Annual Report • Apr 18, 2017
Annual Report
Open in ViewerOpens in native device viewer
Net Insight is an innovator in the TV technology of tomorrow. Our offering stretches from the TV camera lens to the studio, right through to the TV viewer. The result is an improved viewing experience and cost-efficient complete solutions for our customers. Net Insight delivers products, software and services for effective, high-quality media transport coupled with effective resource management. We have 500 customers around the world and our customer portfolio includes network operators, TV and production companies. The Net Insight share is listed on Nasdaq Stockholm.
www.netinsight.net
2016 was one of Net Insight's most successful years, and we're now bigger and stronger than ever. Our growth is derived from a sharper customer focus and a broader product portfolio in combination with a more efficient organization.
• Sye, the company's solution for true live OTT, is launched commercially.
• Launch of Nimbra Media Gateway, a new media transport solution that supports migration to IP.
Net Insight wins major order from a leading network operator for a European sporting league.
Sye receives several new awards.
| Key figures | 2016 | 2015 | 2014 |
|---|---|---|---|
| Net sales, SEK millions | 503.5 | 375.8 | 379.1 |
| Western Euope | 231.4 | 193.1 | 173.7 |
| Americas | 163.2 | 115.1 | 168.4 |
| Rest of World | 108.9 | 67.6 | 36.9 |
| Net sales, adjusted, SEK millions | 510.1 | 379.4 | 379.1 |
| Operating earnings, SEK millions | 52.4 | 19.2 | 53.6 |
| Operating earnings, adjusted, SEK millions | 61.7 | 27.6 | 53.6 |
| Net income, SEK millions | 37.4 | 1.9 | 41.5 |
| Earnings per share, SEK | 0.10 | 0.00 | 0.11 |
| Total cash flow, SEK millions | 20.9 | -101.1 | 90.4 |
| Equity/assets ratio, percent | 77 | 79 | 86 |
| Shareholders' equity per share, SEK | 1.47 | 1.37 | 1.38 |
| Average number of employees | 208 | 155 | 137 |
Net Insight's world-leading technology creates new TV market solutions that benefit producers and viewers alike. This generates new revenue streams on a market undergoing extensive transformation, with old consumption patterns being replaced by new behaviors. Our offering enables us to be a true partner to our customers, and our ambition is to become the market leader based on the new technology.
Net Insight's operations focus on three key offerings: Nimbra, ScheduALL and Sye. Nimbra is a solution for transport of professional media content over media networks. ScheduALL is a planning tool for automated scheduling, management, planning and booking of all types of resources required for production and distribution of TV content. Sye is the world's only solution to date for live and synchronized TV content distributed over the internet, live OTT. Our solutions stretch from the TV camera lens to the studio, right through to the TV viewer.
Net Insight's customer base consists of broadcasters and production companies, telecom, satellite, digital TV, cable TV and IPTV operators. The highest sales share is sourced from network capacity service providers. Net Insight gained several new customers in 2016, reaching over 500 customers in more than 60 countries by the end of the year. Net Insight's strategy is to expand its customer base efficiently by combining the company's salesforce with Net Insight's partner network.
Net Insight has divided its sales organization into three geographical regions: Western Europe, Americas and Rest of World. Net Insight addresses the market in different ways depending on business segment and customer group. The company operates according to the principle that all business is local. This means that Net Insight's partner network is important, and mainly consists of system integrators and distributors. The company's global partner network has about 50 members. Revenues from Net Insight's partners were 30 percent of total revenue in 2016.
The value drivers that affect Net Insight's progress can be divided into the following groups:
AWARDS THIS YEAR
ScheduALL Portal™: Winner
Streaming Media European Readers' Choice Awards 2016
The global TV market is undergoing a major transformation that requires entirely new technology solutions. Traditional market operators are being challenged by new consumer behavior, migration to IP networks, increased costs for broadcasting rights and alternative production and distribution channels.
Net Insight is at the center of this changeable media market. We sat down with the company's CEO, Fredrik Tumegård, to talk about the past year and what can be expected looking ahead.
Overall, our role is to create better and more interesting TV alongside new and profitable business opportunities for our customers. To succeed, three main building blocks are needed: more effective utilization of existing resources, high quality video transmission regardless of distribution channel, and new business models that generate revenue streams.
Our three product lines Nimbra, ScheduALL and Sye provide solutions that meet these demands. Nimbra and ScheduALL allow our customers to control the production process and provide access to the right transmission capacity at the right time. I like to compare it to booking a flight, where the traveler can reserve a seat, add extra comfort options, choose different foods etc. online. It's just as easy to book video capacity with Nimbra and ScheduALL.
Sye, our solution for live OTT, was launched in April 2016. Sye provides TV consumers with entirely new opportunities for viewer participation, aimed at consumers that are already used to accessing simultaneous content on multiple screens. More viewer participation will generate increased revenue for content owners and operators in the future. Sye also effectively opens the door to sales of other Net Insight products.
Sye offers live OTT content in an entirely new way. Traditional technology for live-streamed video content doesn't have the capacity to transmit content on multiple screens and with minimal delay – Sye solves this problem. This means that Sye doesn't only contribute to improving existing technology, it's an entirely new, innovative solution for delivering content that increases the interaction of today's consumers in a way that traditional TV doesn't.
I like to draw the comparison with when smartphones first came on the scene, because the technology behind Sye isn't just revolutionary, it consolidates new behavioral patterns that are already in the process of becoming established.
Absolutely. Today, many people are turning into "digital loners" who watch content alone, also termed TV 2.0. This means that viewing figures for traditional TV have fallen dramatically for several years, and are continuing to fall.
Like many of our customers, we want people to share the TV experience again. Sye provides the right opportunities for creating the next generation of TV experience, or TV 3.0, where viewing on traditional TV screens is supplemented by content on secondary screens such as smartphones or tablets.
This enables a shared TV experience where viewers are also participants, by interacting on social media, betting, live chatting and using other time-sensitive applications. This generates entirely new revenue streams for our customers.
Off the cuff, I'm thinking sports. 2016 was a big year for sporting events, with the European Soccer Championship and summer Olympics. Many of our customers chose to upgrade their technology for these large-scale sporting events, which made a positive contribution to our sales growth. Many customers are now broadcasting TV in 4K Ultra HD. But I also want to emphasize the boost our solution for media over the internet received from Sky News Arabia, who used it to link news agencies around the world, and from France Télévisions, which replaced its satellite-based backup network with our solution.
Otherwise, 2016 was mainly characterized by the integration of ScheduALL which we acquired in October 2015. We've now completed the integration of the company with the Net Insight brand for our customer and product portfolio, and ScheduALL is now one of our three product brands. We consider the acquisition to be of strategic significance, and that the integration was successful. The process was very exciting, and many highly skilled professionals have joined Net Insight as a result.
The acquisition has been very significant. ScheduALL is now an independent product line within Net Insight, providing efficient resource planning solutions for TV equipment, network capacity and staffing. One example is provided by NBC Olympics' broadcasts from the Olympic Games in Brazil. This involved several thousand people and many football fields of equipment, and the ScheduALL software allowed NBC to plan its resources for all aspects of production and distribution.
In 2016, we saw a huge increase in the number of transactions in the ScheduALL Connector Community. The Connector Community is an online market place where different players buy and sell services.
We have also gained access to ScheduALL's customer portfolio, and cross-sales have increased sharply. We're now more relevant to our customers and the Nimbra business wouldn't have grown as much without ScheduALL. Our strong core business provides the foundation of our operations and enables us to continue to focus on product development.
I would begin by stating our global market leadership. We now have global coverage, with more than 500 customers in over 60 countries. Since 2016, we divided our markets into three geographical regions: Western Europe, North and South America and Rest of World. All regions posted a strong year, and we can continue to build on a stable foundation.
The launch of Sye has allowed us to enter the expansive OTT market, which is experiencing high growth of over 17 percent. A broader customer offering means that we're now able to offer an integrated and automated flow all the way from camera lens to TV screen. We're extremely pleased with Sye's results to date, and progress is set to continue in 2017.
We've also recruited many new members of staff, close to 25 percent, mainly in sales and tech development. In conclusion, Net Insight has strengthened its position significantly in 2016.
The clearest results can be seen in our high growth rate, with group operating earnings up by SEK 33.1 million and organic growth of 20 percent.
Growth has taken place across the board and throughout all product lines and market segments, and we've seen increased interest in the company generally. Some 80 percent of our customers are repeat customers, which is evidence of high customer satisfaction, something which is also clear from our annual customer survey. This provides us with a stable financial base and reduces risk in the company. The challenge is to raise awareness of what we do, and to continue to win market share globally. Although we've doubled brand awareness in five years, from 22 to 44 percent, we're maintaining that focus to show that Net Insight shapes the media of tomorrow.
Career Company in Sweden. What does this mean to you? On a personal level, it makes me happy and proud, but it's also strategically important for the company. It means that we're one of 100 select employers in Sweden that are seen as secure and attractive. Our staff are obviously critical to our success. The degree of innovation that Net Insight has shown in recent years wouldn't be possible without highly skilled professional staff who enjoy their work.
Without a doubt, our main objective is to put live OTT on the map by continuing the commercial rollout of Sye. This is a revolutionary technology that we're pioneering, and which we believe strongly in – not just for Net Insight's benefit but for the entire TV and entertainment industry. We obviously want this to happen as quickly as possible. At the same time, we also need to be humble and understand that technological change takes time. Even though we're already there in terms of the technology, time is also needed for other parts of the value chain to realign their business models, program formats and content.
The transformation of the media market is a journey
we're making alongside our customers and partners. We see ourselves as educators and advisors to market operators who are looking to navigate the new landscape effectively. Although this might seem like bewildering times to many people, at Net Insight we see a future full of opportunities.
Stockholm, Sweden, March 2017
Fredrik Tumegård CEO
Net Insight has a clear growth strategy based on being the front runner and thought leader in the global media industry. We develop innovative and cutting-edge products based on an understanding of our customers' businesses and needs. We're forward-looking experts in media and a true partner to our customers.
Net Insight delivers products, software and services for high-quality media transport coupled with effective resource management, all of which creates an enhanced TV experience. Net Insight's offerings stretch from the TV camera lens to the studio, right through to the TV viewer. Net Insight's solutions offer network operators, TV and production companies the benefit of lower total cost of ownership and the potential for effective new media service launches.
Maintain strong position and increase market share in North America, Western Europe and selected markets in Rest of World.
Operate and develop new innovative solutions in customer provisioned networks and resource planning, with good profitability.
Focused initiatives in the DTT business area.
Increase brand awareness on the market.
Capitalize on leadership in live OTT, focusing on North America and Western Europe.
Create core foundation of patents, intellectual property rights and technology platform.
Build a sustainable and efficient organization that can support the continued growth globally.
Our vision is to enable live and interactive media experiences for anyone on earth. We want to lead progress and provide a global media marketplace where people can exchange content and interact with each other in real time. We want to create the media experience of the future, centered on content.
