute to  
the improved financial performance with Solu-  
tions expected to be the main contributor.  
Financial outlook 2023  
Medium-term ambitions  
Operational EBITDA  
Revenue  
Operational EBITDA,  
EUR  
Organic growth  
CAGR  
RoCE  
(std. metal prices), EUR  
margin (std. metal prices)  
~1.75–1.85bn  
~185 –215m  
>12%  
~12–16%  
>12%  
from 2021-2025  
by 2025  
by 2025  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 11  
Divestment of NKT Photonics  
In 2022, NKT entered into an agreement to divest NKT Photonics. The closing of  
the transaction is expected to take place around end-Q1 2023. Together with the  
previous divestment of its subsidiary LIOS, this completes the review of strategic  
alternatives for NKT Photonics.  
Agreement to divest NKT Photonics  
In June 2022, NKT entered into an agreement  
to divest NKT Photonics to Photonics Manage-  
ment Europe S.R.L, a 100% owned subsidiary of  
Hamamatsu Photonics K.K., which is a Japanese  
company engaged in developing photoelectric  
devices and application products. The transac-  
tion has a total enterprise value of approx. EUR  
205m.  
ance sheet and enable strategic, organic growth  
opportunities.  
In February 2022, NKT Photonics introduced the  
following financial outlook for 2022: Organic rev-  
enue growth of approx. 12-17%, and an EBITDA  
margin (adjusted to operational EBITDA margin  
following the accounting gain related to LIOS)  
of approx. 11-14%. The outlook was introduced  
before the divestment agreement was signed.  
Financial performance in 2022  
NKT Photonics’ revenues grew organically by  
23% in 2022 and increased to EUR 86.5m. The  
growth was driven by positive development in the  
Industrial and Medical & Life Science segments  
with particularly strong sales to semiconductor  
and ophthalmology customers.  
NKT Photonics did better than initial revenue  
expectations as organic growth was 23%, while  
the operational EBITDA margin was 10.2%.  
The closing of the transaction is subject to reg-  
ulatory approvals being optained with remaining  
jurisdictions expected to take place around  
end-Q1 2023.  
Operational EBITDA in 2022 was EUR 8.8m, up  
from EUR 7.5m in 2021. The higher level was  
driven by the revenue growth, which outweighed  
higher input costs that impacted earnings neg-  
atively in 2022. NKT Photonics posted EBITDA  
of EUR 14.6m as one-off items were EUR 5.8m.  
These comprised costs associated with the  
divestment of EUR 2.2m and the accounting gain  
of EUR 8.0m related to the divestment of the  
LIOS sensing business.  
For accounting and reporting purposes, NKT  
Photonics is presented as discontinued opera-  
tions and assets held for sale in this report.  
The agreement to divest NKT Photonics, togeth-  
er with the previous divestment of the subsidiary  
LIOS announced in March 2022, concluded the  
review of strategic alternatives with the objectives  
of maximizing value creation and positioning both  
NKT and NKT Photonics for long-term growth.  
See more detailed financial information on dis-  
continued operations in Section 6.3 on page 88.  
The divestment marks the final step in the  
process to fully focus NKT on its core business  
within power cable solutions, where NKT has  
ambitions to continue to grow in the coming  
years. The proceeds from the NKT Photonics  
divestment will be used to strengthen NKT’s bal-  
For NKT Group, this led to a net result from  
discontinued operations of EUR 7.3m in 2022,  
compared to EUR -7.8m in 2021. This was due to  
the improved EBITDA and lower depreciations as  
assets held for sale are not depreciated.  
 
Annual Report 2022 NKT A/S 12  
Group review  
and markets  
NKT is well positioned to take advantage of the significant  
growth opportunities that the green energy transformation  
implies for the power cable markets. In 2022, NKT launched  
its updated strategy ReNew BOOST that outlined ambitions  
to grow further.  
High-voltage power cables are being  
loaded from the factory in Karlskrona,  
Sweden. This is one of the world’s  
largest sea cable production plants  
(XLPE and MI).  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 13  
Business model  
NKT is connecting a greener world with high-quality cable solutions  
for on- and offshore power transmission.  
Resources  
Business  
Value creation  
People  
A greener world  
NKT’s core consists of a  
diverse, engaged and highly  
skilled workforce  
Sustainability is at the heart of NKT  
with a strong focus on connecting  
a greener world and delivering  
net-zero emissions by 2050  
Innovation  
More than 130 years of  
pioneering the power cable  
industry with innovative  
technology for the future  
Societal value  
NKT has a strong focus on  
ensuring equal opportunities  
in the organization, actively  
engaging in local communities  
and operating according to high  
safety standards  
Partners  
NKT’s business is built on  
long-standing relations and  
strong partnerships  
Customer value  
NKT supports its customers with  
extensive experience, high quality  
solutions and services and strong  
project execution  
Shareholder value  
NKT is creating shareholder value  
trough business performance  
Business lines  
Solutions  
Applications  
Markets building wires, low- and medium-voltage  
power cable solutions  
Service & Accessories  
On- and offshore power cable services and a full portfolio of  
accessories for medium- and high-voltage power cable systems  
Specialized in high-voltage power cable solutions  
for on- and offshore installation  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 14  
Markets and megatrends  
As a pure play power cable solutions provider, NKT  
serves the market with solutions to bring power from  
electricity generation to consumption.  
■
Sustainability  
New global electricity generation capacity  
from solar is expected to be 6x from 2020 to  
2030  
As countries and companies seek to reach  
their sustainability targets, an increasing focus  
on renewable energy sources is expected.  
In recent years, the yearly renewable energy  
additions have continuously increased. By 2050,  
approximately two thirds of the energy supply  
is expected to come from renewables1, with the  
USA aiming for 30 GW offshore wind genera-  
tion by 2030, and Europe for at least 60 GW by  
2030 and 300 GW by 2050. The transition away  
from conventional power is high on the global  
agenda to reduce carbon emissions. This leads  
to significant market opportunities in the power  
cable industry2:  
This development will highly impact several parts  
of the power cable market. Within the high-volt-  
age market, DC (Direct Current) solutions will  
increase relative to AC (Alternating Current)  
as renewable energy sources will need to be  
connected to consumers over long distances.  
Further, medium-voltage power cables will be re-  
quired from wind and solar parks to substations  
and beyond, and a power grid that can enable  
distribution of the renewable energy must also be  
ensured.  
This covers the high-voltage transmission and  
medium-voltage distribution power grids to lower  
voltage building wires. Across market segments,  
technological progress has been an impor-  
tant market driver to ensure efficient and safe  
allocation of power. Future growth is to a large  
degree expected to be driven by development  
of high-voltage DC technology, where NKT is  
among the leading companies.  
As a result of several market drivers, the power  
cable market is growing and this is expected to  
continue in the years ahead. NKT is well-posi-  
tioned to benefit from this positive trend since its  
offering includes power cable system and service  
solutions across all voltage and capacity levels.  
■
Total annual energy investments are expected  
Apart from sustainability driving the overall  
electricity and power cable demand, NKT also  
sees that sustainability-related requirements will  
play a larger role in the supply chain. This will  
cover low-carbon solutions and environmentally  
friendly materials and compounds e.g. lead-free  
and halogen-free technical solutions.  
to surge to around EUR 5,000bn by 2030  
■
New global electricity generation capacity  
from wind is expected to be 3x from 2020 to  
2030, with strongest growth expected from  
offshore wind  
Many areas and decisions are set to play an  
important role for the future market development.  
NKT sees three megatrends having the greatest  
impact on the power cable market in the coming  
years: Sustainability, Electrification and  
Digitalization.  
Expected impact on power cable market segment  
High-voltage  
Low- and medium-voltage  
Services  
High High Medium  
1
2
IEA Net Zero by 2050 – May 2021  
IEA World Energy Outlook 10/2021, “Net Zero Pathway”; NKT desk research  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 15  
Electrification  
Expected impact on power  
Digitalization  
Expected impact on power  
cable market segment  
In an effort to reduce their carbon footprint,  
consumers and companies are demanding  
electrical power solutions to substitute traditional  
carbon-based power systems. Power grid opera-  
tors must accommodate increased demand from  
non-traditional electrical power consumers such  
as electric vehicles, heat pumps and industrial  
motors. Electrification of cities and increased  
adoption of electrified public transportation will  
also require more power and will lead to more  
localized demand.  
cable market segment  
Digitalization continues to be a major global  
efficiency driver across industries. For power  
cables, this impacts the demand for smart power  
cable solutions that support data collection and  
monitoring for optimization, and reduction of the  
risk of failure through preventive maintenance.  
High-voltage  
High-voltage  
High  
Medium  
The impact of digitalization can most visibly be  
seen for the low- and medium-voltage segment,  
including solutions for the telecom power cable  
market. In addition, it is important to monitor op-  
erations within servicing of power cable systems.  
The unstable global geopolitical situation has led  
to an increased focus on securing critical infra-  
structure such as power cables so as to ensure  
stable conditions.  
Low- and medium-voltage  
Low- and medium-voltage  
The result is an increase in power grid expan-  
sions and strengthening programmes for existing  
electrical grids. This is to manage the more  
volatile electrical supply-demand mix and chang-  
ing distribution and micro-generation patterns.  
This will require more high- and medium-voltage  
power cable systems and services.  
High  
High  
Services  
Apart from the power cables themselves,  
Services  
digitalization can be utilized as a lever for factory  
automatization, supply chain integration and im-  
proved customer interfaces. As such, digitaliza-  
tion continues to impact everything NKT does.  
Medium  
Medium  
Macroeconomic environment  
Apart from the overall megatrends impacting  
the power cable market, the world has seen  
significant events in 2022. Market uncertainty  
increased due to Russia’s invasion of Ukraine,  
which triggered an energy crisis in Europe.  
Globally there have been high inflation, volatile  
raw materials prices, rising interest rates and  
foreign-exchange fluctuations as a result of the  
uncertain economic landscape. Following the  
political and economic development in 2022,  
supply chains have been disrupted and sourcing  
of certain raw materials has become more  
challenging.  
In the power cable market, this has increased  
companies’ focus on protecting profitability  
margins and ensuring access to raw materials  
to meet customer demand. However, it has also  
strengthened the market outlook as the need to  
have stable energy supplies has been under-  
lined.  
The impact on the various market segments has  
differed and will be described in more detail in  
the Business line section.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 16  
ReNew BOOST strategy  
In 2022, NKT introduced its updated strategy: ReNew  
BOOST. The strategic direction rests on three main pillars:  
growth, innovation and sustainability.  
NKT Lighthouse, a beacon  
of the green transition  
In October 2022, NKT inaugurated its second  
extrusion tower at its high-voltage production site in  
Karlskrona, Sweden. The extrusion tower symbol-  
izes NKT’s leading role in the green transition and  
within advanced high-voltage technology. The tower  
will play a central role in the execution of the large  
high-voltage order backlog and prepare NKT for the  
expected increase in the high-voltage power cable  
market.  
Let’s Grow  
Let’s Innovate  
Let’s Drive Sustainability  
The tower is a key part of the company’s ongoing  
investments across its business. These investments  
also included upgrades and expansions within all  
three business lines.  
Over the past few years, NKT has delivered im-  
proved performance across several parameters.  
The ReNew strategy launched in 2020 success-  
fully returned NKT to net profit, strengthened the  
balance sheet and led to investments in growth.  
Let’s Grow  
NKT will continue to support the green transi-  
tion by selectively investing and expanding into  
new markets in all three business lines. NKT  
will continue its positive financial development,  
driven by the market opportunities expected  
from the green transition to renewable energy.  
In addition, the increased need for transmission  
security from the power source to the end-con-  
sumers will support growth. NKT is in a strong  
position to grow its business in a value-creating  
and profitable way.  
Now it is time to progress further – to take ad-  
vantage of the tailwinds in the form of strength-  
ened megatrends that are supporting the future  
of NKT. The green transition is accelerating in  
Europe and other parts of the world, and electrifi-  
cation of societies is gaining pace.  
The future of energy is green, and NKT will  
continue to play a central role in connecting a  
greener world with innovative power cable solu-  
tions and services. The three pillars of ReNew  
BOOST will guide NKT’s strategic direction in the  
years to come.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 17  
Let’s Innovate  
New 145kV connector improves  
NKT will continue to deliver leading power cable  
products, services and solutions. There is and  
will continue to be a strong focus on innovation.  
This is to ensure that NKT’s solutions are at the  
leading edge and support the requirements of  
the market and the green transition.  
tomer demand. NKT is focused on developing  
the next generation of high-voltage power cable  
technology, including technology for deeper sea  
installation, dynamic cables, higher performance  
and lower losses. A focus area will be to continue  
strengthening internal capabilities as well as  
collaborating with key technology institutions and  
universities to develop new materials and state-  
of-the-art solutions.  
support for offshore wind  
In 2022, the accessories business introduced its first outer  
cone T-Connector for 145kV. It has been designed to address  
the increase in voltage levels in offshore wind projects. The  
new T-connector will offer various advantages in power cable  
routing to switchgear and transformer stations when voltage  
levels are increasing on inter-array and tower cables. This  
expands NKT’s current offering of offshore wind connectors.  
NKT will strengthen its position as one of the  
technologically leading companies in the power  
cable industry through innovations to meet cus-  
Outer cone T-connector  
for 145kV  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 18  
Let’s Drive Sustainability  
1kV low-carbon power cables  
NKT embeds sustainability in everything it does  
on the journey towards net zero emissions and  
aim to inspire and lead the industry in this direc-  
tion. NKT will maintain a leading industry position  
in sustainability by executing on the sustainability  
strategy. The company has clear targets to re-  
duce scope 1 and 2 emissions by 90% by 2030  
from 2019, while also attracting and retaining  
diverse talent and becoming the preferred em-  
ployer in the electrification industry.  
sions, but NKT is actively working with suppliers  
NKT has begun designing, producing and installing 1kV power  
cables using low-carbon aluminium and polyolefins for the  
Swedish power grid. This initiative will significantly reduce the  
carbon footprint of the power cables and support growing cus-  
tomer demand for low-carbon solutions.  
and customers to identify and implement more  
low-carbon solutions.  
NKT executes the long-term strategy ImpACT  
for resolving global sustainability challenges in  
support of the Paris Agreement. ImpACT rests  
on three main pillars founded on responsible  
business processes: Climate Action, Circularity  
and Social Capital.  
The aluminium is produced using an efficient electrolysis tech-  
nology and renewable energy sources during production. As a  
result, the aluminium has a carbon footprint of 4 kg CO2 per kg  
aluminium – less than a quarter of the global average (source:  
www.hydro.com). The power cable insulation and jacketing are  
made with low-carbon polyolefins manufactured with renewa-  
ble feedstocks.  
NTK is already one of the most sustainability-fo-  
cused power cable producers in the industry, but  
wants to do more. The transition to Net Zero is  
challenging, given the size of scope 3 emis-  
More information about NKT’s efforts within ESG  
is available in the Sustainability Report 2022  
Decarbonization targets  
90%  
Net-zero  
reduction of scope 1 and 2 CO2e emissions  
in 2030 compared to 2019  
emissions by 2050  
Diversity and inclusion targets  
≥30%  
≥30%  
female representation in the Group Leadership Team  
and the Extended Leadership Team by 2025  
share of female new-hires by 2025  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 19  
Financial review 2022  
Revenues developed positively in 2022, driven by Solutions  
and Applications. This resulted in organic growth of 15%. The  
increased revenue drove up operational EBITDA, which grew  
satisfactorily from 2021 to 2022. Free cash flow was positive due  
to increased earnings and a favourable development in working  
capital that outweighed the continued execution of the planned  
investments.  
Revenue development and organic growth  
Revenue* development  
Amounts in EURm  
Amounts in EURm  
2021 revenue*  
Currency effect  
Acquisition  
1,263  
-20.7  
14.5  
1,447  
1,263  
1,087  
1,080  
945  
Organic growth  
2022 revenue*  
Organic growth, %  
190  
1,447  
15%  
* Std. metal prices  
Organic growth of 15% in 2022  
The revenue measured in market prices was EUR  
2,079m in 2022, against EUR 1,828m in 2021.  
Solutions drove the increase in earnings due to  
higher revenues and satisfactory project execu-  
tion. Applications was impacted by higher input  
prices in 2022. Despite the challenging economic  
environment, Applications delivered earnings in  
line with 2021.  
2018  
2019  
2020  
2021  
2022  
Driven by growth in Solutions and Applications,  
NKT’s revenues* increased by EUR 184m in  
2022, to EUR 1,447m. Service & Accessories  
delivered revenues below last year’s due to high  
activity in offshore repairs in 2021. The largest  
absolute increase in revenue* was delivered by  
Solutions, which saw higher activity, while growth  
in Applications was mainly due to increased  
prices on the back of increased inflation.  
Improved operational EBITDA  
The operational EBITDA of EUR 155m in 2022  
was EUR 23.4m higher than in 2021. This was  
achieved despite negative developments in  
the European economy with high inflation and  
upward pressure on input costs. The operation-  
al EBITDA margin* was 10.7% in 2022 against  
10.4% in 2021.  
Operational EBITDA  
Amounts in EURm  
In 2021, Service & Accessories was positively  
impacted by high activity from offshore service  
assignments which resulted in higher earnings.  
The level of offshore repair activity normalized in  
10.7%  
10.4%  
The revenue* performance was in the high end  
of the most recent 2022 financial outlook of EUR  
1.4-1.45bn announced in November 2022 (the  
initial financial outlook was EUR 1.35-1.45bn).  
6.5%  
5.2%  
Realized figures versus financial outlook 2022  
1.6%  
Initial,  
Feb. 2022  
Adjustment,  
Nov. 2022  
Organic growth per business line was 21% for  
Solutions, 19% for Applications and -11% for  
Service & Accessories.  
Amounts in EURm  
Realized  
70  
15  
57  
131  
155  
2018  
2019  
2020  
2021  
2022  
NKT  
Revenue*  
~1.35-1.45bn  
~130-155m  
~1.4-1.45bn  
~140-155m  
1,447m  
155m  
Operational EBITDA  
Operational EBITDA margin, std. metal prices  
Operational EBITDA  
* Std. metal prices  
* Std. metal prices  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 20  
“The financial development in 2022 was satisfactory  
Working capital (from continuing operations)  
Amounts in EURm  
despite the macroeconomic slowdown and increasing  
inflation which impacted our input costs. We have  
managed to improve our financial performance through  
focused efforts across the company. We target a further  
strengthened financial position for NKT and continue to  
take part in the megatrends unfolding around us.”  
-146  
-165  
-93  
-303  
-7.5%  
2022  
-16  
-0.2%  
-2.2%  
-2.2%  
-7.1%  
Line Fandrup  
Chief Financial Officer, Executive Vice President  
2018  
2019  
2020  
2021  
Working capital  
Working capital ratio, LTM, %  
2022, and hence earnings were lower in 2022  
than in 2021.  
Reported EBITDA increased from 118m in  
2021 to EUR 155m in 2022, driven by the same  
parameters as the growth in operational EBITDA  
and improvements of one-offs of EUR 12.8m  
compared to last year.  
NKT’s net result from continuing opera-  
tions for 2022 amounted to EUR 55.1m,  
an increase of EUR 43.2m from 2021. The  
reported tax rate was 29.6%, against 24.0%  
in 2021.  
Operational EBITDA of EUR 155m in 2022 was  
in the high end of the most recently announced  
financial outlook of EUR 140-155m (the initial  
financial outlook was EUR 130-155m).  
Improved net result  
Positive free cash flow due to  
earnings improvement and  
EBIT amounted to EUR 69.2m in 2022, an  
improvement of EUR 45.3m from 2021. The in-  
crease was attributable to the same parameters  
as operational EBITDA and a lower depreciation  
and amortization level than in 2021.  
Total one-off items in 2022 amounted to EUR  
0.1m, against EUR -12.7m in 2021. In 2022, NKT  
posted one-off items of EUR 1.2m relating to  
accounting gains arising from the acquisition of  
Ventcroft Ltd., and costs of EUR -1.1m related  
to the strategic review of NKT Photonics in Q1  
2022.  
working capital development  
Driven by the positive EBITDA contribution  
and improved working capital position, the  
cash flow from operating activities from  
continuing operations improved by 89.4m to  
EUR 298m in 2022.  
Financial items were EUR 9.1m in 2022, against  
EUR -8.2m in 2021. While interests had a neg-  
ative contribution in 2022, this was more than  
offset by foreign-exchange rate gains. Earnings  
before tax (EBT) improved to EUR 78.3m in 2022  
from EUR 15.7m in 2021.  
The working capital level (from continuing  
operations) was EUR -303m at end-2022.  
This corresponded to an improvement of  
EUR 210m compared to end-2021. Unreal-  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 21  
ized value adjustments of hedging instruments  
drove a decrease in working capital of EUR 33m,  
mainly due to a decrease in commodity prices  
in 2022. The hedging value adjustments have  
no cash impact. Exclusive of these adjustments,  
the underlying working capital still developed  
favourably in 2022.  
Improved RoCE driven by  
growth in earnings  
At end-2022. the value of issued guarantees  
was EUR 1,231m, up from EUR 1,015m at  
end-2021. These were mainly provided in re-  
lation to high-voltage projects. The amount is  
expected to continue to grow as new projects  
are added to the high-voltage order backlog.  
RoCE (from continuing operations)  
%
6.6%  
The improvement in earnings led to an increase  
in RoCE (from continuing operations) to 6.6% at  
end-2022, up from 3.4% at end-2021. Capital  
employed (from continuing operations) went  
down from EUR 1,053m at end-2021 to EUR  
951m at end-2022, driven by the cash gener-  
ation. RoCE is expected gradually to improve  
when the anticipated earnings contributions from  
the delivery of the high-voltage order backlog  
and recent years’ investments materialize.  
3.4%  
-0.8%  
20181  
Group equity, including the green hybrid se-  
curity issued in September 2022, amounted  
to EUR 1,144m. The solvency ratio was 41%  
end of 2022, compared to 45% end of 2021.  
-2.9%  
2020  
The improved working capital was driven by  
Solutions due to the phasing of prepayments and  
milestone payments related to new and existing  
projects. The nature of the high-voltage market  
means that Solutions will normally improve its  
working capital when the order backlog increas-  
es.  
-7.2%  
2019  
2021  
2022  
In 2022, NKT issued green hybrid securities  
with an aggregated principal amount of EUR  
150m. The maturity date is in 3022, with a  
first call option in July 2026. This was used  
to redeem the existing EUR 150m hybrid  
securities (with maturity in 3018) that were  
issued in Q3 2018 by exercising the right of  
early redemption.  
1 Comparison figures have not been restated following the  
implementation of IFRS 16 Leases on 1 January 2019.  
Liquidity, debt and equity  
The positive cash flow in 2022 led to a positive  
net interest-bearing debt level of EUR -54.8m.  
This is an improvement of EUR 68.0m from end-  
2021.  
The cash flow from investing activities from  
continuing operations, excluding acquisitions and  
divestments, amounted to EUR -189m in 2022,  
compared to EUR -213m in 2021. The invest-  
ments mainly related to the ongoing ramp-up in  
Solutions with expansions and upgrades of the  
high-voltage factories in Karlskrona and Cologne.  
Net interest-bearing debt  
EURm  
X
Net interest-bearing debt relative to operational  
EBITDA amounted to -0.4x at end-2022, an  
improvement from 0.1x at end-2021.  
300  
9
8.2  
200  
6
At end-2022, NKT had total available liquidity  
reserves of EUR 453m, comprising cash of EUR  
262m (of which EUR 3.7m is related to assets  
held for sale) and undrawn credit facilities of EUR  
191m.  
NKT generated free cash flow from continuing  
operations, excluding acquisitions and divest-  
ments, of EUR 109m in 2022. This was an im-  
provement from 2021, when the corresponding  
figure was EUR -4.5m.  
100  
3
3.1  
13  
248  
247  
-0.4  
-26  
-0.4  
-55  
0
0
0.1  
-100  
-3  
2018  
2019  
2020  
2021  
2022  
Net interest-bearing debt (incl. lease liabilities from 2019)  
Net interest-bearing debt/oper. EBITDA, LTM  
(incl. lease liabilities from 2019)  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 22  
Financial review Q4 2022  
NKT reported positive financial development in Q4 2022 with improved revenues and  
earnings as a result of broad-based contributions from the three business lines.  
Revenues* grew by EUR 99.1m to EUR 389m  
in Q4 2022 compared to Q4 2021. This corre-  
sponded to organic growth of 35%. All three  
business lines contributed with organic growth,  
with Solutions being the most significant con-  
tributor.  
Champlain Hudson Power Express, Dogger Bank  
A and B, Hertel-NY, Shetland and SuedLink.  
January 2022, contributed with revenues* of EUR  
3.9m in Q4 2022.  
Service & Accessories  
Service & Accessories reported revenues* of  
EUR 46.1m in Q4 2022, which was EUR 2.9m  
lower than Q4 2021. The organic growth was 1%.  
The increased revenue level impacted profitability  
positively and Solutions delivered an increase  
of EUR 21.2m in operational EBITDA compared  
to Q4 2021. The operational EBITDA margin  
increased from 4.3% to 12.5%. The improvement  
was partly due to the negative impact from the  
closure of a commercial dispute of EUR 4m in  
Q4 2021.  
In the medium-voltage business, NKT grew reve-  
nues by both price increases and volume growth.  
The market continued to develop positively.  
The market for building wires and construction  
exposed 1kV power cables continued to be  
challenged in Q4 2022 reflecting construction  
sentiment slowdown in NKT’s main countries.  
This impacted revenues negatively.  
Despite the revenue development, operational  
EBITDA was EUR 11.5m which was EUR 5.6m  
above Q4 2021. This was mainly due to a re-  
versal of warranty provisions of EUR 4.7m in Q4  
2022 related to the high level of offshore repairs  
in 2021, combined with underlying satisfactory  
performance. The operational EBITDA margin  
increased by 12.9%-points from Q4 2021 to Q4  
2022. Excluding the reversal of warranty provi-  
sions, the margin increase was 2.8%-points.  
The revenue growth drove an increase in opera-  
tional EBITDA to EUR 39.8m from EUR 13.7m in  
Q4 2021. This equalled a margin improvement of  
5.5%-points.  
Solutions  
Applications  
As a reaction to the higher input cost level, NKT  
has increased prices to protect earnings. In Q4  
2022, the operational EBITDA was EUR 8.5m,  
up from EUR 6.4m in Q4 2021. The operational  
EBITDA margin for Q4 2022 was 5.9%, slightly  
above the level in the same quarter of 2021 in a  
traditionally seasonally low Q4.  
In Solutions, revenues* increased by EUR 78.1m  
from Q4 2021 to Q4 2022, equivalent to organic  
growth of 60%. The growth was driven by a high-  
er activity level across the business line. NKT pro-  
gressed various projects in the order backlog at  
different stages of execution including Borwin 5,  
In Applications, revenue* development was pos-  
itive in Q4 2022 with organic growth of 25%. The  
higher revenue level was due to increased prices  
as NKT passed on the high inflationary pressure  
on several cost items, while volumes developed  
negatively. Ventcroft, which NKT acquired in  
In the service business, the main contributor to  
the financial performance in Q4 2022 was high  
onshore maintenance and repair activity in Den-  
mark and Germany. In addition, the demand for  
cable monitoring solutions grew revenues.  
Financial development in Q4  
In Q4 2022, revenues deriving from the accesso-  
ries business were largely on par with Q4 2021.  
The positive development in sales of high-voltage  
accessories was outweighed by lower sales of  
medium-voltage accessories.  
Revenue*  
Operational EBITDA  
Oper. EBITDA margin*  
Amounts in EURm  
Q4 2022  
Q4 2021  
Change  
Q4 2022  
Q4 2021  
Change  
Q4 2022  
Q4 2021  
Solutions  
216.8  
144.0  
46.1  
138.8  
112.4  
49.0  
78.0  
31.6  
-2.9  
27.2  
8.5  
6.0  
6.4  
5.9  
21.2  
2.1  
12.5%  
5.9%  
4.3%  
5.7%  
Applications  
Service & Accessories  
11.5  
5.6  
24.9%  
12.0%  
Elimination of transactions between  
segments and non-allocated costs  
-18.1  
-10.5  
-7.6  
-7.5  
-4.6  
-2.9  
NKT  
388.8  
289.7  
99.1  
39.7  
13.7  
26.0  
10.2%  
4.7%  
* Std. metal prices  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 23  
Risk Management  
Risk-taking is a natural part of doing business. NKT is fully committed  
to managing risks in accordance with good corporate governance and  
applies proven practices to the internal risk processes.  
The company’s main revenue streams originate  
from different segments of the power cable  
market with independent market dynamics. This  
income segmentation has the effect of spread-  
ing the risk. The Solutions business line is a  
long-term project and backlog driven business  
and has a higher degree of resilience to short-  
term developments in the general economic  
environment. The Applications business line is  
mainly driven by market benefits from ongoing  
optimization of the power grids by private and  
public stakeholders in the medium-voltage  
market, while construction development in both  
residential and non-residential building segments  
is driving the market for building wires. Finally,  
revenue in the Service & Accessories business  
line is to a certain degree dependent on large  
power cable repair projects.  
The overall risk picture for the company is influ-  
enced by various internal and external factors.  
The key changes to the risk picture from 2021 to  
2022 are described below.  
the mitigating actions. This enables NKT to  
manage the risks effectively.  
The Enterprise Risk Management cycle includes  
biannual reporting to the Risk Board and Audit  
Committee. The mid-year reporting provides an  
update on the most critical risks and overall ERM  
development. The annual reporting provides a  
comprehensive overview of the company’s risk  
position and perspectives on the overall impact  
of the risk profile on the company’s direction, risk  
mitigating actions and future planning.  
The macroeconomic cycle and market turbu-  
lences have become significant drivers, which  
impact large parts of the business. The current  
European energy challenges and increasing infla-  
tion rate have influenced input costs to produc-  
tion. These challenges combined with the war in  
Ukraine have caused volatilities in supply chains.  
The COVID-19 risk has been limited due to the  
development of the pandemic in the EU and has  
only had a minor effect. A new risk of Market  
dynamics has been introduced this year with  
turbulent market dynamics influencing business,  
including the ongoing war in Ukraine. This has  
replaced the previous risk of Price pressure.  
Risks are assessed by means of a two-dimen-  
sion risk matrix based on impact and probability.  
The identified and quantified key risks are pri-  
oritized and visualized in a Risk Dashboard that  
highlights aggregated criticality and overall risk  
exposure to the Risk Board and Audit Commit-  
tee.  
As a global business, NKT is exposed to strate-  
gic, operational, compliance and financial risks  
that present potential threats to NKT’s business  
objectives from the medium-term and long-term  
perspectives. The management of risks is an  
integral part of standard business operations and  
strengthens the governance model. The com-  
pany’s Enterprise Risk Management program  
follows best practices and is in accordance with  
the NKT Enterprise Risk Management principles.  
Specific financial risks, including risks related to  
currency, interest and raw material price chang-  
es, are described in more details in Section 5.6  
on pages 82-86.  
The company´s key risks are described in detail  
in the overview on the following two pages in-  
cluding mitigations used to control the risks.  
Risk management process  
NKT operates a robust and efficient enterprise  
risk management programme that aims to iden-  
tify, prioritize and manage key risks and monitor  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 24  
Risk management  
Risk  
1.  
2.  
3.  
4.  
5.  
Risk identification  
Project execution in  
high-voltage segment  
Commodity price changes  
Supplier interruption and  
raw material availability  
New competitors  
entering home markets  
Product claims  
Risk description  
Deficient project execution in  
HV segment due to unplanned  
and unexpected events,  
failures or delays during project  
phases.  
Financial loss due to price  
fluctuations of commodities,  
components and services,  
driven by multiple factors  
including macroeconomic  
cycle and the war in Ukraine  
Interruption of critical  
Increased competition within  
NKT’s current core European  
market by new competitors  
from inside/outside Europe.  
