Industry: Confectionery
Ownership period: 1915-2002
Shareholding: 100%

Facts:

Turnover:2.5 Bio. DKK
2.500 Employees
Creation of iconic Chewing Gum brands like Stimorol®, Dirol® and V6®

Strategic development:

Brands, factory in Russia and all sales subsidiaries divested to Cadbury Schweppes in 2002 in order for the branded business to take part in a global consolidation within chewing gum and confectionery. Bagger-Sørensen family retained ownership of all B2B related activities continuing in Gumlink A/S.

Industry: Confectionery
Ownership period: 2002 ->
Shareholding: 100%

Facts:

B2B Chewing gum –> obtaining +60% SOM in European Private Label from 2002 -> 2008
Strong Operational Model developed and implemented allowing industry leading productivity performance and Customer Service.

Strategic development:

Transformation in 2009 based on decision to globalize and improve competitiveness through formation of several Joint Ventures (India, Zimbabwe/South Africa, Mexico, Canada and Turkey). Manufacturing in Denmark seized in 2012 and Gumlink A/S became a holding company for Joint Venture investments within confectionery.

Industry: Pharmaceuticals
Ownership period: 1978->2021
Shareholding: 70% of shareholding divested to EQT in 2017

Facts:

Turnover: 1.0 bn. DKK
800 Employees
Industry leading quality standards and global foot print
Strong innovation capabilities and Intellectual Property portfolio

Strategic development:

Initially, established Fertin Pharma A/S as the largest CDMO within pharmaceutical chewing gum and smoking cessation gum. Further, developed the company into a world leading CDMO within convenient and pleasurable oral and intra-oral delivery systems across Pharma and Nutraceuticals working with multiple top tier global Pharma and Consumer Health companies.

Industry: Confectionery
Ownership period: 2010 ->
Shareholding: 50%

Facts:

Turnover: ~500 mio DKK
900 Employees
Double digit growth year on year
Global B2B sales and own Brands in Turkey/Middle East

Strategic development:

Strong combination of own brands in Middle East/Turkey and B2B business model in rest of the world fueled by large scale modern manufacturing in a cost competitive environment coupled with strong innovation and R&D capabilities.

Industry: Nutraceuticals and Food
Ownership period: 2011-2018
Shareholding: 50%

Facts:

Turnover increased from 2.5 Mio. CAN to 15 Mio. CAN
Significant increase in EBITDA
Facility in Langley, Vancouver, Canada upgraded, expanded and BRC (A) and Canada Health certified

Strategic development:

Business was diversified into Nutraceuticals.  Improved Product Development, Sales and Operations enabling attraction of large MLM customers in US, Canada and China.