Net Insight has a clear growth strategy based on four clearly defined areas. Growth is driven by increasing the company's presence on select key markets, being the market leader in live OTT, enhancing its offering by strengthening the link between infrastructure and services, and by completing complementary acquisitions.
Position Net Insight as a partner for total TV solutions from the camera lens to the TV viewer's device, "glass-to-glass", based on our three product lines – Nimbra, ScheduALL and Sye.
ScheduALL has been an independent product line under the Net Insight brand since September 2016. This strengthens our brand and contributes to the stability of our business through ScheduALL's software-based solutions for customer provisioning and resource planning.
Net Insight is an established player in the media market and a leading voice in trade media. Our customer base consists of 80 percent repeat customers, who act as positive brand ambassadors that raise brand awareness, which has doubled from 22 to 44 percent amongst broadcasters in the last five years. However, we want awareness about what we do to increase further, and are focusing on becoming more well known by presumptive customers.
A stronger link between infrastructure and services, and an increased service content, boosts the value of our Nimbra, ScheduALL and Sye offerings.
Software-based and customer provisioned networks pave the way for more services and strengthen the potential
for more extensive service agreements. This contributes to broadening and stabilizing our core business. Providing total solutions also means that we assume the role of industry experts, and act as advisors and educators for our customers during the current sector transformation.
Net Insight's strategy includes market leadership in live OTT, mainly in North America and Europe. We are uniquely positioned to deliver the technology required to distribute TV content over the Internet with minimal delay and synchronized broadcasts on multiple screens, which paves the way for social interactivity amongst TV audiences. Net Insight launched Sye in 2016, our solution for true live OTT.
Sye allows operators to offer their customers a more advanced service, and provide a personalized and interactive TV experience. Surveys suggest that consumers are more willing to pay for services when participating more actively in the viewing experience. TV companies pay a high price for distribution rights, particularly for sporting events. Sye enables them to generate more revenue from their investments. Sye also enables TV viewers to interact socially in more engaging and entertaining ways, by having a shared TV viewing experience.
The strategy also includes a strong core of patents, intellectual property rights and a technology platform that allows us to control technological progress and the commercial rights to Sye. We will also continue to establish partnerships and build sustainable and efficient operations to establish this groundbreaking technology to the market.
Net Insight closely follows market progress and has the capacity to accelerate growth through strategic acquisitions that complement Net Insight's offering and business, when the company judges that conditions are right.
To grow faster than the market with good profitability. 1 2 3
To generate return on equity and earnings per share that make Net Insight an attractive investment.
To be perceived as a globally leading media company driving the next generation of TV and video.
| 1 | Measurable key figures | Outcome 2016 | Outcome 2015 | Outcome 2014 |
|---|---|---|---|---|
| Sales increase, % | 34.0 | -0.9 | 35.0 | |
| Sales increase, currency-adjusted, % | 31.1 | -9.7 | 26.9 | |
| Total cash flow, SEK millions | 20.9 | -101.1 | 90.4 | |
| Operating earnings, SEK millions | 52.4 | 19.2 | 53.6 | |
| Operating earnings adjusted, SEK millions | 61.7 | 27.6 | 53.6 | |
| 2 | Measurable key figures | Outcome 2016 | Outcome 2015 | Outcome 2014 |
|---|---|---|---|---|
| Return on equity, % | 6.8 | 0.4 | 8.1 | |
| Earnings per share, SEK | 0.10 | 0.00 | 0.11 |
| Measurable key figures | Outcome 2016 | Outcome 2015 | Outcome 2014 |
|---|---|---|---|
| Brand awareness, %1) | 44 | 39 | 32 |
| Employee satisfaction index, EI%2) | 78 | 75 | – |
| Loyal customers, cNPS3) | 48 | 75 | – |
1) Devoncroft Big Broadcast Survey
2) Employee survey, Engagement Index
3) Customer Net Promotor Score, market benchmark 25
3
Net Insight's strategy and targets are supported and complemented by internal key performance indicators (KPIs) designed to track progress towards several operational objectives. Examples of these KPIs include: sales increase, profitability, customer satisfaction, new product and services sales, innovation, brand recognition, product quality and skills improvement.
As in previous years, Net Insight is not publishing a forecast for 2017. The reason is that as a supplier, Net Insight conducts business that is highly dependent on customers' internal decisions, their business results and regulatory decisions and that the market is undergoing extensive changes.
The sector is undergoing a transformation mainly driven by changing TV viewing habits. This affects the whole ecosystem of TV production, including business models, infrastructure and technology. Consumer behavior is changing as new technology is developed. This means that more efficient production processes and media networks are needed to handle increased content and functionality for TV production, to be delivered at the same or reduced cost.
The changing viewing patterns of consumers, such as growth in play services and free content, puts pressure on TV companies to offer more and better content. Viewing figures for traditional TV have been in decline since 2009. Broadcasters need to be relevant to viewers and provide high quality TV experiences, including high resolution, sound and personalized TV content.
In parallel with this trend, industries such as play services are now moving into the entertainment sector, including production and distribution of media content. New technology such as virtual reality (VR) is also creating new opportunities for the industry. Furthermore, consumers are increasingly becoming their own producers through services such as YouTube, Periscope and Snapchat.
At the same time, internet-delivered TV, OTT, has increased sharply, with annual growth of 17.2 percent according to a 2016 report by MarketsandMarkets.
Live OTT, which Net Insight offers under the Sye brand, has the potential to attract more interactive viewers back to traditional TV, particularly the younger generation, where complementary content on mobile screens is attractive. Interactive services such as chat services, betting, voting and social media interactivity generate more interest and provide a stronger experience as a result of active audience participation. Viewers can also share their experiences in real time regardless of screen or location.
Studies have shown that the potential for live chat functionality during live events boosts participation and increases the likelihood of watching the entire event. This means that the possibility of making TV viewing a social experience again would imply huge potential for innovative digital solutions. People enjoy communicating, collaborating and sharing experiences.
We are convinced that a range of new services and payment solutions will generate new revenue streams will emerge.
Consumer expectations for high-quality, on-demand content, and increasing competition from internet-based alternatives, increases the need for producers and distributors to produce and deliver more content using the same or fewer resources. To optimize their resources, such as staff and equipment, efficient management and control of workflows and network capacity is becoming increasingly important.
Net Insight's ScheduALL software platform provides TV companies and service providers with a tool for efficient booking and resource management – ranging from staff, studios and equipment
to self-provisioning networks.
Remote production, or centralized production, is becoming increasingly common, as it saves time and reduces costs, resulting in more broadcasts.
The trend towards virtualization of studio resources is also continuing, as well as the transition from hardware to cloud services.
In 2016, we launched the services marketplace Connector Community. The continuing transition from hardware to software-based solutions means that service agreements and services are becoming increasingly important to providing customer support.
The migration towards IP-based audio and video formats has been underway for a number of years. TV broadcasters' demands on video quality and reliability remain very high. Accordingly, the possibility of sharing a consolidated underlying IP network for media services is of considerable value to global media operators and telecom companies.
Intelligent, or software-controlled, networks enable increased network automation. This improves customers' ability to control and book network capacity of the required quality, also known as self-provisioning or customer-provisioned networks. The ScheduALL software solution enables customer-provisioned networks to operate alongside Net Insight's proprietary Nimbra network products, which are designed to handle current and future standards and customer requirements.
Another trend affecting physical networks is the need for handling much larger formats. More broadcasts are now being made in 4K Ultra HD, and the market has started to look at 8K as the next step. Japan, for example, is planning to broadcast the 2020 Olympics in 8K. This will place high demands on the viewing experience from an audio and video perspective, and is associated with substantial costs for content rights, while demand is increasing for stable and robust media networks able to handle heavy and capacity-intensive content.
New infrastructure generates increased revenues and higher returns on investments as it becomes easier to provision services as a result of more intelligent networks.
Net Insight has several competitors for its product lines. The main competitors for the Nimbra network offering are Cisco, Evertz, Media Links and Nevion. For ScheduALL's efficient resource planning offering, competitors include Farmerswife and Xytech.
Net Insight's live OTT solution is unique as it offers synchronization coupled with minimal latency. However, some competitors also offer low delay over OTT, and all major CDN operators such as Akamai, Limelight and Level 3 offer live OTT services, albeit with increased latency and without synchronized broadcasting.
Net Insight creates value by increasing productivity and generating new revenue streams through innovative business models.
Net Insight launched Sye in April 2016. Sye is the first and, to date, only solution in the world for live TV content distributed over the internet (live OTT) that can be synchronized with satellite or terrestrial TV and with minimal delay. Sye is aimed at content and service providers who want to offer TV consumers impactful and interactive TV experiences.
Sye enables users to complement their regular TV content with enriching content on other screens. The content is synchronized across the different screens, which provides viewers with a complete experience, making Sye unique.
The Sye solution implies significant potential to create the next generation TV experience, as it provides opportunities for interaction in social media, betting, live chat and other time-sensitive applications in real time. This means that TV viewing can become a more social activity once more.
Sye is a software-based solution that can be installed on regular servers or virtually in cloud-based services. The pricing model is based on user numbers and data traffic volumes.
The offering is mainly aimed at two customer groups: Cable TV/IPTV operators and CDN operators. Cable TV/IPTV operators can create a uniform viewing experience regardless of platform, providing the opportunity to enter the value chain for advertising, while CDN operators are able to offer a new premium live OTT service to content owners, who can in turn create more impactful viewing experiences and increase viewer numbers. CDN operators offer services to TV companies, content providers and betting companies, who then use Sye's advantages to create better and more engaging experiences for their users.
Synchronized content also opens up the possibility of advertising, where OTT screens can complement or extend advertising on primary screens.
The Nimbra product line is a hard and software-based platform for the transmission of professional media content. Nimbra is available in a range of series where each product type has been adapted to optimize high quality media transport over different kinds of infrastructure. Customers are largely telecom operators and specialized media network operators.
Net Insight's offering stretches from the TV camera lens to the studio, right through to the TV viewer's screen
Sye is aimed at content and service providers who want to offer TV consumers a better and more interactive TV experience and generate new revenue streams.
panies with flexible and efficient workflows, allowing more content to be created at lower cost. Intelligent scheduling increases the efficiency of production resources, while network capacity can be booked in a web portal that shows available capacity and
By combining Nimbra and ScheduALL, network operators are given a powerful tool that ensures provides an overview of media networks, service
The Nimbra platform is aimed at network owners and provides a very competitive infrastructure for robust, fast and high quality transport of media content. The platform reduces the total cost of ownership while also simplifying network management.
Nimbra provides network owners with very competitive infrastructure for robust, fast and high quality transmission of media content. The platform enables easy service provisioning, service and fault handling, which provides a low total cost of operation and ownership of media networks. Nimbra's unique service separation, which means that media services operate independently of each other, makes Nimbra suitable for automation and transport of multiple video flows, e.g. in centralized production.