Claims against NKT arising from  
defects in products or solutions.  
supplies or services from  
suppliers having an adverse  
effect on production flow.  
This risk is impacted by the  
macroeconomic cycle and the  
war in Ukraine.  
■
■
■
■
■
Mitigation  
Risk management activities  
Monitoring of commodity  
Monitoring of the perfor-  
Monitoring of the global  
Monitoring of potential failures  
covering all the project  
phases.  
price indexes and forecasts.  
mance and reliability of key  
suppliers and availability of  
raw materials and compo-  
nents.  
market and macroeconomic  
developments and dynamics  
and regulatory developments  
impacting cross-regional  
activities, such as trade  
barriers and anti-dumping  
regulations.  
in production and/or product  
designs.  
■
Hedging mechanisms for  
■
■
Adequate balancing of in-  
commodities, components  
and services.  
Strengthening of quality  
surance, contract provisions  
and pre-production testing.  
awareness and control  
procedures throughout the  
production and cable laying  
operations.  
■
Close working relationship  
■
Forecasting tools to predict  
with identified key suppliers  
to reduce risks and maintain  
inventory control.  
price index developments.  
■
Focus on quality, innovation  
■
■
Clear contractual agree-  
and R&D.  
Systematic and structured  
■
ments with customers and  
suppliers.  
Investigating, qualifying and  
root cause analysis of product  
issues and implementation of  
corrective actions.  
■
securing alternative sourc-  
ing opportunities.  
Proactive engagement in  
regulatory policy-making  
processes via industry  
associations to ensure fair  
competition within European  
markets.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 25  
Risk management  
Risk  
6.  
7.  
8.  
9.  
10.  
Risk identification  
Market dynamics  
Compliance  
Regulatory requirements  
Cyber risk  
Operational disruptions  
at factories  
Risk description  
Loss due to market dynamics  
influencing business  
Non-compliance with anti-  
bribery and anti-corruption  
regulations, competition law,  
data privacy and trade controls  
impacting NKT’s reputation  
and possible exclusion from  
tenders.  
Changed or new regulatory  
requirements of environmental,  
social, local, political or other  
character impacting production  
or production methods.  
Loss or failure of business-  
critical IT systems in production  
or key business administrative  
functions.  
The inability to manufacture  
qualified products resulting in  
delays in delivery and claims.  
operations. Risk is driven by  
macro- and microeconomic  
factors and an increasingly  
competitive landscape.  
May adversely affect NKT’s  
competitiveness.  
■
■
■
■
■
Mitigation  
Monitoring of macro- and  
Monitoring of regulatory  
Monitoring of regulatory  
Monitoring of developments  
Establishing operational excel-  
microeconomic develop-  
ments, general market con-  
ditions and the competitive  
landscape.  
developments and risk  
exposure.  
developments.  
within the cybercrime land-  
scape and of the robustness  
and stability of the IT infra-  
structure and security.  
lence and monitoring of oper-  
ational performance for critical  
equipment and processes.  
■
Proactive engagement in  
■
Compliance programme  
regulatory processes via  
industry associations.  
■
and procedures ensuring  
compliance with regulations  
and the ethical principles in  
the NKT Code of Conduct.  
Robust maintenance pro-  
■
■
Establishing focused work-  
Strengthening of cyber  
grammes across production  
and testing.  
■
ing groups, qualifying new  
markets and strengthening  
NKT’s value proposition.  
Maintaining strong focus  
security, IT governance and  
infrastructure, including  
on innovation and R&D to  
ensure timely and effective  
compliance with regulatory  
requirements.  
■
adequate security controls,  
monitoring processes of  
improvement actions and  
incident response capability.  
Contingency plans in place to  
■
Globally accessible whistle-  
respond to incidents.  
blower hotline allowing both  
NKT employees and third  
parties to report potential  
concerns.  
■
Enforcement of zero toler-  
ance for breach  
 
Annual Report 2022 NKT A/S 26  
Business lines  
NKT is divided into three business lines: Solutions,  
Applications, and Service & Accessories. Each serve separate  
areas of the power cable market.  
NKT has more than 4,000 employees.  
This employee works in the high-voltage  
factory in Karlskrona, Sweden.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 27  
Business line organization  
NKT’s three business lines have  
the following main focus areas.  
Solutions  
Applications  
Service & Accessories  
Solutions: Specialized in  
high-voltage power cable  
solutions for on- and offshore  
installation  
13%  
Applications: Markets building  
wires, low- and medium-  
voltage power cable solutions  
Revenue*,  
Revenue*,  
Revenue*,  
EUR  
EUR  
EUR  
50%  
Service & Accessories: Provides  
on- and offshore power cable  
services and markets a full  
portfolio of accessories for  
medium- and high-voltage  
power cable systems  
552m  
193m  
750m  
37%  
16%  
Operational EBITDA,  
Operational EBITDA,  
Operational EBITDA,  
EUR  
EUR  
EUR  
18%  
106m  
29m  
26m  
66%  
Revenue, std. metal prices, in 2022 (% of total NKT revenue) and Operational  
EBITDA in 2022 (% of total NKT operational EBITDA).  
The figures exclude intersegment transactions and non-allocated costs.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 28  
Business line  
Solutions  
The transition to renewable energy and increased electrification  
continue to be key growth drivers for high-voltage power cable  
solutions. In 2022, NKT increased revenues and operational  
EBITDA in Solutions driven by the execution of orders awarded  
over recent years covering most power cable types. The high-  
voltage order backlog reached a record-high level with project  
awards across market segments.  
3
Business line overview  
Solutions has two high-voltage factories, in  
Karlskrona, Sweden and in Cologne, Germany.  
The two factories complement each other well.  
In Karlskrona, the strategic focus is primarily  
on offshore projects, while Cologne focuses  
primarily on onshore projects. Solutions also has  
a cable-laying vessel, NKT Victoria, allowing NKT  
to offer complete end-to-end turnkey solutions  
that are increasingly requested by customers.  
Solutions is the largest business line in NKT  
and serves the global high-voltage power cable  
market. The business line’s broad offering covers  
technology leading solutions across voltage  
levels and technological specifications. NKT has  
built up competencies within this market for more  
than 130 years with numerous projects success-  
fully delivered.  
2 factories  
Karlskrona, Sweden and  
Cologne, Germany  
2
1
2
3
Offshore AC and DC  
power cable solutions  
Onshore AC and DC  
power cable solutions  
1
Installation offshore  
and onshore  
The solutions offered mainly cover:  
1 vessel  
■
Interconnectors  
■
Offshore wind  
NKT Victoria, cable-laying vessel  
■
Power-from-shore  
■
Underground  
3
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 29  
Business line – Solutions  
“During 2022, we continued to play a central role in establishing the  
High-voltage market  
Market overview  
required, reliable infrastructure for the transmission of renewable energy.  
We grew our order backlog to a record level including our first significant  
US project, the Champlain Hudson Power Express, which will facilitate the  
transmission of hydropower from Canada to New York City. A milestone for  
NKT. In October, we inaugurated our new extrusion tower at our factory  
in Karlskrona. The growing order backlog has resulted in NKT initiating  
addition of further production capacity.”  
The high-voltage power cable market mainly  
encompasses projects that are engineered to  
order and demand a high level of expertise for  
successful implementation.  
The market can be divided into different cate-  
gories with differing characteristics and market  
dynamics. DC (Direct Current) solutions are  
primarily used for long-distance projects as this  
technology works more efficiently with lower  
losses over longer distances compared to AC  
(Alternating Current) technology. The solutions  
are either applied offshore or onshore.  
Michael C. Hjorth  
Chief Commercial Officer HV Solutions, Executive Vice President  
More than 80% of the projects covered long-dis-  
available production slots among the power  
cable suppliers. The timing of the actual project  
awards will depend on various decisions for the  
individual projects.  
Geographically, NKT expects most project  
awards to be in Europe. There are strong political  
ambitions across Europe, which have been  
adopted in the European Green Deal. Outside of  
Europe, the market is also expected to develop  
positively. Both in North America and Asia, there  
is a movement towards increased use of renew-  
able energy in the power grid, which will benefit  
the power cable market.  
In general terms, DC power cables are more  
complex and require higher technological  
capabilities and know-how compared to AC.  
Furthermore, offshore solutions will in general  
also be more complex than onshore due to more  
challenging cable design installation conditions.  
tance DC interconnectors and DC offshore wind  
projects with the balance being AC projects.  
Geographically, the majority of projects were  
awarded in Europe, but the US market also con-  
tributed, as was already the case in 2021.  
In Europe, the war in Ukraine has further  
increased the need for reliable transmission of  
renewable energy as a substitute to fossil fuel  
sources such as natural gas. More power cable  
operators are looking to ensure a stable supply  
chain and are accelerating planning and execu-  
tion of future projects.  
In 2022, progress continued on several project  
tenders across market segments and geogra-  
phies.  
The demand for power transmission over longer  
distances is increasing, as the source of energy  
being located further away from consumption. In  
addition, the power cable systems are also grad-  
ually required to transmit more power to support  
the increased electrification.  
Market outlook  
Based on the current and expected tendering  
activity, NKT expects project awards to remain  
at a high level. The average addressable market  
in 2023 and 2024 is estimated by NKT to be at  
least EUR 8bn on average per year. The market  
size could potentially be larger depending on  
the development of several sizable projects.  
The market is currently moving in a direction  
of awarding projects earlier in order to secure  
Power cable solutions based on DC technol-  
ogy are expected to continue to constitute the  
majority of the market. However, AC projects will  
continue to play a role in the market as well. The  
projects are expected to span between the dif-  
ferent project segments, mainly within intercon-  
nectors and offshore wind.  
Market development in 2022  
NKT estimates that the value of projects awarded  
in its addressable high-voltage power cable mar-  
ket for 2022 was around EUR 8bn, representing  
a step-up from around EUR 5bn in 2021.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 30  
Business line – Solutions  
■
Financial development  
tributors were Borwin 5, Dogger Bank A and B  
as well as Ostwind 2, while various power-from-  
shore projects like Johan Sverdrup 2 and Troll  
West further progressed.  
The turnkey contract for the Champlain Hud-  
son Power Express. The contract includes  
engineering, manufacturing and installation of  
the high-voltage 400kV DC transmission line  
in the US with its partner in the project, CHPE  
LLC.  
Highlights in 2022  
Increased revenues driven by  
execution of order backlog  
■
Increase in revenues and  
Revenues* for Solutions increased by EUR  
110m from 2021 to 2022, which corresponds to  
organic growth of 21%. Growth was due to the  
execution of a variety of orders with various tech-  
nologies awarded in recent years. In addition, the  
growth was due to capacity expansions that will  
also gradually benefit revenues.  
earnings  
In 2022, NKT completed a number of high-vol-  
tage projects. This included the commissioning  
of the 220kV HVAC power cable system for the  
Hornsea 2 offshore wind farm located 89 km  
off the English east coast. The windfarm holds  
a central position in the transition to renewable  
energy in the UK.  
■
Record high-voltage order  
■
backlog driven by project  
awards across geographies  
The Canadian transmission line Hertel-New  
York, developed by Hydro-Québec, which  
is the transmission line that will connect to  
the CHPE transmission line. The contract will  
comprise the design and manufacturing of a  
2 x 60 km 400kV high-voltage DC onshore  
cable system.  
■
Continued high tender activity  
across market segments  
Revenues measured in market prices amounted  
to EUR 867m in 2022 compared to EUR 755m  
in 2021.  
■
Inauguration of a new extru-  
NKT Victoria, the company’s cable-laying vessel,  
had satisfactory deployment in 2022. This consti-  
tuted a variety of assignments relating to project  
installations, including the Dogger Bank A, Johan  
Sverdrup 2, Shetland and Troll West projects.  
sion tower in Karlskrona  
■
Increased operational EBITDA margin  
The higher activity level resulted in improved  
operational EBITDA, which increased by 22.9m  
from 2021 to 2022. Earnings have continu-  
ously increased since 2019 as the utilization of  
assets has improved and project margins have  
developed positively. The execution of projects in  
2022 has been at a satisfactory level. Inflationary  
pressure on various input cost items has im-  
pacted profitability and there are ongoing efforts  
to mitigate these increases. The operational  
EBITDA margin* improved from 13.0% in 2021 to  
14.1% in 2022.  
Two power cable systems for the Draugen  
and Njord electrification projects by OKEA  
ASA and Equinor Energy AS, respectively.  
The awards comprise design, manufacturing  
and installation by the cable-laying vessel  
NKT Victoria of 123/145kV high-voltage  
AC offshore power cable systems. This will  
include a dynamic section to electrify the  
floating Njord platform.  
Record-high order intake  
750m  
Revenue*, EUR  
NKT was awarded high-voltage projects with  
a value of around EUR 2.7bn in 2022. This  
was driven by the ongoing transition towards  
increased generation of renewable energy across  
Europe and North America. The largest order  
awards in 2022 were the following:  
(2021: EUR 640m)  
■
The turnkey cable system order for the  
electrification of the Hugin A (previously NOA)  
and Munin (previously Krafla) offshore fields  
in the Yggdrasil (previously NOAKA) area in  
the North Sea. The order was awarded by  
Equinor Energy AS on behalf of NOA Krafla  
Power from Shore JV and its owners Aker BP,  
Lotos and Equinor. The project comprises  
design, manufacturing and installation by the  
cable-laying vessel NKT Victoria of 145kV  
high-voltage AC power cables.  
21%  
Organic growth  
(2021: 9%)  
■
The SuedOstLink 2nd system by the German  
transmission system operator 50 Hertz. The  
order is an extension of the SuedOstLink  
project adding a second, parallel transmission  
line and comprises supply and installation of  
525kV XLPE high-voltage DC onshore power  
cable solutions.  
In 2022, NKT further progressed several projects  
through different stages of execution. These  
included interconnector projects, such as Atti-  
ca-Crete, Champlain Hudson Power Express,  
Shetland, SuedLink, SuedOstLink and Viking  
Link. Within offshore windfarms, the largest con-  
106m  
Operational EBITDA, EUR  
(2021: EUR 83.1m)  
* Std. metal prices  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 31  
Business line – Solutions  
Largest high-voltage project awards for NKT in 2022  
Project name  
Announced  
Size (EURm)  
Type  
Hugin A and Munin (NO)  
Draugen and Njord (NO)  
Hertel-New York (CA)  
Dec 2022  
Dec 2022  
Oct 2022  
Jun 2022  
May 2022  
~155  
~160  
~90  
Power-from-shore  
Power-from-shore  
Interconnector  
Interconnector  
Interconnector  
Champlain Hudson (US)  
SuedOstLink 2nd system (DE)  
>1,400  
<700  
Note: Project sizes are shown in market prices  
High-voltage order backlog at a record level  
At end-2022, the high-voltage order backlog  
was EUR 4.7bn (EUR 4.1bn in std. metal prices).  
Driven by the order awards during 2022, the  
order backlog increased by 1.8bn from the end  
of 2021. NKT expects around 25% of the order  
backlog to be realized in 2023, while the remain-  
ing approximately 75% is expected in 2024 and  
beyond.  
Expected revenue distribution of  
the high-voltage order backlog  
(EUR 4.7bn) at the end of 2022  
~75%  
~25%  
High-voltage power cables for offshore wind project  
2023  
2024  
and onwards  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 32  
Business line – Solutions  
ReNew BOOST strategy  
the electrification of societies. The focus will be  
solutions to facilitate expected future demand  
from floating offshore wind farms as well as  
deep-water applications to allow longer intercon-  
nectors and more widely used power-from-shore  
solutions.  
With the market growth prospects, NKT puts  
emphasis on ensuring that competent employ-  
ees can be attracted and retained. This is key for  
delivering profitable growth.  
As part of the company’s ReNew BOOST strate-  
gy, Solutions will continue to offer complete and  
customised end-to-end turnkey solutions within  
high-voltage power cable solutions for intercon-  
nectors, offshore wind, and power-from-shore  
applications.  
on the European market, but also on selective  
opportunities outside of Europe. NKT is regularly  
assessing further investments to address market  
demand.  
NKT has already established itself as a leading  
provider of green and sustainable solutions. This  
has to be strengthened with further initiatives in  
the years ahead.  
Solutions will build upon and further develop its  
HVDC technology leading position to catalyse  
the further decarbonization of societies. An  
additional focus will also be on dynamic cable  
Solutions will continue to enhance the product  
portfolio and optimize operations to increase  
competitiveness. This will include a simplification  
of the product mix.  
Solutions will grow with the attractive market  
opportunities driven by the green transition and  
Employees in Karlskrona test laboratory  
Solutions to grow with attractive market opportunities  
and maintain HVDC technology leadership  
Let’s grow  
Let’s innovate  
Let’s drive sustainability  
Focus on people and com-  
petences  
Focus on high-voltage DC  
and AC segment in Europe  
with selective global oppor-  
tunities  
Simplify operations and  
product portfolio to increase  
competitiveness  
Leading provider of green  
and sustainable solutions  
Maintain leadership in HVDC  
technology and develop  
floating wind, deep-sea and  
higher voltage systems  
Continued investment plans  
to grow with market demand  
and maintain market share  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 33  
Business line  
Applications  
Increasing electrification of societies and the ongoing transition to renewable  
energy are important growth drivers for the low- and medium-voltage power cable  
markets. Applications is well positioned to take advantage of these opportunities.  
In 2022, the financial performance in Applications was impacted by increasing  
input cost levels and mixed market development. Revenues increased and the  
operational EBITDA development was flat compared to 2021. To strengthen its  
position within fire-resistant cable technology, NKT acquired UK-based Ventcroft  
in January 2022.  
6 factories  
Asnaes, Denmark  
Falun, Sweden  
Kladno, Czech Republic  
Runcorn, United Kingdom  
Velké Meziříčí, Czech Republic  
Warszowice, Poland  
Business line overview  
Applications’ six main production sites are  
distributed across Czech Republic, Denmark,  
Poland, Sweden and the UK. Each production  
site is focusing on one or more market seg-  
ments. The customer relationship in Applications  
is based on long-term collaboration with several  
industry partners. NKT holds a leading position  
in key parts of Northern, Central and Eastern  
Europe.  
Applications is active within the low- and me-  
dium-voltage power cable and telecom power  
cable markets. The product offering is broad,  
supporting both the building sector and the Eu-  
ropean power grids to meet the growing demand  
for renewable energy.  
3
4
2
1
2
3
4
Medium-voltage cables  
1kV cables  
3
Building wires  
1
Telecom power cables  
1
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 34  
Applications  
“We managed to maintain earnings at a stable level in 2022  
Low- and medium-voltage market  
Market overview  
despite a challenging macroeconomic situation with slowdown  
in the construction sentiment and increased input prices. This  
was steered through close cooperation with our suppliers  
and customers. Overall, our markets are driven by long-term  
sustainable growth trends and we are preparing ourselves to  
take advantage of them.”  
The offerings in the low- and medium-voltage  
markets are less complex than for the high-volt-  
age market. The number of competitors is  
greater and products are mainly “made-to stock”  
with differing specifications and designs from  
country to country. The competitive landscape is  
characterised by more local and regional com-  
petitors capable of complying with local technical  
regulation.  
Will Hendrikx  
Head of Applications, Executive Vice President  
Medium-voltage power cable demand is primarily  
driven by the need for electrification and the  
transition to more renewable energy sources.  
These power cables are mainly used for the  
power distribution grid with a continuous need  
for grid reinforcement and expansion. NKT  
sees an increased need for more power due to  
growing demand for charging stations for electric  
vehicles, heat pumps and the general electrifica-  
tion and digitalization of society.  
network. NKT is delivering power cables to sup-  
tively impacted construction sentiment and the  
markets. This was particularly present in 2nd half  
2022, when market demand deteriorated.  
macroeconomic slowdown that also caused the  
port this build-out.  
market to deteriorate in the latter part of 2022.  
The uncertainty is higher than usual and it is  
challenging to assess when the market will turn  
around. The longer-term picture for the market  
remains positive, driven by the urbanization and  
electrification and energy renovation of residen-  
tial and non-residential buildings.  
Market development in 2022  
In 2022, the market development differed across  
the market segments and geographies NKT is  
operating in.  
Market outlook  
Overall, the forward-looking prospects for the  
low- and medium-voltage markets which NKT  
operates in are positive, driven by sustainable  
megatrends.  
The transition to renewable energy sources is ex-  
pected to include more onshore wind and solar  
power generation. This is expected to accelerate  
in Europe, which will drive demand for low- and  
medium-voltage power cable solutions.  
The market for medium-voltage power cables  
remained positive in 2022. The green transfor-  
mation and the electrification of societies are  
positively influencing the investment levels of grid  
operators.  
The positive market sentiment for medium-volt-  
age power cables is expected to continue in  
2023 and beyond. Consequently, NKT expects  
that market growth will be higher in the coming  
years compared to a growth rate of around 2%  
on average per year that has been recorded  
since 2019.  
Demand for the lower voltage power cables is  
generally more driven by the macroeconomic  
development and construction sentiment with  
building wires as the largest product line.  
The market dynamics for building wires and  
construction-exposed 1kV power cables have  
changed during 2022. The market started out  
strong in the beginning of the year with solid  
growth on top of a favourable 2021. However, the  
slowdown in the European economy with high  
inflation and increasing interest rates has nega-  
The market for building wires and construc-  
tion-exposed 1kV power cables is expected  
to be challenged in 2023. This is due to the  
The telecom market is being positively impacted  
by the ongoing global rollout of the 5G telecom  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 35  
Applications  
Financial development  
NKT has been working to protect margins by  
gradually updating customer and supplier con-  
tracts in order to reflect the higher input prices  
and improve conditions. This led to an improve-  
ment of the profitability level in Q4 2022. Further  
input cost increases going into 2023 are being  
addressed to protect profitability.  
In contrast, NKT recorded a decrease in reve-  
nues within building wires and construction-ex-  
posed 1kV power cables in 2022, mainly due to  
lower sales in Poland and Germany. This was a  
reflection of the market slowdown that NKT was  
not able to offset immediately. In addition, the  
markets were at high levels in the comparison  
period of 2021.  
Highlights in 2022  
Higher revenue driven by price increases  
In 2022, Applications increased revenue* by  
EUR 102m compared to 2021, corresponding  
to organic growth of 19%. The higher revenue  
level was due to increased prices as NKT had to  
respond to the high inflationary pressure on sev-  
eral cost items. Ventcroft, which NKT acquired in  
January 2022, contributed with revenues* of EUR  
14.5m in 2022.  
■
Increased revenue level driven by  
price increases  
■
Operational EBITDA maintained sta-  
ble despite high inflationary pressure  
on input costs  
Production footprint changes to  
improve profitability and output  
The telecom business contributed positively in  
2022 due to the continued roll-out of the 5G  
network.  
■
Continued growing medium-volt-  
As in previous years, NKT continued to imple-  
ment efficiency initiatives aimed at improving  
profitability in Applications. In 2022, NKT com-  
pleted the transition of building wire produc-  
tion from Denmark to the production facility in  
Poland. The transfer has progressed according  
to plan and has created a centre of excellence  
within building wires.  
age business driven by sustainable  
megatrends  
Revenues in market prices amounted to EUR  
1,067m in 2022, against EUR 900m in 2021.  
Acquisition of a supplier of fire-  
■
Acquisition of Ventcroft to strengthen  
Operational EBITDA impacted  
by higher input prices  
resistant power cables, Ventcroft Ltd  
In January 2022, NKT acquired Ventcroft Ltd in  
the UK to strengthen its position within fire-re-  
sistant power cable technology. With this acqui-  
sition, NKT extended its portfolio of low-voltage  
power cables and building wires. The business  
has been integrated into NKT.  
fire-resistant power cable offering  
Despite the higher revenue, operational EBITDA  
of EUR 28.5m in 2022 was on par with the level in  
2021, primarily as the sales price increases were  
offset by higher input costs. As a result of this de-  
velopment, the operational EBITDA margin* was  
5.2% in 2022, against 6.3% in 2021. The financial  
performance differed substantially during 2022  
with Q1 being the most profitable quarter.  
In addition, the production relocation of the  
lower range of high-voltage power cables from  
the high-voltage factory in Cologne to the site  
in Velké Meziříčí, Czech Republic, continued  
in 2022. Production from the Czech site will  
commence in 2023 and serve customers both in  
Solutions and Applications.  
552m  
Revenue*, EUR  
(2021: EUR 450m)  
Increased input prices experienced from the  
latter part of Q2 2022 particularly challenged  
profitability in Q3 2022. NKT was not able to fully  
compensate for the increased cost level. The  
main reason for the increase was the disturbance  
of global supply chains in the raw material area.  
NKT did among others decide to close deliv-  
eries from Russian suppliers, which increased  
purchase of metal for production in new markets  
located further away from Northern Europe.  
19%  
Organic growth  
(2021: 13%)  
Mixed development across  
market segments  
The positive development in the medium-voltage  
market in 2022 contributed to NKT’s revenue  
development within this segment. NKT is well-  
positioned across various countries. This led  
to solid volume and price growth in 2022. The  
largest contributors were Denmark, Germany  
and Sweden.  
28.5m  
Operational EBITDA, EUR  
(2021: EUR 28.5m)  
* Std. metal prices  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 36  
Applications  
ReNew BOOST strategy  
In the past years, NKT has focused on operation-  
al and commercial excellence in order to improve  
profitability. These efforts will continue, ensuring  
an optimized market presence, pricing strate-  
gies to improve profitability and a cost efficient  
production setup.  
Applications will continue to grow its business  
and take advantage of the attractive market  
outlook. This includes the opportunities that will  
arise from the expected growth within onshore  
wind and solar power generation.  
Installation of onshore power cables for a project in Sweden  
NKT will selectively invest in debottlenecking and  
adding capacity to the existing sites to increase  
output addressing the market opportunities.  
In addition, the product portfolio is intended  
to expand with a strong offering of renewable,  
fire-resistant and telecom power cable solutions.  
Future Applications performance will be driven by  
growth and further operational improvements  
Let’s grow  
Let’s innovate  
Let’s drive sustainability  
Increase focus on servicing  
the renewable market to  
Keep market share in core  
markets while increas-  
ing presence in non-core  
markets  
Continue improvements and  
digitalization of operational  
and commercial excellence  
support the green transition  
Expand product portfolio  
of renewables and telecom  
power cable solutions  
Invest selectively into debot-  
tlenecking of existing sites  
and adding capacity  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 37  
Business line  
Service & Accessories  
The Service & Accessories business line is driven by the same market  
drivers as Solutions and Applications. The financial performance  
was satisfactory in 2022, although revenues and operational EBITDA  
as expected were below the strong performance in 2021. Service &  
Accessories is preparing for further growth in the years ahead and  
continued its expansion initiatives.  
5
4
service  
hubs  
accessory  
factories  
Brøndby, Denmark  
Gdansk, Poland  
Alingsås, Sweden  
Cologne, Germany  
Gurgaon, India  
Karlskrona, Sweden  
Manchester, UK  
Nordenham, Germany  
Troisdorf, Germany  
Business Line Overview  
Power cable accessories are an essential link in  
the power chain, connecting electricity trans-  
mission systems. NKT develops, produces and  
installs high- and medium-voltage power cable  
accessories for use in offshore and onshore  
applications – including power cable joints,  
connectors and terminations. The accessories  
are primarily produced at four production sites in  
Germany, India and Sweden.  
Power cable  
accessory offerings  
Terminations  
Connect cable ends to con-  
sumers or overhead lines  
Service & Accessories offers a variety of both  
offshore and onshore power cable accessories  
and services to maximise the utilization of power  
cable systems and ensure reliable and long-term  
performance.  
Connectors  
Connect cable ends to  
switchgear or transformer  
In power cable services, NKT is a trusted partner  
for the whole lifecycle of a power cable system  
and has leading capabilities within repair, main-  
tenance and operations services. The service or-  
ganization is predominantly located in Denmark,  
Germany, Poland, Sweden and the UK.  
Joints  
Connect two cable ends  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 38  
Service & Accessories  
“We have continued to strengthen our European position in 2022  
Market for power cable  
services and accessories  
to cater for the increasing market demand. The power grids in  
our societies are in need of refurbishment and maintenance  
as well as fast repair services in certain cases. NKT plays an  
important role in addressing this. Our power grid is critical  
infrastructure and a failure in a power cable is costly for the  
power cable owner.”  
Market overview  
Power cable services  
The onshore market is operated by different  
providers, local companies, multinationals and  
some cable operators themselves. The mar-  
ket for onshore power cable services is driven  
by the need to maintain ageing infrastructure,  
particularly legacy technologies such as oil-filled  
and gas-filled power cables, but also for grid  
modernization and extension.  
Axel Barnekow Widmark  
Head of Service, Executive Vice President  
In the offshore segment only a few companies  
can provide a comprehensive service offering  
such as NKT. The increased demand for repair  
work on offshore power cables is supported by  
the growing number of cables. The urgent need  
for service that arises when a failure occurs,  
supports the demand for service agreements  
with cable owners to ensure a fast process when  
required.  
Market development in 2022  
Power cable services  
increased investments within renewable energy  
projects such as offshore wind and the elec-  
trification of societies. In addition, the ongoing  
upgrades of power cable solutions require more  
complex accessories.  
Power cable accessories  
The transition to renewable energy sources and  
the continued electrification of societies are driv-  
ing the high- and medium-voltage power cable  
accessories in the same way as they drive the  
demand for overall power cable solutions. Initia-  
tives to upgrade and maintain the power grids in  
NKT’s addressable markets are also driving the  
demand for power cable accessories. The trend  
is set to continue and the market outlook in the  
years ahead is positive.  
Power grid modernization and extensions have  
driven the demand for services in 2022. The  
number of offshore repair projects, which was  
very high in 2021, was back to a more normal  
level in 2022. Offshore repair services are, by  
their nature, challenging to forecast.  
Market Outlook  
Power cable services  
Power cable accessories  
The service market is expected to grow in the  
years ahead due to an increasing installed base  
of high-voltage power cables. At the same time,  
older cables are requiring extensive maintenance  
and ultimately decommissioning or replacement.  
The market development for accessories is  
closely linked to the general development of the  
medium- and high-voltage power cable markets.  
The unstable global geopolitical situation has  
increased the focus and need to secure critical  
infrastructure such as power cables. This has  
resulted in increased demand for cable monitor-  
ing services.  
The stability and reliability of the power grid is  
often determined by the quality of power cable  
accessories and the quality of installation. The  
accessories market for medium-voltage power  
cables is competitive, while there are fewer com-  
panies supplying the more complex accessories  
required for high-voltage power cables.  
The offshore segment is expected to see par-  
ticularly attractive growth as the installed base of  
offshore cables continues to accelerate.  
Power cable accessories  
Both the medium- and high-voltage power cable  
accessories markets developed favourably. This  
is correlated to the overall positive development  
in the power cable markets. This was driven by  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 39  
Service & Accessories  
Financial development  
As part of its growth ambitions, NKT is continu-  
ously expanding its portfolio of service agree-  
ments with power cable owners. The portfolio  
was expanded further in 2022.  
The accessories business has faced some  
headwind due to the global supply chain chal-  
lenges leading to higher transportation costs and  
shortages of raw materials. Initiatives have been  
implemented to mitigate risks in order to protect  
earnings.  
Highlights in 2022  
Revenues lower against a  
high comparison base  
■
Decrease in revenues and earnings  
The revenues for Service & Accessories  
decreased by EUR 13m from 2021 to 2022, cor-  
responding to organic growth of -11%. The lower  
level was due to the high volume of repair work in  
the service business in 2021. As expected, this  
did not continue in 2022.  
in 2022 as expected on a high  
comparison base  
Furthermore, NKT is strengthening its service  
offerings to expand its business and cater for  
the increasing market demand. During 2022,  
local service organizations were established and  
grown in Poland and the UK to serve the increas-  
ing demand in the European market.  
