At Duni we are passionate about being outstanding in our field; to grow into the world’s most attractive provider of inspirational table top concepts and creative take-away solutions. With our minds set on food, people and design, we have the ambition to always supply Goodfoodmood® for every eating and drinking occasion.


Duni works based on a business model that is optimized to provide the market with Goodfoodmood. Thus, Duni produces and delivers a wide range of products for the set table and for take-away, particularly the premium segment. The product ranges are developed under Duni’s own brand as well as under the customers’ private labels. The customers and their needs change over time. In order to best meet demand, the organization is divided into four business areas, each of which is a specialist in its customer segments. In this way, products, processes and offerings can meet the market’s expectations and needs.


The full vertical integration of Duni’s paper-based production is the primary factor that distinguishes Duni from other companies in the industry. This integration means that Duni has full control over the entire value chain, from material production in the paper mill to converting in its own plants and distribution to wholesalers or end customers. Thanks to the integrated value chain, Duni enjoys the significant competitive advantage of being an expert when it comes to materials for napkins and table covers. This also reduces the price risk, improves delivery performance and makes it possible to plan design and material renewal. This, in turn, enables Duni to drive the material production market and set the standard in the market. Currently, approximately 70% of the Group’s products are paper-based. Other materials and products are purchased from external suppliers. This provides scope for flexibility and a high pace of innovation within different product segments.


All business areas work in accordance with a customer and market-driven strategy in order to create concepts that provide Goodfoodmood experiences. Processes, innovation and marketing are based on analyses of market patterns and customer needs. Customer benefit is thereby created in all stages and concepts are optimized to meet trends and demands. Consequently, there is close cooperation between the marketing department, product developers and production managers. Sales take place through distributors, wholesalers or directly to end customers. Close dialog is conducted with the end customer, irrespective of the sales channel. In this way, important information is obtained regarding existing needs, while the entire product range can be presented. Thanks to this approach, product launches are more likely to reach their target, while relationships with customers are strengthened.


Duni creates Goodfoodmood essentially from four main components, namely color, design, material and table setting. Duni is an expert within these areas and is driving development in the industry. In addition, by acting flexibly and proactively, Duni creates trend-oriented concepts that generate both customer benefit and profitability. Follow-ups are conducted regularly through measurements based on sales, profitability and turnover rate criteria.


Duni engages in active CSR work in order to fulfill its role as a leading supplier of table setting concepts and products for take-away. Consequently, the Group imposes exacting demands for proper conduct in all stages. This work takes place through the Our Blue Mission program in which Duni has established various CSR and environmental targets and methods to achieve them. This also includes policies for the internal organization and for suppliers. In this way, everyone can be confident that our products are produced in an ethical and sustainable manner.


Within the take-away product segment, Duni creates customized solutions that profile the customer’s brand. Duni adds value by offering product concepts or product ranges that are unique in form, design, function and material. Cooperation takes place primarily with international chains that are already established in a number of geographic markets. Accompanying the chains into new markets is a good way of creating increased geographic presence and growth.


The business model is structured to facilitate growth, both organic and through acquisitions. In this way, Duni will achieve its objective of becoming Europe’s leading manufacturer of tabletop and take-away concepts.