During the year, Nimbra has become more softwarebased in alignment with Software Defined Networking (SDN), which makes media networks more agile and flexible in order to support the media industry's increasing virtualization and customer provisioned networks.
During the year, we also launched a new series, Nimbra Media Gateway, for live video in a multi-provider environment.
ScheduALL is a planning tool for automated scheduling, management, planning and booking of all types of resources required for production and distribution of TV content, such as network capacity, studios, cameras, producers etc.
The offering is aimed at content owners, TV companies,
production companies and service providers of media who ScheduALL helps access resources regardless of studio location, contributing to more efficient utilization of resources.
Intelligent scheduling improves the efficiency of resource utilization for TV production, while network capacity can be booked in a web portal. ScheduALL increases operational productivity and improves project control, particularly in terms of cost. This means that ScheduALL's users are provided with new ways of producing TV where more content can be created at reduced cost.
Combined with Nimbra, ScheduALL gives network operators a powerful tool for automated and efficient service orchestration, while also gaining full control over transmission capacity.
30 percent of Net Insight's revenue is derived from the company's service offerings. This ranges from support to advanced services provided by professionals across all customer segments. Examples include project management, implementations and training programs.
Our expertise allows us to help our customers to select the right solutions according to their individual needs, and to improve and rationalize infrastructure, production flows and service content.
In 2016, we extended our solutions portfolio further with the launch of Sye for live OTT. We're now attracting an even broader customer base. Net Insight's business model makes the partnership with our customers explicit, which helps customers to improve their offerings to end consumers. This results in real business advantages.
Our customers' purchasing patterns are structured as follows: Nimbra customers frequently expand their networks across multiple locations, starting with a limited number of locations which are gradually extended to include other regions, countries or continents. As customers launch new media services in their networks, more equipment is needed to support services such as 4K Ultra HD, compression or audio. We offer the following pricing structures: "pay-as-you-grow", which facilitates first-time purchases, and "software as a service" which means that customers purchase a subscription.
We receive revenue from hardware, software licenses, support and consulting services. Support revenues take the form of regularly recurring quarterly or annual income streams.
ScheduALL customers implement the system in the form of several modules which can be extended to include functionality in new modules, or connect more users. We receive income from software licenses, support and consulting services, with support services generating regularly recurring quarterly or annual income streams.
Sye
Expansion of new viewers
Expansion of live OTT services
Expansion of new viewers
Expansion of usage per viewer
For live OTT, the business model focuses more on capacity utilization. The more video content TV viewers stream through our solution, the more revenue is generated. We receive income streams from software licenses, installations and integration services. Repeat income streams are based on media streams or users.
Net Insight has global coverage with over 500 customers in more than 60 countries. From 2016, we divided our markets into three geographical regions: Western Europe, Americas and Rest of the World. While our aim is to contribute to the creation of a uniform, global media market, we are aware that business operations are local in nature. This means that we frequently work alongside partners with local representation and adapt our offering to the various markets. Brand awareness amongst broadcasters increased to 44 percent on a global basis in 2016, compared to 39 percent in 2015.
With 24 percent of global sales, the US is the single largest market for our products and solutions. Even if the US market is homogenous, it is differentiated from a needs perspective and is currently undergoing a major transformation.
Americas is a mature market with large, well-established operators. The TV offering in North America largely comprises pay TV, while South America resembles Europe where the content offering, production and distribution are subject to stronger national ties and control.
The US is the world's largest media market, with regard to TV content, production, content, distribution and technical solutions. Even if the US market is homogenous, it is differentiated from a needs perspective and is undergoing major transformation. TV viewing is increasingly shifting to online platforms and, like in Western Europe, TV is continuing to migrate to IP.
Since the establishment of OTT, internet-delivered TV, we have seen both business models and the traditional roles of producers, distributors and service providers change. Sports are a huge driver with regard to progress in live OTT, both in terms of technology solutions and business opportunities. Here too, the US is in the lead. While most countries have a couple of national sports that attract large TV audiences, the US has at least ten, both at professional and college, which attract millions of viewers.
Even though satellite-based distribution is still the most commonplace means of reaching large, global audiences, an increasing number of players are relying on the internet for contribution, which generates substantial cost savings. Centralized production also cuts costs, and grew in 2016, driven largely by the summer Olympics in Brazil.
We continued to invest in the region, for example by expanding the sales force and our service functions. In the US, our brand is becoming more well-known and surveys showed that market operators consider our brand to be respected, reliable and future-proof.
In 2016, we also saw a huge increase in the number of transactions in the community of ScheduALL users. Cross sales between ScheduALL and Nimbra also increased sharply.
163MSEK Net sales
32% Share of total sales 42% Growth
In Western Europe, 4K Ultra HD is just about to break through. This also applies to live transmissions of sporting events, for example, via the internet. These market factors generate increased potential for market growth in Western Europe for Net Insight over the coming years.
Europe is a heavily fragmented market where legislator frameworks and market conditions vary between countries and where new technology is being implemented at different speeds in the various parts of the continent.
The market factors that provide Net Insight with the main growth opportunities in Western Europe over the coming years are the transition from HDTV to Ultra HDTV (4K), the transition to the upgraded standard for digital TV, DVB-T2, TV over the internet (OTT), particularly live broadcasts, and the establishment of a joint digital market according to the EU commission's proposal in 2015. Net Insight's Sye and Nimbra solutions enable the internet to be used for contribution and distribution with minimal latency and retained quality. This makes the internet an increasingly promising medium for live broadcasts, which news agencies and content owners for sporting events in particular are starting to develop.
2016 was a very good year for Net Insight in Western Europe with growth running into double digits. Net Insight also entered the market for live OTT with Sye during the year.
Close collaboration with a number of network owners provides Net Insight with a strong and stable position in Western Europe. Direct sales and sales through partners continued to increase throughout the year.
Our partners provide us with a strong local presence on a diversified market, which means we can offer sales channels, services and support that is adapted to local conditions. In Germany and Italy, for example, we only operate through partners, and our largest transactions in France were made through partners in 2016.
The acquisition of ScheduALL in 2015 meant that we were able to offer advanced complete solutions including both Nimbra and ScheduALL, for the entire production and distribution chain in 2016.
Broadcasters associate the Net Insight brand with terms such as 'reliable', 'sector leaders' and 'experts' to a greater extent than our competitors.
Net Insight's brand awareness has increased around the world, and we're mainly growing through collaboration agreements with local partners, which we depend on outside Western Europe and North America.
Rest of World, countries outside Western Europe and Americas, naturally comprises a very differentiated market segment. Some regions marginally lag behind Western Europe and North America in terms of market maturity, while others lack much of the basic infrastructure required. However, digitalization is increasing further and 2016 was a really good year in Rest of World, too.
In this segment, we're entirely dependent on our partners in order to reach customers locally. The more stable and mature markets that we mainly focus on include China, South East Asia, South Africa, Australasia and the Middle East. Progress in other national markets is largely dependent on economic progress in the individual countries or regions.
Brand awareness has increased around the world, and Net Insight is growing mainly through collaboration agreements with local partners. We're continuing to invest in the region and are recruiting new staff, and in South Africa we've strengthened our position with the help of our partners. We're continuing to consolidate our operations in China.
Sky News Arabia is a 24-hour, Arabic-language rolling news channel from Abu Dhabi to the Arab world. Its facility is one of the largest and most advanced news centers in the Middle East.
By selecting Net Insight we have improved the availability and quality of our global bureau production.
Samir Mekhazni, Technical Operations Manager at Sky News Arabia
Sky News Arabia has, since many years, used Net Insight's ScheduALL for resource scheduling and the interoperability platform ScheduALL Chorus, which enables independent control systems to effectively communicate and work together. One system can talk to the mix of devices brought into use and the Net Insight software easily creates the level of automation that is desired.
In 2016 Sky News Arabia also selected Net Insight's media contribution over internet solution, the Nimbra VA series, to connect ten news bureaus globally. They also implemented Nimbra Vision, for an easy at-a-glance overview of the network, service health and performance.
Throughout both implementation projects, Net Insight's professional services team has been a vital part of implementing the solutions to create world class media operations.
The implementation of ScheduALL Chorus has streamlined the increasingly complex environment of a modern file based workflow as used at Sky News Arabia's network operation center (NOC). The solution prevents duplication of data, in turn reducing human errors, automating workflow and giving a small team of operators the ability to process large numbers of bookings. This now enables Sky New Arabia to react to breaking news stories faster than ever before.
Sky News Arabia is in the process of interfacing the ScheduALL core system with back-office human resource and ERP systems, creating a 360-degree cost control and reporting functionality that drives unparalleled business analysis and increased efficiencies.
Net Insight's Nimbra VA has offered Sky News Arabia a solution that lets them build, launch and manage broadcast quality, cost-efficient media transport over the internet. The Nimbra VA uses a combination of Sky News Arabia's MPLS infrastructure as well as internet to provide a reliable, flexible and bandwidth efficient protection scheme for the video services brought to the news center from the remote offices.
March 1, 2016 A national service provider in Central Asia selected the company's media transport solution for and expansion of a nationwide Digital Terrestrial TV (DTT) network. The state of the art media network will provide reliable and efficient distribution of TV content from the head-end to transmitter sites. The total order value, spanning over the four phases, is EUR 1.5 million.
April 15, 2016 NBC Olympics, a division of the NBC Sports Group, selected ScheduALL to provide resource and transmission management for its production of the summer Olympics in Rio de Janeiro. NBC Olympics turned to ScheduALL for an eighth consecutive Games to deliver advanced resource management solutions to orchestrate the logistics of people, equipment, locations and transmission feeds.
June 9, 2016 Net Insight partnered with Eurovision for live coverage of the UEFA European football championships. Net Insight's media transport will be used for contribution and primary distribution services of media services, including for the 4K produced matches. Major sporting events require quality and reliability as well as the ability to meet ever growing requirements in high bandwidth and switching capabilities, which Net Insight's solution provides.
July 1, 2016 A leading global network operator selected Net Insight's media transport solution for an arena contribution network that will broadcast league games. The new network will connect 20 arenas over optical fiber to enable 4K and HD video broadcasts to TV consumers and business customers. The value of the first phase is estimated at over EUR 1 million.
August 22, 2016 The Arabic news and current affairs broadcaster Sky News Arabia selected Net Insight's award-winning media over Internet solution to connect new bureaus globally. Sky News Arabia is building a new global content contribution platform connecting 10 global news bureaus with its main hub in Abu Dhabi, and turned to Net Insight for the company's cost-effective media contribution over Internet solution.
September 30, 2016 SIS, a leading supplier of products and services to the online and retail betting markets, selected Net Insight's Sye solution to provide delivery of live betting content with minimal latency to betting shops and bookmaker trading rooms worldwide. This provides clients with a cost effective, highly-reliable and differentiated product set that allows them to compete in various markets. SIS's decision to implement Net Insight's Sye solution ensures a more cost-effective video delivery over the internet than traditional satellite services.