■
Satisfactory development in service  
business  
■
Geographical expansion continued to  
Profitability was impacted by lower  
activity and a higher cost level  
position NKT for future growth  
In addition to the lower revenue level, operational  
EBITDA was also impacted by the cost level  
in the accessories business that was tempo-  
rarily higher due to ongoing consolidation of  
high-voltage power cable accessory production.  
Operational EBITDA decreased to EUR 25.7m  
in 2022, compared to EUR 32.8m in 2021. The  
operational EBITDA margin for 2022 was 13.3%,  
compared to 15.9% in 2021.  
The unstable global geopolitical situation, mainly  
due to Russia’s invasion of Ukraine, has led to an  
increased focus on securing critical infrastructure  
such as power cables. NKT has experienced  
increased demand for monitoring services that is  
expected to continue into 2023.  
■
Accessories business temporarily  
impacted negatively by higher costs  
associated with the ongoing consoli-  
ation of sites  
Increased activity in the accessories  
business, but temporarily  
challenged by higher costs  
In the accessories business, revenues increased  
in 2022. The positive development was main-  
ly driven by increased sales of high-voltage  
accessories. The market continued to develop  
positively. In addition, NKT benefitted from a  
strengthened market presence in India.  
193m  
Revenue*, EUR  
(2021: EUR 206m)  
Satisfactory development  
in service business  
The financial development in the service busi-  
ness was satisfactory in 2022. The sustainable  
recurring revenues are gradually increasing  
as the market grows and NKT strengthens its  
footprint.  
-11%  
Organic growth  
(2021: 48%)  
The consolidation of high-voltage accessories'  
production to Alingsås, Sweden, from Cologne,  
Germany, continued in 2022. The transition led  
to temporary higher costs, especially in 1st half  
2022. The transition is progressing and will lead  
to improved profitability going forward.  
Revenues in 2022 were lower due to the reduced  
offshore repair work compared to 2021. The oth-  
er areas of the business grew satisfactorily. NKT  
has performed well on several onshore service  
projects in 2022.  
25.7m  
Operational EBITDA, EUR  
(2021: EUR 32.8m)  
* Std. metal prices  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 40  
Service & Accessories  
ReNew BOOST strategy  
This will be supported by engagements into fur-  
Growth opportunities will also arise on the back  
of the renewable energy transition. NKT will up-  
date its product portfolio to continue to address  
wider part of this market segment.  
The future growth in Service & Accessories will  
be driven by relevant products and expertise in  
offerings to customers.  
ther service agreements, preventive maintenance  
programmes and more comprehensive power  
cable monitoring solutions.  
In the service business, NKT will continue its  
geographical expansion in Poland, the UK and  
establish presence in the USA. The ambition is  
to strengthen and grow the turnkey concept and  
increase relationships with offshore customers,  
ensuring NKT is the number one option when a  
power cable connection is damaged or out of  
order.  
The accessories business will grow by the same  
parameters as Solutions’ high-voltage order  
backlog. Full focus is on ensuring successful  
execution of the projects. Further growth oppor-  
tunities will come from third-party customers in  
new markets like the Middle East, India and other  
parts of Asia.  
Future Service & Accessories growth will be driven by  
tailored products and expertise in service offerings  
Servicing a power cable  
Let’s grow  
Increase services to existing  
customers  
Let’s innovate  
Strengthen specialized com-  
petence centers  
Let’s drive sustainability  
Focus on people and com-  
petences  
Expand geographical cov-  
erage  
Add new products to enter  
further customer segments  
Efficient repairs and preven-  
tive maintenance increases  
the flow and reliability of  
green power  
Pursue business opportuni-  
ties such as renewables  
Drive commercial excellence,  
focusing on tender process-  
es, pricing and efficiency  
Reliable service provider  
enables the green transition  
 
Annual Report 2022 NKT A/S 41  
Governance  
NKT's Board of Directors aims to possess experience in  
key fields and a mix of competencies that cover all critical  
aspects of the business. The Board includes a combination of  
members elected by the shareholders at the Annual General  
Meetings and employee-elected members. Four committees  
and a working committee are appointed by the Board to cover  
various areas of the business.  
Office meeting in Karlskrona  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 42  
Shareholder information  
NKT A/S shareholders at end-2022  
NKT A/S shares
ed share price returns for the company’s largest  
Dividend policy  
The average daily turnover in NKT A/S shares  
on all trading markets was EUR 13m in 2022,  
compared to EUR 11m in 2021. The average daily  
trading volume was around 290,000 shares in  
2022, against around 300,000 in the previous  
year. Nasdaq Copenhagen was the main trading  
market for the company’s shares with 39% of the  
total traded volume in 2022.  
European competitors, Prysmian and Nexans,  
were 6% and 0%, respectively. The return of the  
Danish OMXC25 index, adjusted for dividends,  
was -12% in 2022.  
The dividend policy of NKT A/S targets dis-  
tribution of approximately one third of the net  
result for the year as dividend, provided that the  
capital structure allows this. Excess cash may be  
distributed as share buybacks or extraordinary  
dividends. No dividend payment is proposed in  
2023 due to the need to continue to strengthen  
the capital structure based on the positive mar-  
ket outlook and the planned continued execution  
of investments.  
5%  
41%  
54%  
NKT A/S is a member of the Nasdaq Copenha-  
gen Large Cap index.  
The total share capital of NKT A/S consists of  
42,976,036 shares, each with a nominal value of  
DKK 20, corresponding to a total nominal share  
capital of EUR 115m (DKK 859,520,720).  
At end-2022, the NKT A/S share price was DKK  
391, compared to DKK 316 at end-2021, repre-  
senting a total share price return of 24%. In the  
same period, the corresponding dividend-adjust-  
Registered Danish shareholders  
Registered non-Danish shareholders  
Non-registered shareholders  
NKT A/S share price development 2022  
Shareholder structure  
The NKT A/S share has one class of shares, with  
100% free float and no dominant shareholders.  
At end-2022, the company had approx. 31,900  
registered shareholders, compared to approx.  
30,600 at end-2021. At end-2022, 95% of the  
total share capital was registered, on par with  
the level at end-2021. 54% of the share capital  
was registered by Danish shareholders, while  
41% was registered by shareholders outside of  
Denmark.  
500  
400  
300  
200  
Jan  
2022  
Feb  
2022  
Mar  
2022  
Apr  
2022  
May  
2022  
Jun  
2022  
Jul  
2022  
Aug  
2022  
Sep  
2022  
Oct  
2022  
Nov  
2022  
Dec  
2022  
At end-2022, two NKT A/S investors had report-  
ed shareholdings of 5.00–9.99%:  
NKT A/S, DKK  
OMX C25 (rebased), DKK  
■
ATP (Denmark)  
■
Power cable peers (Prysmian and Nexans) (rebased)  
Greenvale Capital (UK)  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 43  
NKT A/S shares held by the Board of  
Directors and Executive Management  
The members of the Board of Directors held a to-  
tal of 54,889 NKT A/S shares at the end of 2022,  
corresponding to a total market value of EUR  
2.9m. Members of the Executive Management  
team owned 30,603 NKT A/S shares, equal-  
ling a market value of EUR 1.6m. As part of the  
long-term incentive programme, the Executive  
Management team has been awarded perfor-  
mance shares.  
Investor relations  
In connection with the release of interim and  
annual reports an investor presentation is con-  
ducted as a live audiocast. Financial analysts,  
investors, the media and other stakeholders are  
invited to listen in and ask questions concerning  
the company.  
NKT A/S shares – basic data  
ID code: DK0010287663  
NKT A/S seeks to maintain close dialogue with  
the market and its stakeholders by practising  
open, transparent, timely and consistent com-  
munication. The aim is to ensure that:  
Listing: Nasdaq Copenhagen, part of  
the Large Cap index  
Share capital: EUR 115m (DKK 860m)  
Number of shares: 43.0 million  
Nominal value: DKK 20  
■
Timely, relevant and consistent information  
is provided to all IR stakeholders to form the  
basis of a fair valuation of the NKT share price  
In addition, NKT A/S meets with stakeholders at  
around 200-300 yearly physical and virtual meet-  
ings in Denmark and internationally, while private  
investors have an opportunity to meet the Board  
of Directors and the Executive Management at  
the company’s AGM.  
Share classes: 1  
■
NKT A/S is perceived as a professional,  
proactive, reliable, accessible and transparent  
company  
Persons deemed insiders and their relatives may  
only transact NKT A/S shares during a four-week  
window following the publication of financial  
statements, provided that no inside knowledge is  
possessed.  
■
Relevant IR information is shared with the  
The Investor section on the NKT A/S website  
includes current and historical share information,  
presentations and a list of financial analysts  
who monitor the development in the company’s  
shares. Interested parties can also subscribe to  
news releases.  
Board of Directors  
Financial calendar 2023  
■
Share liquidity and daily trading volume are  
23 Mar. Annual General Meeting  
10 May Interim Report, Q1 2023  
16 Aug. Interim Report, Q2 2023  
08 Nov. Interim Report, Q3 2023  
high and a diversified shareholder base exists  
in terms of investment horizon, investment  
strategy and geographical distribution  
More shareholder  
information is available at  
investors.nkt.com  
Ownership of NKT A/S shares (at end-2022)  
Name  
# of shares  
Board members  
Jens Due Olsen  
48,941  
5,333  
515  
Rene Svendsen-Tune  
Jens Maaløe  
Stig Nissen Knudsen  
100  
Executive management  
Alexander Kara  
30,603  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 44  
Corporate Governance  
Management bodies  
The AGM-elected Board members comprise  
Corporate governance framework  
The management structure of the NKT Group  
comprises the Board of Directors, the Executive  
Management of the parent company NKT A/S  
and the Group Leadership Team.  
two females and four males. The three employ-  
ee-elected members comprise one female and  
two males. Of the six AGM-elected members,  
three live in Denmark, two in Finland and one in  
Germany. The following nationalities are repre-  
sented: Danish, German, Finnish, and Dutch/  
Turkish. Two AGM-elected Board members have  
served for more than 12 years and are therefore  
not considered independent as defined by the  
Danish Corporate Governance recommenda-  
tions. A minimum of six ordinary Board meetings  
are held annually.  
Shareholders  
Board of Directors  
The Board of Directors  
The Board of Directors consists of nine mem-  
bers. Six members are up for election every year  
at the Annual General Meeting, while three mem-  
bers are elected by the Danish employees for a  
four-year term. Five members were re-elected  
and one new member was elected at the AGM  
in March 2022. The employee-elected members  
were elected in 2022 at an ordinary election of  
employee representatives. Two new members  
were elected and one member was re-elected.  
Working  
committee:  
NKT Photonics  
Audit  
committee  
Nomination  
committee  
Remuneration  
committee  
ESG  
Committee  
Executive Management  
Organization  
The Board of Directors represents international  
business experience in the areas of industry,  
energy, infrastructure projects, technology, busi-  
ness development and finance and is deemed  
to possess the requisite competencies and  
seniority.  
Applicable laws and  
regulations  
Corporate governance  
standards  
Business code of  
conduct  
Board of  
Directors  
Audit Remuneration  
Committee Committee  
Nomination  
Committee  
(4 meetings)  
ESG  
Committee  
(3 meetings)  
Governance structure  
Meetings in 2022  
(11 meetings)  
(10 meetings)  
(4 meetings)  
The Executive Management of the parent com-  
pany, NKT A/S, comprises two people: the CEO  
and the CFO. The CEO of NKT Photonics reports  
to the Board of Directors of NKT Photonics.  
Jens Due Olsen  
René Svendsen-Tune  
Karla Lindahl  
11/11  
9/11  
1/1  
10/10  
9/9*  
1/1 (alternate)  
3/3*  
3/3  
10/11  
10/11  
11/11  
8/8*  
Jens Maaløe  
1/4*  
4/4  
3/4*  
Andreas Nauen  
See pages 48–50 for particulars of the Board of  
Directors and see page 51 for the Group Leadership  
Team.  
Nebahat Albayrak  
Pernille Blume Simonsen  
Stig Nissen Knudsen  
Christian Dyhr  
2/2 (alternate)  
3/3  
7/8*  
11/11  
7/8*  
* elected/appointed during 2022  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 45  
Corporate Governance  
■
Committees  
Audit Committee  
To monitor the independence of auditors, in-  
cluding in particular the provision of non-audit  
services to the company  
The company’s EuroSox framework is designed  
to reduce material risks in the financial reporting  
process and covers all material entities. The  
EuroSox framework is furthermore designed  
so that the key controls cover all major financial  
processes in the material subsidiaries.  
The Board of Directors has appointed a Chair-  
manship (Chair and Deputy Chair of the Board of  
Directors) and five committees: Audit, Remuner-  
ation, Nomination, ESG (Environment, Social,  
and Governance) and a NKT Photonics working  
committee. The committees are appointed for  
one year at a time and receive special remunera-  
tion approved by the AGM.  
The Audit Committee monitors the company’s  
risk management, financial reporting, regulatory  
compliance and internal controls as defined in  
an annual plan and oversees the work of the  
external auditors. Its principal tasks are:  
■
To make recommendations to the Board of  
Directors concerning the election of auditors  
■
■
To monitor the financial reporting process and  
To monitor the company’s legal compliance  
programme, including the Business Code of  
Conduct, training and whistle-blower scheme  
The key controls comprise both manual and  
automated controls. The key controls are sys-  
tematically tested in conjunction with controller  
visits performed by Group Finance or by external  
auditors.  
compliance with existing legislation, stand-  
ards and other regulations for listed compa-  
nies relating to presentation and publication  
of financial reporting  
Together with the Executive Management, the  
Chairmanship and the Audit Committee Chair or  
the full Board of Directors also acts as final ap-  
prover in the evaluation of the largest high-volt-  
age projects in NKT’s Solutions business line.  
■
■
To monitor cybersecurity measures  
To monitor the ESG reporting  
■
To monitor whether the company’s internal  
Once a year the Audit Committee also assess-  
es the need for an internal audit function. It is  
currently the Committee’s opinion that such a  
function would not be required, as the present  
compliance and controlling structure provides an  
adequate level of overall compliance assurance.  
control and risk management systems are  
properly designed and function effectively  
Monitoring of internal control  
and risk management systems  
for financial reporting  
The internal control and risk management  
systems for financial reporting are designed to  
ensure that the financial reporting presents a true  
and fair view of the company’s results and finan-  
cial position, without material misstatements, and  
in compliance with current financial legislation  
and accounting standards.  
■
To monitor the statutory audit of the annual  
financial statements  
Scope  
In 2022, the Audit Committee focused particu-  
larly on the company’s continued strengthen-  
ing and expansion of its internal controls and  
compliance framework, including the ongoing  
automation of key process controls as well as the  
timeliness of the controls performed.  
Framework  
The Audit Committee systematically assesses  
material risks in relation to the financial report-  
ing process, as well as compliance with related  
key internal controls. The Committee reviews  
the scope of the internal control system, also  
referred to as EuroSox, and monitors the design  
and the effectiveness of the internal controls on  
an ongoing basis.  
Furthermore, the Audit Committee reviewed the  
company’s policies and procedures related to in-  
formation security, treasury and tax. In 2022, the  
Audit Committee also monitored an audit tender  
conducted for the external audit.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 46  
Corporate Governance  
Compliance  
and approving the remuneration for the Board of  
The Audit Committee performs general supervi-  
sion of compliance with policies and guidelines  
related to risk management and financial report-  
ing. This covers, among other things, policies  
for accounting, treasury, commodity hedging,  
insurance, financial resources and tax.  
Directors and the Executive Management.  
The NKT A/S Board of Directors receives a  
fixed salary, while the Executive Management  
receives both a fixed salary and incentive pay.  
This structure ensures commonality of interest  
between the management and shareholders and  
motivates management to achieve the compa-  
ny’s strategic goals.  
The Audit Committee also oversees the compli-  
ance programme, including the Business Code  
of Conduct as well as planned training.  
All parties must receive fair remuneration which  
is commensurate with the duties assigned and  
which represents an attractive incentive for long-  
term commitment.  
The company further operates a whistle-blower  
scheme whereby employees and associat-  
ed business partners can report suspected  
irregularities. The Chair of the Audit Committee  
is notified immediately of any incidents reported.  
In the event of incidents of a serious nature, an  
investigation is conducted and, if substantiated,  
appropriate disciplinary sanctions are imple-  
mented.  
Terms of reference for the Remuneration Committee  
and the remuneration policy can be found at  
investors.nkt.com/corporate-governance/commit-  
tee-composition  
The AGM-elected members of the Board of  
Directors will not participate in any of the compa-  
ny’s incentive plans.  
Nomination Committee  
The Nomination Committee defines and assess-  
es the qualifications required by the Board of  
Directors, the Executive Management and the  
Global Leadership Team and initiates an annual  
Board assessment.  
Remuneration of the  
Executive Management  
Board of Directors’ remuneration  
At the AGM in 2022 it was approved to increase  
the Board of Directors’ remuneration from the  
2021 level to an amount which was deemed  
competitive and comparable to that paid by  
Danish and European companies of similar size  
and complexity.  
Terms of reference for the Audit Committee can be  
found at investors.nkt.com/corporate-governance/  
committee-composition  
The remuneration of the Executive Management  
consists of a fixed remuneration and short-term  
and long-term incentive pay. The fixed remuner-  
ation is set to be competitive but not excessive.  
The short-term and long-term incentive pay is  
based on financial measures and key perfor-  
mance indicators that directly link to the compa-  
ny’s vision and strategic focus.  
Self-assessments  
The purpose of the annual Board assessment  
is to evaluate the effectiveness of the Board of  
Directors, to define competencies required within  
the Board of Directors, to consider the contribu-  
tions of individual members, and to identify future  
areas of focus. The Board assessment for the  
current election period was performed during the  
winter of 2022/23. It was made with assistance  
from external consultants.  
Remuneration Committee  
The Remuneration Committee is responsible  
for establishing the remuneration policy for the  
Board of Directors and the Executive Manage-  
ment of NKT A/S, for proposing changes to the  
remuneration policy and for obtaining the ap-  
proval of the Board of Directors prior to seeking  
shareholders’ approval at the AGM. The remu-  
neration policy contains guidelines for setting  
As in previous years, the Board of Directors will  
receive a base fee as well as fees for committee  
duties. The Chair of the Board of Directors will,  
however, not receive additional compensation for  
any committee duties.  
See Section 2.2–2.3 on pages 65–66 and the remu-  
neration report published at investors.nkt.com/corpo-  
rate-governance/statutory-reports  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 47  
■
The Board of Directors also performs an annual  
assessment of the Executive Management  
covering two main areas: interaction between  
the two parties and the competencies and  
performance of the Executive Management.  
This assessment can take the form of a general  
discussion by the Board of Directors or be sup-  
ported by external consultants, after which the  
assessment findings are communicated by the  
Chair of the Board of Directors to the Executive  
Management.  
resented gender among the members elected at  
To monitor risk management associated with  
ESG issues  
Implementation of the data ethics policy and the  
strengthening of the data ethics principles have  
been ongoing during 2022. This will remain a  
focus point going forward, with further initiatives  
planned for 2023 as part of the overall data priva-  
cy compliance and data protection programme  
at NKT.  
the Annual General Meeting (AGM). This target  
was achieved for the Board of Directors of NKT  
A/S in 2020 and has been maintained in 2021  
and 2022. A new target has been set to have at  
least 40% female representation on the Board  
of Directors by 2025. The focus on diversity and  
equal opportunity for both genders is described  
in NKT's Sustainability Report.  
■
To monitor the company’s performance  
against relevant external sustainability (ESG)  
indices, including public reporting and a  
review of the company’s annual CSR report  
Scope  
Corporate Governance  
At the AGM in 2022, a new ESG Committee was  
established. During 2022, the ESG Committee  
has implemented an annual reporting plan and  
provided recommendations to the Board of  
Directors on a number of ESG-related matters,  
including the updated sustainability strategy.  
As a listed company on the Nasdaq Copen-  
hagen Stock Exchange, NKT A/S is subject to  
rules governing share issuers and corporate  
governance recommendations. NKT A/S fulfils  
its obligations in respect of the latter either by  
compliance or by explanation of the reason for  
non-compliance.  
Terms of reference for the Nomination Committee can  
be found at investors.nkt.com/corporate-governance/  
committee-composition  
Target figure for the under-  
represented gender  
The Board of Directors wants to ensure that both  
genders are represented on the Board of Direc-  
tors. The target in 2022 was to have at least two  
out of six members representing the under-rep-  
ESG Committee  
The ESG Committee prepares resolutions to be  
taken by the Board of Directors in fulfilling its re-  
sponsibility for oversight of relevant ESG policies,  
strategies and programmes of the company as  
defined in an annual plan. Its principal tasks are:  
Terms of reference for the ESG Committee can be  
found at investors.nkt.com/corporate-governance/  
committee-composition  
NKT A/S complies with all 40 recommendations  
issued by the Danish Committee on Corporate  
Governance in December 2020.  
Female representation on  
Board of Directors  
Data Ethics  
■
NKT's Corporate Governance Report 2022 can be  
found at investors.nkt.com/corporate-governance/  
statutory-reports  
To review and provide oversight of pro-  
NKT respects all relevant data which is received  
or collected from its employees, customers and  
other stakeholders, and such data is handled in  
compliance with applicable laws and regulations  
and in accordance with internal ethical standards.  
grammes and make recommendations to the  
Board of Directors on the company’s policies,  
strategies pertaining to ESG issues and asso-  
ciated impacts  
≥40%  
33%  
33%  
33%  
■
To ensure that appropriate policies are in  
In 2021, NKT established a formal data ethics  
policy defining the overall approach to handling  
data and the foundation for ethical decision-mak-  
ing when adopting or developing new data-driv-  
en technologies.  
place and working effectively to build and  
consistently protect the company’s internal  
and external reputation through NKT’s ESG  
Performance, Behaviours and Communica-  
tion  
2020  
2021  
2022  
2025  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 48  
Board of Directors  
Jens Due Olsen  
René Svendsen-Tune  
Karla Lindahl  
Chair  
Deputy Chair  
Born 1981  
Born 1963  
First elected in 2006  
Not considered independent due to tenure  
Born 1955  
First elected in 2016  
Considered independent  
First elected in 2020  
Considered independent  
MA in EC Competition Law 2009  
Master of Laws (LL.M) 2005  
MSc. Econ, 1990  
BSc. Eng. (hon.)  
■
■
■
ESG Committee  
Nomination Committee, Chair  
Audit Committee  
NKT Committees:  
■
■
NKT Photonics (working committee)  
NKT Photonics (working committee)  
DKK 1,125,000  
DKK 750,000  
DKK 375,000  
Board of Directors annual  
base remuneration:  
48,941  
5,333  
0
NKT shares at  
31 December 2022:  
■
■
■
BørneBasketFonden (non-profit foundation), Chair  
Nilfisk Holding A/S, Deputy Chair (publicly listed company)  
KONE Corporation, Executive Vice President for the South  
Europe and Mediterranean region (publicly listed company)  
Other positions and  
directorships:  
■
■
KMD A/S, Deputy Chair  
Stokke AS, Chair  
■
NIL Technology A/S, Chair  
■
European Energy, Chair  
■
■
■
■
Industrial management  
International management  
International and industrial management  
Special qualifications:  
■
■
Management of listed companies  
Management of listed companies  
Expertise in leading service and project business and  
operations  
■
Economic and financial matters  
■
Specialist expertise in technology, service businesses,  
large account sales and strategy development with  
sustainability focus  
■
■
Risk management  
Expertise in strategy development and execution as well as  
competition and corporate law  
■
Technology  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 49  
Board of Directors  
Jens Maaløe  
Andreas Nauen  
Nebahat Albayrak  
Born 1955  
Born 1964  
Born 1968  
First elected in 2004  
Not considered independent due to tenure  
First elected in 2017  
Considered independent  
First elected in 2022  
Considered independent  
MSc. E.Eng. 1979, PhD. 1983  
BSc. Mechanical Eng. 1991  
LLM, International and European Law, 1993  
■
■
■
Remuneration Committee  
Remuneration Committee, Chair  
ESG Committee, Chair  
NKT Committees:  
■
■
■
Nomination Committee  
Audit Committee, chair  
NKT Photonics, Chair (working committee)  
DKK 375,000  
DKK 375,000  
0
DKK 375,000  
0
Board of Directors annual  
base remuneration:  
515  
NKT shares at  
31 December 2022:  
■
■
■
Poul Due Jensens Fond, Chair  
Sandbrook Capital, USA, Operating Partner  
Fortum Oyj, Senior Vice President, Corporate Affairs,  
Sustainability and Safety and Security (publicly listed company)  
Other positions and  
directorships:  
■
■
■
■
Grundfos Holding A/S, Chair of Technology Committee  
Danish Technology Institute, Chair  
Niras A/S, Chair  
Havfram AS, Chair  
■
Nederlandse Spoorwegen, Supervisory Board member  
■
Topvrouwen.nl, Advisory Board member  
■
■
■
■
■
International and industrial management  
Management of listed companies  
International and industrial management  
Senior leadership experience in the energy industry and energy  
transition  
Special qualifications:  
■
Management of listed companies  
■
International and industrial management  
■
Specialist expertise in technology and technological  
development  
Finance expertise from project businesses applying IFRS  
■
Experience from the public and private sector  
■
Special expertise in technology, large infrastructure projects,  
renewable energy and wind power  
■
Expertise in driving corporate sustainability strategy and  
performance  
■
Specialist in corporate Reputation Management and Branding  
■
Crisis management  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 50  
Board of Directors  
Pernille Blume Simonsen  
Christian Dyhr  
Stig Nissen Knudsen  
Born 1983  
Born 1974  
Born 1969  
Elected by the employees in 2022  
Not considered independent due to employment with NKT  
Elected by the employees in 2022  
Not considered independent due to employment with NKT  
Elected by the employees in 2018, re-elected 2022  
Not considered independent due to employment with NKT  
Lean specialist  
NKT (Denmark) A/S  
Warehouse coordinator  
NKT Photonics A/S  
MSc. E.Eng. 1996, PhD. 2002  
Senior Production Engineer  
NKT Photonics A/S  
NKT Committees:  
375,000  
0
375,000  
0
375,000  
100  
Board of Directors annual  
base remuneration:  
NKT shares at  
31 December 2022:  
Other positions and  
directorships:  
Special qualifications:  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 51  
Group Leadership Team  
Executive Management  
Alexander Kara  
Kira Johnson  
Will Hendrikx  
Head of Applications,  
Executive Vice President  
Nationality: Dutch  
Born: 1964  
Michael C. Hjorth  
Chief Commercial Officer HV Solutions,  
Executive Vice President  
Nationality: Danish  
Anders Jensen  
Chief Technology Officer,  
Executive Vice President  
Nationality: Danish  
Born: 1964  
President & Chief Executive Officer  
Nationality: German/Swiss  
Born: 1961  
Chief Human Resources Officer,  
Executive Vice President  
Nationality: American/Danish  
Born: 1974  
Gender: Male  
Born: 1966  
Joined NKT in 2019  
Gender: Female  
Gender: Male  
Gender: Male  
Gender: Male  
Directorships: –  
NKT shares at 31 December 2022: 30,603  
Joined NKT in 2021  
Joined NKT in 2020  
Joined NKT in 1995-2012 and in 2017  
Joined NKT in 1993-2013 and  
in 2018  
Line Fandrup  
Denis Schuler  
Head of Accessories,  
Executive Vice President  
Nationality: Swiss  
Born: 1973  
Lukas Sidler  
Claes Westerlind  
Head of HV Solutions Karlskrona,  
Executive Vice President  
Nationality: Swedish  
Born: 1982  
Axel Barnekow Widmark  
Head of Service,  
Executive Vice President  
Nationality: Swedish  
Born: 1977  
Chief Financial Officer,  
Executive Vice President  
Nationality: Danish  
Born: 1979  
Head of HV Solutions Cologne,  
Executive Vice President  
Nationality: Swiss  
Born: 1977  
Gender: Female  
Gender: Male  
Gender: Male  
Gender: Male  
Gender: Male  
Joined NKT in 2020  
Directorships: –  
Joined NKT in 2023  
Joined NKT in 2022  
Joined NKT in 2017  
Joined NKT in 2020  
NKT shares at 31 December 2022: 0  
 
Annual Report 2022 NKT A/S 52  
Financial  
statements  
Customer Service employee in  
Velke Mezirici, Czech Rep.  
 
Annual Report 2022 NKT A/S 53  
Consolidated  
financial statements  
Revenue, EURm  
54 Income statement  
54 Statement of comprehensive income  
55 Balance sheet  
2,079.0  
56 Cash flow statement  
57 Statement of changes in equity  
59 Sections  
1,827.9 in 2021  
Cash flows, EURm  
65.4  
-38.7 in 2021  
EBITDA, EURm  
154.6  
118.4 in 2021  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 54  
Income statement  
Statement of comprehensive income  
1 January – 31 December  
1 January – 31 December  
Amounts in EURm  
Note  
2.1  
2022  
2021  
Amounts in EURm  
2022  
2021  
Revenue  
2,079.0
14.2
1,827.9
30.9
Net result  
62.4
4.1
Other operating income  
Other comprehensive income  
Work performed by the Group and capitalized  
Costs of raw materials, consumables and goods for resale  
Staff costs  
33.1
28.5
Items that may be reclassified to income statement:  
Foreign exchange adjustment, foreign companies  
Cash flow hedges:  
-1,442.6
-302.5
-226.6
-1,241.6
-311.5
-215.8
-44.8
-9.5
2.2/2.3  
Other costs  
2.4/6.1/7.1  
Value adjustment for the year  
71.4
-14.2
-106.5
-2.1
226.1
-8.9
Earnings before interest, tax, depreciation  
and amortization (EBITDA)  
154.6
118.4
Transferred to revenue  
Transferred to costs of raw materials, consumables and goods for resale  
Transferred to financial income  
-67.2
-1.1
Depreciation of property, plant and equipment  
Amortization of intangible assets  
3.2  
3.1  
-62.7
-22.7
69.2
-68.7
-25.8
23.9
Tax on cash flow hedges  
15.0
-38.8
Earnings before interest and tax (EBIT)  
Cost of hedging:  
Value adjustment for the year for transaction-related hedges  
1.7
-24.9
Financial income  
5.5  
5.5  
72.3
-63.2
78.3
65.8
-74.0
15.7
Cumulative (gain)/loss from changes in the fair value of  
transaction-related hedged items reclassified to profit or loss  
Financial expenses  
2.9
3.3
5.4
Earnings before tax (EBT)  
Tax on cost of hedging  
-1.1
Items that may not be reclassified to income statement:  
Actuarial gains/losses on defined benefit pension plans  
Tax on actuarial gains/losses  
Tax  
2.5  
6.3  
-23.2
55.1
7.3
-3.8
11.9
-7.8
4.1
11.7
-3.7
2.3
-0.7
86.0
Net result - continuing operations  
Net result - discontinued operations  
Net result  
Total other comprehensive income  
-69.7
62.4
Comprehensive income for the year  
-7.3
90.1
To be distributed as follows:  
Equity holders of NKT A/S  
Hybrid capital holders of NKT A/S  
Net result  
53.8
8.6
-4.0
8.1
4.1
To be distributed as follows:  
Equity holders of NKT A/S  
-15.9
8.6
82.0
8.1
62.4
Hybrid capital holders of NKT A/S  
Basic earnings - continuing operations, EUR, per share (EPS)  
Diluted earnings - continuing operations, EUR, per share (EPS-D)  
Basic earnings, EUR, per share (EPS)  
1.1
1.1
1.3
1.2
0.1
0.1
Comprehensive income for the year  
-7.3
90.1
-0.1
-0.1
Diluted earnings, EUR, per share (EPS-D)  
The Board of Directors proposes a dividend for the year of DKK 0.0 per share (DKK 0.0 per share in 2021) for  
approval at the Annual General Meeting.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 55  
Balance sheet  
31 December  
31 December  
Amounts in EURm  
Note  
2022  
2021  
Amounts in EURm  
Note  
2022  
2021  
Assets  
Equity and liabilities  
Goodwill  
350.4
39.4
31.2
19.7
87.7
528.4
404.4
54.4
42.2
31.7
89.0
621.7
Share capital  
5.1  
5.3  
115.4
68.8
115.4
147.5
Trademarks, patents and licences, etc.  