November 28, 2016 France Télévisions Réseau Outre-Mer, the network of TV and radio stations operating in France's overseas territories around the world, has deployed Net Insight's internet media transport solution, Nimbra VA 220, for a new media contribution and distribution network. The solution increases flexibility, generates significant cost savings and maximizes service availability and reach.
November 28, 2016 Net Insight wins a substantial order for an expanded media network in North America from a service provider, who is a long-standing Net Insight customer. The value of the order exceeds SEK 13 million.
Net Insight's operation is characterized by respect for the company's customers, business partners, share holders and employees, but also for the wider society. This is what social responsibility means to us.
Operations should always be conducted in accordance with applicable legislation and accepted principles of good business ethics. Net Insight's basic principles for corporate social responsibility are set out in our Code of Conduct. The Code of Conduct deals with managing environmental, ethical and social considerations in a way that creates value-added for customers. Management arranges strategic initiatives for corporate social responsibility and sets guidelines and directives for the environmental, social, ethical and accounting controls.
As a supplement to regular reporting paths, all Net Insight employees can report serious impropriety involving senior executives or key individuals anonymously through a whistleblower function.
Net Insight has a zero-tolerance approach to undue advantage, improper influence and other types of corruption. As part of reinforcing its anti-corruption work, Net Insight has implemented an anti-corruption policy. This policy, which applies to all employees within the group and many of our business partners (such as resellers, agents, subcontractors), is consistent with applicable legislation and the Swedish Anti-Corruption Institute's Code on gifts, rewards and other benefits in business (commonly referred to as The Code of Business Conduct).
There were no cases of corruption in 2016.
As all manufacture is contracted to external business partners, Net Insight's environmental impact is limited to office operations and our employees' business travel.
Working in collaboration with our customers is key to ensuring that our products are manufactured sustainably. The company's suppliers are subject to the requirement of ISO 14001 environmental certification, and compliance with the EU RoHS directive limiting the usage of certain hazardous substances in electrical and electronic products. Net Insight sets standards for its whole manufacturing chain, so its main suppliers' subcontractors also comply with this directive. The company has a highly developed product return and repair organization, and for recycling scrapped equipment.
Net Insight's Nimbra platform supports wider usage of digital communication, which reduces the environmental impact of Net Insight's customers. Centralized production and workflows enables broadcasters to reduce the numbers of technical staff that travel to various news and sporting events. The Nimbra solution also means reduced power consumption compared to other network equipment on the market.
Net Insight guarantees equal rights and opportunities regardless of gender, transgender identity or expression, ethnic origin, religion or other belief system, disability, sexual orientation or age. One of the challenges we face is recruiting more women. Accordingly, Net Insight requires recruiting agencies to present equal numbers of female and male candidates. The shortage of female engineers remains a major challenge. During the year, Net Insight participated in several career fairs at universities and institutes of higher education to attract new talent. Net Insight is also focusing on its corporate culture to strengthen the company's brand amongst new and existing employees.
For more information about our equal opportunities and diversity work, see the Employees section.
Net Insight has continued its important journey towards becoming a company focused on the market and its customers' needs, with both undergoing increasingly rapid and continuous transformation. In order to succeed, our organization needs to be ready to change and our corporate culture plays a key role in this. We've already taken several important steps in leadership development, and have strengthened our employer brand both internally and on the labor market. We are now continuing the work to build Net Insight's corporate culture.
We carried out a far-reaching leadership training program as early as 2014, which focused on giving managers the tools needed to optimize their leadership in a sector undergoing continuous transformation. Since that time, Net Insight has also worked to strengthen its employer brand, both internally within the organization and on the market. This work proceeds from the existing brand platform that was renewed in 2015.
We started our journey in 2016, by defining the corporate culture we're aiming for according to our vision, strategy and brand. We need a strong shared culture to align our efforts and create the right conditions for achieving our corporate goals and vision.
During the year, Net Insight presented a new set of values as part of its corporate culture work, and a group of staff received training and assigned the task of acting as change units throughout the company to engender a spirit of participation and commitment. Our shared values, Visionary, True Partner and Expert, were discussed throughout Net Insight to further a sense of participation and commitment. The work also aimed to contribute to optimizing the integration of ScheduALL.
The work of transforming Net Insight's corporate culture towards a customer and market-focused organization includes using a Net Promotor Score (NPS). The higher the NPS, the more ambassadors the organization has, which generates more loyal customers. Net Insight's NPS improved further in 2016 and is now well above the benchmark.
Our efforts throughout the year built internal bridges that increased the efficiency and pace of transformation towards a sharper customer focus and a high level of commitment amongst our employees. A strong internal culture is the leverage we need, internally and externally, to attract, retain and develop talented staff in a highly competitive labor market. The company was awarded Career Company 2016, which can be seen as confirmation of our successful brand work across the board.
Diversity is a natural part of our operations. The organizational resources of a global company need to reflect its customers, and incorporate an understanding of local markets and cultures. Diversity brings a range of perspectives and contributes to creativity, spawning innovation, which in turn, is a prerequisite of success. Net Insight benefits from considerable ethnic diversity as a result of its global operations which include staff from many different cultures. The work to create an attractive workplace for both genders continues, and includes the ambition to attract more women, mainly to positions in tech development.
– how do these values influence your day-to-day work?
Fast and secure delivery flows
In Logistics, we use our expertise to create fast and secure delivery flows in partnership with our customers. Marcus Bång, Logistics Manager
Success as part of a team
The key part has been to learn to disregard short-term and personal gains, and to focus on success as part of a team and fulfilling our part of Net Insight's promise.
Rickard Molin, Software Developer
Take the time to reflect and re-evaluate
It comes naturally to me to live according to our core values, although it's good to take the time to reflect and re-evaluate this, too. Will my customers recognize these values? How can we become even better? Roel Dedecker, Sales Manager
To me, being a true partner means performing outside my designated responsibilities and working hours, and working as 'one company' alongside my colleagues to support our customers. Jackson Fontilus, Support Engineer
We make a difference to our customers. Our expert engineers ensure that sporting events are broadcast, our pre-configured platform reduces the time to network roll-out, and our simulated scenarios improve the reliability of decision-making data for network design.
Evabritt Orest, Project Manager
rely on us
Net Insight has huge media expertise and competences, and I think this is what makes us a true partner to our customers. They know they can rely on us.
Kenth Andersson, Senior Developer
I want our customers to feel safe
As a programmer, I work to make our programs as simple and intuitive as possible. I want our customers to feel safe when they use our software. Henrik Bladh, Software Developer
Living according to our core values influences my work every day. It's helped me make the right decisions when assisting our customers and being a true partner.
Karen Houlli, Accounting Manager
Migration of testing to a cloud-based environment
The Quality Assurance team has completed the migration of testing to a cloud-based environment. This allows us to carry out testing continuously and collaborate to solve our customers' critical problems, letting us address any issues that arise more efficiently and quickly.
Priya Muthuraja, Quality Assurance Engineer
In support, customer interaction is a daily activity. It's important to build trust and take the time to create a relationship that guarantees competences that our customers can rely on. Ghazanfar Paracha, Support Engineer
The development team actively and continuously seeks to improve and fine-tune our working methods. Our core values are the corner stone in this process and inspire and direct our daily efforts.
Mikael Wånggren, Software Developer
2016 (concentration, %)
Proportion of owners, as of Dec 31, 2016 (capital, %)
Proportion of owners, as of Dec 31, 2016 (votes, %)
Net Insight had its initial public offering in 1999 and has been listed on the Nasdaq Stockholm (NETI B) since July 1, 2007. The share moved to the Nasdaq Stockholm Mid Cap List on January 2, 2017.
The company had 11,926 shareholders on December 31, 2016, compared to 12,136 in the previous year. As of December 31, 2016, the 20 largest shareholders account for 61.5 percent of the capital and 62.4 percent of the votes. The major shareholders are mainly financial institutions and mutual fund managers. Foreign ownership represented 15.3 percent of capital, compared to 17.8 percent in the previous year.
The share price increased by 7 percent throughout the year from SEK 8.30 to SEK 8.90. The high in the financial year, of SEK 9.15, was set on December 23, 2016, and the low, of SEK 4.42, was set on April 5, 2016. Net Insight's total market capitalization was SEK 3,462 million on December 31, 2016, up 7 percent on the previous year, when market capitalization was SEK 3,228 million.
A total of 351 million shares were turned over for a total value of almost SEK 2,462 million, corresponding to a turnover rate of 98 percent, in 2016.
An average of some 1,500,000 shares were traded per trading day in the financial year, up 7 percent on the previous year.
NETI B was traded on a total of one marketplace apart from Nasdaq Stockholm: Turquoise. A total of 0.9 million shares were traded with a total value of nearly SEK 5.4 million on Turquoise.
The company has two synthetic option programs, in which a synthetic option gives the option holder the right to receive from Net Insight a cash amount calculated on the basis of Net Insight's share price. For more information, see note 7 on page 52.
Share capital was SEK 15,597,320 as of December 31, 2016. There were 1,000,000 class A shares and 388,933,009 class B shares, a total of 389,933,009 shares.
The AGM authorized the Board of Directors to repurchase the company's own shares. The company's holdings should not at any time exceed 5 percent of the total number of shares in the company. To financially hedge future cash flow effects of the company's commitments in the synthetic option programs stated above, if the share price would exceed the strike price, the parent company has repurchased its own shares.
As of December 31, 2016, the parent company had a total of 4,275,000 of its own class B shares (corresponding to 1.1 percent of the total number of shares), of which 1,500,000 shares has been repurchased during 2016. There were 1,000,000 class A shares and 384,658,009 class B shares, a total of 385,658,009, shares outstanding as of December 31, 2016. For more information, see note 25 on page 64.
A secure cash position is important for enabling the company to demonstrate long-term financial sustainability to customers, and partly for enabling initiatives in growth segments. The Board proposes that the AGM does not pay any dividend for the financial year 2016.
| Year | Transaction | Class A shares |
Class B shares |
Number of shares |
Par value (SEK) |
Share capital (SEK) |
|---|---|---|---|---|---|---|
| 2006 | 3,600,000 | 364,157,010 | 367,757,010 | 0.04 | 14,710,280 | |
| 2007 | Options redeemed | 3,600,000 | 367,002,820 | 370,602,820 | 0.04 | 14,824,113 |
| 2007 | Conversion of Class A share to Class B share | 1,900,000 | 368,702,820 | 370,602,820 | 0.04 | 14,824,113 |
| 2008 | Options redeemed | 1,900,000 | 377,990,569 | 379,890,569 | 0.04 | 15,195,623 |
| 2009 | Conversion of Class A share to Class B share | 1,300,000 | 378,590,569 | 379,890,569 | 0.04 | 15,195,623 |
| 2009 | Options redeemed | 1,300,000 | 388,633,009 | 389,933,009 | 0.04 | 15,597,320 |
| 2010 | Conversion of Class A share to Class B share | 1,150,000 | 388,783,009 | 389,933,009 | 0.04 | 15,597,320 |
| 2011 | 1,150,000 | 388,783,009 | 389,933,009 | 0.04 | 15,597,320 | |
| 2012 | 1,150,000 | 388,783,009 | 389,933,009 | 0.04 | 15,597,320 | |
| 2013 | 1,150,000 | 388,783,009 | 389,933,009 | 0.04 | 15,597,320 | |
| 2014 | 1,150,000 | 388,783,009 | 389,933,009 | 0.04 | 15,597,320 | |
| 2015 | NET INSIGHT B KURSUTVECKLING 2012 - 2016 Conversion of Class A share to Class B share |
1,000,000 | 388,933,009 | 389,933,009 | 0.04 | 15,597,320 |
| 2016 | 1,000,000 Traded number |
388,933,009 | 389,933,009 | 0.04 | 15,597,320 |
Total number of votes 398,933,009
*Board member Jan Barchans indirect holdings are presented seperately as Briban Invest AB.
| Class of stock |
shares | Votes | Equity, % | Votes, % |
|---|---|---|---|---|
| A | 1,000,000 | 10,000,000 | 0.3 | 2.5 |
| B | 388,933,009 388,933,009 | 99.7 | 97.5 | |
| 389,933,009 398,933,009 | 100.00% | 100.00% |
| Percentage of shareholders |
Percentage of share capital |
|---|---|
| 46.3 | 0.6 |
| 39.0 | 4.9 |
| 3.5 | 1.4 |
| 2.3 | 1.3 |
| 8.9 | 91.9 |
| 100.0 | 100.0 |
1 Lars Berg Chairman of the Board since 2001 and Board member since 2000.
Born: 1947. Lars Berg holds a B.Sc. in Business Administration from the Gothenburg School of Economics. Other Board assignments: Chairman of Greater Than AB (Stockholm), vice chairman of Norma Group (Frankfurt) and board member of BioElectric Solutions (Stockholm). Previous positions include executive positions with Mannesmann, heading up the Telecom Division, President and CEO of Telia, and various executive positions within the Ericsson Group. Independent of the company and management, independent of the company's major shareholders.
Shareholdings in Net Insight: 1,000,332 class B shares. Attendance at Board meetings in
2016: 6/6
Board member since 2015. Born: 1946. Jan Barchan holds a B.Sc. in Business Administration and is CEO in Briban Invest AB, Chairman of the Board in Audiodev AB, in Västraby Gård AB and in Västraby Gård Energi AB and is member of the Board of Directors in Assistera AB, Studsvik AB, Trianon AB and Trialbee AB. Independent of the company and management, dependent of the largest shareholder Briban Invest AB.
Shareholdings in Net Insight: 48,052,491 class B shares. Attendance at Board meetings in 2016: 5/6
Born: 1973. Cecilia Beck-Friis studied the Executive Management Program at IFL at the Stockholm School of Economics and Marketing & Sales at Berghs School of Communication. Founder and CEO of Ravyr AB. Currently works as an advisor and consultant in digital business development and transformation. Cecilia was previously Executive Vice President of the TV4 Group and Chief Digital Officer of Bonnier Broadcasting. Formerly holding several executive positions in the TV4 Group, as Digital Media Director, Business Area Manager of Niche Channels TV4 AB, Executive Vice President of TV4 Vision AB and Business Area Manager of Licensing & Publications for TV4 AB. Cecilia is Board member of Paradox Interactive AB. Independent of the company and management, independent of the company's major shareholders.
4 Charlotta Falvin Board member since 2016. Born: 1966. Charlcama Falvin holds a B.Sc. in Business Administration with 20 years' experience in different senior positions in IT and telecom focusing on international business and organizational development. Charlotta Falvin is a Board member of listed companies Bure Equity, Invisio Communications and CLX Communications, and Chairman of Ideon Open, Lund University and Handelsbanken's southern regional Board. Independent of the company and management, independent of the company's major shareholders. Shareholdings in Net Insight:
0 Attendance at Board meetings
5 Gunilla Fransson Board member since 2008. Born: 1960. Gunilla Fransson holds a Licentiate of Technology in Nuclear Chemistry from the Royal Institute of Technology, Stockholm (KTH). Up until 2016, Gunilla was a member of Saab AB's group management. She possesses over 20 years' experience of the telecom sector, formerly holding several senior positions in the Ericsson group. She is a Board member of Trelleborg AB, Nederman AB, Eltel AB, Enea AB and some unlisted companies. Gunilla is also CEO of Novare Peritos AB. Independent of the company and management, independent of the company's major shareholders. Shareholdings in Net Insight: 4,000 class B shares.
Attendance at Board meetings in 2016: 6/6
Shareholdings in Net Insight: 17,000 class B shares. Attendance at Board meetings in 2016: 6/6
Born: 1959. Anders Harrysson holds an M.Sc. in Engineering Physics from Linköping Institute of Technology. Anders Harrysson was previously Chief Executive Officer of Birdstep Technology ASA. Anders has more than 20 years' international experience from senior positions in the IT industry, including 14 years at IBM with several years at the European Headquarters in Paris and the group's headquarters in the US. Between 1998 and 2010, he was Vice President at Sun Microsystems with responsibility for its activities in Northern Europe. Anders is Chairman of Ewalie AB and Qmatic AB. Independent of the company and management, independent of the company's major shareholders.
Shareholdings in Net Insight: 8,000 class B shares. Attendance at Board meetings in 2016: 5/6
CEO Born: 1972. Fredrik Tumegård holds a B.Sc. in Electrical Engineering from the Royal Institute of Technology in Stockholm (KTH) and has also studied Business Administration at the University of Stockholm. CEO of Net Insight since October 2013, formerly held senior positions in marketing and sales for companies including TeliaSonera International Carrier, Huawei Technologies and also previously worked for Ericsson and Transmode. Fredrik Tumegård joined Net Insight from NEC, where he was Vice President of Northern Cluster. Fredrik's duties in the NEC group included the roles of Managing Director of NEC UK Ltd.
Shareholdings in Net Insight: 385,000 class B shares.
Born: 1968. Thomas Bergström holds an M.Sc. (Econ) from Linköping University, Sweden. Appointed as Net Insight's CFO in 2009. Prior to this, Thomas has long international experience from various finance and accounting roles, mainly in the Ericsson group. Thomas joined Net Insight from a position as CFO of Aastra Telecom Sweden. Shareholdings in Net Insight: 55,000 class B shares.
3 Marina Hedman
4 Maria Hellström Vice President Services Born: 1972. Maria Hellström holds a M.Sc. in Computer Engineering from the Royal Institute of Technology in Stockholm. Maria has more than 15 years of experience from leading positions at Capgemini, most recently as senior vice president and business unit manager for Digital Services, responsible for sales and delivery for customers in the telecom, finance and public sectors. Shareholdings in Net Insight: 17,394 class B shares.
0
Vice President Human Resources Born: 1976. Marina Hedman holds a B.A. in Social Sciences, majoring in Human Resources. Marina has been employed since 2013, and prior to that, had over 10 years' experience in various HR roles, in sectors including consulting, IT and media. Shareholdings in Net Insight:
7
Born: 1977. Martin Karlsson has a Ph.D. in Computer Science from Uppsala University, Sweden. Martin joined Net Insight in 2010 and has a background as a Principal Engineer at Oracle Corporation and as a Microprocessor Architect at Sun Microsystems. Martin is the inventor or co-inventor of more than 16 patents.
Shareholdings in Net Insight: 100,000 class B shares.
Born: 1967. Per Lindgren holds a D.Tech. in Telecommunication from the Royal Institute of Technology in Stockholm (KTH). As a co-founder of Net Insight, Per has been an employee since 1997. Previous experience includes Associate Professor at KTH. Per is CEO of Net Insight Intellectual Property AB. Shareholdings in Net Insight: 400,000 class A shares,
1,300,000 class B shares.
Born: 1967. Ulrik Rohne holds an M.Sc. in Electrical Engineering from the Royal Institute of Technology in Stockholm (KTH). Employed at Net Insight since 2012 and has extensive experience from a variety of roles within product development, mainly within the telecom and mobile industry. Ulrik has held various management positions within Ericsson and comes most recently from Sony Ericsson, were he was Head of Software Development in Stockholm. Shareholdings in Net Insight: 50,000 class B shares.
Born: 1965 Alan Ryan holds a B.Sc. in Business Studies from University of Bradford. Alan was appointed as Vice President Global Sales of Net Insight in 2016. He has more than 25 years of experience within the Telecoms and IT industry with extensive experience of international sales management focused on partnerships, alliances and channel management. Alan started his management career at Telia Sonera and recent assignments include Sales Director at MTI, UK, and Networking General Manager at SCC. Shareholdings in Net Insight: 0
Anna Karin Verneholt resigned as Vice President Communications & Marketing in January 2017.
The Board of Directors and Chief Executive Officer of Net Insight AB (publ), corporate ID no. 556533-4397, with its registered office in Stockholm, Sweden, hereby present the annual accounts of the parent company and group for the financial year 2016. Numerical information stated in brackets in these annual accounts are comparative figures with the financial year 2015 or the reporting date of December 31, 2015. Rounding deviations may occur in these annual accounts.
Net Insight delivers products, software and services for high-quality media transport coupled with effective resource management, which creates an enhanced TV experience. Net Insight's offering stretches from the TV cameras to the TV studio, right through to the TV viewer. Net Insight's solutions offer network operators, TV and production companies the benefit of lower total cost of ownership and the potential for effective new media service launches. Revenues are generated through direct and indirect sales of hardware and software solutions and services.
Net Insight has more than 500 customers in 60 countries. Founded in 1997, Net Insight had 215 (205) employees at year-end, primarily stationed in Stockholm, Miami, London and Singapore. Net Insight sells its products and services through its own sales force and the company's partner network. Sales via the partner network were 30 (36) percent in 2016. The company is listed (NETI B) on Nasdaq Stockholm.
Implementation of strategic plans
2016 was largely characterized by the strategy presented in 2014 and the strategic investments and activities in 2015: the launch of a new brand platform, the acquisition of ScheduALL and initiatives in a new market area, Live OTT.
Net Insight's sales were SEK 503.5 (375.8) million, up 34.0 percent on the previous year. Organic growth was 19.8 percent, against the figure of 9.4 percent for the market as a whole in the first half-year 2016 predicted by media technology market researcher Devoncroft. Market growth was due to investments in technology for TV coverage of events such as the Olympic Games in Brazil, the UEFA European Championship in France and the US presidential election. The company also achieved global brand awareness of
44 percent in the year according to Devoncroft. This means that brand recognition doubled compared to 2011.