IT software  
Reserves  
Retained comprehensive income  
Equity attributable to equity holders of NKT A/S  
Hybrid capital  
805.9
990.2
153.6
1,143.8
744.6
Development projects completed  
Intangible assets under development  
Total intangible assets  
1,007.5
152.4
3.1/3.3  
Total equity  
1,159.9
Land and buildings  
292.4
297.9
45.0
288.4
257.5
45.6
Deferred tax  
2.5  
3.4  
5.4  
54.9
52.7
71.8
62.5
Manufacturing plant and machinery  
Fixtures, fittings, tools and equipment  
Property, plant and equipment under construction  
Total property, plant and equipment  
Provisions and pension liabilities  
Interest-bearing loans and borrowings  
Total non-current liabilities  
180.9
288.5
196.4
330.7
209.5
844.8
191.4
782.9
3.2/3.3  
2.5  
Interest-bearing loans and borrowings  
Trade payables  
5.4  
14.9
351.0
223.7
677.6
9.6
17.5
341.8
170.4
459.3
10.5
Other investments and receivables  
Deferred tax  
0.8
11.7
12.5
0.8
24.9
25.7
Other liabilities  
5.4  
4.4  
Total other non-current assets  
Contract liabilities  
Income tax payable  
Total non-current assets  
1,385.7
1,430.3
Provisions  
3.4  
6.3  
22.7
63.3
Liabilities associated with assets held for sale  
Total current liabilities  
35.6
0.0
Inventories  
4.2  
4.3  
4.4  
334.9
522.5
98.2
287.4
528.9
97.3
1,335.1
1,062.8
Receivables  
Contract assets  
Total liabilities  
1,623.6
2,767.4
1,393.5
2,553.4
Income tax receivable  
Interest-bearing receivables  
Cash at bank and in hand  
Assets held for sale  
Total current assets  
3.3
8.8
0.2
0.2
Total equity and liabilities  
258.5
164.1
1,381.7
200.5
0.0
6.3  
1,123.1
Total assets  
2,767.4
2,553.4
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 56  
Cash flow statement  
1 January – 31 December  
Amounts in EURm  
Note  
2022  
2021  
Amounts in EURm  
Note  
2022  
2021  
Earnings before interest, tax, depreciation  
and amortisation (EBITDA)  
Repayment of loans  
-19.2
-5.3
-23.3
-5.2
0.0
154.6
118.4
Repayment of lease liabilities  
Purchase of treasury shares  
-2.5
Non-cash operating items:  
Coupon payments on hybrid capital  
Repurchase of hybrid capital  
Proceeds from issuance of hybrid capital  
Cash flow from financing activities  
-7.4
-8.1
0.0
Change in provisions, gain and loss on sale of assets, etc.  
Changes in working capital  
-34.7
185.1
305.0
48.4
50.7
5.3  
5.3  
-63.3
61.7
-36.0
4.1  
0.0
Cash flow from operations before financial items, etc.  
217.6
-36.6
Financial income received  
Financial expenses paid  
Income tax paid  
50.1
-41.6
-26.4
11.1
43.2
-51.2
-4.5
Net cash flow for the year from continuing operations  
Net cash flow for the year from discontinued operations  
Net cash flow for the year  
57.4
8.0
-39.0
0.3
6.3  
65.4
-38.7
Income tax received  
3.7
Cash flow from operating activities  
from continuing operations  
Cash at bank and in hand, 1 January  
Currency adjustments  
200.5
-3.7
239.2
0.0
298.2
208.8
Net cash flow for the year  
65.4
262.2  
3.7  
-38.7
200.5
0.0  
Acquisition of businesses  
6.1  
6.1  
-15.7
0.0
0.0
2.1
Cash at bank and in hand, 31 December  
Of which classified as assets held for sale  
Divestment of businesses  
Investments in property, plant and equipment  
Disposal of property, plant and equipment  
Intangible assets and other investments, net  
-156.1
2.0
-184.5
0.1
Cash at bank and in hand from continuing operations,  
31 December  
258.5  
200.5  
-35.0
-28.9
Cash flow from investing activities  
from continuing operations  
The above cannot be derived directly from the income statement and the balance sheet.  
-204.8
93.4
-211.2
-2.4
Free cash flow from continuing operations  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 57  
Statement of changes in equity  
1 January – 31 December  
Foreign  
exchange  
reserve  
Cash flow  
hedge  
reserve  
Cost of  
hedging  
reserve  
Retained  
compreh.  
income  
Share  
capital  
Treasury  
shares  
Fair value  
reserve  
Proposed  
dividends  
Hybrid  
Capital  
Total  
equity  
Amounts in EURm  
Total  
Equity, 1 January 2022  
115.4
0.0
-18.6
182.0
-16.2
0.3
744.6
0.0
1,007.5
152.4
1,159.9
Other comprehensive income:  
Foreign exchange translation adjustments  
Value adjustment of hedging instruments:  
Value adjustment for the year  
-44.8
-44.8
-44.8
71.4
-14.2
-106.5
-2.1
1.7
2.9
73.1
-14.2
-103.6
-2.1
73.1
-14.2
-103.6
-2.1
Transferred to revenue  
Transferred to consumption of raw materials  
Transferred to financial income  
Actuarial gains/losses on defined benefit pension plans  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
11.7
-3.7
8.0
11.7
11.7
15.0
-1.1
10.2
10.2
0.0
0.0
0.0
0.0
-44.8
-44.8
-36.4
3.5
0.0
0.0
0.0
0.0
-69.7
53.8
0.0
8.6
8.6
-69.7
62.4
53.8
61.8
Comprehensive income for the year  
-36.4
3.5
-15.9
-7.3
Transactions with owners:  
Purchase of treasury shares  
Exercise of performance shares  
Share based payment  
-2.5
1.6
-2.5
0.0
-2.5
0.0
-1.6
2.7
2.7
2.7
Coupon payments, hybrid capital  
Issue of hybrid capital  
0.0
-7.4
150.0
-150.0
-7.4
-7.4
-1.6
-1.6
0.0
148.4
-150.0
-8.8
Redeem of hybrid capital  
Total transactions with owners in 2022  
0.0
-0.9
-0.9
0.0
0.0
0.0
0.0
0.3
-0.5
0.0
0.0
-1.4
Equity, 31 December 2022  
115.4
-63.4
145.6
-12.7
805.9
990.2
153.6
1,143.8
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 58  
Statement of changes in equity  
1 January – 31 December  
Foreign  
exchange  
reserve  
Cash flow  
hedge  
reserve  
Cost of  
hedging  
reserve  
Retained  
compreh.  
income  
Share  
capital  
Fair value  
reserve  
Proposed  
dividends  
Hybrid  
Capital  
Total  
equity  
Amounts in EURm  
Total  
Equity, 1 January 2021  
115.4
-9.1
71.9
0.0
0.3
745.5
0.0
924.0
152.4
1,076.4
Other comprehensive income:  
Foreign exchange translation adjustments  
Value adjustment of hedging instruments:  
Value adjustment for the year  
-9.5
-9.5
-9.5
226.1
-8.9
-24.9
3.3
201.2
-8.9
201.2
-8.9
-63.9
-1.1
2.3
Transferred to revenue  
Transferred to consumption of raw materials  
Transferred to financial income  
-67.2
-1.1
-63.9
-1.1
Actuarial gains/losses on defined benefit pension plans  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
2.3
-0.7
1.6
2.3
-38.8
5.4
-34.1
86.0
-4.0
-34.1
86.0
4.1
0.0
0.0
-9.5
-9.5
110.1
-16.2
0.0
0.0
0.0
0.0
0.0
8.1
8.1
-4.0
-2.4
Comprehensive income for the year  
110.1
-16.2
82.0
90.1
Transactions with owners :  
Coupon payments, hybrid capital  
Share based payment  
0.0
1.5
1.5
-8.1
-8.1
1.5
1.5
Total transactions with owners in 2021  
0.0
0.0
0.0
0.0
0.0
0.3
1.5
0.0
0.0
-8.1
-6.6
Equity, 31 December 2021  
115.4
-18.6
182.0
-16.2
744.6
1,007.5
152.4
1,159.9
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 59  
Sections  
Section 1  
Basis for preparation  
Section 5  
Significant judgements and estimates  
60  
60  
Capital structure and  
financial risk management  
78  
Significant judgements and accounting estimates  
made by Management are included in the sections  
to which they relate with the purpose to increase  
legibility.  
1.1  
General accounting policies  
5.1  
5.2  
5.3  
5.4  
5.5  
5.6  
Share capital  
78  
78  
79  
80  
81  
82  
1.2  
Implementation of new and amended  
accounting standards and interpretations 61  
Earnings per share  
1.3  
Significant judgements and estimates  
61  
Hybrid capital  
Net interest-bearing debt  
Financial items  
Section 2  
Profit for the year  
Financial risks and financial instruments  
Sensitivity  
62  
Sensitivity analyses often accompany significant  
judgements and accounting estimates, and are  
included in the sections to which they relate with the  
purpose to increase legibility.  
2.1  
2.2  
2.3  
2.4  
2.5  
Segment information and revenue  
62  
65  
66  
66  
67  
Staff cost  
Section 6  
Group structure  
87  
87  
Share-based payment  
Research and development  
Tax  
6.1  
6.2  
6.3  
Acquisitions/divestments of businesses  
Group companies  
87  
Discontinued operations and  
assets held for sale  
88  
Accounting policy  
Section 3  
Non-current assets and liabilities 69  
Accounting policies are included in the sections to  
which they relate in order to facilitate understand-  
ing of the contents and the accounting treatment  
applied. Accounting policies not relating directly to  
individual sections are stated in Section 1.1.  
Section 7  
3.1  
3.2  
3.3  
3.4  
Intangible assets  
69  
70  
72  
74  
Other notes  
89  
Property, plant and equipment  
Impairment test  
7.1  
Fees to auditor elected at  
the Annual General Meeting  
89  
89  
Provisions and pension liabilities  
7.2  
7.3  
Events after the balance sheet date  
Contingent assets and liabilities  
and pledges  
89  
90  
Section 4  
Working capital  
7.4  
Definitions  
75  
4.1  
4.2  
4.3  
4.4  
Changes in working capital  
75  
75  
76  
77  
Inventories  
Receivables  
Contract assets and liabilities  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
60  
Section 1 – Basis for preparation  
This section provides the overall  
reporting framework applied  
in our consolidated financial  
statements. Specific accounting  
policies applied are described  
in the relevant sections,  
while new and upcomming  
legislastion is presented in note  
1.2, and significant estimates  
and judgements exercised by  
management as part of the  
preparation of this Annual Report  
is described in note 1.3.  
1.1 General accounting policies  
Introduction  
The 2022 Annual Report for NKT Group, comprising  
both the consolidated financial statements for NKT  
A/S and its subsidiaries (NKT Group) as well as the  
separate financial statements for the parent company,  
has been prepared in accordance with International  
Financial Reporting Standards, IFRS, as adopted by  
the EU and additional Danish disclosure requirements  
for annual reports for listed companies.  
The Annual Report has been approved by the Board  
of Directors and Executive Management on 22  
February 2023, an will be presented for approval by  
the shareholders at the Annual General Meeting on  
23 March 2023.  
Applying materiality  
IFRS contains extensive disclosure requirements. The  
specific disclosures required according to IFRS are  
stated in the Annual Report unless the disclosures  
are considered irrelevant or immaterial, in which  
case these are omitted or aggregated in order to  
increase focus on material drivers behind the financial  
performance.  
With materiality in mind, the presentation throughout  
the financial statements focus on the accounting  
choices made to establish the NKT accounting  
policies as well as the significant estimates and  
judgement exercised by management, while avoiding  
the replication of more generic accounting policies  
and standards.  
Non-monetary items that are measured at historical  
cost in a foreign currency are translated using the  
exchange rates at the dates of the initial transactions.  
Non-monetary items measured at fair value in a for-  
eign currency are translated using the exchange rates  
at the date, when the fair value is determined.  
The assets and liabilities of foreign subsidiaries are  
translated into EUR at the rate of exchange prevailing  
at the reporting date, and their income statements  
are translated at average exchange rates. Exchange  
rate adjustments arising on translation are recognized  
in other comprehensive income. On disposal of a for-  
eign operation, the component of other comprehen-  
sive income relating to that operation is recognized in  
the income statement.  
Basis for preparation  
The Annual Report is presented in EUR rounded to  
the nearest EUR 1,000,000 with one decimal. The  
Annual Report is prepared according to the historical  
cost principle with the exception that derivatives and  
financial instruments, classified as fair value through  
profit loss (FVTPL), are measured at fair value.  
The accounting policies described below and in the  
individual sections have been applied consistently  
during the financial year and for the comparative  
figures. For standards implemented prospectively the  
comparative figures have not been restated.  
As part of the preparation of the Annual Report, the  
Board of Directors and Executive Management have  
considered whether the financial statements can  
be presented on a ‘going concern’ basis. Based on  
future prospects, considering identified uncertainties  
and risks, expectations of future cash flows and exist-  
ence of credit facilities it is concluded that, at the time  
of the approval of the Annual Report, the financial  
headroom is sufficient to manage the level of activity  
expected in 2023 for the NKT Group.  
Principles of consolidation  
The consolidated financial statements comprise the  
financial statements of the parent company (NKT A/S)  
and the individual subsidiaries’ financial statements  
prepared according to NKT Group’s accounting poli-  
cies. Subsidiaries are fully consolidated from the date  
of acquisition, being the date on which NKT obtains  
control, until the date that such control ceases.  
All intercompany balances, income and expenses,  
unrealized gains and losses and dividends resulting  
from intercompany transactions are eliminated in full.  
Alternative performance measures (APMs)  
The consolidated financial statement includes  
financial performance measures that are not defined  
according to IFRS.  
These measures are considered to provide valuable  
information to stakeholders and Management. Since  
other companies might calculate these differently  
from NKT Group, they may not be comparable to the  
measures applied by other companies. These finan-  
cial measures should therefore not be considered a  
replacement for performance measures as defined  
under IFRS, but rather as supplementary information.  
Alternative performance measures are defined in note  
7.4 in more detail and some are reconciled to IFRS  
measures in note 2.1.  
Foreign currency translation  
Transactions in foreign currencies are initially  
recognized in the Group entities at their respective  
functional currency rates prevailing at the date of the  
transaction. Monetary assets and liabilities denom-  
inated in foreign currencies are translated at the  
functional currency spot rate at the reporting date. All  
adjustments are recognized in the income statement.  
 
Introduction / Group review and markets
/ Business lines
/ Governance / Financial statements  
Annual Report 2022
NKT A/S
61  
Section 1 – Basis for preparation  
1.1 General accounting policies  
1.2 Implementation of new and  
amended accounting standards  
and interpretations  
1.3 Significant estimates and judgements  
– continued  
When preparing this Annual Report, Management  
has made a number of accounting judgements in  
applying the accounting policies, which form the  
basis for the recognition and measurement of assets,  
liabilities and disclosures provided. Further, Manage-  
ment provides significant estimates regarding future  
developments. These are regularly reassessed based  
on historical experience and other factors, which  
Management assesses to be reliable, but which,  
by their nature, are associated with uncertainty and  
unpredictability.  
Significant estimates and judgements are predomi-  
nantly applied in relation to the recognition of revenue  
from construction contracts, impairment of goodwill  
and assessing the value of deferred tax assets. These  
assumptions may prove incomplete or incorrect,  
and unexpected events or circumstances may arise,  
but the assumptions are considered reasonable and  
reliable under the circumstances.  
From Management perspective the following esti-  
mates and judgements are considered significant  
and the applied estimates and judgements are further  
described in the respective notes.  
Reporting under the ESEF regulation  
The Commission Delegated Regulation (EU)  
2019/815 on the European Single Electronic Format  
(ESEF Regulation) has introduced a single electronic  
reporting format for the annual financial statements  
of issuers with securities listed on the EU regulated  
markets.  
The applied tagging by the Group has been prepared  
in accordance with the ESEF taxonomy included in  
the ESEF regulation and developed based on the  
IFRS taxonomy published by the IFRS Foundation.  
The Annual Report submitted to the Danish Financial  
Supervisory Authority consists of the XHTML docu-  
ment together with the technical files included in the  
ZIP file nkt-2022-12-31-en.zip.  
New standards, interpretations and  
amendments adopted by NKT Group  
NKT Group has adopted all new or amended stand-  
ards (IFRS) and interpretations (IFRIC) as adopted by  
the EU and which are effective for the financial year 1  
January – 31 December 2022.  
On 1 January 2022, amendments to IFRS 3 Business  
Combinations; IAS 16 Property, Plant and Equipment;  
IAS 37 Provisions, Contingent Liabilities and Contin-  
gent Assets, and Annual Improvements 2018-2020  
became effective.  
None of the amendments had a material impact on  
the NKT Group.  
Significant accounting  
Impact  
Note  
estimate and judgement  
Estimate/ Judgement  
assessment1  
2.1 Segment  
Determine revenue recognition  
Judgement and estimate  
information  
for projects (PoC)  
and revenue  
4.4 Contract  
Valuation of construction contracts  
Judgement and estimate  
assets and  
liabilities  
2.5 Tax  
Valuation of deferred tax assets  
Judgement and estimate  
3.3 Impairment  
Estimate the value-in-use of intangible  
Estimate  
of assets  
and tangible long-term assets  
7.3 Contingent  
Determine recognition and  
Judgement and estimate  
liabilities  
measurement of obligations  
1 The numbers of boxes in the above assessment indicate the level of estimates and judgment applied, where five being the highest.  
New standards, interpretations and  
amendments not yet adopted by NKT Group  
IASB has issued a number of new or amended  
accounting standards and interpretations, some of  
which are not yet endorsed by EU, and which are  
not mandatory for reporting periods ending at 31 De-  
cember 2022. NKT Group expect to implement these  
new and amended standards, when they become  
mandatory.  
None of the standards and interpretations are expect-  
ed to have a material impact on the NKT Group.  
Presentation in the notes  
Accounting policy  
Apart from the more general acounting policy items  
presented above, specific accounting policies are  
included in the sections to which they relate in order  
to facilitate a better understanding of the contents  
and the accounting treatment applied.  
Presentation in the notes  
Significant estimates  
A description of the Significant judgements and  
accounting estimates provided by Management are in-  
cluded in the respective sections to which they relate.  
Sensitivity  
Sensitivity analyses often accompany significant  
judgements and accounting estimates, and are  
included in the sections to which they relate.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
62  
Section 2 – Profit for the year  
This section relates to profit for the  
year, including revenue, segment  
information, staff costs, share-  
based payments, research and  
development costs and tax.  
2.1 Segment information and revenue  
Service &  
Intersegment  
Amounts in EURm  
Solutions  
Applications  
Accessories Non
allocated  
transact.  
Total NKT  
2022  
Income statement  
Goods1)  
46.7  
1,066.7  
132.8  
0.0  
-38.2  
1,208.0  
Service, etc.1)  
16.9  
0.0  
7.3  
0.0  
-2.6  
21.6  
Construction contracts2)  
803.5  
0.0  
53.2  
0.0  
-7.3  
849.4  
Revenue (market prices)  
867.1  
1,066.7  
193.3  
0.0  
-48.1  
2,079.0  
Adjustment of market prices to std. metal prices  
-117.6  
-514.7  
-0.1  
0.0  
0.2  
-632.2  
Revenue (std. metal prices)  
749.5  
552.0  
193.2  
0.0  
-47.9  
1,446.8  
Costs and other income, net (excl. one-off items)  
-761.2  
-1,038.2  
-167.6  
-5.6  
48.1  
-1,924.5  
Operational EBITDA  
105.9  
28.5  
25.7  
-5.6  
0.0  
154.5  
Depreciation, amortization and impairment  
-64.3  
-14.9  
-4.2  
-2.0  
0.0  
-85.4  
Operational EBIT  
41.6  
13.6  
21.5  
-7.6  
0.0  
69.1  
Working capital  
-437.2  
89.7  
36.2  
8.3  
0.0  
-303.0  
2021  
Income statement  
Goods1)  
37.4  
900.0  
118.8  
0.0  
-21.2  
1,035.0  
Service, etc.1)  
15.2  
0.0  
6.7  
0.0  
-2.9  
19.0  
Construction contracts2)  
702.6  
0.0  
80.5  
0.0  
-9.2  
773.9  
Revenue (market prices)  
755.2  
900.0  
206.0  
0.0  
-33.3  
1,827.9  
Adjustment of market prices to std. metal prices  
-115.1  
-449.8  
-0.2  
0.0  
0.3  
-564.8  
Revenue (std. metal prices)  
640.1  
450.2  
205.8  
0.0  
-33.0  
1,263.1  
Costs and other income, net (excl. one-off items)  
-672.1  
-871.5  
-173.2  
-13.3  
33.3  
-1,696.8  
Operational EBITDA  
83.1  
28.5  
32.8  
-13.3  
0.0  
131.1  
Depreciation, amortization and impairment  
-69.1  
-15.4  
-4.4  
-5.6  
0.0  
-94.5  
Operational EBIT  
14.0  
13.1  
28.4  
-18.9  
0.0  
36.6  
Working capital  
-152.8  
64.3  
22.6  
-27.3  
0.0  
-93.2  
Revenue from the sale of goods and services are recognized at a point in time.  
1)  
2)  
Revenue from construction contracts are recognized over time.  
Operational EBITDA  
154.5m  
(131.1m in 2021)  
Solutions  
Operational EBITDA  
105.9m  
(83.1m in 2021)  
Applications  
Operational EBITDA  
28.5m  
(28.5m in 2021)  
Service & Accessories  
Operational EBITDA  
25.7m  
(32.8m in 2021)  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 2 – Profit for the year  
2.1 Segment information and revenue – continued  
Annual Report 2022
NKT A/S
63  
Amounts in EURm  
2022  
2021  
Reconciliation to net result  
Operational EBITDA  
154.5  
131.1  
One-off items  
0.1  
-12.7  
EBITDA  
154.6  
118.4  
Depreciation, amortization and impairment  
-85.4  
-94.5  
EBIT  
69.2  
23.9  
Financial items, net  
9.1  
-8.2  
EBT  
78.3  
15.7  
Tax  
-23.2  
-3.8  
Net result - continuing operations  
55.1  
11.9  
Net result - discontinued operations  
7.3  
-7.8  
Net result  
62.4  
4.1  
Accounting policy  
Segment information  
The segment information is based on internal management reporting and  
is presented in accordance with the Group’s accounting policies.  
Segment income and expenses and segment working capital comprise  
those items that are directly attributable to the individual segment and  
those items that can be reliably allocated to it. Other items are shown as  
non-allocated.  
The reportable segments are generally referred to as business lines. The  
business lines consist of Solutions, Applications and Service & Accesso-  
ries. For further details please refer to the Business review section of each  
business line. The Board of Directors assesses the operating results of  
the business lines separately to enable decisions concerning allocation of  
resources and measurement of performance.  
Revenue from Goods and Service are recognized at a point in time and  
revenue from construction contracts are recognized over time.  
Inter-segment transactions are performed on market terms.  
No single customer accounts for more than 10% of the revenue.  
The geographical disclosure of revenue is based on the country of delivery.  
Other operating income comprises items of a secondary nature rela-  
tive to the operations of the Group, including grant schemes, reimburse-  
ments and gains on sale of non-current assets, etc.  
Change in inventories of finished goods and work in progress  
comprises changes in these items which correspond to staff costs and  
other costs charged to the income statement during the year and which  
relate directly or indirectly to the cost of the items stated in the balance  
sheet.  
Work performed by the Group and capitalized comprises income  
which corresponds to staff costs and other costs charged to the income  
statement during the year and which relate directly or indirectly to the  
capitalized cost of non-current assets of own manufacture.  
Raw materials, consumables and goods for resale  
Costs of raw materials, consumables and goods for resale refer to  
purchases and changes during the year in inventory levels, including  
shrinkage, waste production and any write-downs for obsolescence.  
Geographical information  
Property, plant  
and equitment and  
Revenue  
intangible assets  
Amounts in EURm  
2022  
2021  
2022  
2021  
Denmark  
120.5  
126.1  
11.5  
46.3  
Germany  
679.1  
614.1  
324.5  
309.9  
Sweden  
154.8  
150.4  
837.3  
833.8  
UK  
359.1  
306.9  
18.8  
21.7  
Poland  
213.5  
213.9  
17.2  
16.3  
USA  
99.6  
4.4  
0.1  
6.9  
Norway  
90.4  
108.4  
87.9  
90.5  
Czech Republic  
62.0  
69.5  
63.7  
45.1  
Other  
300.0  
234.2  
12.2  
34.1  
Total  
2,079.0  
1,827.9  
1,373.2  
1,404.6  
Other costs comprise external costs relating to production, sale and  
administration, as well as losses on disposal of tangible and intangible  
assets. Write-downs of receivables from sales are also included.  
Significant judgements  
Cable projects are to a certain degree measured based on management  
judgement in terms of when to recognize revenue and how to calculate  
the revenue in terms of stage-of-completion and estimated profit on  
each project. The estimates include a risk provision, which is based on  
an assessment of the specific risks that each project is exposed to. The  
stage-of-completion is based on costs incurred against estimated total  
project costs. In essence, the total project costs are therefore to a large  
extent based on estimates.  
Assumptions for the recognition of revenue over time regarding larger  
cable projects are determined contract by contract. Control is transferred  
as the project progresses, based on assumptions such as:  
Deliveries being approved on an ongoing basis  
■
NKT Group’s ability to provide products according to specification and  
■
the risk that the cable is rejected  
Customer takes over risk and legal title to the cable installation on an  
■
on-going basis, and  
Milestone payments from the customer.  
■
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 2 – Profit for the year  
2.1 Segment information and revenue – continued  
Annual Report 2022
NKT A/S
64  
Providing new highly customized spare cables is de-  
fined as one performance obligation. The transaction  
price is usually fixed and revenue is typically recog-  
nized over time using the percentage of completion  
(PoC) cost-to-cost method.  
The payment pattern for spare cables is similar to  
the pattern for cable projects described above and  
NKT Group will usually obtain payment guarantees  
to minimize the risk during the execution of the cable  
project.  
Accounting policy  
Revenue  
Revenue from construction contracts with customers  
with a high degree of individual customization and no  
alternative use, are recognized as revenue over time,  
provided that NKT Group has secured an enforceable  
right to payment for work performed at any time.  
The revenue therefore corresponds to the sales price  
of work performed during the year (the percent-  
age-of-completion method). See note 4.4 for further  
information concerning construction contracts.  
Revenue from sale of goods for resale and finished  
goods is recognized in the income statement when  
control of the goods has transferred to the buyer,  
normally at delivery, and it is virtually certain that the  
income will be received.  
Revenue from services that include service packages  
and extended warranties relating to products and  
contracts is recognized concurrently with the supply  
of those services.  
Revenue is measured at the fair value of the expected  
consideration excluding VAT and taxes charged on  
behalf of third parties. In determining the transaction  
price, revenue is reduced by probable penalties and  
other claims and discounts that are payments to the  
customers. The transaction price is further adjusted  
for any variable elements of the transaction price. The  
variable amount is estimated at contract inception  
and revisited throughout the contract period. Variable  
income is recognized as revenue when it is highly  
probable that a reversal will not occur.  
Projects  
Revenue from the sale of cable projects accounted  
for as construction contracts comprises sale of  
onshore and offshore highly customized cables in  
Solutions, delivery of highly customized spare cables  
in Service and larger projects in NKT Photonics.  
Projects are usually significant in amount, have a long  
lead time affecting the financial statements of more  
reporting periods and have a high degree of project  
management. Each project is normally considered  
one performance obligation as each project comprise  
highly interrelated and interdependent physical assets  
and services, such as production, installation and  
project management.  
However, depending on the contract structure, the  
performance obligation may consist of more than  
one contract. Cable projects are often sold as fixed  
price contracts and revenue from these are therefore  
recognized over time by applying the percentage of  
completion (PoC) cost-to-cost method.  
Sale of products  
Sale of products relates to the sale of smaller less  
customized cable projects, standardized cables  
and equipment. Small cable projects with little or no  
customization usually have a short lead time of less  
than one year. Each delivered product is considered  
one performance obligation. Most of the products are  
sold at a fixed price and revenue is usually recognized  
at the point in time when the control of the products  
transfers to the customers, usually upon delivery.  
For standardized products, NKT Group is usually en-  
titled to payment upon delivery, and payment terms  
vary by market but are usually short.  
Service contracts  
Service contracts comprise various service elements  
to support power cable efficiency and prevent or  
mitigate power cable failures and can include up to  
365/24 hours support. Service delivered according  
to the contracts is considered as one performance  
obligation delivered over time. Revenue is accordingly  
recognized over the life of the contract. NKT Group is  
either entitled to payment once the service has been  
provided or on a periodic basis.  
Spare parts and other repair work contracts are  
determined as one performance obligation. The  
transaction price is usually variable, depending on  
the produced output, and revenue is recognized  
over time, using the cost-to-cost method. In case  
of significant uncertainties related to measuring the  
revenue reliably, revenue is recognized according to  
payments. NKT Group is entitled to payment once  
the work or spare parts are delivered.  
Payment terms of a cable project contract usually  
comprise the following payments:  
down payment from the customer at contract  
■
inception,  
progress payments, linked to project milestones,  
■
final payment upon completion and customer  
■
acceptance.  
NKT Group will usually obtain payment guarantees  
to minimize counter party risk during the execution of  
cable projects.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 2 – Profit for the year  
2.2 Staff cost  
Amounts in EURm  
2022  
2021  
Wages and salaries  
237.0  
247.6  
Social security costs  
50.9  
48.7  
Defined contribution plans  
14.6  
15.2  
Total  
302.5  
311.5  
Average number of full-time employees  
4,062  
3,775  
Annual Report 2022
NKT A/S
65  
Amounts in EURk  
2022  
2021  
Remuneration to Executive Management  
Salary  
1,469  
1,300  
Bonus  
1,153  
1,199  
Pension  
75  
61  
Long-term incentive  
1,039  
478  
Other benefits  
114  
114  
Total  
3,850  
3,152  
Accounting policy  
Staff costs comprise wages and salaries, remuner-  
ation, pensions, etc., and share-based payment for  
the company’s employees, including Group Man-  
agement. The Board of Directors does not receive  
share-based payment.  
Wages and salaries, social security contributions,  
leave and sick leave, bonuses and non-monetary  
benefits are recognized in the financial year in which  
services are rendered by the employee. When NKT  
provides long-term employee benefits, the costs are  
accrued to match the rendering of services.  
In 2022, staff costs in NKT Group decreased by 3%, and the average number of full-time  
employees increased by 8%. Staff costs was impacted by exchange rates and utilization of  
the restructuring provision recognised in 2021 regarding German activities (recognised as a  
one-off item in 2021).  
Remuneration of Executive Management comprise fixed salary, short-  
and long-term bonus programs and other customary benefits. Long  
term bonus program consists of share-based payments programs. The  
accounting for share-based payments is presented in details in note 2.3.  
In NKT Group, most employees are covered by pension schemes, primarily in the form of  
defined contribution-based plans managed by independent pension funds.  
Termination benefits are recognized when an  
agreement has been reached between NKT and the  
employee and no future service is rendered by the  
employee in exchange for the benefits.  
Remuneration to Executive Management increased in 2022 compared  
to 2021, mainly due to higher salaries as well as the long-term bonus  
program, as the internal targets were fully met for the 2020 program (see  
note 2.3 Share-based payment). For more information on the develop-  
ment, refer to the Remuneration Report available at the website.  