Growth occurred across all three of Net Insight's regions, Western Europe, Americas and Rest of World. Growth was driven by an increased customer base, a broader offering and a stronger brand, but also by the events listed above. The company has mainly grown through increased sales of Nimbra-based network solutions, where ScheduALL's complementary services have attracted growing customer interest, which also fueled sales of Nimbra. The launch of Sye, our true Live OTT solution, has strengthened the company's position and contributes to creating an exchange with our customers about our visions.
ScheduALL's operations were acquired in the fourth quarter of 2015. In 2016, we focused on integrating the offering, operations, organization and brands into Net Insight. This led to the creation of a new organizational structure that ensures a clearer customer interface, training programs for our sales force across the product portfolio and the introduction of ScheduALL as a Net Insight product brand.
In the fourth quarter of 2015, Net Insight announced that the company was entering the OTT market to provide solutions to problems associated with Live OTT streaming. Sye was launched in the second quarter of 2016, and offers a commercial solution that enables content to be delivered in real time over the Internet with image synchronization on all types of screens, including linear TV broadcasts, with low latency. Sye is being tested with a range of customers throughout the year, and in the third quarter we announced that SIS, a leading provider of products and services to the online and betting markets, has selected Sye to deliver live content to bookmakers and trading rooms worldwide. Net Insight also won a number of awards for Sye, and the solution has generated considerable interest throughout the global TV industry.
In network solutions, we've delivered a number of customer provisioned network (CPN) solutions. The solutions reduce our customers' costs by increased automation of bookings and allocation of network resources. The solution is provided by a combination of products from our ScheduALL and Nimbra product lines. We also launched a media gateway at the NAB trade show in Las Vegas,
which is an important step in our work to support open standards.
The ScheduALL product line now offers many of ScheduALL's functionality as web-based solutions. We've also made improvements in ScheduALL Connector, allowing users to purchase services between ScheduALL systems, a key component for achieving Net Insight's vision of a global media market.
Net Insight's development primarily focuses on the following strategic segments:
Net Insight's development is carried out in Stockholm and Miami. Total development expenditures were SEK 149.1 (96.6) million. The increase is mainly a result of the consolidation of ScheduALL in the full year 2016, compared to one quarter in 2015, but also increased investments in Live OTT.
Much of Net Insight's competitiveness lies in its innovative technology. This technology offers unique benefits in segments including real-time image processing, secure data transmission and GPS-independent time synchronization. The company filed another four patent applications in 2016 and two earlier applications were granted. The company has a total of 30 patents granted and eight patent applications.
The manufacture of the company's products is primarily carried out by subcontractors, mainly in Sweden. Net Insight's main suppliers are required to hold ISO 14001 certification. Production processes and products comply with applicable safety and environmental legislation and directives include RoHS, CE marking, WEEE and other international directives and legislation. Net Insight's products and software undergo rigorous quality testing as part of development, production and when delivered at warehouses.
2016 was an intensive year in terms of transformation. The organization has been adapted to complete the integration of ScheduALL and to create a joint customer interface. The journey of transformation towards a more customer-oriented company continued, including actively pursuing change work relating to the corporate culture in line with the brand initiatives launched in 2015. Workshops and training initiatives relating to the company's core values of being a visionary, expert and true partner were held on a global basis with the aim of driving this change.
For more information about the company's major shareholders, share price performance and repurchases, see pages 24-25.
In 2016, the group's net sales increased by 34.0 percent, amounting to SEK 503.5 (375.8) million. Organic growth was 19.8 percent.
In 2016, net sales for Western Europe were SEK 231.4 (193.1) million. Americas saw net sales of SEK 163.2 (115.1) million and Rest of World SEK 108.9 (67.6) million.
Net sales by business area as a proportion of total net sales were 88 (82) percent for Broadcast & Media (BMN), 12 (15) percent for terrestrial digital TV (DTT) and 1 (3) percent for Cable TV & IPTV.
Operating earnings were SEK 52.4 (19.2) million, equating to an operating margin of 10.4 (5.1) percent. The improved operating earnings are largely due to increased net sales.
Net income was SEK 37.4 (1.9) million, equating to a net margin of 7.4 (0.5) percent. Excluding the operating earnings effects indicated above, net income was burdened by SEK -3.2 (-11.8) million in value changes in synthetic option programs, see note 1.2.
Cash flow for 2016 was SEK 20.9 (-101.1) million. The comparative period includes the acquisition of ScheduALL at SEK -98.2 million. Repurchases of own shares were made totaling SEK -10.3 (-7.7) million in 2016.
Investments were SEK 82.0 (57.3) million for the full year, of which SEK 77.2 (52.7) million related to capitalized development expenditure. Full-year depreciation and amortization was SEK 63.5 (56.8) million, of which SEK 57.1 (54.0) million related to amortization of capitalized development expenditure.
At the end of the period, the net value of capitalized development expenditure was SEK 228.9 (208.8) million. Capitalization principles are described in note 2.6.
In addition to the above investments, the company acquired
ScheduALL last year, with a net cash effect of SEK -98.2 million. For more information about the acquisition, total assets and liabilities received and the impact on consolidated cash flow, see notes 24 and 30.
At year-end, cash and cash equivalents were SEK 214.9 (193.6) million. Equity was SEK 565.3 (531.6) million, with an equity/assets ratio of 77.4 (79.3) percent. In the year, equity decreased by SEK -10.3 (-7.7) million attributable to the value of repurchased own shares. As in 2015, there were no interest-bearing liabilities.
In 2016, parent company net sales were SEK 568.0 (452.9) million and net income was SEK 46.6 (21.9) million. At year-end, the parent company had 128 (126) employees.
At year-end, cash and cash equivalents were SEK 194.4 (165.0) million.
In the past three calendar years, average seasonality has been fairly modest. Of annual net sales, the first quarter represented 22 percent, and the second, third and fourth quarters represented 26 percent each.
Since a number of external and internal factors influence Net Insight's operations and earnings, the company relies on a continuous process of identifying existing risks and assessing how each risk should be managed. The risks the company is exposed to include market-related risks, operational risks and financial risks. Financial risks are described under the accounting policies section and in the notes.
Competition and technology
Net Insight operates in a dynamic industry characterized by rapid technological progress and intense competition. Failing to keep pace with technological progress or making incorrect technological investments would exert a negative impact on revenues and profit. The risk of an unexpected forward leap in technology rendering the company's products obsolete is considered low. The risk of making erroneous technological investments is also considered low. The skills and competence of Net Insight's development staff, combined with market research, competitor monitoring, and close collaborations with large customers, help keep Net Insight well informed and up to date on relevant technology and market trends.
The majority of Net Insight's customers are located in Western Europe and the US. Net Insight does not consider the countries in which it currently does most of its business to present any significant political risks. Geographical expansion is preceded by a risk identification process on each relevant market that evaluates payment instruments and commercial conditions to mitigate risks as far as possible.
Product liability, intellectual property rights and litigation Potential defects in Net Insight's products could lead to claims for compensation and damages. The company is considered to possess adequate product liability insurance coverage, accordingly direct risks are considered limited. Products also undergo extensive testing and verification in the development process and in the shipping process before products are sent to customers. Since Net Insight continuously seeks to protect its corporate name, trademarks and brands, it is well prepared for any infringement litigation through insurance coverage, and with the aid of internal expertise in its corporate legal department and external legal counsel. Neither Net Insight AB (publ) nor its subsidiaries are currently involved in any litigation processes, legal or arbitration procedures.
If one of Net Insight's larger customers became insolvent or changed supplier, this would have a manageable impact on Net Insight's earnings. A growing customer base and relatively high cost to customers to change suppliers limits this risk. To limit customer-related risks further, Net Insight continuously endeavors to exceed customer expectations in terms of the technology performance and quality of its products, as well as its level of customer service.
Net Insight is dependent on a limited number of suppliers for components and production. To mitigate the effects of potential supply chain disruptions, the company has consequential loss coverage, maintains dialogue with alternative suppliers, and ensures that the relevant preferred suppliers have prepared disruption plans.
The following table assesses the likelihood of Net Insight being affected by the various operational risks described in this section and their impact. The assessment does not claim to be exhaustive but merely serves as an illustration.
| Risk | Probability | Impact |
|---|---|---|
| Product fault leading to product liability | Low | Low |
| Intellectual property dispute | Low | Low |
| Major customer becomes insolvent | Low | Medium |
| Major customer leaves Net Insight for competitor |
Medium | Medium |
| Net Insight's technology becomes obsolete |
Low | High |
| Net Insight makes incorrect technology investment |
Low | High |
| Adverse political changes in politically unstable countries |
Medium | Low |
| Long-term supply disruption | Low | Medium |
Guidelines for remuneration to senior executives The most recently adopted guidelines for remuneration to senior executives are described in note 7 and apply until the Annual General Meeting (AGM) on May 9, 2017. A new proposal will be submitted to the AGM 2017 which essentially corresponds to the guidelines adopted at the AGM 2016.
Net Insight AB (publ) is currently a well-capitalized company with a strong cash position. A strong cash position is important in contexts including the company being able to demonstrate longterm financial sustainability to customers, and partly to be able to make investments in growth segments. The Board of Directors is proposing to the AGM that no dividend is paid for the financial year 2016.
The following funds are at the disposal of the parent company (SEK thousands):
| 532,645 |
|---|
| 46,595 |
| 434,754 |
| 51,296 |
The Board of Directors proposes that funds be appropriated as follows:
Brought forward: SEK 532,645 thousands
Regarding the group's and parent company's results of operations and financial position otherwise, refer to the following Balance Sheets, Income Statements and Cash Flow Statements with the associated notes. The Corporate Governance Report is on page 76-80.
| Amounts in SEK thousands | Note | 2016 | 2015 |
|---|---|---|---|
| Net sales | 5 | 503,522 | 375,773 |
| Cost of sales | 9,11,17,18 | –187,872 | –149,719 |
| Gross earnings | 315,650 | 226,054 | |
| Sales and marketing expenses | 9,11,17,18 | –137,094 | –122,379 |
| Administration expenses | 9,11,12,17,18 | –54,249 | –40,498 |
| Development expenses | 8,9,11,17,18 | –71,953 | –43,957 |
| Operating earnings | 6,7,10 | 52,354 | 19,220 |
| Result from financial investments | |||
| Financial income | 13 | 183 | 518 |
| Financial expenses | 13 | –5,612 | –13,081 |
| Result from financial investments | –5,429 | –12,563 | |
| Profit before tax | 46,925 | 6,657 | |
| Tax | 14,15 | –9,483 | –4,733 |
| Net income | 37,442 | 1,924 | |
| Net income for the year attributable to the stockholders of the parent company | 37,442 | 1,924 | |
| Earnings per share, basic (SEK) | 16 | 0.10 | 0.00 |
| Earnings per share, diluted (SEK) | 16 | 0.10 | 0.00 |
| Amounts in SEK thousands | 2016 | 2015 |
|---|---|---|
| Net income | 37,442 | 1,924 |
| Other comprehensive income | ||
| Items that may be reclassified subsequently to the income statement | ||
| Translations differences | 6,619 | 466 |
| Total other comprehensive income for the year, after tax | 6,619 | 466 |
| Total comprehensive income for the year | 44,061 | 2,390 |
| Total comprehensive income for the year attributable to the stockholders of the parent company |
44,061 | 2,390 |
| Amounts in SEK thousands | Note | Dec 31, 2016 | Dec 31, 2015 |
|---|---|---|---|
| ASSETS | |||
| Intangible assets | |||
| Capitalized expenditure for development | 5,17 | 228,867 | 208,792 |
| Goodwill | 5,17 | 64,136 | 59,242 |
| Other intangible assets | 5,17 | 26,037 | 25,590 |
| Tangible fixed assets | |||
| Equipment | 5,18 | 3,123 | 3,743 |
| Financial assets | |||
| Deferred tax asset | 15 | 15,520 | 23,322 |
| Deposits | 31 | 309 | 379 |
| Total non-current assets | 337,992 | 321,068 | |
| Current assets | |||
| Inventories | 19 | 47,065 | 56,037 |
| Accounts receivable | 20,22 | 111,121 | 84,620 |
| Other receivables | 20,22 | 10,911 | 6,555 |
| Prepaid expenses and accrued income | 20 | 8,287 | 8,496 |
| Cash and cash equivalents | 21,22,30 | 214,943 | 193,616 |
| Total current assets | 392,327 | 349,324 | |
| TOTAL ASSETS | 730,319 | 670,392 | |
| EQUITIY AND LIABILITIES | |||
| Equity attributable to parent company's shareholders | |||
| Share capital | 25 | 15,597 | 15,597 |
| Other paid-in capital | 1,192,727 | 1,192,727 | |
| Translation difference | 6,392 | –227 | |
| Accumulated deficit | –649,412 | –676,547 | |
| Total equity | 565,304 | 531,550 | |
| Non-current liabilities | |||
| Other non-current liablities | 22,26 | 33,734 | 15,829 |
| Other provisions | 27 | 9,488 | 7,369 |
| Total non-current liabilities | 43,222 | 23,198 | |
| Current liabilities | |||
| Accounts payable | 22 | 14,996 | 21,410 |
| Current tax liabilities | 22 | 304 | 135 |
| Other liabilities | 22,28 | 3,556 | 6,109 |
| Other provisions | 27 | 2,687 | 1,895 |
| Accrued expenses and deferred income | 29 | 100,250 | 86,095 |
| Total current liabilities | 121,793 | 115,644 | |
| TOTAL EQUITY AND LIABILITIES | 730,319 | 670,392 |
| Amounts in SEK thousands | Note | 2016 | 2015 |
|---|---|---|---|
| Ongoing activities | |||
| Profit/loss before tax | 46,925 | 6,657 | |
| Income tax paid | –701 | –79 | |
| Depreciation and amortization | 9 | 63,468 | 56,774 |
| Other items not affecting liquidity | 30 | 17,859 | 6,013 |
| Cash flow from operating activities before changes in working capital |
127,551 | 69,365 | |
| Changes in working capital | |||
| Increase (-)/Decrease (+) in inventories | 2,419 | –11,830 | |
| Increase (-)/Decrease (+) in receivables | –31,836 | –2,014 | |
| Increase (+)/Decrease (-) in liabilities | 13,972 | 5,715 | |
| Cash flow from operating activities | 112,106 | 61,236 | |
| INVESTMENT ACTIVITIES | |||
| Investments in intangible assets | 17 | –79,772 | –55,478 |
| Investments in tangible assets | 18 | –2,203 | –1,872 |
| Acqusition of group companies, net effect on cash | 30 | - | –98,217 |
| Investments in fincancial assets, net | 70 | 49 | |
| Cash flow from investment activities | –81,905 | –155,518 | |
| FINANCING ACTIVITIES | |||
| Option premium | 26 | 1,001 | 860 |
| Repurchase of own shares | 25 | –10,307 | –7,726 |
| Cash flow from financing activities | –9,306 | –6,866 | |
| Net change in cash and cash equivalents | 20,895 | –101,148 | |
| Exchange differences in cash and cash equivalents | 432 | 446 | |
| Cash and cash equivalents at the beginning of the year | 193,616 | 294,318 | |
| Cash and cash equivalents at the end of the year | 21,22 | 214,943 | 193,616 |
| Attributable to parent company's shareholders | |||||
|---|---|---|---|---|---|
| Amounts in SEK thousands | Share capital | Other paid-in capital |
Translation differences |
Accumulated deficit |
Total share holders' equity |
| January 1, 2015 | 15,597 | 1,192,727 | –693 | –670,745 | 536,886 |
| Comprehensive income | |||||
| Net income | – | – | – | 1,924 | 1,924 |
| Translation differences | – | – | 466 | – | 466 |
| Total comprehensive income | 15,597 | 1,192,727 | –227 | –668,821 | 539,276 |
| Transactions with owners in their capacity as owners: |
|||||
| Repurchase of own shares | – | – | – | –7,726 | –7,726 |
| Total transactions with owners | 0 | 0 | 0 | –7,726 | –7,726 |
| December 31, 2015 | 15,597 | 1,192,727 | –227 | –676,547 | 531,550 |
| January 1, 2016 | 15,597 | 1,192,727 | –227 | –676,547 | 531,550 |
| Comprehensive income | |||||
| Net income | – | – | – | 37,442 | 37,442 |
| Translation differences | – | – | 6,619 | – | 6,619 |
| Total comprehensive income | 15,597 | 1,192,727 | 6,392 | –639,105 | 575,611 |
| Transactions with owners in their capacity as owners: |
|||||
| Repurchase of own shares | – | – | – | –10,307 | –10,307 |
| Total transactions with owners | 0 | 0 | 0 | –10,307 | –10,307 |
| December 31, 2016 | 15,597 | 1,192,727 | 6,392 | –649,412 | 565,304 |
| Amounts in SEK thousands | Note | 2016 | 2015 |
|---|---|---|---|
| Net sales | 5 | 567,951 | 452,948 |
| Cost of sales | 9,11,17,18 | –241,440 | –181,011 |
| Gross earnings | 326,511 | 271,937 | |
| Sales and marketing expenses | 9,11,17,18 | –113,361 | –109,651 |
| Administration expenses | 9,11,12,17,18 | –44,407 | –31,705 |
| Development expenses | 8,9,11,17,18 | –117,883 | –89,612 |
| Operating earnings | 6,7,10 | 50,860 | 40,969 |
| Result from financial investments | |||
| Result from participation in group companies | 13 | – | –2 |
| Financial income | 13 | 165 | 471 |
| Financial expenses | 13 | –3,869 | –13,202 |
| Result from financial investments | –3,704 | –12,733 | |
| Profit before tax | 47,156 | 28,236 | |
| Tax on net income | 14,15 | –561 | –6,391 |
| Net income | 46,595 | 21,845 |
| Amounts in SEK thousands | 2016 | 2015 |
|---|---|---|
| Net income | 46,595 | 21,845 |
| Other comprehensive income | ||
| Items that may be reclassified subsequently to the income statement | – | – |
| Total comprehensive income for the year | 46,595 | 21,845 |
| Total comprehensive income for the year attributable to the stockholders of the parent company |
46,595 | 21,845 |
| Amounts in SEK thousands | NOTE | Dec 31, 2016 | Dec 31, 2015 |
|---|---|---|---|
| ASSETS | |||
| Intangible assets | |||
| Other intangible assets | 5,17 | 5,477 | 3,493 |
| Tangible fixed assets | |||
| Equipment | 5,18 | 2,918 | 3,494 |
| Financial assets | |||
| Participations in group companies | 23 | 299,243 | 248,243 |
| Deferred tax asset | 15 | 185 | 154 |
| Deposits | 31 | 161 | 205 |
| Total non-current assets | 307,984 | 255,589 | |
| Current assets | |||
| Inventories | 19 | 47,065 | 56,037 |
| Accounts receivable | 20 | 100,883 | 77,983 |
| Receivables from group companies | 20 | 111,348 | 162,926 |
| Other receivables | 20 | 15,356 | 6,385 |
| Prepaid expenses and accrued income | 20 | 6,049 | 6,528 |
| Cash and cash equivalents | 21 | 194,423 | 164,955 |
| Total current assets | 475,124 | 474,814 | |
| TOTAL ASSETS | 783,108 | 730,403 | |
| EQUITIY AND LIABILITIES | |||
| Equity | |||
| Restricted equity | |||
| Share capital | 25 | 15,597 | 15,597 |
| Statutory reserve | 112,822 | 112,822 | |
| Non-restricted equity | |||
| Share premium reserve | 51,296 | 51,296 | |
| Retained earnings | 434,754 | 423,216 | |
| Net Income | 46,595 | 21,845 | |
| Total equity | 661,064 | 624,776 | |
| Non-current liabilities | |||
| Other non-current liablities | 26 | 24,995 | 13,663 |
| Other provisions | 27 | 9,488 | 7,369 |
| Total non-current liabilities | 34,483 | 21,032 | |
| Current liabilities | |||
| Accounts payable | 13,269 | 20,288 | |
| Other liabilities | 28 | 3,108 | 4,376 |
| Other provisions | 27 | 2,687 | 1,895 |
| Accrued expenses and deferred income | 29 | 68,497 | 58,036 |
| Total current liabilities | 87,561 | 84,595 | |
| TOTAL EQUITY AND LIABILITIES | 783,108 | 730,403 |
| Amount in SEK thousands | Note | 2016 | 2015 |
|---|---|---|---|
| Ongoing activities | |||
| Profit/loss before tax | 47,156 | 28,236 | |
| Income tax paid | –592 | – | |
| Depreciation and amortization | 9 | 3,328 | 2,043 |
| Other items not affecting liquidity | 30 | 11,816 | 16,228 |
| Cash flow from operating activities before changes in working capital | 61,708 | 46,507 | |
| Changes in working capital | |||
| Increase (–)/decrease (+) in inventories | 2,419 | –11,830 | |
| Increase (–)/decrease (+) in receivables | –32,001 | –262 | |
| Increase (+)/decrease (–) in current liabilities | 11,301 | –9,465 | |
| Cash flow from operating activities | 43,524 | 24,950 | |
| INVESTMENT ACTIVITIES | |||
| Investments in intangible assets | 17 | –2,585 | –2,752 |
| Investments in tangible assets | 18 | –2,150 | –1,770 |
| Acqusition of group companies | 23 | – | –115,915 |
| Liquidation of group companies | – | 113 | |
| Investments in financial assets, net | 44 | 84 | |
| Cash flow from investment activities, net | –4,691 | –120,240 | |
| FINANCING ACTIVITIES | |||
| Option premium | 26 | 942 | 860 |
| Repurchase of own shares | 25 | –10,307 | –7,726 |
| Cash flow from financing activities | –9,365 | –6,866 | |
| Net change in cash and cash equivalents | 29,468 | –102,156 | |
| Cash and cash equivalents at the beginning of the year | 164,955 | 267,111 | |
| Cash and cash equivalents at the end of the year | 21 | 194,423 | 164,955 |
| Share | Statutory | Share premium |
Retained | Net | Total | |
|---|---|---|---|---|---|---|
| Amounts in SEK thousands | capital | reserve | reserve | earnings | income | equity |
| January 1, 2015 | 15,597 | 112,822 | 51,296 | 507,528 | –76,586 | 610,657 |
| Total comprehensive income | ||||||
| Redistribution previous year net earnings | – | – | – | –76,586 | 76,586 | – |
| Net income | – | – | – | 21,845 | 21,845 | |
| Total comprehensive income | 15,597 | 112,822 | 51,296 | 430,942 | 21,845 | 632,502 |
| Transactions with owners in their capacity as owners: |
||||||
| Repurchase of own shares | – | – | – | –7,726 | – | –7,726 |
| Total transactions with owners | 0 | 0 | 0 | –7,726 | 0 | –7,726 |
| December 31, 2015 | 15,597 | 112,822 | 51,296 | 423,216 | 21,845 | 624,776 |
| January 1, 2016 | 15,597 | 112,822 | 51,296 | 423,216 | 21,845 | 624,776 |
| Total comprehensive income | ||||||
| Redistribution previous year net earnings | – | – | – | 21,845 | –21,845 | – |
| Net income | – | – | – | 46,595 | 46,595 | |
| Total comprehensive income | 15,597 | 112,822 | 51,296 | 445,061 | 46,595 | 671,371 |
| Transactions with owners in their capacity as owners: |
||||||
| Repurchase of own shares | – | – | – | –10,307 | – | –10,307 |
| Total transactions with owners | 0 | 0 | 0 | –10,307 | 0 | –10,307 |
| December 31, 2016 | 15,597 | 112,822 | 51,296 | 434,754 | 46,595 | 661,064 |
Net Insight develops products, software and services for high-quality media transport in combination with efficient resource management which creates a better TV experience. Net Insight's offering stretches from TV camera to TV studio, and beyond all the way to the viewer. Net Insight's solutions provide network operators, TV and production companies the advantage of lower costs and the opportunity to efficiently launch new media services. Revenues are generated through direct and indirect sales of hardware and software solutions and services. Net Insight has more than 500 customers in 60 countries. Founded in 1997, Net Insight had 215 (205) employees at year-end, primarily stationed in Stockholm, Miami, London and Singapore. Net Insight sells its products and services through its own sales force and the company's partner network. Sales via the partner network were 30 (36) percent in 2016. Net Insight had its initial public offering on the Stockholm Stock Exchange in 1999 and has been listed on NASDAQ OMX Stockholm since July 1, 2007. Parent company Net Insight AB (publ), corporate identity number 556533-4397, is a Swedish limited liability company whose registered office is in Stockholm.