NKT Group’s defined benefit plans, primarily relating to the activities in Germany, are  
recognized at the present value of the actuarially measured obligations. If a plan is not fully  
covered by plan assets, a plan liability is recognized in the balance sheet. Expenses relating  
to pension benefits are recognized as staff costs in the income statement. Actuarial gains or  
losses are recognized in other comprehensive income, EUR 11.7m (EUR 2.3m in 2021), see  
note 3.4 for more information.  
The Company has no related parties holding control. The Company’s  
related parties comprise the NKT Group Leadership Team and their close  
family members. Related parties also include businesses in which the  
aforementioned have material interests.  
Amounts in EURk  
2022  
2021  
Remuneration to Board members  
Base remuneration  
576  
480  
Audit committee  
48  
42  
ESG committee  
13  
0
Nomination committee  
24  
20  
Remuneration committee  
33  
20  
NKT Photonics working committee  
26  
28  
Total  
720  
590  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 2 – Profit for the year  
2.3 Share-based payment  
Long-term incentive programs for Executive Management  
and Group Leadership Team  
The decision to award performance shares to the Executive Manage-  
ment, the Group Leadership Team (GLT) and selected employees is  
made each year at the discretion of the Board of Directors after rec-  
ommendation from the Remuneration Committee. The awarded shares  
represent a conditional right to receive shares after a three-year per-  
formance period at nil payment. The Board of Directors may decide to  
make cash awards in a given year. The performance shares vest subject  
to continued employment and the achievement of certain performance  
targets over a three-year period.  
For more information on the grant of performance shares, refer to the  
Group’s Remuneration Report available on the website.  
In 2022, a new performance share program was awarded to 18 partici-  
pants (19 in 2021) with a vesting period of 3 years. All programs contain  
two key performance targets, one relating to operational EBITDA, and  
one relating to Total Shareholder Return (TSR). The total market value at  
award date was EUR 2.5m (EUR 2.0m in 2021).  
For the 2020 program, both the TSR target and EBITDA target were met  
and 82.092 shares will vest in February 2023.  
Costs relating to share-based payments in 2022 was EUR 2.7m (EUR  
1.5m in 2021). The increased costs was mainly driven by an increased  
number of shares in later programs, but also because the EBITDA target  
for the 2020 program was reached in 2022, which was previously only  
expected to be partially reached.  
Remaining value to be expensed relating to current programs is EUR  
2.6m (EUR 2.3m in 2021). The weighted average remaining contractual  
life of performance shares at the end of the period was 1.1 years (1.2  
years in 2021).  
Annual Report 2022
NKT A/S
66  
2.4 Research and development  
Amounts in EURm  
2022  
2021  
Research and development costs - staff costs  
5.2  
5.5  
Research and development costs - other costs  
32.1  
27.3  
Total research and development costs  
37.3  
32.8  
Recognized as follows:  
Expensed in the income statement  
6.0  
7.1  
Capitalized in the balance sheet  
31.3  
25.7  
Total research and development costs  
37.3  
32.8  
Assumptions  
The value of each Performance shares Program (PSP) granted is calcu-  
lated based on a number of assumptions including expected dividend  
payout during the vesting period, the volatility of NKT’s share price  
(usually measured over a two year period), risk free interest rate and  
expected vesting period, usually 30-36 months. Apart from the expected  
dividend payout, which may vary in terms of actual payout, none of the  
assumptions listed have a material impact on the value of the PSP.  
Performance shares  
Executive  
Other  
outstanding  
management employees  
Total  
1 January 2021  
42,435  
119,100 161,535  
Shares granted during the year  
28,631  
41,125 69,756  
Shares lapsed during the year  
-3,118  
-17,128 -20,246  
31 December 2021  
67,948  
143,097 211,045  
1 January 2022  
67,948  
143,097 211,045  
Shares granted during the year  
30,554  
42,335  
72,889  
Shares lapsed during the year  
-10,586  
-50,908 -61,494  
31 December 2022  
87,916  
134,524 222,440  
Accounting policy  
Research costs are expensed in the income statement as they occur.  
Clearly defined and identifiable development projects are recognized as  
intangible assets provided that the following requirements are met: the  
technical feasibility, adequacy of resources and a potential future market  
can be demonstrated, it is intended to manufacture, market or utilize  
the project, the cost can be reliably determined, and there is reasonable  
certainty that the future earnings or net selling prices can cover the car-  
rying amount as well as the development costs necessary to finalize the  
project. Other development costs are expensed in the income statement  
as incurred. Capitalized development projects are measured at cost less  
accumulated amortization and impairment losses. The cost includes  
wages, amortization and other costs relating to the Group’s development  
activities. On completion of the development work, development projects  
are amortized on a straight-line basis over their estimated useful life from  
the date the asset is available for use. The amortization period is usually  
3–10 years. The amortization base is reduced by any impairment losses.  
Accounting policy  
The share-based payments contain internal performance measures and  
external market return measures. At the grant date the value of services  
received in exchange for share-based payments are measured at the fair  
value. The fair value of share-based payments is estimated using a valua-  
tion model that takes into account the terms and conditions upon which  
granting took place. During the vesting period, the costs related to the  
plans are recognized as staff costs and an equal amount is recognized  
in equity. For the internal performance targets, costs are recognized  
over the vesting period based on the number of shares expected to  
vest, whereas for the market return elements, costs are recognized over  
the vesting period disregarding any changes in the number of shares  
expected to vest.  
 
Introduction / Group review and markets
/ Business lines
/ Governance / Financial statements  
Section 2 – Profit for the year  
2.5 Tax  
Tax Approach  
NKT Group complies with the tax legislation of the countries in which it  
operates and seeks to pay the right amount of tax in the countries where  
it creates value.  
NKT Group only uses business structures that are driven by commercial  
consideration and have the genuine substance.  
NKT Group does not operate in tax havens. In accordance with NKT  
Group’s tax policy, any future operations in tax havens will be purely of  
commercial reasons.  
NKT Group believes in collaboration and transparency regarding its tax  
matters and actively pursues opportunities to engage with tax author-  
ities and other relevant stakeholders with the purpose of building trust  
through collaboration and openness.  
NKT Group realized earning before tax (EBT) of EUR 78.3m (EUR 15.7 in  
2021), which resulted in a reported tax rate of 29.6% (24.1% in 2021).  
The reported tax rate of 29.6% was primarily impacted by changes to  
deferred tax assets in Germany and utilization of not recognized deferred  
tax assets in Denmark.  
In 2022, NKT Group paid on net amount of EUR 15.3m in corporate  
income tax compared to paying a net amount of EUR 0.4m in 2021.  
Earnings realised in NKT Group’s Danish companies resulted in payable  
corporate tax of EUR 3.3m after utilizing tax losses carried forward (EUR  
0.3m in 2021).  
Annual Report 2022
NKT A/S
67  
Amounts in EUR  
2022  
2021  
Tax recognized in the income statement  
Current tax  
11.1  
7.6  
Current tax, adj. prior years  
1.5  
-0.3  
Deferred tax  
13.6  
-4.9  
Deferred tax, adj. prior years  
-3.0  
1.4  
23.2  
3.8  
Tax rate for the year  
29.6%  
24.1%  
Reconciliation of tax:  
Calculated 22.0% tax on earnings before tax  
17.2  
3.4  
Tax effect of:  
Foreing tax rates relative to Danish tax rate  
-5.0  
-2.8  
Non-taxable income/  
non-deductible expenses, net  
-4.1  
1.6  
Adjustment for previous years  
-1.5  
1.1  
Value adjustment of tax assets  
16.6  
0.5  
23.2  
3.8  
Amounts in EURm  
2022  
2021  
Deferred tax, 1 January, net  
-46.9  
-17.8  
Tax recognized in other comprehensive income  
10.2  
-34.1  
Addition from acquisitions  
-0.9  
0.0  
Deferred tax recognized in income statement  
-10.6  
3.9  
Transferred to payable tax  
0.0  
0.5  
Transferred to assets held for sale  
2.4  
0.0  
Foreign exchange adjustment  
2.6  
0.6  
Deferred tax, 31 December, net  
-43.2  
-46.9  
Recognized deferred tax:  
Deferred tax assets, 31 December  
11.7  
24.9  
Deferred tax liabilities, 31 December  
-54.9  
-71.8  
Deferred tax, 31 December, net  
-43.2  
-46.9  
Specification on deferred tax assets and liabilities:  
Intangible assets  
-22.7  
-22.0  
Tangible assets  
-13.3  
-16.3  
Other non-current assets  
1.4  
1.7  
Current assets  
-65.1  
-81.1  
Non-current liabilities  
5.8  
8.0  
Current liabilities  
13.7  
4.1  
Tax losses  
128.7  
130.6  
Valuation allowance, unrecognized tax assets  
-92.7  
-81.7  
Other  
1.0  
9.8  
Deferred tax, 31 December, net  
-43.2  
-46.9  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
68  
Section 2 – Profit for the year  
2.5 Tax – continued  
Significant estimates  
The measurement of deferred tax assets and liabilities  
is based on the corporate tax rate applicable in the  
years when the assets and liabilities are expected  
to be utilized. The measurement of the tax assets  
is based on budgets and estimates for the coming  
years, which by nature are subject to uncertainty.  
As a result, there can be a substantial difference  
between the expected use of the tax asset and actual  
use of the tax asset related to previous years in the  
consolidated income statement.  
The majority of the deferred tax assets relate to  
NKT Group’s German tax unit. The utilization of the  
German tax asset is depending on a successful  
turn-around of high-voltage business. The tax losses  
carried forward from the German tax unit increased  
from EUR 311.8m in 2021 to EUR 387.9m in 2022.  
The total deferred tax value amounts to EUR 124.1m.  
NKT Group has recognized a deferred tax hereof of  
EUR 30.7m at year-end (EUR 29.9m in 2021).  
The tax losses carried forward in the Danish tax unit  
were fully utilized during 2022.  
The tax losses carried forward at end-2022 in the  
Swedish tax unit sums up to EUR 6.3m, which lead  
to a deferred tax asset of EUR 1.3m (EUR 11.2m in  
2021). Further, a deferred tax asset of EUR 11.3 relat-  
ing to interest carried forward has been recognized  
(EUR 12.0m in 2021). The deferred tax asset has  
been fully offset against a deferred tax liability.  
Tax losses in Germany and Sweden has no expiry  
date.  
Accounting policy  
Current income tax  
Tax for the period, consists of the year’s current tax,  
change in deferred tax and adjustments related to  
previous years. Tax for the period is recognized in  
the income statement including the effect of coupon  
payments on the hybrid capital. Tax relating to other  
items are recognized in other comprehensive income.  
Current tax payable and receivable is recognized in  
the balance sheet as tax estimated on taxable in-  
come for the year, adjusted for tax on taxable income  
for previous years and for tax paid on account.  
NKT Group reported a net deferred tax liability of EUR  
43.2m (EUR 46.9m in 2021). The development mainly  
relates to deferred tax liability related to hedge ac-  
counting recognized in other comprehensive income  
and deferred tax liability related to timing differences  
in revenue recognition in Germany and utilization of  
tax losses carried forward in Denmark and Sweden.  
Deferred tax assets, including the tax base of tax  
losses allowed for carry forward, are recognized at  
their expected utilization value within the foreseeable  
future.  
Deferred tax assets and tax liabilities are offset if the  
company has a legal right to offset current tax assets  
and liabilities and intends to settle current tax assets  
and liabilities on a net basis or to realize the assets  
and liabilities simultaneously.  
Management judgement regarding deferred  
tax assets and provision for uncertain tax  
positions  
Deferred tax assets relating to tax losses carried  
forward are recognized when Management assesses  
that these can be utilized in a foreseeable future.  
The assessment is performed at the reporting date  
considering local tax legislation and Management’s  
business plans. Planned changes to capital structure  
are included in the assessment.  
As the NKT Group conducts business around the  
world, tax and transfer pricing disputes with local  
tax authorities may occur. When assessing the  
expected outcome of these possible disputes, NKT  
Group applies IFRIC 23 ‘Uncertainty over Income  
Tax Treatments’ and methods directed herein when  
making provisions for uncertain tax positions. As  
this is an assessment, the actual obligations may  
deviate and will depend on the result of litigations  
and settlements with the tax authorities. Any taxes  
relating to tax disputes are included in ‘Income tax  
receivables’, ‘Income tax payables’ and ‘Deferred tax’  
based on an assessment of the most likely outcome  
of the disputes.  
Deferred tax  
Deferred tax is measured according to the balance  
sheet liability method on all temporary differences  
between the carrying amount and the tax base of  
assets and liabilities. However, deferred tax is not rec-  
ognized on temporary differences relating to buildings  
and goodwill that for tax purposes do not qualify for  
depreciation and amortization, respectively, nor on  
other items where temporary differences – except for  
acquisitions – arose at the acquisition date without  
influencing either net earnings or taxable income.  
Where alternative taxation rules can be applied to  
determine the tax base, deferred tax is measured  
according to Group Management’s planned use of  
the assets or settlement of the liabilities, respectively.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
69  
Section 3 – Non-current assets and liabilities  
NKT Group’s investments in non-  
current assets form a basis for the  
Group’s operation and non-current  
liabilities arising as a result thereof.  
The non-current liabilities in this  
section are regarded as non interest-  
bearing.  
3.1 Intangible assets  
Trademarks,  
Development  
Intangible  
Total  
patents and  
projects  
assets under  
Intangible  
Amounts in EURm  
Goodwill  
licences etc.  
IT software  
completed  
development  
assets  
Cost, 1 January 2021  
412.1  
101.6  
62.0  
80.3  
79.2  
735.2  
Additions  
0.0  
0.0  
0.1  
0.1  
36.6  
36.8  
Disposals  
-1.3  
0.0  
-1.4  
-1.6  
0.0  
-4.3  
Transferred between classes of assets  
0.0  
0.0  
21.5  
5.2  
-26.7  
0.0  
Exchange rate adjustments  
-6.4  
-1.2  
0.0  
-0.5  
-0.1  
-8.2  
Costs, 31 December 2021  
404.4  
100.4  
82.2  
83.5  
89.0  
759.5  
Amortization and impairment, 1 January 2021  
-1.3  
-38.1  
-32.2  
-36.7  
0.0  
-108.3  
Amortization for the year  
0.0  
-8.2  
-9.1  
-16.9  
0.0  
-34.2  
Disposals  
1.3  
0.0  
1.4  
1.6  
0.0  
4.3  
Exchange rate adjustments  
0.0  
0.3  
-0.1  
0.2  
0.0  
0.4  
Amortization and impairment, 31 December 2021  
0.0  
-46.0  
-40.0  
-51.8  
0.0  
-137.8  
Carrying amount, 31 December 2021  
404.4  
54.4  
42.2  
31.7  
89.0  
621.7  
Cost, 1 January 2022  
404.4  
100.4  
82.2  
83.5  
89.0  
759.5  
Disposal of subsidiary  
0.0  
-1.7  
0.0  
-7.7  
-2.3  
-11.7  
Additions  
0.0  
0.0  
1.1  
0.2  
39.3  
40.6  
Disposals  
0.0  
0.0  
0.0  
-0.4  
-0.1  
-0.5  
Transferred between classes of assets  
0.0  
0.0  
1.5  
8.8  
-10.3  
0.0  
Transferred to assets held for sale  
-25.3  
-26.9  
-7.8  
-17.9  
-24.4  
-102.3  
Exchange rate adjustments  
-28.7  
-5.6  
-0.4  
-3.2  
-3.5  
-41.4  
Costs, 31 December 2022  
350.4  
66.2  
76.6  
63.3  
87.7  
644.2  
Amortization and impairment, 1 January 2022  
0.0  
-46.0  
-40.0  
-51.8  
0.0  
-137.8  
Disposal of subsidiary  
0.0  
1.2  
0.0  
5.8  
0.0  
7.0  
Amortization for the year  
0.0  
-6.3  
-8.5  
-11.6  
0.0  
-26.4  
Disposals  
0.0  
0.0  
0.0  
0.4  
0.0  
0.4  
Transferred to assets held for sale  
0.0  
22.3  
2.7  
12.3  
0.0  
37.3  
Exchange rate adjustments  
0.0  
2.0  
0.4  
1.3  
0.0  
3.7  
Amortization and impairment, 31 December 2022  
0.0  
-26.8  
-45.4  
-43.6  
0.0  
-115.8  
Carrying amount, 31 December 2022  
350.4  
39.4  
31.2  
19.7  
87.7  
528.4  
Investment ratio*  
13%  
(18% in 2021)  
Headroom in impairment test  
831m  
(303m in 2021)  
Capex  
125.7m  
(165.7m in 2021)  
* Investment
ratio is calculated as additions for continuing  
operations in % of revenue SP  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
70  
Section 3 – Non-current assets and liabilities  
3.1 Intangible assets – continued  
3.2 Property, plant and equipment  
Right-of-use assets are recognized as follows:  
Manu-  
Fixtures,  
facturing  
fittings,  
Land and  
plant and  
tools and  
Amounts in EURm  
buildings  
machinery  
equipment  
Total  
Carrying amount, 1 January 2021  
36.4  
8.2  
0.7  
45.3  
Addition for the year  
11.0  
0.0  
0.7  
11.7  
Depreciation of right-of-use assets  
-6.6  
-1.0  
-0.4  
-8.0  
Exchange rate adjustments  
-0.2  
-0.1  
-0.1  
-0.4  
The carrying amount of right-of-use assets,  
31 December 2021  
40.6  
7.1  
0.9  
48.6  
Carrying amount, 1 January 2022  
40.6  
7.1  
0.9  
48.6  
Addition for the year  
1.8  
0.0  
0.0  
1.8  
Disposals for the year  
0.5  
0.0  
0.0  
0.5  
Disposal of subsidiaries  
-0.5  
0.0  
0.0  
-0.5  
Depreciation of right-of-use assets  
-5.4  
-1.0  
-0.4  
-6.8  
Transferred to assets held for sale  
-6.5  
0.0  
0.0  
-6.5  
Exchange rate adjustments  
-1.0  
0.0  
0.0  
-1.0  
The carrying amount of right-of-use assets,  
31 December 2022  
29.5  
6.1  
0.5  
36.1  
Amounts recognized in the income statement:  
Amounts in EURm  
2022  
2021  
Costs relating to other immaterial leases including short term  
and low value leases, recognized in the income statement  
7.8  
7.1  
Lease liabilities and interests relating to recognized lease contracts are included in Section 5.4 and 5.5 respec-  
tively. Future minimum lease payments relating to leases not recognized in the balance sheet amount to EUR  
11.6m (EUR 13.4m in 2021).  
Accounting policy  
Goodwill is initially recognized in the balance sheet  
at cost. Subsequently, goodwill is measured at cost  
less accumulated impairment losses and is not  
amortized.  
The carrying amount of goodwill is allocated to NKT  
Group’s cash-generating units at the acquisition date.  
Cash-generating units is based on the managerial  
structure and internal financial control. As a result  
of the integration of acquisitions in the existing NKT  
Group, and identification of operating segments  
based on the presence of segment managers, Group  
Management finds that the smallest cash-generating  
units to which the carrying amount of goodwill can  
be allocated during testing for impairment are the  
reportable segments.  
Other intangible assets, which includes IT  
software, trademarks, patents and licences, are  
measured at cost less accumulated amortization and  
impairment losses and are amortized on a straight-  
line basis over the remaining patent or contract  
period or the useful life, whichever is the shorter.  
Expected useful life is determined as follow:  
Trademarks, patents and licences, etc.
3 –15 years  
IT software  
3 – 8 years  
Accounting policy  
Contracts relating to leased equipment are usually  
made for a fixed period, whereas lease contracts  
for buildings and land in some instances include an  
option to extend the lease. When assessing the life of  
the leases, NKT considers the non-cancellable lease  
term and options to extend the lease where it is rea-  
sonably certain to extend. The lease period of offices  
and sales buildings are assessed to be approximately  
3-10 years, for production facilities 5-10 years and  
for land up to 20 years. For other assets the lease  
term is equal to the non-cancelable lease period and  
extensions are not considered. The right-of-use asset  
is depreciated over the shorter of the asset’s useful  
life and the lease term on a straight-line basis.  
Payments related to short-term leases and leases  
of low-value assets continue to be recognized on  
a straight-line basis as an expense in the income  
statement. Low-value assets mainly comprise minor  
buildings, cars, forklifts, IT-equipment and other office  
equipment.  
NKT Group has no leases where the rent is variable  
depending on revenue, etc. Some contracts are ex-  
posed to future increases in variable lease payments  
based on an index or rate, which are included in the  
lease liability when they take effect.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
71  
Section 3 – Non-current assets and liabilities  
3.2 Property, plant and equipment – continued  
Property,  
Manu-  
Fixtures,  
plant and  
Total  
facturing  
fittings,  
equipment  
property,  
Land and  
plant and  
tools and
under con-  
plant and  
Amounts in EURm  
buildings  
machinery  
equipment  
struction  
equipment  
Cost, 1 January 2021  
396.5  
636.2  
120.9  
56.4  
1,210.0  
Additions  
13.4  
5.4  
10.4  
173.8  
203.0  
Disposals  
-2.0  
-2.3  
-1.8  
0.0  
-6.1  
Transferred between classes of assets  
0.2  
34.2  
2.8  
-37.2  
0.0  
Exchange rate adjustments  
2.5  
1.5  
-0.8  
-0.8  
2.4  
Cost, 31 December 2021  
410.6  
675.0  
131.5  
192.2  
1,409.3  
Depreciation and impairment, 1 January 2021  
-104.7  
-374.3  
-72.6  
-0.8  
-552.4  
Depreciation for the year  
-16.7  
-42.8  
-15.4  
0.0  
-74.9  
Disposals  
1.7  
2.1  
1.8  
0.0  
5.6  
Exchange rate adjustments  
-2.5  
-2.5  
0.3  
0.0  
-4.7  
Depreciation and impairment, 31 December 2021  
-122.2  
-417.5  
-85.9  
-0.8  
-626.4  
Carrying amount, 31 December 2021  
288.4  
257.5  
45.6  
191.4  
782.9  
Cost, 1 January 2022  
410.6  
675.0  
131.5  
192.2  
1,409.3  
Additions  
4.2  
20.6  
2.6  
134.5  
161.9  
Additions from business combinations  
6.4  
12.7  
0.2  
1.6  
20.9  
Disposals  
-0.4  
-7.3  
-2.2  
-1.3  
-11.2  
Disposal of subsidiaries  
-1.6  
-0.3  
-3.9  
0.0  
-5.8  
Transferred between classes of assets  
33.4  
53.2  
16.2  
-102.8  
0.0  
Transferred to assets held for sale  
-20.9  
-16.5  
-9.5  
-3.4  
-50.3  
Exchange rate adjustments  
-13.9  
-10.2  
-5.8  
-11.3  
-41.2  
Cost, 31 December 2022  
417.8  
727.2  
129.1  
209.5  
1,483.6  
Depreciation and impairment, 1 January 2022  
-122.2  
-417.5  
-85.9  
-0.8  
-626.4  
Depreciation for the year  
-15.5  
-37.7  
-12.4  
0.0  
-65.6  
Disposals  
0.2  
7.1  
2.4  
0.8  
10.5  
Disposal of subsidiaries  
1.1  
0.0  
3.4  
0.0  
4.5  
Transferred to assets held for sale  
8.7  
13.7  
5.8  
0.0  
28.2  
Exchange rate adjustments  
2.3  
5.1  
2.6  
0.0  
10.1  
Depreciation and impairment, 31 December 2022  
-125.4  
-429.3  
-84.1  
0.0  
-638.8  
Carrying amount, 31 December 2022  
292.4  
297.9  
45.0  
209.5  
844.8  
Accounting policy  
Property, plant and equipment are measured at cost less accumulated depreciation and  
impairment losses.  
The cost comprises the purchase price and any costs directly attributable to the acquisition.  
The cost of self-constructed assets comprises costs of materials, components, subcon-  
tractors and wages. The cost is supplemented by the present value of estimated liabilities  
related to dismantling and removing the asset and restoring the site on which the asset was  
utilized.  
Subsequent costs, e.g. relating to replacement of parts of an item of property, plant and  
equipment, are recognized in the carrying amount of the asset if it is likely that the costs will  
result in future economic benefits for the Group. All other costs relating to ordinary repair and  
maintenance are recognized in the income statement as incurred.  
Depreciation is done on a straight-line basis over the expected useful life of the assets, as  
follows:  
Buildings  
10 – 50 years  
Manufacturing plant and machinery  
4 – 20 years  
Fixtures, fittings, tools and equipment  
3 – 15 years  
Vessel  
20 years  
Land is not depreciated  
If individual parts of an item of property, plant and equipment have different useful lives, they  
are depreciated separately.  
The basis of depreciation is calculated according to the residual value less impairment  
losses. The residual value is determined at the acquisition date and reviewed annually. If the  
residual value exceeds the carrying amount, depreciation is discontinued.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
72  
Section 3 – Non-current assets and liabilities  
3.3 Impairment test  
Result of the annual impairment test  
At 31 December 2022, the carrying amount of good-  
will, other intangible assets and tangible assets were  
tested for impairment. The impairment test showed  
no impairment for 2022 (no impairment in 2021).  
The recoverable amount per cash-generating unit  
exceeded the carrying amount of goodwill, other  
intangible assets and other assets allocated to the  
cash-generating unit with the following amounts at 31  
December:  
Headroom in EURm  
2022  
2021  
Cash-generating units  
Solutions  
831  
303  
Service & Accessories  
120  
152  
Cash-generating units  
Cash-generating units identified in NKT Group are  
similar to the operating segments, being Solutions,  
Applications and Service & Accessories. These are  
considered to be the lowest level of cash-generating  
units as defined by management.  
The definition of cash-generating units is based on  
the smallest identifiable group of assets that together  
generate cash inflows from continued use and which  
are independent of the cash flows from other assets  
or groups of assets.  
The definition of cash-generating units complies with  
the managerial structure and the internal financial re-  
porting in NKT Group. For impairment test purposes,  
tangible assets and intangible assets are allocated to  
the respective cash-generating units.  
Significant estimates  
Goodwill  
Goodwill has been allocated to the cash-generating units according to the split present-  
ed below. The goodwill level in Applications was immaterial and the assumptions for the  
impairment test of goodwill are not described any further for this cash-generating unit. The  
carrying amount of goodwill was as follows:  
Accounting policy  
Goodwill, intangible assets with indefinite useful lives and development  
projects are tested at least annually for impairment, and furthermore  
when a trigger event occurs.  
The carrying amount of goodwill is tested for impairment together with  
the other non-current assets in the cash-generating unit to which good-  
will is allocated. The recoverable amount is generally computed as the  
present value of the expected future net cash flows from the business or  
activity (cash-generating unit) to which goodwill is allocated.  
Other non-current assets  
The carrying amount of other non-current assets is tested when a trigger  
event occurs which could indicate an impairment, in which case, the  
recoverable amount of the asset is determined. The recoverable amount  
is the fair value of the asset less anticipated cost of disposal, or its value-  
in-use, whichever is the higher.  
The value-in-use is calculated as the present value of expected future  
cash flows from the asset or the cash-generating unit of which the asset  
is part.  
Recognition of impairment loss in the income statement  
Impairment is recognized if the carrying amount of an asset or a  
cash-generating unit exceeds the respective recoverable amount. The  
impairment is recognized in the income statement and impairment of  
goodwill is recognized in a separate line item in the income statement.  
Impairment of goodwill is not reversed. Impairment of other assets is re-  
versed in the event of changes having taken place in the conditions and  
estimates on which the impairment calculation was based. Impairment  
is only reversed if the new carrying amount of the asset does not exceed  
the carrying amount that would have applied after amortization if the  
asset had not been impaired.  
Amounts in EURm  
2022  
2021  
Solutions  
298.1  
323.3  
Applications  
6.7  
6.5  
Service & Accessories  
45.6  
49.3  
NKT Photonics  
-
25.3  
Total  
350.4  
404.4  
Key Assumptions  
The recoverable amount is based on a value-in-use calculation. For all cash-generating  
units, the calculation uses cash flow projections (budget period) based on financial budget  
for 2023 and financial forecasts for 2024–2028, hence a 6 year budget period. Significant  
parameters in these estimates are revenue growth, EBITDA margin, discount rate, working  
capital and growth expectations for the terminal period.  
The discount rate has been revised for each cash-generating unit to reflect the latest market  
assumptions for the risk-free rate based on a 5-year German government bond, the equity  
risk premium and the cost of debt.The long-term growth rate for the terminal period is based  
on the expected growth in the world economy as well as long-term development for the  
industries and markets in which the cash-generating units operate.  
Group Management determines, as illustrated on the following page, the expected annual  
growth rate in the budget period, the expected margins based on historical experience and  
the assumptions about expected market developments. These assumptions are by nature  
subject to uncertainty, which is why attention to the sensitivity analysis provided is recom-  
mended.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 3 – Non-current assets and liabilities  
3.3 Impairment test – continued  
Annual Report 2022
NKT A/S
73  
Solutions  
Budget period  
Terminal period  
2022  
2021  
2022  
2021  
Key assumptions1  
Average revenue growth rate  
13.0%  
13.3%  
-
-
Average EBITDA margin  
17.5%  
14.0%  
-
-
Growth rate  
-
-
2.0%  
1.5%  
Average working capital ratio
-46.3% -20.4%  
-
-
Discount rate after tax  
10.0%  
6.8%  
10.0%  
7.8%  
Discount rate before tax  
13.3%  
9.1%  
13.3%  
10.4%  
Sensitivity  
Discount rate after tax  
19.2%  
9.9%  
Growth rate  
-16.7%  
-3.1%  
Change in EBITDA  
-49.7% -20.0%  
Service & Accessories  
Budget period  
Terminal period  
2022  
2021  
2022  
2021  
Key assumptions1  
Average revenue growth rate  
4.6%  
0.3%  
-
-
Average EBITDA margin  
11.9%  
12.7%  
-
-
Growth rate  
-
-
2.0%  
1.0%  
Average working capital ratio  
13.2%  
11.3%  
-
-
Discount rate after tax  
9.7%  
6.5%  
9.7%  
7.5%  
Discount rate before tax  
13.1%  
8.8%  
13.1%  
10.1%  
Sensitivity  
Discount rate after tax  
21.4%  
25.5%  
Growth rate  
-24.2% -50.0%  
Change in EBITDA  
-60.7% -71.1%  
NKT Photonics  
Budget period  
Terminal period  
2021  
2021  
Key assumptions1  
Average revenue growth rate  
10.6%  
-
Average EBITDA margin  
19.0%  
-
Growth rate  
-
2.0%  
Average working capital ratio  
13.5%  
-
Discount rate after tax  
7.7%  
8.7%  
Discount rate before tax  
10.1%  
11.4%  
Sensitivity  
Discount rate after tax  
10.3%  
Growth rate  
0.4%  
Change in EBITDA  
-9.0%  
In 2022, Solutions was awarded additional high-voltage cable projects  
maintaining the high backlog, ensuring a high level of activity during the  
budget period. Management assesses that NKT will be one of the key  
beneficiaries of the global expansion in green technology over the world.  
These will be the main drivers for the growth in Solutions from 2023  
and onwards. The continued growth in renewable power generation is  
an important driver in the attractive outlook for the high-voltage market.  
Progress continues on several tenders across market segments and ge-  
ographies, where NKT still views Europe as its largest market opportuni-  
ty, but more projects are coming particularly in the US as well as in Asia.  
Following the awards in 2022, NKT still expects the value of high-voltage  
project awards in relevant markets to stay at a high level for a long term.  
Assessing future awards to NKT is although by nature subject to uncer-  
tainty, and the value-in-use calculation of the Solution cash-generating  
unit is sensitive to changes in the actual share of projects awarded to  
NKT. However, the large backlog provides higher certainty regarding the  
future revenue and earnings.  
The market for servicing power cables is gradually growing, and the  
competitive landscape among service providers is diverse, with different  
companies offering different solutions. Power cable failures are costly for  
both on- and offshore operators, and if an incident does occur, power  
cable operation must be restored as fast as possible, hence the increas-  
ing interest in service agreements. The customers increasingly demand  
services that will enable them to improve power cable efficiency and  
solutions that can help predict, prevent and mitigate power cable failures.  
2021 was a very positive year for Service, driven by an unusual high level  
of repair jobs. While not expected at the same level as 2021, the Service  
market is expected to see attractive growth in the years ahead, driven by  
the installation of further power cables both off- and onshore in line with  
the megatrends driving the power cable market. However, the market will  
fluctuate during this period depending on the number of large offshore  
cable repairs.  
In June 2022, NKT Photonics was transferred to assets held for sale. Con-  
sequently, no impairment test based on value-in-use has been performed  
in 2022. Reference is made to note 6.3 for further information of NKT  
Photonics. In 2021, the impairment test for NKT Photonics resulted in a  
headroom of EUR 22m based on the key assumptions illustrated above.  
Sensitivity to changes in assumptions  
The sensitivity analysis presented for each cash-generating unit in the ta-  
bles above, considers when a change in a given assumption will decrease  
the value-in-use to the extend that the value-in-use equals the carrying  
amount. Changes in more assumptions at once is not considered. The  
general assumption, that NKT will be awarded its fair share of future  
projects, is not considered separately.  
It is Management’s assessment that likely changes in the key assumption  
will not cause the carrying amount of goodwill to exceed the recoverable  
amount. However, to show the headroom between the carrying amount  
and the recoverable amounts, a sensitivity analysis has been included,  
with focus on discount rate, growth rate and EBITDA in terminal period.  
Accessories deliver necessary components of power cable systems,  
and their market is therefore closely linked to that for medium- and  
high-voltage power cables. The market is therefore expected to increase  
and NKT expects to reach even more markets over the coming years. As  
with power cables, competitive pressure for Accessories is greatest at  
the lowest voltage levels due to the increasing complexity of accessories  
for higher voltage application.  
1
In 2021 NKT applied two different discount rates for the budget and terminal  
period respectively. Due to normalization in the financial markets, where  
negative interests are no longer observed, the discount rates no longer  
differentiate between the budget period and the terminal period.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 3 – Non-current assets and liabilities  
3.4 Provisions and pension liabilities  
Warranty Restructuring  
Other  
Pension  
Amounts in EURm  
provision  
provision  
provisions  
liabilities, net  
Total  
Provisions, 1 January 2022  
6.9  
14.7  
50.4  
53.8  
125.8  
Additions in the year  
0.5  
0.1  
14.2  
1.1  
15.9  
Used during the year  
-0.1  
-5.3  
-11.2  
-1.9  
-18.5  
Reversed during the year  
-4.9  
-0.3  
-27.7  
0.0  
-32.9  
Transfer to assets held for sale  
-1.1  
0.0  
0.0  
0.0  
-1.1  
Exchange rate adjustment  
-0.4  
0.0  
-1.7  
0.0  
-2.1  
Actuarial gains/losses on defined benefit pension plans  
0.0  
0.0  
0.0  
-11.7  
-11.7  
Provisions, 31 December 2022  
0.9  
9.2  
24.0  
41.3  
75.4  
Provisions are recognized in the balance sheet as:  
Non-current liabilities  
0.0  
4.4  
7.0  
41.3  
52.7  
Current liabilities  
0.9  
4.8  
17.0  
0.0  
22.7  
0.9  
9.2  
24.0  
41.3  
75.4  
Annual Report 2022
NKT A/S
74  
Accounting policy  
The provisions recognized are Management’s best estimate of the  
amount required to settle the obligation. Warranty provisions are  
recognized in connection with the sale of goods and services based on  
the level of warranty expenses incurred in previous years. Contingent  
warranty commitments are recognized in connection with business  
combinations. Restructuring costs are recognized under liabilities when  
a detailed, formal restructuring plan is announced to the affected parties  
on or before the balance sheet date. A provision for onerous contracts is  
recognized when the expected benefits to be derived by the Group from  
a contract are lower than the Group’s unavoidable costs for meeting  
its contractual obligations. Provisions for dismantling are measured at  
the present value of the expected cost at the balance sheet date. The  
present value of the costs is included in the cost of the relevant tangible  
assets and depreciated accordingly. The addition of interests on provi-  
sions are recognized in the income statement under financial expenses.  
For the Group’s defined benefit plans, an annual actuarial calculation (the  
Projected Unit Credit Method) of the present value of future benefits pay-  
able under the plan is provided. The present value is determined based  
on assumptions about the future development in variables such as salary  
levels, interest rates, inflation and mortality. The present value is deter-  
mined only for benefits earned by employees from their employment  
within the Group. The actuarial present value less the fair value of any  
plan assets is recognized in the balance sheet under pension liabilities.  
Pension expenses and other long-term employee benefits are recog-  
nized in the income statement based on actuarial estimates and financial  
expectations at the start of the year. Actuarial gains or losses are recog-  
nized in other comprehensive income.  
If a pension plan constitutes a net asset, the asset is only recognized if it  
offsets cumulative actuarial losses or future refunds from the plan, or if it  
will lead to reduced future payments to the plan.  
Actuarial gains related to the pension liabilities are recognized in other  
comprehensive income. The pension liability also include other long term  
benefits relating to anniversary bonuses, etc., amounting to EUR 2.0m  
(EUR 1.9m in 2021). At the end of 2022, there were no plan assets to be  
offset in the present value of the liability.  
Actuarial assumptions applied  
2022  
2021  
Discount rate  
3.4%  
1.1%  
Future salary increases  
3.0%  
3.0%  
Future pension increases  
2.2%  
2.0%  
Sensitivity analysis  
The table below shows the sensitivity of the liability to changes in key  
assumptions for the measurement of the pension liabilities, net. The anal-  
ysis is based on the changes in the applied key assumptions considered  
reasonably likely provided the other parameters in the calculation are  
unchanged.  
Amounts in EURm  
2022  
2021  
+0.5%-point in discount rate  
-2.2  
-3.5  
-0.5%-point in discount rate  
2.5  
3.9  
+0.5%-point in future pension increase  
-0.5%-point in future pension increase  
2.2  
3.4  
-2.0  
-3.1  
A change in the salary increase of 0.5%-points is not considered to have  
a material effect.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
75  
Section 4 – Working capital  
NKT Group’s working capital  
represents the assets and liabilities  
necessary to support the day-to-  
day operations. Working capital is  
defined as current assets less current  
liabilities, excluding interest-bearing  
items and provisions.  
4.1 Changes in working capital in cash flow  
Amounts in EURm  
2022  
2021  
Inventory  
-62.0  
-40.7  
Trade receivables and other receivables  
-71.2  
-69.3  
Contract assets and contract liabilities  
225.2  
57.0  
Trade payables and other liabilities  
93.1  
99.6  
Effect of discontinued operations  
0.0  
4.1  
Total  
185.1  
50.7  
The numbers in the table above cannot be derived directly from the  
balance sheet.  
Amounts in EURm  
2022  
2021  
Reconciliation to change in working capital in cash flow  
Working capital 1 January  
-59.6  
-137.1  
Reclassification of discontinued operations 1 January  
-33.6  
0
Working capital 31 December  
-303.0  
-59.6  
Change in working capital based on balance sheet  
-209.8  
77.5  
Effect of unrealized hedges reported on Equity  
18.7  
-127.3  
Effect of discontinued operations  
0.0  
4.1  
Effect of changes in current tax  
4.6  
4.2  
Effect of changes in exchange rates, etc.  
1.4  
-1.0  
Change in working capital based on cash flow statement  
-185.1  
-50.7  
Working capital  
-303.0m  
(-93.2m in 2021)  
4.2 Inventories  
Amounts in EURm  
2022  
2021  
Raw materials, consumables  
and goods for resale  
154.5  
127.9  
Work in progress  
73.2  
69.7  
Finished goods  
107.2  
89.8  
Inventories, 31 December  
334.9  
287.4  
Write-down of inventories, 1 January  
17.0  
21.8  
Write-down of inventories for the year  
1.0  
3.0  
Disposals from sales  
0.0  
-1.6  
Scrapping  
-7.1  
-6.2  
Transfer to assets held for sale  
-3.5  
0
Write-down of inventories, 31 December  
7.4  
17.0  
Solutions  
Working capital  
Accounting policy  
Inventories are measured at cost in accordance with  
the FIFO method or at a weighted average. If the net  
realizable value is lower than cost, inventories are  
written down to this lower value.  
Raw materials, consumables and goods for resale  
are measured at cost, comprising purchase price  
plus delivery costs.  
Finished goods and work in progress are measured  
at cost, comprising direct costs and production  
overheads.  
- 437.2m  
(-152.8m in 2021)  
Applications  
Working capital  
89.7m  
(64.3m in 2021)  
Service & Accessories  
Working capital  
36.2m  
(22.6m in 2021)  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 4 – Working capital  
4.3 Receivables  
In NKT Group, receivables comprise trade and other receivables from ex-  
ternal companies, other receivables from derivative financial instruments  
and prepayments. Receivables are measured at amortized cost, which in  
all material respects corresponds to fair value and nominal value.  
Amounts in EURm  
2022  
2021  
Trade receivables  
208.7  
212.6  
Other receivables incl. derivatives  
283.1  
266.7  
Prepayments  
30.7  
49.6  
Receivables  
522.5  
528.9  
Of the receivables, EUR 0.1m are expected to be received later than 12  
months (EUR 1.3m in 2021).  
Annual Report 2022
NKT A/S
76  
Development in provision for bad debt  
Amounts in EURm  
2022  
2021  
Trade receivables, gross  
211.4  
215.8  
Provision for bad debt  
Provision for bad debt, 1 January  
3.2  
3.8  
Additions during the year  
0.6  
1.4  
Reversed during the year  
-0.6  
-1.2  
Used during the year  
-0.3  
-0.9  
Transferred to assets held for sale  
-0.2  
0.0  
Exchange rate adjustments  
0.0  
0.1  
Provision for bad debt, 31 December  
2.7  
3.2  
Trade receivables, net  
208.7  
212.6  
Accounting policy  
Trade receivables are at initial recognition measured at their transaction  
price less allowance for expected credit losses over the lifetime and are  
subsequently measured at amortized cost adjusted for changes to the  
expected credit losses. Expected credit losses at initial recognition are  
calculated for portfolios of receivables that share credit risk characteris-  
tics and is based on historical experience and, when applicable, adjusted  
for factors that are specific to the debtors and general economic con-  
ditions. The portfolios are primarily based on the debtor’s domicile and  
credit rating in accordance with NKT Groups credit risk management  
policy, see Section 5.6.  
When there is an indication of impairment, expected credit losses are  
calculated at individual level and when there are no reasonable expecta-  
tions of recovering, the receivable is written off in part or entirely.  
The allowances for expected credit losses and write-offs for trade receiv-  
ables are recognized in the income statement as Other costs.  
Impairment on trade receivables amounted to 1% of trade receivables  
unchanged from 1% in 2021. For further information on credit risks,  
please see Section 5.6.  
In 2022, credit losses recognized in the income statement count for  
0.0% of total revenue (0.1% of total revenue in 2021). The expected loss  
rates are updated at every reporting date.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 4 – Working capital  
4.4 Contract assets and liabilities  
Contract assets comprise the sales value of work performed on con-  
struction contracts, where NKT Group does not yet possess an uncon-  
ditional right to payment, as the work performed has not been approved  
by the customer. Contract liabilities comprise contractual unconditional  
invoicing for work not yet performed.  
Amounts in EURm  
2022  
2021  
Construction contracts  
Contract value of work in progress  
1,614.3  
1,859.9  
Progress billing  
-2,155.4  
-2,156.9  
-541.1  
-297.0  
Recognized as contract assets  
98.2  
97.3  
Recognized as contract liabilities  
-639.3  
-394.3  
-541.1  
-297.0  
Construction contracts  
639.3  
394.3  
Prepayments for construction contracts  
19.9  
27.0  
Other prepayments from customers  
18.4  
38.0  
Total contract liabilities  
677.6  
459.3  
Annual Report 2022
NKT A/S
77  
Accounting policy  
Construction contracts  
Construction contracts are measured at the selling price of the work  
performed less progress billings and anticipated losses. If the value of  
work performed exceeds progress billings, the excess is recognized as  
contract assets. and if progress billings exceed the value of work per-  
formed, the deficit is recognized as contract liabilities. Prepayments from  
customers are recognized under contract liabilities.  
Construction contracts are characterized by a high degree of customiza-  
tion in the design of the cables produced. It is furthermore a requirement  
that before commencement of the work, a binding contract is signed that  
will result in a fine or compensation in case of subsequent cancellation.  
The contract value is measured according to the stage-of-completion,  
which is determined on the basis of an assessment of the work per-  
formed, calculated as the ratio of expenses incurred compared to total  
anticipated expenses on the contract concerned. When it is probable  
that the total contract costs will exceed the total contract revenue, the  
anticipated loss on the contract is immediately recognized as a provision.  
When income and expenses on a construction contract cannot be  
determined reliably, the contract value is measured as the costs incurred  
which are likely to be recoverable.  
Amounts in EURm  
2022  
2021  
Contract assets, 1 January  
97.3  
21.3  
Addition from revenue recognized  
40.1  
85.6  
Transferred to receivables  
-30.5  
-13.0  
Transferred to assets held for sale  
-2.1  
0.0  
Exchange rate adjustments  
-6.6  
3.4  
Contract assets, 31 December  
98.2  
97.3  
Contract liabilities, 1 January  
459.3  
296.5  
Decrease from revenue recognized  
-331.7  
-179.2  
Prepayments received  
562.3  
344.6  
Transferred to assets held for sale  
-0.5  
0.0  
Exchange rate adjustments  
-11.8  
-2.6  
Contract liabilities, 31 December  
677.6  
459.3  
Expected recognition of revenue:  
Within 1 year  
468.4  
281.0  
Within 1-5 years  
209.2  
178.3  
After 5 years  
0.0  
0.0  
677.6  
459.3  
Significant estimates  
Construction contracts are measured based on Management’s judge-  
ment in terms of stage-of-completion and estimated profit on a project-  
by-project approach to estimate the expected selling prices which affect  
the value recognized in the balance sheet. The estimate includes a risk  
provision, which is based on an assessment of the specific risk that each  
project is exposed to. Therefore, the recognition of revenue and related  
contract assets and liabilities are subject to uncertainty. Management’s  
estimates are based on the most likely outcomes of the projects.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
78  
Section 5 – Capital structure and financial risk management  
NKT’s Capital structure targets  
are related to solvency (ratio of  
minimum 30%) and operational  
EBITDA leverage (ratio up to 1.0x).  
Financial risk management mainly  
relates to managing the risks related  
to currency, commodities and  
interest rate risks relating to the  
financing.  
5.1 Share capital  
NKT A/S’ share capital consists of shares with a nominal value of DKK 20 each. No shares  
carry special rights. NKT A/S’ Articles of Association specify no limits in respect of owner-  
ship or voting right, and Group Management is unaware of any agreements in this regard.  
Distribution of dividend to shareholders of NKT A/S has no tax consequences for the company.  
As per 31 December 2022 share capital comprised 42,976,036 shares of nominal value  
of DKK 20 per share. Share capital has been unchanged in 2022 and 2021. During 2022,  
75,000 treasury shares were purchased of which 16,055 are held at 31 December 2022.  
5.2 Earnings per share  
Amounts in EURm  
2022  
2021  
Profit attributable to equity holders  
53.8  
-4.0  
Weighted average number of ordinary  
shares adjusted for the effect of dilution  
43,094,255  
43,090,596  
Basic earnings - continuing operations,  
EUR, per share (EPS)  
1.1  
0.1  
Diluted earnings - continuing operations,  
EUR, per share (EPS-D)  
1.1  
0.1  
Basic earnings per share, EUR  
1.3  
-0.1  
Diluted earnings per share, EUR  
1.2  
-0.1  
There has been no transactions between the balance sheet date and the  
date of publication of this Annual Report, that have significantly changed  
the number of shares or potential shares in NKT A/S.  
Mandates issued by the shareholders at the General Meeting  
in relation to the Group’s capital structure:  
1. The share capital may, by resolution of the Board of Directors, be increased by issue of  
shares to a maximum nominal amount of DKK 256m in the period until 30 April 2025. The  
mandate was granted on the Annual General Meeting in June 2020, and consequently  
subsequent the first capital increase in 2020. With the second increase in December  
2020 of DKK 215m, the remaining amount of the authorization is DKK 41,119,820.  
Solvency ratio  
41%  
2. For the period until 31 March 2026 the Board of Directors is authorized to arrange for ac-  
quisition of the Company’s own shares up to a nominal value of 10% of the share capital.  
The purchase price for such shares may not deviate more than 10 per cent from the price  
quoted on Nasdaq Copenhagen at the time of acquisition. The price quoted at the time of  
acquisition shall mean Nasdaq Copenhagen closing price - all transactions at 5 p.m.  
(45% in 2021)  
Operational EBITDA leverage  
3. In the period until 30 April 2025 loans may be raised against bonds or debt instruments in  
one of several transactions with a right for the lender to convert this claim to shares, each  
of a nominal value of DKK 20, up to a maximum nominal amount of DKK 128m (6.4 mil-  
lion new shares). This mandate is equally capped to DKK 41,119,820 due to the capital  
increases in 2020.  
-0.4x  
(0.1x in 2021)  
Accounting policy  
Dividend is recognized as a liability at the date of adoption at the Annual General Meeting  
(declaration date). Proposed dividend payments for the year are disclosed as a separate  
item under equity. Interim dividend is recognized as a liability at the date when the decision  
to pay such dividend is made.  
Acquisition costs, consideration received, and dividends relating to treasury shares, are  
recognized directly in retained comprehensive income in equity.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 5 – Capital structure and financial risk management  
5.3 Hybrid capital  
For 2022, hybrid capital comprise issued bonds from September 2022 of  
EUR 150m. For 2021, hybrid capital comprose issued bonds from Sep-  
tember 2018 of EUR 150m. In 2022, the
hybrid capital from September  
2018 was called and settled and a new hybrid bond was issued.  
The issued hybrid capital in both 2022 and 2021 have been accounted  
for as a hybrid capital reserve in equity. The classification is based on the  
special characteristics of the hybrid bond, where the bondholders are  
subordinate to other creditors, and NKT A/S may defer and ultimately  
decide not to pay the coupon. Any deferred coupons outstanding in  
3022 will be cancelled. However, deferred coupon payments become  
payable if NKT A/S decides to pay dividends to shareholders. Coupon  
payments are recognized in equity. For further details on the hybrid  
capital for 2022 and 2021 please see table below.  
As the principal of the securities ultimately falls due in 3022 (3018 in  
2021), its discounted fair value is zero due to the terms of the securities.  
Therefore, a liability of zero has been recognized in the balance sheet,  
and the full amount of the proceeds have been recognized as equity.  
Coupon payments are recognized in the statement of cash flows in the  
same way as dividend payments within financing activities.  
Annual Report 2022
NKT A/S
79  
In connection with the issue of the new hybrid capital in 2022, holders of  
the previous hybrid capital had the option to roll-over their investment in  
the new hybrid capital without any cash transactions. Therefore, the cash  
flow from the issue and repurchase of hybrid capitals are less than the  
nominal amount of the hybrids. Below is a specification of the cash flow  
related to the hybrid capital transactions in 2022.  
Accounting policy  
Hybrid capital is treated in accordance with the rules on compound  
financial instruments based on the characteristics of the bonds. The  
notional amount, which constitutes a liability, is recognized at present  
value, and equity has been increased by the difference between the net  
proceeds received and the present value of the discounted liability. The  
part of the hybrid capital that is accounted for as a liability is measured  
at amortized cost. The carrying amount is zero on initial recognition and  
due to the 1,000-year term of the hybrid capital, amortization charges  
will only have an impact on the income statement for the years at the  
end of the 1,000-year term of the hybrid capital.  
Coupon payments are accounted for as dividends and are recognized  
directly in equity when the obligation to pay arises.  
The obligation to pay coupon payments is at the discretion of Group  
Management and deferred coupon lapses upon maturity of the hybrid  
capital. Coupon payments are recognized in the statement of cash flows  
in the same way as dividend payments within financing activities.  
On redemption of the hybrid capital, the payment will be distributed  
between liability and equity, applying the same principles as used when  
the hybrid capital was issued. The difference between the payment on  
redemption and the net proceeds received on issue is recognized directly  
in equity as the debt portion of the existing hybrid issues will be nil during  
the first part of the life of the hybrid capital.  
On the date on which the Board of Directors decides to exercise an op-  
tion to redeem the hybrid capital, the part of the hybrid capital that will be  
redeemed will be reclassified to loans and borrowings. The reclassifica-  
tion will be made at the market value of the hybrid capital at the date the  
decision is made. Following the reclassification, coupon payments and  
exchange rate adjustments will be recognized in the income statement  
as financial income or expenses.  
Cash flow from new hybrid capital  
2022  
Issue of new hybrid capital  
150.0  
Costs associated with new hybrid capital  
-1.6  
Transferring of former hybrid holders to new hybrid capital  
-86.7  
Proceeds from issurance of hybrid capital  
61.7  
Repayment of previous hybrid capital  
-150.0  
Transferring of former hybrid holders to new hybrid capital  
86.7  
Repurchase of hybrid capital  
-63.3  
On 11 August 2022, NKT A/S announced the notice of early redemption  
of all of its outstanding hybrid securities due 3018 with redemption date  
12 September 2022. As per 11 August 2022, the hybrid was there-  
fore treated as an interest-bearing liability and no longer as an equity  
instrument. Consequently, the interests on the hybrid for the period up  
until 11 August 2022 are treated as dividend on the equity and interests  
for the period after 11 August 2022 until redemption date are treated as  
financial items.  
Hybrid bonds  
2022  
2021  
Nominal value of hybrid capital  
EUR 150.0m  
EUR 150.0m  
Classification in financial statement  
Equity  
Equity  
Issued  
Sept. 2022  
Sept. 2018  
Maturing  
July 3022  
Sept. 3018  
First call date  
1 July 2026
12 Sept. 20221  
Interests:  
For the first four years  
7.240%  
5.375%  
For the following years  
Resets to the  
Resets to the  
4-year EUR  
4-year EUR  
swap rate  
swap rate  
prevailing  
prevailing at  
at that time  
that time plus  
plus 5%  
10.225%  
The hybrid capital in 2021 was called and settled in 2022.  
1
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
80  
Section 5 – Capital structure and financial risk management  
5.4 Net interest-bearing debt  
Net interest-bearing debt  
Net interest-bearing debt incl. liabilities associated with assets held for  
sale end 2022 was EUR -54.8m (EUR 13.2m end-2021), corresponding  
to an decrease of EUR 68.0m. The decrease was driven by the improved  
result as well as improved working capital.  
In addition to the hybrid security mentioned in note 5.3 and Revolving  
Credit Facility (RCF) mentioned in note 5.6, NKT Group has mortgage  
debt of EUR 139.8m (EUR 154.3m in 2021).  
Net interest-bearing debt includes debt related to capitalized lease  
contracts of EUR 37.6m (EUR 50.2m in 2021). Of this amount, EUR  
32.1m was recognized as non-current (EUR 42.5m in 2021), and EUR  
5.5m as current debt (EUR 7.7m in 2021). In 2022, payments related to  
capitalized lease contracts amounted to EUR 7.1m (EUR 9.4m in 2021),  
of which EUR 5.3m was installments on the debt (EUR 7.3m in 2021)  
and the remaining amount, EUR 1.8m (EUR 2.1m in 2021), was interest  
expenses recognized in financial items in the income statement.  
Amounts in EURm  
2022  
2021  
Net interest-bearing debt comprise:  
Non-current loans  
180.9  
196.4  
Current loans  
14.9  
17.5  
Interest-bearing debt, gross  
195.8  
213.9  
Interest-bearing receivables  
0.2  
0.2  
Cash at bank and in hand  
258.5  
200.5  
Net interest-bearing debt  
-62.9  
13.2  
Net interest-bearing debt presented as assets held for sale  
8.1  
0.0  
Net interest-bearing debt incl. assets held for sale  
-54.8  
13.2  
Changes in current loans, non-current loans and lease liabilities  
Liabilities  
Effect of  
Changes  
associated  
changes in  
from  
Changes  
Acquisitions  
with assets  
exchange  
Amounts in EURm  
1 January  
cash flow  
in leases  
of business  
held for sale  
rates 31
December  
Current and non-current loans1, 2022  
213.9  
-5.9  
-4.5  
5.5  
-8.6  
-4.6  
195.8  
Current and non-current loans1, 2021  
213.4  
-5.6  
4.1  
0.0  
0.0  
2.0  
213.9  
1
Current and non-current loans include leasing liabilities  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
81  
Section 5 – Capital structure and financial risk management  
5.4 Net interest-bearing debt – continued  
The items in the table do not include interest. The forward contracts are  
recognized at fair value and the discount element is considered insignifi-  
cant because of short maturity.  
Interest-bearing loans and borrowings are consequently recognized in  
the balance sheet at the amounts stated in the table. Interest-bearing  
loans and borrowings are predominantly based on floating interest rates  
and are measured at amortized cost. The carrying amount therefore in all  
material aspects corresponds to fair value and nominal value.  
Changes in current loans, non-current loans and lease liabilities  
Less than  
More than  
Amounts in EURm  
1 year  
1-3 years  
3-5 years  
5 years  
Total  
2022  
Interest-bearing loans and borrowings1  
14.9  
35.6  
24.1  
121.2  
195.8  
Hereof leasing liabilities  
5.5  
8.0  
6.0  
18.1  
37.6  
Trade payables  
351.0  
351.0  
Prepayments  
18.4  
18.4  
Derivative Financial liabilities  
76.6  
76.6  
Other payables  
147.1  
147.1  
Total  
608.0  
35.6  
24.1  
121.2  
788.9  
2021  
Interest-bearing loans and borrowings1  
17.5  
39.0  
36.6  
120.8  
213.9  
Hereof leasing liabilities  
7.7  
12.3  
7.9  
22.3  
50.2  
Trade payables  
341.8  
341.8  
Prepayments  
7.8  
7.8  
Derivative Financial liabilities  
14.6  
14.6  
Other payables  
155.8  
155.8  
Total  
537.5  
39.0  
36.6  
120.8  
733.9  
1
Interest-bearing loans and borrowings include leasing liabilities recognized in the balance sheet, but not short-term and low-value leases. These are specified in note 3.2.  
Accounting policy  
Interest-bearing loans and borrowings are recognized at the amount  
of proceeds received at the date of borrowing, net of transaction costs  
paid. In subsequent periods the financial liabilities are measured at  
amortized cost using ‘the effective interest method’, and the difference  
between the proceeds and the nominal value is therefore being recog-  
nized in the income statement under financial expenses over the term of  
the loan.  
Interest-bearing loans and borrowings also include the capitalized residu-  
al lease obligations on finance leases measured at amortized cost.  
5.5 Financial items  
Financial income  
Financial expenses  
Net financial items  
Amounts in EURm  
2022  
2021  
2022  
2021  
2022  
2021  
Interest etc. relating to financial assets/liabilities  
measured at amortized cost  
2.2  
4.8  
-6.4  
-9.1  
-4.2  
-4.3  
Interest expenses on leases  
0.0  
0.0  
-1.8  
-1.8  
-1.8  
-1.8  
Total interest  
2.2  
4.8  
-8.2  
-10.9  
-6.0  
-6.1  
Foreign exchange gains/losses  
50.4  
20.5  
-53.1  
-17.3  
-2.7  
3.2  
Gain/loss on derivative financial instruments  
19.7  
40.5  
-1.9  
-45.8  
17.8  
-5.3  
Total currency gain/losses  
70.1  
61.0  
-55.0  
-63.1  
15.1  
-2.1  
Total financial items  
72.3  
65.8  
-63.2  
-74.0  
9.1  
-8.2  
Financial income and expenses comprise interest, dividends, gain/loss  
on securities, receivables and transactions denominated in foreign cur-  
rencies, amortization of financial assets and liabilities, allowances under  
the Danish tax prepayment scheme, as well as changes in the fair value  
of derivative financial instruments not designated as hedges.  
Accounting policy  
Changes in market values of currency and interest rate derivatives not  
entered into with the purpose of hedging an exposure, are recognized in  
financial income or expenses respectively.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
82  
Section 5 – Capital structure and financial risk management  
5.6 Financial risks and financial instruments  
Financial risk management policy  
NKT is exposed to and manages several financial  
risks due to its operations, investments and financing  
activities. The risk policy does not allow for speculation  
in financial risks.  
The risk management policy is managed by Group  
Treasury. The general principle is that all known risks  
are hedged, though with acceptance of an open  
position within a defined threshold. The risk thresholds  
are defined at a level, that insure NKT is sufficiently pro-  
tected against any risk, while providing Group Treasury  
room for managing risks efficiently.  
NKT uses financial instruments, such as forwards,  
swaps and interest rate caps to hedge exposures relat-  
ing to currency, interest rates, and commodities. While  
options are also available as instruments, no option  
contracts are active at the end of 2022 (none in 2021).  
The financial risks, as described further below, are  
divided into:  
1. Currency risks  
2. Interest rate risks  
3. Raw material price risks  
4. Credit risks  
5. Liquidity risks  
The principal currency exposure relates to sales and  
purchases in currencies other than the functional  
currency of the businesses. Hedging of these currency  
risks are based on an assessment of the likelihood of  
the future transaction being performed and materiality.  
Expected cash flows with significant currency risk are  
hedged as they become known. Currency risks from  
project-related sales are considered on an individual  
basis. The fair value of the effective part of the hedge  
is recognized in other comprehensive income on a  
continuous basis.  
The table on the next page shows net outstanding for-  
ward exchange hedging contracts as at 31 December  
for NKT, which are used for and fulfil the conditions for  
hedge accounting of future transactions.  
The fair value of the total portfolio of currency hedge  
contracts will impact other comprehensive income if  
currency rates change. The effect of a 10% increase  
in selected currency rates is shown in the table to the  
right.  
As NKT currently only uses forwards and spots to  
hedge the FX risks, and only designate the spot ele-  
ment, the likelihood of inefficiency is low, through possi-  
ble if changes in expected cashflows from projects are  
not reflected correctly in the hedges.  
Sensitivity analysis - financial instruments  
EURm  
2022  
2021  
Effect on  
Effect  
Effect on  
Effect  
earnings  
on equity  
earnings  
on equity  
Risk  
Price change  
before tax  
before tax  
before tax  
before tax  
SEK  
10%  
-43.7  
62.5  
11.4  
-3.1  
-10%  
43.7  
-62.5  
-11.4  
3.1  
GBP  
10%  
0.3  
-22.8  
0.0  
3.1  
-10%  
-0.3  
22.8  
0.0  
-3.1  
NOK  
10%  
0.0  
2.6  
0.2  
-3.8  
-10%  
0.0  
-2.6  
-0.2  
3.8  
USD  
10%  
0.0  
-29.4  
-0.2  
2.6  
-10%  
0.0  
29.4  
0.2  
-2.6  
CZK  
10%  
-0.8  
-0.4  
3.4  
0.0  
-10%  
0.8  
0.4  
-3.4  
0.0  
PLN  
10%  
3.6  
0.0  
-7.2  
0.0  
-10%  
-3.6  
0.0  
7.2  
0.0  
Copper  
10%  
0.0  
54.5  
0.0  
62.3  
-10%  
0.0  
-54.5  
0.0  
-62.3  
Lead  
10%  
0.0  
1.9  
0.0  
1.5  
-10%  
0.0  
-1.9  
0.0  
-1.5  
Aluminium  
10%  
0.0  
-1.1  
0.0  
0.9  
-10%  
0.0  
1.1  
0.0  
-0.9  
Gas-oil  
10%  
0.0  
2.3  
0.0  
1.8  
-10%  
0.0  
-2.3  
0.0  
-1.8  
Interest rate  
1%-point  
0.0  
0.8  
0.0  
0.8  
-1%-point  
0.0  
-0.8  
0.0  
-0.8  
The table above shows a sensitivity analysis of the exposures in currency, commodities and interest rates  
assuming effective hedge accounting is continued to be applied. The presented effects are from the financial  
instruments only (all things being equal). When also considering the development of the underlying exposure the  
future income statement effects, will be fully or partially offset as hedge accounting is applied.  
Currency risks  
With presence in several countries NKT is exposed to  
currency risks that may have considerable influence on  
the income statement and balance sheet. Currency risks  
refer to the risks of losses (or opportunities for gains)  
resulting from changes in currency rates. Currency risks  
arise through transactions, financial assets and liabilities  
denominated in currencies other than the functional  
currency of the individual businesses. Quantification and  
identification of existing and anticipated currency risks  
are the responsibility of the individual businesses, while  
the actual hedging is executed by Group Treasury.  
NKT does not hedge the currency risks related to net  
investments in foreign subsidiaries. Gains and losses  
relating to unhedged net assets in foreign subsidiaries  
are accounted directly in other comprehensive income.  
Interest rate risks  
Interest rate risks refer to the influence of changes in  
market interest rates on future cash flows concerning  
interest-bearing assets and liabilities.  
In 2022 no interest rate swaps were made. In 2021 an  
interest rate hedge of EUR 30m was made in form of an  
interest rate swap with a fixed rate of -0.3375 maturing  
in March 2026.  
As of end-2022, the market value of the interest rate  
derivatives was EUR 7.6m (EUR 0.8m in 2021).  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
83  
Section 5 – Capital structure and financial risk management  
5.6 Financial risks and financial instruments – continued  
Cash flow hedges related to  
Notional value  
Notional value  
Fair value  
the most significant currencies  
Average exchange rate1  
Local currency in million  
EURm  
EURm  
Local currency  
31 Dec 2022  
31 Dec 2021  
31 Dec 2022  
31 Dec 2021  
31 Dec 2022  
31 Dec 2021  
31 Dec 2022  
31 Dec 2021  
SEK2  
Buy  
Less than 1 year  
0.0943  
0.0927  
7,661.54  
334.18  
722.30  
30.99  
-35.8  
1.3  
More than 1 year  
0.0938  
0.0915  
8,963.35  
23.82  
840.94  
2.18  
-37.8  
0.1  
Sell  
Less than 1 year  
0.0926  
0.0963  
6,873.45  
6.96  
636.51  
0.67  
20.6  
More than 1 year  
0.0940  
3,431.63  
322.62  
15.1  
USD  
Buy  
Less than 1 year  
0.9410  
0.8445  
562.29  
25.43  
529.13  
21.48  
-9.5  
0.7  
More than 1 year  
0.9486  
0.8631  
281.06  
19.70  
266.62  
17.00  
-10.6  
Sell  
Less than 1 year  
0.9697  
0.8494  
542.51  
64.73  
526.09  
54.98  
25.1  
-1.6  
More than 1 year  
0.9341  
0.8382  
617.35  
10.35  
576.67  
8.68  
15.8  
-0.2  
Less than 1 year  
1.1522  
1.1570  
104.12  
42.90  
119.97  
49.63  
-3.3  
1.0  
GBP  
Buy  
More than 1 year  
1.1626  
1.1458  
35.24  
31.32  
40.97  
35.98  
-1.7  
0.6  
Sell  
Less than 1 year  
1.1551  
1.1398  
144.55  
80.20  
166.98  
91.41  
5.1  
-3.1  
More than 1 year  
1.1702  
1.1364  
196.46  
19.93  
229.90  
22.64  
9.8  
-0.5  
NOK  
Buy  
Less than 1 year  
0.0975  
0.0980  
329.04  
130.00  
32.08  
12.74  
-1.7  
0.1  
More than 1 year  
0.1028  
0.0975  
151.65  
295.00  
15.59  
28.76  
-1.4  
-0.3  
Sell  
Less than 1 year  
0.1020  
191.14  
19.49  
1.6  
More than 1 year  
0.0988  
0.0988  
14.75  
40.00  
1.46  
4.00  
0.1  
0.1  
CAD  
Buy  
Less than 1 year  
0.7137  
24.00  
17.13  
-0.7  
More than 1 year  
Sell  
Less than 1 year  
0.7413  
67.96  
50.38  
4.0  
More than 1 year  
0.7500  
45.30  
33.98  
3.4  
Cash flow hedges reported as assets  
74.5  
4.4  
Cash flow hedges reported as liabilities  
76.4  
6.2  
EUR/Local currency  
1
2
For hedges in Local currency/SEK the SEK part has been tranferred to EUR, and a value of the SEK part has been calculated.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
84  
Section 5 – Capital structure and financial risk management  
5.6 Financial risks and financial instruments – continued  
Raw material price risks  
Raw material price risks primarily relate to metals and plastics used in  
the cable production. When changes in raw material prices cannot be  
transferred to customers, NKT uses financial instruments to hedge the  
price risks. NKT has, due to the larger order backlog, a high amount of raw  
material derivatives to cover the risks related to the large future purchases  
of especially copper. Exposures and hedging of current and expected  
future raw material risks are managed by the businesses based on adopted  
Group guidelines. Hedging of awarded projects are done at the time of  
award and adjusted according to changes in production plans.  
NKT hedge raw material via LME. Changes in the fair value of the hedging  
instrument should offset changes in the value of the underlying item be-  
cause the reference prices are the same for the hedging instrument and the  
hedged item. NKT applies cost of hedging, whereby the forward points are  
recognized in other comprehensive income and transferred with the effective  
hedge when the hedged transaction occurs.. For the hedge of plastic, inef-  
fectiveness will arise as this is hedged via a gas-oil proxy hedge. Ineffective-  
ness because of differences in the change between gas-oil and plastic are  
considered insignificant.  
As at 31 December 2022, NKT A/S had current financial hedging instru-  
ments relating to future raw material supplies of a value of EUR 908.6m  
(EUR 468.6m in 2021) with a positive fair value of EUR 170.6m (positive  
value of EUR 225.2m in 2021).  
Sensitivity to the development (+/- 10%) in raw material prices was present-  
ed in the table on page 82. The table to the right provides an overview of  
the cash flow hedges related to raw materials.  
Average rate  
Notional value  
Fair value  
Cash flow hedges related to raw materials  
EUR/ton  
EURm  
EURm  
Commodity  
31 Dec 2022  
31 Dec 2021  
31 Dec 2022  
31 Dec 2021  
31 Dec 2022  
31 Dec 2021  
Copper  
Buy  
Less than 1 year  
5,961  
5,882  
528.6  
321.0  
169.6  
147.3  
More than 1 year  
7,485  
5,516  
301.2  
231.7  
15.6  
123.7  
Sell  
Less than 1 year  
6,421  
5,733  
-119.4  
100.5  
-26.9  
-47.4  
More than 1 year  
5,371  
14.9  
-8.9  
Lead  
Buy  
Less than 1 year  
1,843  
1,677  
20.0  
18.6  
4.0  
4.3  
More than 1 year  
1,897  
1,721  
10.2  
3.1  
1.7  
0.7  
Sell  
Less than 1 year  
1,885  
1,647  
-3.2  
8.0  
-0.5  
-1.9  
More than 1 year  
1,872  
1.4  
Aluminium  
Buy  
Less than 1 year  
2,349  
1,778  
13.3  
9.2  
-0.8  
4.0  
More than 1 year  
Sell  
Less than 1 year  
2,312  
1,563  
-24.9  
2.7  
1.1  
-1.6  
More than 1 year  
Gas-oil  
Buy  
Less than 1 year  
620  
420  
20.4  
6.6  
5.5  
2.6  
More than 1 year  
613  
412  
13.0  
8.3  
1.5  
2.5  
Sell  
Less than 1 year  
634  
578  
-2.0  
2.1  
-0.6  
-0.1  
More than 1 year  
847  
573  
-2.9  
0.3  
0.6  
Cash flow hedges reported as assets  
171.0  
225.8  
Cash flow hedges reported as liabilities  
0.2  
0.6  
Accounting policy  
NKT mainly apply hedge accounting for financial instruments related to  
currency, raw materials as well as interest rates for loans. The hedges  
normally hedge the risk one-to-one with the hedged item. Only gas-oil  
hedges for the hedging of the price risk of plastic differs from this principle,  
as Group Treasury here determine the ratio necessary to hedge the price  
risk for plastic.  
The Group designates the share of the fair value of a forward contract  
that is related to cash price for metals and spot price for FX hedges (i.e.  
excluding the forward elements) as the hedging instrument for all of its  
hedging relationships involving forward contracts. In accordance with the  
cost of hedging principle all fair values related to the forward element of  
the hedging contract is recognized in other comprehensive income and  
accumulated in the cost of hedging reserve. As the hedged items are  
transaction-related, the forward element is reclassified to the profit or loss  
when the hedged item affects profit or loss, and in the same line item as  
the hedged item.  
Fair value changes for cash flow hedges considered effective, are recog-  
nized in other comprehensive income in the hedging reserve. For each  
reporting date, effectiveness is considered and if the future cash flows are  
no longer expected to materialize, the accumulated value reported in the  
hedge reserve is reclassified to financial items in the income statement. In  
all other cases the accumulated value is reclassified to the income state-  
ment in the same line as the hedged item.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
85  
Section 5 – Capital structure and financial risk management  
5.6 Financial risks and financial instruments – continued  
Foreign  
exchange Interest
rate Commodity  
Amounts in EURm  
risk hedging
risk hedging
risk hedging  
Total  
Balance at 1 January 2021  
-0.4  
-0.1  
72.4  
71.9  
Gain arising from changes in fair value of hedging instruments  
5.7  
0.9  
220.2  
226.8  
Income tax related to gains recognized in other comprehensive income  
-1.3  
-0.2  
-55.7  
-57.2  
Gain reclassified to profit or loss - hedged items have affected profit or loss  
-8.9  
0.0  
-68.3  
-77.2  
Income tax related to amounts reclassified to profit or loss  
1.8  
0.0  
16.6  
18.4  
Exchange rate adjustments  
-0.2  
0.0  
-0.5  
-0.7  
Balance at 31 December 2021  
-3.3  
0.6  
184.7  
182.0  
Gain/(loss) arising from changes in fair value of hedging instruments during the period  
0.9  
6.7  
72.9  
80.5  
Income tax related to gains/(losses) recognized in other comprehensive income  
during the period  
-0.2  
-1.5  
-10.2  
-11.9  
(Gain)/loss reclassified to profit or loss - hedged items have affected profit or loss  
3.0  
0.0  
-125.8  
-122.8  
Income tax related to amounts reclassified to profit or loss  
-0.6  
0.0  
27.5  
26.9  
Exchange rate adjustments  
-0.1  
0.0  
-9.0  
-9.1  
Balance at 31 December 2022  
-0.3  
5.8  
140.1  
145.6  
Cash flow hedge reserve  
Categories of financial instruments  
Amounts in EURm  
2022  
2021  
Financial assets  
Measured at amortized costs:  
Receivables  
273.2  
308.8  
Contract assets  
98.2  
97.3  
Interest bearing receivables  
0.2  
0.2  
Measured at fair value through profit /loss:  
Other investments and receivables  
0.8  
0.8  
Cash at bank and in hand  
258.5  
200.5  
Derivative financial instruments  
249.3  
220.1  
Financial liabilities  
Measured at amortized costs:  
Trade payables and other liabilities  
502.1  
497.6  
Interest-bearing loans and borrowings  
195.8  
213.9  
Measured at fair value through profit /loss:  
Derivative financial instruments  
76.6  
14.6  
In the table above, financial instruments are presented in the categories  
which determine, how they will be recognized in the financial statements.  
Foreign  
exchange Interest
rate Commodity  
Amounts in EURm  
risk hedging
risk hedging
risk hedging  
Total  
Balance at 1 January 2021  
0.0  
0.0  
0.0  
0.0  
Loss arising from changes in fair value of hedging instruments  
-1.4  
0.0  
-23.4  
-24.8  
Income tax related to loss recognized in other comprehensive income  
0.4  
0.0  
5.8  
6.2  
Loss reclassified to profit or loss - hedged items have affected profit or loss  
0.0  
0.0  
3.3  
3.3  
Income tax related to amounts reclassified to profit or loss  
0.0  
0.0  
-0.8  
-0.8  
Exchange rate adjustments  
0.0  
0.0  
-0.1  
-0.1  
Balance at 31 December 2021  
-1.0  
0.0  
-15.2  
-16.2  
Gain/(loss) arising from changes in fair value of hedging instruments during the period  
1.3  
0.0  
0.4  
1.7  
Income tax related to gains/(losses) recognized in other comprehensive income  
during the period  
-0.3  
0.0  
-0.1  
-0.4  
(Gain)/loss reclassified to profit or loss - hedged items have affected profit or loss  
0.0  
0.0  
2.9  
2.9  
Income tax related to amounts reclassified to profit or loss  
0.0  
0.0  
-0.7  
-0.7  
Exchange rate adjustments  
0.0  
0.0  
0.0  
0.0  
Balance at 31 December 2022  
0.0  
0.0  
-12.7  
-12.7  
Of the fair values recorded in other comprehensive income, EUR 0.6m is expected to be recorded in Revenue (EUR 3.6m in 2021) and EUR 132.3m  
(EUR 161.5m in 2021) is expected to be recorded in Cost of raw materials, consumables and goods for resale.  
Cost of hedging reserve  
Accounting policy - continued  
Fair value changes of financial instruments used to hedge the change in  
fair value of an asset or liability is recorded in the income statement in the  
same line item as the changes in value of the hedged asset or liability is  
recognized in.  
Hedging of currency risk is not performed for net assets (equity) in  
foreign subsidiaries. Gains and losses relating to unhedged net assets  
in foreign subsidiaries are accounted for directly in other comprehensive  
income.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
86  
Section 5 – Capital structure and financial risk management  
5.6 Financial risks and financial instruments – continued  
Measuring fair value  
Financial instruments measured at fair value in the balance sheet are  
designated as belonging to one of the following three categories (the ‘fair  
value hierarchy’):  
Level 1:
Listed prices (unadjusted) in active markets for identical assets  
and liabilities  
Level 2:
Input, other than listed prices on Level 1, which is observable for  
the asset or liability either directly (as prices) or indirectly (derived  
from prices)  
Level 3:
Input for the asset or liability which is not based on observable  
market data (non-observable input)  
Financial instruments measured at fair value consist of derivative financial  
instruments. The fair value at 31 December 2022 and 2021 of NKT  
Group’s forward transactions are measured in accordance with Level 2  
as the fair value is based on official exchange rates and forward rates at  
the balance sheet date.  
No financial instruments was moved from one level to another in the year  
(no move in 2021 either).  
Liquidity risks  
It is NKT Group’s policy to maintain adequate liquidity resources to im-  
plement planned operating activities and to be able to operate effectively  
in the event of unforeseen fluctuations in liquidity. NKT Group’s liquidity  
resources consist of cash, cash equivalents and undrawn committed  
credit facilities (RCF).  
The current RCF of EUR 200m has in 2022 been extended with one  
year, so it matures in November 2025. The mortgage loan portfolio  
matures in 2032 and 2033.  
The RCF is the only financing instrument subject to financial covenants.  
NKT Group’s financing contains change of control clauses, which comes  
into effect if a shareholder or shareholder group gains control over NKT  
A/S or if NKT A/S is no longer listed at Nasdaq Copenhagen.  
It is Group Management’s opinion, that the financial headroom is suffi-  
cient to manage the level of activity expected in 2023 for the NKT Group.  
Liquidity resources  
Amounts in EURm  
2022  
2021  
Committed facilities (>3 years)  
0.0  
0.0  
Committed facilities (1-3 years)  
200.0  
200.0  
Committed facilities (<1 year)  
0.0  
0.0  
Total commited facilities  
200.0  
200.0  
Uncommitted facilities  
0.0  
0.0  
Total facilities  
200.0  
200.0  
Cash  
258.5  
200.5  
Utilized facilities  
-9.0  
-5.4  
Cash classified as assets held for sale  
3.7  
0.0  
Liquidity recources  
453.2  
395.1  
Credit risks  
NKT’s credit risks relate partly to receivables, contract assets and cash  
at bank and in hand, and partly to derivative financial instruments with  
positive fair value. The maximum credit risk attached to financial assets  
correspond to the values recognized in the balance sheet.  
NKT has no material risks relating to a single customer or partner. NKT’s  
policy for acceptance of credit risks entails ongoing monitoring and credit  
rating of important customers and other partners. NKT obtains prepay-  
ments or bank guarantees from customers, when considered needed.  
Thus, insurance cover and similar measures to hedge receivables are  
rarely applied as NKT historically has had only few material losses.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
87  
Section 6 – Group structure  
6.1 Acquisition and divestment of businesses  
Amounts in EURm  
2022  
Acquisitions  
Non-current assets  
20.9  
Current assets  
6.7  
Non-current liabilities  
-7.3  
Current liabilities  
-3.3  
Acquired net assets  
17.0  
Gain on business acquisition  
-1.2  
Purchase price  
15.8  
Acquired cash and cash equivalents  
-0.1  
Cash flow used for acquisition  
15.7  
6.2 Group companies  
Group companies  
Domicile  
NKT Group  
Denmark  
NKT Cables Group A/S  
Denmark  
NKT (Denmark) A/S  
Denmark  
NKT Invest A/S  
Denmark  
Europe  
NKT Group GmbH1  
Germany  
NKT Verwaltungs GmbH  
Germany  
NKT GmbH & Co. KG  
Germany  
NKT GmbH  
Germany  
Zweite NKT GmbH  
Germany  
NKT s.r.o.  
Czech Republic  
NKT (Ibérica) S.L.  
Spain  
NKT (Sweden) AB  
Sweden  
NKT HV Cables AB  
Sweden  
NKT AS  
Norway  
NKT HVC AS  
Norway  
NKT (U.K.) Ltd.  
UK  
NKT HVC Ltd.  
UK  
Ventcroft Ltd.  
UK  
NKT S.A.  
Poland  
NKT HVC B.V.  
Netherlands  
NKT HV Cables GmbH  
Switzerland  
NKT Lithuania, UAB  
Lithuania  
America  
NKT, Inc  
US  
Group companies  
Domicile  
Middle East  
NKT Middle East DMCC  
Dubai  
Asia/Pacific  
NKT Pty Ltd  
Australia  
NKT South Asia Private Limited  
India  
NKT Operations India Private Limited  
India  
NKT Photonics Group  
Denmark  
NKT Photonics A/S  
Denmark  
Europe  
NKT Photonics Technology GmbH  
Germany  
Advanced Laserdiode Systems A.L.S. GmbH
Germany  
NKT Photonics Switzerland GmbH  
Switzerland  
NKT Photonics Holding Ltd  
UK  
NKT Photonics Ltd  
UK  
NKT Photonics AB  
Sweden  
America  
NKT Photonics Inc.  
US  
Asia/Pacific  
NKT Photonics (Zhenzhen) Co., Ltd.  
China  
Republic of  
NKT Photonics Korea Co., Ltd.  
Korea  
Fianium Asia Ltd.  
Hong Kong  
Acquisitions:  
On 10 January 2022, NKT acquired 100% of the  
shares in Ventcroft Ltd, a UK based company. The  
considerations were transferred in full and there is no  
contingent considerations. Ventcroft Ltd are special-  
ized in fire-resistant building wires and low-voltage  
power cables, and the acquisition was made in order  
to strengthen the product portfolio and is an important  
step in the NKT strategy to grow the business. Vent-  
croft Ltd will be a part of the Applications segment.  
a revenue of EUR 22.2m and a profit of EUR 0.4m.  
Had the acquisition occurred on 1 January 2022,  
the impact for the period until 31 December 2022 on  
revenue and profit would in all material aspects have  
been similar.  
There were no acquisitions in 2021.  
Divestments:  
On 10 March 2022 NKT Photonics divested its  
sensing business, LIOS. The proceeds from the  
sale were EUR 19.7m, and the gain was EUR 8.0m,  
which is recognized in Other operating income in the  
income statement. The business was a part of the  
NKT Photonics segment prior to the divestment, and  
the gain is accordingly included in this segment, why  
reference is made to note 6.3.  
The acquisition consists of net assets of EUR 17.0m  
predominantly related to tangible assets and working  
capital. No intangible assets have been recognized  
from the acquisition. As the purchase price is below  
the net asset value, as well as below the equity value  
of the company at the time of acquisition, a gain  
of EUR 1.2m has been recognized in the Income  
Statement in the line Other Operating Income.  
Acquisition-related costs of EUR 0.2m are recognized  
in Other costs etc. in the income statement of the  
Applications segment.  
From the acquisition date to 31 December 2022,  
Ventcroft Ltd contributed positively to the results with  
On 15 January 2021, NKT divested the recycling  
business in Stenlille, Denmark. The proceeds from  
the sale was EUR 2.1m and the gain was EUR 1.8m.  
The business was a part of the Applications segment  
prior to the divestment, and the gain is accordingly  
included in this segment.  
All Group companies are wholly owned.  
Companies without material interest and dormant companies are omitted from the list.  
1 The Group has applied Section 264b of the German Commercial Code (“Handelsgesetzbuch”) by which  
NKT Group GmbH is exempted from filing local financial statement.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 6 – Group structure  
6.3 Discontinued operations and assets held for sale  
Amounts in EURm  
2022  
2021  
Profit for the year – discontinued operations  
Revenue  
86.5  
80.1  
Costs and other income, net  
-79.9  
-72.6  
Gain from sale of business  
8.0  
0.0  
Earnings before interest, tax, depreciation and amortization (EBITDA)  
14.6  
7.5  
Depreciation and amortization  
-6.6  
-14.6  
Earnings before interest and tax (EBIT)  
8.0  
-7.1  
Financial items, net  
0.1  
-4.2  
Earnings before tax (EBT)  
8.1  
-11.3  
Tax  
-0.8  
3.5  
Net result - discontinued operations  
7.3  
-7.8  
NKT' share hereof  
7.3  
-7.8  
Basic earnings - discontinued operations, EUR, per share (EPS)  
0.2  
-0.2  
Diluted earnings - discuntinued operations, EUR, per share (EPS-D)  
0.2  
-0.2  
Earnings before interest, tax, depreciation and amortization (EBITDA)  
14.6  
7.5  
One-off items  
5.8  
0.0  
Operational EBITDA  
8.8  
7.5  
One-off items for discontinued operations in 2022 comprise costs associated  
with the divestment of EUR 2.2m and the accounting gain of EUR 8.0m related  
to the divestment of the LIOS sensing business recognized in Q1 2022.  
Cash flows from discontinued operations  
Cash flow from operating activities  
-22.1  
-1.0  
Cash flow from investing activities  
2.5  
-14.3  
Cash flow from financing activities  
21.5  
15.6  
Net cash flow from discontinued operations  
1.9  
0.3  
Annual Report 2022
NKT A/S
88  
Amounts in EURm  
2022  
2021  
Balance sheet items  
Non-current assets  
100.7  
0.0  
Current assets  
63.3  
0.0  
Assets held for sale  
164.1  
0.0  
Non-current liabilities  
13.3  
0.0  
Current liabilities  
22.4  
0.0  
Liabilities associated with assets held for sale  
35.6  
0.0  
Intangible assets held for sale related to NKT Photonics amount to EUR 69.7m and property, plant and equip-  
ment amount to EUR 30.7m. In connection with the classification to discontinued operations and assets held  
for sale no impairment was recognized.  
Accounting policy  
Discontinued operations represent a separate major line of businesses intended to be disposed within 12  
months. The results of discontinued operations are presented separately in the income statement and the cash  
flow statement with restatement of comparative figures.  
Assets and liabilities held for sale from discontinued operations are presented as separate items in the balance  
sheet with no restatement of comparative figures. Elimination between continuing and discontinued operations  
is presented to reflect continuing operations as post-separation, which includes elimination of interest and  
loans.  
Assets and liabilities from discontinued operations and assets held for sale are measured at the lower of carry-  
ing amount and fair value less cost of disposal. Impairment test is performed immediately before classification  
as held for sale. Non-current assets held for sale are not depreciated or amortized.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022
NKT A/S
89  
Section 7 – Other notes  
7.1 Fees to the auditor elected at  
the Annual General Meeting  
Amounts in EURm  
2022  
2021  
Deloitte:  
Statutory audit  
1.2  
1.0  
Other assurance  
0.0  
0.1  
Other service  
0.0  
0.0  
Total  
1.2  
1.1  
In 2022, audit fee for other services of EUR 0.1m related to issue of the  
new hybrid capital has been reported directly to retained earnings on the  
equity. This amount is not included in the table above.  
7.3 Contingent assets and liabilities and pledges  
The NKT Group is a party to various disputes and inquiries from authori-  
ties whose outcome is not expected to materially affect profit for the year  
and the financial position. In connection with disposal of companies in  
previous years, guarantees have been provided which are not expected  
to materially affect net result. Further, NKT is a party to various insurance  
claims as well as customer claims whose outcome is still uncertain and  
not recognized in the financial statement at the balance sheet day.  
NKT Group is jointly liable for Danish corporate taxes on dividend, inter-  
est and royalties together with Nilfisk up until the demerger in October  
2017. In a few cases the NKT Group’s foreign companies are subject to  
special tax schemes to which certain conditions are attached. As at 31  
December 2022 these conditions were complied with.  
Guarantees  
As part of our commercial activities NKT has provided guarantees mainly  
relating to high-voltage projects, which is to cover for the risk relating to  
our performance inherent in such projects, the quality and delays.  
At 31 December 2022 the value of issued guarantees was EUR  
1,231.2m (EUR 1,014.6m in 2021). At the balance sheet date none  
of the issued guarantees are expected to materialize.  
Pledges  
Non-current assets with carrying amount of EUR 388.0m (EUR 368.8m  
in 2021) have been pledged as security for mortgage loans of total EUR  
146.0m (EUR 152.1m in 2021).  
Amounts in EUR  
2022  
2021  
Carrying amount of assets pledged  
as collateral for credit institutions:  
Land and buildings  
197.0  
207.0  
Plant and machinery  
50.9  
47.7  
Property, plant and equipment under  
construction  
140.1  
114.1  
Total  
388.0  
368.8  
Liabilities related to pledged assets  
146.0  
152.1  
7.2 Events after the balance sheet date  
Management is not aware of any subsequent matters that could be of  
material importance to NKT Group’s financial position.  
Significant judgments  
Disclosures for contingent assets and liabilities and when they must  
be recognized is derived from evaluations of the expected outcome of  
the individual issues. These evaluations are based on legal opinions of  
the agreements contracted, which in significant instances also include  
opinions obtained from external advisors, including lawyers.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Section 7 – Other notes  
7.4 Definitions  
Annual Report 2022 NKT A/S 90  
The Group operates with the following performance measures which are  
calculated in accordance with the Danish Finance Society’s guidelines:  
8. Net interest-bearing debt – Cash and interest-bearing receivables  
12. Solvency ratio (equity as a percentage of total assets) – Equity  
less interest-bearing debt. Specified in Section 5.4. Hybrid capital is  
not included in net interest-bearing debt.  
incl. hybrid capital as a percentage of total assets.  
Performance measures defined by IFRS:  
13. Return on capital employed (RoCE) – Operational EBIT for  
continuing operations as a percentage of average of the last five  
quarters of capital employed for continuing operations.  
9. Capital employed – Group equity plus net interest-bearing debt.  
1. Earnings, EUR per outstanding share (EPS) – Earnings attrib-  
utable to equity holders of NKT A/S relative to average number of  
outstanding shares.  
10. Working capital – Current assets minus current liabilities (excluding  
interest-bearing items and provisions).  
14. Equity value, EUR per outstanding share – Equity attributable to  
equity holders of NKT A/S per outstanding share at 31 December.  
Dilution effect of outstanding share programmes is excluded.  
2. Diluted earnings, EUR per outstanding share (EPS) – Earnings  
attributable to equity holders of NKT A/S relative to average number  
of outstanding shares, including the dilutive effect of outstanding  
share programmes.  
11. Net interest-bearing debt relative to operational EBITDA –  
Calculated as net interest-bearing debt as defined in point 8 relative  
to operational EBITDA for continuing operations as defined in point 6.  
Further the group presents the following performance measures not  
defined according to IFRS (non-GAAP measures) in the Annual Report:  
Financial ratios  
3. Revenue at standard metal prices – Revenue at standard metal  
prices for copper and aluminium is set at EUR/tonne 1,550 and  
EUR/tonne 1,350 respectively.  
Gearing  
Net interest-bearing debt x 100  
Group equity  
4. Organic growth – Revenue growth (standard metal price) as a  
percentage of prior-year adjusted revenue (standard metal price).  
Organic growth is a measure of growth, excluding the impact of  
exchange rate adjustments, acquisitions and divestments.  
Solvency ratio  
Equity x 100  
Total assets  
Return on Capital Employed (RoCE)  
Earnings Per Share (EPS)  
Earnings Per Share Diluted (EPS-D)  
Book Value Per Share (BVPS)  
Operational EBIT  
5. One-off items – Consist of non-recurring income and cost related  
to acquisitions, divestments, integration, restructuring, severance  
and other one-time items.  
Average last five quarters of capital employed  
Earnings attr. to equity holders of NKT A/S  
Average number of shares outstanding  
6. Operational earnings before interest, tax, depreciation and  
amortization (Oper. EBITDA) – Earnings before interest, tax,  
depreciation and amortization (EBITDA) excluding one-off items.  
Earnings attr. to equity holders of NKT A/S  
Diluted average number of shares  
7. Operational earnings before interest and tax (Oper. EBIT)  
– Earnings before interest and tax excluding one-off items.  
Equity  
Number of shares  
 
Annual Report 2022 NKT A/S 91  
Parent company  
financial statements  
92 Statement of comprehensive income  
92 Balance sheet  
93 Statement of changes in equity  
94 Cash flow statement  
95 Notes  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 92  
Statement of comprehensive income  
Balance sheet  
1 January – 31 December  
31 December  
Amounts in EURm  
Note  
2
2022  
2021  
Amounts in EURm  
Note  
2022  
2021  
Other costs  
-7.9  
-5.9  
Assets  
Earnings before interest and tax (EBIT)  
-7.9  
-5.9  
Investment in subsidiaries  
Receivables from subsidiaries  
Deferred tax  
6
9
5
377.1  
1,384.8  
0.4  
402.7  
1,226.5  
0.4  
Financial income  
3
4
148.2  
-26.8  
113.5  
112.0  
-55.4  
50.7  
Financial expenses  
Earnings before tax (EBT)  
Total non-current assets  
1,762.3  
1,629.6  
Tax  
5
-24.0  
-9.4  
Receivables from subsidiaries  
Other receivables  
14.3  
281.0  
176.7  
28.3  
6.8  
72.6  
0.3  
Net result  
89.5  
41.3  
9
Cash at bank and in hand  
Assets held for sale  
Other comprehensive income  
Items that may be reclassified to income statement:  
Foreign exchange adjustment  
0.0  
Total current assets  
500.3  
79.7  
0.0  
6.7  
0.7  
1.0  
Value adjustment of hedging instruments  
Tax  
Total assets  
2,262.6  
1,709.3  
-1.4  
5.3  
-0.2  
1.5  
Total other comprehensive income for the year  
Equity and liabilities  
Comprehensive income for the year  
94.8  
42.8  
Share capital  
115.4  
-0.9  
115.4  
0.0  
Treasury shares  
Foreign exchange reserve  
Hedging reserve  
1.0  
1.0  
5.9  
0.6  
Retained comprehensive income  
Equity attributable to equity holders of NKT A/S  
Hybrid capital  
1,296.5  
1,417.9  
153.6  
1,571.5  
1,216.1  
1,333.1  
152.4  
1,485.5  
Total equity  
Interest-bearing loans  
9
0.4  
54.7  
Total non-current liabilities  
0.4  
54.7  
Payables to subsidiaries  
9
9
434.2  
256.5  
690.7  
92.8  
76.3  
Trade payables and other liabilities  
Total current liabilities  
169.1  
Total liabilities  
691.1  
223.8  
Total equity and liabilities  
2,262.6  
1,709.3  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 93  
Statement of changes in equity  
1 January – 31 December  
Foreign  
exchange  
reserve  
Retained  
compreh.  
income  
Share  
capital  
Treasury  
shares  
Hedging  
reserve  
Proposed  
dividends  
Hybrid  
Capital Total equity  
Amounts in EURm  
Total  
Equity, 1 January 2021  
115.4  
0.0  
0.3  
0.7  
0.7  
0.7  
-0.2  
1,181.4  
0.0  
1,296.9  
152.4  
1,449.3  
Other comprehensive income:  
Other comprehensive income for the year  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
1.0  
-0.2  
0.8  
1.7  
-0.2  
1.5  
1.7  
-0.2  
1.5  
0.0  
0.0  
0.0  
0.0  
0.0  
33.2  
33.2  
0.0  
0.0  
0.0  
8.1  
8.1  
33.2  
34.7  
41.3  
42.8  
Comprehensive income for the year  
0.8  
Transactions with the owners:  
Capital increase  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
1.5  
1.5  
0.0  
-8.1  
0.0  
Coupon payments, hybrid capital  
Exercise of warrants  
-8.1  
0.0  
1.5  
1.5  
Share based payment  
1.5  
Total transactions with owners in 2021  
0.0  
0.0  
0.0  
0.0  
1.0  
0.0  
0.6  
0.0  
0.0  
-8.1  
-6.6  
Equity, 31 December 2021  
115.4  
1,216.1  
1,216.1  
1,333.1  
1,333.1  
152.4  
1,485.5  
1,485.5  
Equity, 1 January 2022  
115.4  
0.0  
1.0  
0.6  
0.0  
152.4  
Other comprehensive income:  
Other comprehensive income for the year  
Tax on other comprehensive income  
Total other comprehensive income  
Net result  
6.7  
-1.4  
5.3  
6.7  
-1.4  
5.3  
6.7  
-1.4  
5.3  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
80.9  
80.9  
0.0  
0.0  
0.0  
8.6  
8.6  
80.9  
86.2  
89.5  
94.8  
Comprehensive income for the year  
5.3  
Transactions with the owners:  
Coupon payments, hybrid capital  
Issue of hybrid capital  
0.0  
-1.6  
0.0  
-7.4  
150.0  
-150.0  
-7.4  
148.4  
-150.0  
-2.5  
-1.6  
Redeem of hybrid capital  
Purchase of treasury shares  
Excercise of performance shares  
Share based payment  
-2.5  
1.6  
-2.5  
0.0  
-1.6  
2.7  
0.0  
2.7  
2.7  
Total transactions with owners in 2022  
0.0  
-0.9  
-0.9  
0.0  
1.0  
0.0  
5.9  
-0.5  
0.0  
0.0  
-1.4  
-7.4  
-8.8  
Equity, 31 December 2022  
115.4  
1,296.5  
1,417.9  
153.6  
1,571.5  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 94  
Cash flow statement  
1 January – 31 December  
Amounts in EURm  
2022  
2021  
Earnings before interest and tax (EBIT)  
Changes in working capital  
-7.9  
-5.9  
-7.8  
-32.1  
Cash flow from operations  
before financial items  
-40.0  
-13.7  
Financial income received  
Financial expenses paid  
Income tax paid/received  
Cash flow from operations  
167.6  
-46.4  
-22.0  
59.2  
104.1  
-47.5  
0.7  
43.6  
Change in loans to/from subsidiaries  
237.5  
-202.4  
Cash flow from investing activities  
237.5  
-202.4  
Changes in interest-bearing loans  
Purchase of treasury shares  
-108.8  
-2.5  
-8.0  
0.0  
Coupon payments on hybrid capital  
Repurchase of hybrid capital  
-7.4  
-8.1  
0.0  
-63.3  
61.7  
Proceeds from issuance of hybrid capital  
Cash flow from financing activities  
0.0  
-120.3  
-16.1  
Net cash flow for the year  
176.4  
-174.9  
Cash at bank and in hand, 1 January  
Net cash flow for the year  
0.3  
176.4  
176.7  
175.2  
-174.9  
0.3  
Cash at bank and in hand, 31 December  
The above cannot be derived directly from the income statement and the balance sheet.  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 95  
Notes  
1 Accounting policies, estimates and judgements  
2 Other costs  
Amounts in EURm  
2022  
2021  
The annual financial statements for the parent company are included  
in the Annual Report in pursuance of the requirements of the Danish  
Financial Statements Act. The annual financial statements for the parent  
company have been prepared in accordance with International Financial  
Reporting Standards, IFRS, as adopted by the EU and additional Danish  
disclosure requirements for annual reports for listed companies.  
Tax  
The parent company is jointly taxed with all Danish subsidiaries within the  
NKT Group. NKT A/S (parent company) is the administration company  
for the joint taxation and consequently settles all payments of tax with  
the tax authorities. Joint taxation contributions to/from subsidiaries  
are recognized under income tax related to net profit, and recognized  
separately in the balance sheet. Companies that use tax losses in other  
companies pay joint taxation contributions to the parent company equiv-  
alent to the tax base of the tax losses utilized. Companies whose tax  
losses are used by other companies receive joint taxation contributions  
from the parent company equivalent to the tax base of the tax losses  
utilized (full absorption).  
Wages and salaries  
Bonus  
1.1  
0.9  
0.8  
2.8  
1.1  
0.8  
0.4  
2.2  
Long-term incentive programs  
Total staff costs  
The changes, as described in the consolidated financial statements,  
have not influenced recognition and measurement in the financial  
statements of the parent company in 2022. See the description of the  
changes in note 1.2 to the consolidated financial statements.  
Statutory audit  
0.2  
0.1  
Fees to the auditor elected at  
the Annual General Meeting  
0.2  
0.1  
Legal services  
Other costs  
3.3  
1.6  
7.9  
1.9  
1.8  
5.9  
In relation to the accounting policies described for in note 1.1 in the  
consolidated financial statements, the accounting policies of the parent  
company differ in the following:  
References to notes in the consolidated financial statements  
The following notes in the consolidated financial statements provide  
further information:  
Total other costs  
In 2022 audit fee for other services of EUR 0.1m related to issuing of the  
new hybrid capital has been reported directly to retained earnings on the  
equity. This amount is not included in the figures above.  
Foreign currency translation  
■
Translation adjustment of balances considered part of the total net  
investment in subsidiaries that have a functional currency other than EUR  
are recognized in the annual financial statements for the parent company  
under financial items in the income statement.  
1.2 Accounting standards issued but not yet effective  
5.1 Share capital  
5.3 Hybrid capital  
7.2 Events after the balance sheet date  
■
■
For remuneration for the Board of Directors reference is made to note  
2.2. Average number of employees in 2022 comprise 1 person (1 person  
in 2021), being the CEO of NKT A/S.  
■
Dividend from investments in subsidiaries  
NKT A/S (parent company) operates as a holding company for the  
Group’s activities and undertakes the tasks related thereto. For de-  
scription of the enterprise’s activities, etc., please refer to the Group  
Management’s review.  
Dividends from investments in subsidiaries are recognized in the income  
statement of the parent company in the year the dividends are declared.  
If the dividend distributed exceeds the comprehensive income of the  
subsidiaries in the period the dividend is declared, an impairment test is  
performed.  
3 Financial income  
Accounting estimates and judgements  
Amounts in EURm  
2022  
2021  
When preparing the financial Statements for NKT A/S, a number of  
accounting estimates and judgements are made that affect the income  
statement and balance sheet. Estimates are regularly reassessed by  
management on the basis of historical experience and other relevant  
factors.  
Investments in subsidiaries  
Investments in subsidiaries are measured at costs. Impairment test  
is carried out, if indications for impairment exist. Where the carrying  
amount exceeds the recoverable amount, the value is written down to  
the recoverable amount.  
Interest from banks  
19.0  
68.3  
0.0  
59.4  
Interest from subsidiaries  
Foreign exchange gains  
Gains on derivatives  
24.5  
10.3  
36.4  
42.3  
Estimates that are significant for the parent company are related to  
valuation of investments in subsidiaries. The estimates used are based  
on assumptions which Group Management consider to be reliable, but  
which by nature are uncertain and unpredictable.  
148.2  
112.0  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 96  
Notes  
4 Financial expenses  
6 Investments in subsidiaries  
7 Contingent liabilities  
Amounts in EURm  
2022  
2021  
Amounts in EURm  
2022  
2021  
The parent company is jointly taxed with all Danish subsidiaries. As an  
administration company, the parent company is liable with the other  
companies in the joint taxation scheme for Danish corporate taxes on  
dividend, interest and royalties within the joint taxation group. Any adjust-  
ments to the taxable joint taxation income may increase the amount for  
which the parent company is liable. The parent company is further liable  
for VAT under the joint registration with NKT (Denmark) A/S.  
Interest to subsidiaries  
Foreign exchange losses  
Loss on derivatives  
-1.6  
-19.0  
-0.6  
-0.9  
-7.9  
Cost, 1 January  
445.7  
2.7  
444.2  
1.5  
Addition from share-based payments  
Transferred to assets held for sale  
Cost, 31 December  
-42.5  
-28.3  
420.1  
0.0  
Interest, etc. relating to financial liabilities  
measured at amortised cost  
445.7  
-5.6  
-4.1  
-26.8  
-55.4  
Impairment, 1 January  
-43.0  
-43.0  
-43.0  
-43.0  
The parent company has issued guarantees for subsidiaries of EUR  
3,999.0m (EUR 2,632.6m in 2021). In addition to the guarantees for sub-  
sidiaries, the parent company has issued guarantees related to various  
commercial activities. However, it is not possible to assess the amount of  
these contingent liabilities. Further, the parent company has a guarantee  
related to the subsidiaries credit facilities under the cash pool of EUR  
1,571.3m (EUR 581.7m in 2021).  
Impairment, 31 December  
Book value, 31 December  
377.1  
402.7  
5 Tax  
Amounts in EURm  
2022  
2021  
Subsidiaries  
Domicile  
Current tax  
24.0  
0.0  
9.4  
0.0  
9.4  
Deferred tax  
NKT Cables Group A/S  
NKT Photonics A/S  
NKT Invest A/S  
Brøndby, Denmark  
Birkerød, Denmark  
Brøndby, Denmark  
8 Related parties  
Income tax for the year  
24.0  
In addition to the comments in note 2.2 to the consolidated financial  
statements, the parent company’s related parties comprise subsidiar-  
ies including their affiliates. The subsidiaries and their affiliated can be  
found in note 6.2 to the consolidated financial statements. No related  
parties have control over the parent company. Transactions with affiliated  
comprised:  
Reconciliation of tax:  
The above subsidiaries are all owned 100% by NKT A/S.  
Tax at 22.0% of earnings before tax  
Tax effect:  
25.0  
11.2  
For information regarding assets held for sale, please refer to note 6.3 in  
the consolidated financial statements.  
Adjustments for previous years  
Non-deductable expenses  
0.0  
-1.0  
24.0  
-0.1  
-1.7  
9.4  
Amounts in EURm  
2022  
2021  
Interest received, net  
Paid joint tax contribution, net  
Receivables, non-current  
Receivables, current  
Payables  
66.7  
-16.8  
1,384.8  
14.3  
58.5  
0.0  
1,226.5  
6.8  
434.2  
-4.4  
92.8  
-3.5  
Management fee  
Hedging  
17.4  
6.6  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 97  
Notes  
9 Financial risk, financial instruments and management  
Management of capital structure at NKT A/S (parent company) is per-  
formed for the Group as a whole and no operational targets or policies  
are therefore established independently for the parent company. See  
note 5.6 to the consolidated financial statements and the sections ‘Risk  
management’ in the Business Line sections.  
Maturity of financial liabilities:  
Less than  
1 year  
More than  
Amounts in EURm  
1-2 years  
2-3 years  
3 years  
Total  
2022  
In September 2022 NKT A/S has repaid the former hybrid capital of  
EUR 150m and issued a new hybrid capital of EUR 150m. Both the  
former and the new hybrid capital have been accounted for as part of  
equity. For more information refer to note 5.3 in the consolidated financial  
statements.  
Interest-bearing loans and borrowings  
Payables to subsidiaries  
Trade payables and other liabilities  
0.4  
434.2  
256.5  
691.1  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.0  
0.4  
434.2  
256.5  
691.1  
2021  
Categories of financial instruments:  
Interest-bearing loans and borrowings  
Payables to subsidiaries  
Trade payables and other liabilities  
0.0  
92.8  
0.0  
0.0  
0.0  
0.0  
54.7  
0.0  
0.0  
0.0  
0.0  
0.0  
54.7  
92.8  
Amounts in EURm  
2022  
2021  
76.3  
0.0  
76.3  
169.1  
54.7  
223.8  
Financial assets  
Measured at amortized cost:  
Receivables from subsidiaries  
1,384.8  
281.0  
1,226.5  
72.6  
10 Payables to credit institutions and other liabilities  
Measured at fair value through profit/loss:  
Derivative financial instruments1  
Payables to credit institutions, which predominantly are subject to floating interest rates, as well as Other payables are measured at amortized cost.  
The carrying amount therefore in all material respects corresponds to fair value and nominal value.  
Financial liabilities  
Measured at amortized cost:  
Interest-bearing loans and borrowings  
Payables to subsidiaries  
Changes in current and non-current loans:  
0.4  
434.2  
6.7  
54.7  
76.9  
2.9  
Effect of  
changes in  
exchange  
rates 31 December  
Changes from  
cash flow  
Trade payables and other liabilities  
Amounts in EURm  
1 January  
Measured at fair value through profit/loss:  
Derivative financial instruments2  
249.8  
73.3  
Current and non-current loans, 2022  
Current and non-current loans, 2021  
54.7  
62.2  
-54.3  
-8.0  
0.0  
0.5  
0.4  
1
Included in Other receivables  
54.7  
2
Included in Trade payables and other liabilities  
 
Annual Report 2022 NKT A/S 98  
Statements  
Group  
99 Group Management’s statement  
100 Independent auditor’s report  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 99  
Group Management’s statement
The Board of Directors and the Executive Man-
agement have today considered and adopted the
Annual Report of NKT A/S for the financial year 1
January – 31 December 2022.
Executive Management  
Alexander Kara
Line Andrea Fandrup
President & CEO
CFO
The Annual Report has been prepared in ac-
cordance with International Financial Reporting
Standards which have been adopted by the EU,
Danish disclosure requirements for listed compa-
nies and, with the file nkt-2022-12-31-en.zip, in all
material respects, in compliance with the ESEF
Regulation.
Board of Directors  
Jens Due Olsen
René Svendsen-Tune
Nebahat Albayrak
Chair
Deputy Chair
In our opinion the consolidated financial state-
ments and the Company’s financial statements
give a true and fair view of the Group’s and the
Company’s assets, liabilities and financial posi-
tion at 31 December 2022 and of the results of
the Group’s and the Company’s operations and
cash flow for the financial year 1 January – 31
December 2022.
Christian Dyhr*
Jens Maaløe
Stig Nissen Knudsen*
Andreas Nauen
Karla Lindahl
Pernille Blume Simonsen*
We also find that the Management’s review
provides a fair statement of developments in the
activities and financial situation of the Group,
financial results for the period, the general finan-
cial position of the Group, and a description of
major risks and elements of uncertainty faced by
the Group.
We recommend that the Annual Report be ap-
proved at the Annual General Meeting.
Brøndby, 22 February 2023
* Employee-elected member  
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 100  
Independent auditor’s report
To the shareholders of NKT A/S
Basis for opinion
cance in our audit of the consolidated financial
statements and the parent financial statements
for the financial year 01.01.2022 - 31.12.2022.
These matters were addressed in the context of
our audit of the consolidated financial statements
and the parent financial statements as a whole,
and in forming our opinion thereon, and we do
not provide a separate opinion on these matters.
We obtained from Management an overview
of the Group’s construction contracts at 31
December 2022 relating to high voltage offshore
contracts covering both in progress contracts as
of year-end and contracts completed during the
year. Based on assessed project risks and mate-
riality, we selected a sample of contracts where
we obtained the underlying contracts, including
change orders, original budget and any changes
made to original budgets, including estimates of
costs to complete, project reports and overview
of the risk register and corresponding risk provi-
sion, where deemed relevant by us.
We conducted our audit in accordance with In-
ternational Standards on Auditing (ISAs) and the
additional requirements applicable in Denmark.
Our responsibilities under those standards and
requirements are further described in the “Audi-
tor’s responsibilities for the audit of the consoli-
dated financial statements and the parent finan-
cial statements” section of this auditor’s report.
We are independent of the Group in accordance
with the International Ethics Standards Board
for Accountants’ International Code of Ethics
for Professional Accountants (IESBA Code) and
the additional ethical requirements applicable in
Denmark, and we have fulfilled our other ethical
responsibilities in accordance with these require-
ments and the IESBA Code. We believe that the
audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
Report on the consolidated
financial statements and the
parent financial statements
Opinion
We have audited the consolidated financial
statements and the parent financial statements
of NKT A/S for the financial year 01.01.2022
- 31.12.2022, which comprise the income
statement, statement of comprehensive income,
balance sheet, statement of changes in equity,
cash flow statement and notes, including a sum-
mary of significant accounting policies, for the
Group as well as for the Parent. The consolidat-
ed financial statements and the parent financial
statements are prepared in accordance with
International Financial Reporting Standards as
adopted by the EU and additional requirements
of the Danish Financial Statements Act.
Valuation of construction contracts
Refer to notes 1.3, 2.1 and 4.3 in the consolidat-
ed financial statements.
Significant judgements are required by Man-
agement in determining stage of completion
and estimating profit on each project, including
assessment of provisions for specific project
risks. Minor changes in the stage of completion
and specific project risks can have a significant
impact on the valuation and recognition of con-
struction contracts and revenue for the year.
For the selected contracts, we assessed and
challenged Management’s assumptions for
determining stage of completion with due con-
sideration to its assessment of project risks and
risk provisions and estimated profit/loss through
interviews with project controllers, project man-
agement, legal department and management
representatives as well as our understanding
and assessment of the contract terms, associ-
ated project risks, including valuation of change
orders under discussion with customers and final
acceptance. Additionally, we attended project
steering committee meetings at which project
performance, cost to complete and project risk
register, including likelihood of the risk materialis-
ing, were discussed and assessed in detail.
To the best of our knowledge and belief, we have
not provided any prohibited non-audit services
as referred to in Article 5(1) of Regulation (EU) No
537/2014.
In our opinion, the consolidated financial state-
ments and the parent financial statements give a
true and fair view of the Group’s and the Parent’s
financial position at 31.12.2022, and of the results
of their operations and cash flows for the finan-
cial year 01.01.2022 - 31.12.2022 in accordance
with International Financial Reporting Standards
as adopted by the EU and additional require-
ments of the Danish Financial Statements Act.
Accordingly, the valuation of construction con-
tracts especially relating to high voltage offshore
contracts (Solutions) is considered to be a key
audit matter.
We were appointed auditors of NKT A/S for the
first time on 21.03.2013 for the financial year
2013. We have been reappointed annually by
decision of the general meeting for a total contig-
uous engagement period of 10 years up to and
including the financial year 2022.
How the matter was addressed in our audit
Based on our risk assessment, we have as-
sessed and tested the relevant internal controls
for construction contracts primarily relating to
contract acceptance, change orders, monitor-
ing of project development, costs incurred and
estimation of costs to complete and assessment
of specific project risks.
For the selected completed contracts, we
Our opinion is consistent with our audit book
comments issued to the Audit Committee and
the Board of Directors.
Key audit matters
Key audit matters are those matters that, in our
professional judgement, were of most signifi-
performed retrospective reviews of assessment
of project risk and development and utilisation of
risk provisions to assess the completeness and
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 101  
estimation accuracy of Management’s assump-
tions applied throughout the contract period.
growth, investments and margin assumptions
Accordingly, the valuation of deferred tax assets
is considered to be a key audit matter.
In connection with our audit of the consolidated
financial statements and the parent financial
statements, our responsibility is to read the man-
agement commentary and, in doing so, consider
whether the management commentary is mate-
rially inconsistent with the consolidated financial
statements and the parent financial statements
or our knowledge obtained in the audit or other-
wise appears to be materially misstated.
to the latest Board approved budget for 2023
and financial forecasts for 2024-2028. We used
our valuation specialists to assist us in evaluat-
ing the appropriateness of key market-related
assumptions in Management’s valuation models,
including discount rates and terminal growth
rates. We assessed and challenged key assump-
tions applied in Management’s future forecasts
of growth, investments and margins included in
the cash flow forecasts.
Impairment test of non-current assets
Refer to notes 1.3, 3.1, 3.2, and 3.3 in the consol-
idated financial statements.
How the matter was addressed in our audit
Based on our risk assessment, we have, in
assessing the valuation of deferred tax assets,
obtained and evaluated Management’s ex-
pectations of generating future taxable profits
in the foreseeable future in Germany, and the
underlying process by which they were drawn
up, including the mathematical accuracy of the
models, and agreeing future growth and margin
assumptions to the latest Board approved
budget for 2023 and financial forecasts for 2024-
2027 as well as the expected related utilisation
of the deferred tax asset. We assessed and
challenged the reasonableness of Management’s
determination of expected future taxable profits
in the light of Management’s plans for improving
the operational results in Germany.
The recoverable amount of non-current assets in
the Group’s high voltage power cable busi-
ness (Solutions) is dependent on the expected
increase in operational EBITDA and that the
operational EBITDA level can be sustained in
the long term. The determination of recoverable
amount for Solutions is based on the value-in-
use derived from future free net cash flow based
on budgets and the strategy for the coming years
and free net cash flows from the terminal period.
Significant judgement is required by Manage-
ment in determining value-in-use, including cash
flow projections based on financial budgets for
2023 and financial forecasts for 2024-2028,
and growth rate in the terminal period and the
discount rate to be applied.
Moreover, it is our responsibility to consider
whether the management commentary provides
the information required under the Danish Finan-
cial Statements Act.
In assessing the level of headroom at Solutions
level we performed downside sensitivity analyses
around the key assumptions, using a range of
higher discount rates, lower terminal growth
rates and lower EBITDA levels.
Based on the work we have performed, we
conclude that the management commentary is
in accordance with the consolidated financial
statements and the parent financial statements
and has been prepared in accordance with the
requirements of the Danish Financial Statements
Act. We did not identify any material misstate-
ment of the management commentary.
Valuation of deferred tax assets
Refer to notes 1.3 and 2.5 in the consolidated
financial statements.
In assessing the valuation of deferred tax assets,
we performed downside sensitivity analysis
around the key assumptions by using a range of
lower growth rates and margins.
Majority of the Group’s deferred tax assets
relates to the German subsidiaries tax unit. The
valuation of the German deferred tax asset is
based on an assessment of the recoverable
value of tax losses carried forward as well as
the part of deductible temporary tax differenc-
es expected to be utilised within a foreseeable
future. Significant judgement is required by Man-
agement in determining the recoverable value,
including projections of future taxable income,
based on financial budgets for 2023 and financial
forecasts for 2024-2027.
Accordingly, the carrying value of non-current
assets for Solutions is considered to be a key
audit matter.
Management's responsibilities for the
consolidated financial statements and
the parent financial statements
Statement on the management commentary
Management is responsible for the management
commentary.
Management is responsible for the preparation
of consolidated financial statements and parent
financial statements that give a true and fair
view in accordance with International Financial
Reporting Standards as adopted by the EU and
additional requirements of the Danish Financial
Statements Act, and for such internal control
as Management determines is necessary to
How the matter was addressed in our audit
Based on our risk assessment, we have obtained
and evaluated Management’s determination of
future cash flow forecasts for Solutions and the
underlying process by which they were drawn
up, including the mathematical accuracy of the
valuation models applied and agreeing future
Our opinion on the consolidated financial state-
ments and the parent financial statements does
not cover the management commentary, and we
do not express any form of assurance conclusion
thereon.
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 102  
■
enable the preparation of consolidated financial
statements and parent financial statements that
are free from material misstatement, whether due
to fraud or error.
influence the economic decisions of users taken
Conclude on the appropriateness of Man-
agement’s use of the going concern basis
of accounting in preparing the consolidated
financial statements and the parent financial
statements, and, based on the audit evidence
obtained, whether a material uncertainty
exists related to events or conditions that
may cast significant doubt on the Group's
and the Parent’s ability to continue as a
the direction, supervision and performance of
the group audit. We remain solely responsible
for our audit opinion.
on the basis of these consolidated financial state-
ments and these parent financial statements.
As part of an audit conducted in accordance
with ISAs and the additional requirements
applicable in Denmark, we exercise professional
judgement and maintain professional scepticism
throughout the audit. We also:
We communicate with those charged with
governance regarding, among other matters,
the planned scope and timing of the audit and
significant audit findings, including any significant
deficiencies in internal control that we identify
during our audit.
In preparing the consolidated financial state-
ments and the parent financial statements, Man-
agement is responsible for assessing the Group’s
and the Parent’s ability to continue as a going
concern, for disclosing, as applicable, matters
related to going concern, and for using the going
concern basis of accounting in preparing the
consolidated financial statements and the parent
financial statements unless Management either
intends to liquidate the Group or the Entity or to
cease operations, or has no realistic alternative
but to do so.
going concern. If we conclude that a material
uncertainty exists, we are required to draw
attention in our auditor’s report to the related
disclosures in the consolidated financial state-
ments and the parent financial statements or,
if such disclosures are inadequate, to modify
our opinion. Our conclusions are based on
the audit evidence obtained up to the date of
our auditor’s report. However, future events or
conditions may cause the Group and the Enti-
ty to cease to continue as a going concern.
■
Identify and assess the risks of material
misstatement of the consolidated financial
statements and the parent financial state-
ments, whether due to fraud or error, design
and perform audit procedures responsive to
those risks, and obtain audit evidence that is
sufficient and appropriate to provide a basis
for our opinion. The risk of not detecting a
material misstatement resulting from fraud
is higher than for one resulting from error, as
fraud may involve collusion, forgery, inten-
tional omissions, misrepresentations, or the
override of internal control.
We also provide those charged with governance
with a statement that we have complied with
relevant ethical requirements regarding inde-
pendence, and to communicate with them all
relationships and other matters that may reason-
ably be thought to bear on our independence,
and, where applicable, safeguards put in place
and measures taken to eliminate threats.
Auditor's responsibilities for the audit
of the consolidated financial statements
and the parent financial statements
From the matters communicated with those
charged with governance, we determine those
matters that were of most significance in the
audit of the consolidated financial statements
and the parent financial statements of the current
period and are therefore the key audit matters.
■
Our objectives are to obtain reasonable assur-
ance about whether the consolidated financial
statements and the parent financial statements
as a whole are free from material misstatement,
whether due to fraud or error, and to issue an
auditor’s report that includes our opinion. Rea-
sonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted
in accordance with ISAs and the additional
requirements applicable in Denmark will always
detect a material misstatement when it exists.
Misstatements can arise from fraud or error and
are considered material if, individually or in the
aggregate, they could reasonably be expected to
Evaluate the overall presentation, structure and
content of the consolidated financial state-
ments and the parent financial statements,
including the disclosures in the notes, and
whether the consolidated financial statements
and the parent financial statements represent
the underlying transactions and events in a
manner that gives a true and fair view.
■
Obtain an understanding of internal con-
trol relevant to the audit in order to design
audit procedures that are appropriate in the
circumstances, but not for the purpose of
expressing an opinion on the effectiveness of
the Group’s and the Parent’s internal control.
We describe these matters in our auditor’s report
unless law or regulation precludes public dis-
closure about the matter or when, in extremely
rare circumstances, we determine that a matter
should not be communicated in our report
■
Obtain sufficient appropriate audit evidence
regarding the financial information of the
entities or business activities within the Group
to express an opinion on the consolidated
financial statements. We are responsible for
■
Evaluate the appropriateness of accounting
policies used and the reasonableness of
accounting estimates and related disclosures
made by Management.
because the adverse consequences of doing so
would reasonably be expected to outweigh the
public interest benefits of such communication.
 
Introduction / Group review and markets / Business lines / Governance / Financial statements  
Annual Report 2022 NKT A/S 103  
■
■
Report on compliance
with the ESEF Regulation
For such internal control as Management de-
Evaluating the use of anchoring of extension
elements to elements in the ESEF taxonomy;
and
termines necessary to enable the preparation
of an annual report that is compliant with the
ESEF Regulation.
As part of our audit of the consolidated financial
statements and the parent financial statements
of NKT A/S we performed procedures to express
an opinion on whether the annual report of NKT
A/S for the financial year 01.01.2022 - 31.12.2022
with the file name nkt-2022-12-31-en.zip is
prepared, in all material respects, in compliance
with the Commission Delegated Regulation (EU)
2019/815 on the European Single Electronic For-
mat (ESEF Regulation) which includes require-
ments related to the preparation of the annual
report in XHTML format and iXBRL tagging of
the consolidated financial statements including
notes.
■
Reconciling the iXBRL tagged data with the
audited consolidated financial statements.
Our responsibility is to obtain reasonable assur-
ance on whether the annual report is prepared,
in all material respects, in compliance with the
ESEF Regulation based on the evidence we have
obtained, and to issue a report that includes
our opinion. The nature, timing and extent of
procedures selected depend on the auditor’s
judgement, including the assessment of the risks
of material departures from the requirements set
out in the ESEF Regulation, whether due to fraud
or error. The procedures include:
In our opinion, the annual report of NKT A/S for
the financial year 01.01.2022 - 31.12.2022 with
the file name nkt-2022-12-31-en.zip is prepared,
in all material respects, in compliance with the
ESEF Regulation.
Copenhagen, 22.02.2023
■
Management is responsible for preparing an
annual report that complies with the ESEF Regu-
lation. This responsibility includes:
Testing whether the annual report is prepared
Deloitte
in XHTML format;
Statsautoriseret Revisionspartnerselskab
Business Registration No 33 96 35 56
■
Obtaining an understanding of the company’s
■
The preparing of the annual report in XHTML
iXBRL tagging process and of internal control
over the tagging process;
format;
Kirsten Aaskov Mikkelsen
Niels Skannerup Vendelbo
■
■
The selection and application of appropriate
Evaluating the completeness of the iXBRL
State-Authorised Public Accountant
Identification No (MNE) mne21358
State-Authorised Public Accountant
Identification No (MNE) mne34532
iXBRL tags, including extensions to the ESEF
taxonomy and the anchoring thereof to ele-
ments in the taxonomy, for financial informa-
tion required to be tagged using judgement
where necessary;
tagging of the consolidated financial state-
ments including notes;
■
Evaluating the appropriateness of the compa-
ny’s use of iXBRL elements selected from the
ESEF taxonomy and the creation of extension
elements where no suitable element in the
ESEF taxonomy has been identified;
■
Ensuring consistency between iXBRL tagged
data and the Consolidated Financial State-
ments presented in human readable format;
and
 
NKT is signatory to:  
NKT A/S
Vibeholms Allé 20
DK-2605 Brøndby
Denmark
Company Reg: 6272 5214  
T: +45 43 48 20 00  
Science Based Targets initiative.  
A commitment to become a net  
zero emissions company.  
United Nations Global Compact.  
A pledge to implement universal  
sustainability principles.  
Europacable Industry Charter.  
A commitment towards  
superior quality.  
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