The group has identified a number of items which are material due to the significance of their nature and/or amount. These are mostley related to the changes stated in 1.1 above, this year and previous years, and are listed separately here to provide a better understanding of the financial performance of the group:
| Material profit and loss items Amounts in SEK thousands |
Note | 2016 | 2015 |
|---|---|---|---|
| Accounting effects due to the acquistion of ScheduALL in the fourth quarter of 2015 |
|||
| Revenues | (a) | –6,549 | –3,579 |
| Amortization on intangible assets | (b) | –2,842 | –1,419 |
| Acquisition related costs | (c) | – | –4,141 |
| –9,391 | –9,139 | ||
| Effects of the Net Insight share price development during the period | |||
| Share-based benefits | (d) | –956 | –2,827 |
| Synthetic options, change in value | (e) | –3,156 | –11,766 |
| –4,112 | –14,593 | ||
| Other | |||
| Restructuring | (f) | –3,370 | – |
| –3,370 | – |
All items in the table above effects operating earnings, except for (e) that effects net financial items.
For a discussion about the group's perfomance and financial position please refer to our operating and financial review on pages 28 to 31.
The principal accounting policies applied in the preparation of these consolidated accounts are listed below. These policies were consistently applied to all years presented, unless otherwise stated.
The consolidated accounts were prepared in accordance with the Swedish Annual Accounts Act, International Financial Reporting Standards (IFRS), and interpretation statements from the International Financial Reporting Standards Interpretations Committee (IFRS IC) as endorsed by the European Commission. The Swedish Financial Accounting Standards Council's recommendation RFR 1, Supplementary Accounting Rules for groups, was also applied. The consolidated accounts have been prepared under the historical cost convention, except regarding financial assets and liabilities (including derivative instruments), which have been recognized at fair value through profit or loss.
The preparation of the financial statements in accordance with IFRS requires the use of certain critical accounting estimates and management's judgments in the process of applying the group's accounting policies. The areas involving a higher degree of judgment or complexity, or areas where assumptions and estimates are significant to the consolidated accounts are disclosed in note 4.
Changes in accounting policies and disclosures After review, Net Insight has altered its judgement of which IFRS standard is applicable for the revaluation of synthetic options. Its previous judgement was that revaluation should be treated in accordance to IAS 39 Financial Instruments, and its new judgement is that IFRS 2 Share-based Payment is the applicable standard. This did not imply any changed valuation method, the options are still being valued at fair value. There is no guidance in IFRS 2 to where in the Income Statement the value change should be presented. Net Insight considers that continued presentation of the value change in net financial items, similar to the previous treatment pursuant to IAS 39, provides the most relevant information to a user of the company's financial statements. This since the revaluation is not dependent on the individual performance as an employee, but rather, it's related to how the market values the Net Insight share. However, the change in principles implies more supplementary disclosures in note 7.
Net Insight introduced a new global sales organization in January 1, 2016, which divides the CEO review of the business into new geographical regions. Hence, the segment reporting has changed to Western Europe (WE), Americas (North and South America, AM) and Rest of World (RoW). Comparable periods have been converted to reflect the new segments. See note 5.
The Company has applied the new guidelines issued by European Securities and Markets Authority (ESMA) on APMs (Alternative Performance Measures). In summary, an APM is understood as a financial measure of historical or future financial performance, financial position, or cash flows, other than a financial measure defined or specified in IFRS. For definition of the APMs presented in this annual report, see page 83.
A number of new standards and amendments to interpretation statements and standards are effective for annual periods beginning after January 1, 2016, and have been applied in preparing these consolidated financial statements. None of these had a significant effect on the consolidated financial statements.
A number of new standards and amendments to standards and interpretation are effective for annual periods beginning after January 1, 2016, and have not yet been applied in preparing these consolidated financial statements. None of these had a significant effect on the consolidated financial statements of the group, except the following set out below:
IFRS 9 Financial Instruments replaces the multiple classification and measurement models in IAS 39 with a single model that has initially only two classification categories: amortized cost and fair value.
Classification of debt assets will be driven by the entity's business model for managing the financial assets and the contractual cash flow characteristics of the financial assets. A debt instrument is measured at amortized cost if: a) the objective of the business model is to hold the financial asset for the collection of the contractual cash flows, and b) the contractual cash flows under the instrument solely represent payments of principal and interest.
All other debt and equity instruments, including investments in complex debt instruments and equity investments, must be recognized at fair value.
All fair value movements on financial assets are taken through the statement of profit or loss, except for equity investments that are not held for trading, which may be recorded in the statement of profit or loss or in reserves (without subsequent recycling to profit or loss).
For financial liabilities that are measured under the fair value option entities will need to recognize the part of the fair value change that is due to changes in their own credit risk in other comprehensive income rather than profit or loss.
In IFRS 9, there is a new expected credit losses model that replaces the incurred loss impairment model used in IAS 39. IFRS 9 also amends the principles for hedge accounting.
This standard is effective as from January 1, 2018. The Company has not yet finalized the evaluation of any impact on financial result or position.
IFRS 15 Revenue from contracts with customers is a new standard for the recognition of revenue. This will replace IAS 18 which covers contracts for goods and services and IAS 11 which covers construction contracts.
The new standard is based on the principle that revenue is recognized when control of a good or service transfers to a customer – so the notion of control replaces the existing notion of risks and rewards.
A new five-step process must be applied before revenue can be recognized:
Step 1: identify contracts with customers
Step 2: identify the separate performance obligation
Step 3: determine the transaction price of the contract
Step 4: allocate the transaction price to each of the separate performance obligations, and
Step 5: recognize the revenue as each performance obligation is satisfied.
Key changes to current practice are:
• As with any new standard, there are also increased disclosures. These accounting changes may have flow-on effects on the entity's business practices regarding systems, processes and controls, compensation and bonus plans, contracts, taxes and investor communications.
Entities will have a choice of full retrospective application, or prospective application with additional disclosures.
The Company has, during 2016, reviewed the new principles for revenue recognition in accordance to IFRS 15. The review didn't show any significant differences compared to the current principles for revenue recognition. The Company has not yet gone through any specific agreements. The Company has not decided on the transition method to be adopted at January 1, 2018 but will consider factors such as materiality of the impact on prior reporting periods (when reliably estimated), practicalities and costs of data gathering, in arriving at the decision.
IFRS 16 Leases will affect primarily the accounting by lessees and will result in the recognition of almost all leases on balance sheet. The standard removes the current distinction between operating and financing leases and requires recognition of an asset (the right to use the leased item) and a financial liability to pay rentals for virtually all lease contracts. An optional exemption exists for shortterm and low-value leases.
The income statement will also be affected because the total expense is typically higher in the earlier years of a lease and lower in later years. Additionally, operating expense will be replaced with interest and depreciation, so key metrics like EBITDA will change.
Operating cash flows will be higher as cash payments for the principal portion of the lease liability are classified within financing activities. Only the part of the payments that reflects interest can continue to be presented as operating cash flows.
The accounting by lessors will not significantly change. Some differences may arise as a result of the new guidance on the definition of a lease. Under IFRS 16, a contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration.
This standard is effective as from January 1, 2019. Early adoption is permitted only if IFRS 15 is adopted asurt the same time.
The Company evaluates that the biggest effects from the new standard will relate to the office leases, where the main contracts are up for renegotiation.
There are no other IFRSs or IFRC interpretations that are not yet effective that would be expected to have a material impact on the group.
Subsidiaries are all entities (including partnerships and structured entities) over which the group has control. The group controls an entity when the group is exposed to, or has the rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power of the entity. Subsidiaries are fully consolidated accounts from the date on which control is transferred to the group. They are deconsolidated from the date that control ceases.
The purchase method of accounting is used to report the group's acquisition of subsidiaries. The purchase cost of an acquisition comprises the fair value of assets provided as payment, issued equity instruments. The consideration transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Acquisition-related costs are expensed when they occur. Identifiable acquired assets, assumed liabilities, and contingent liabilities in a business combination are initially valued at fair value as of the date of acquisition.
The surplus that consists of the difference between the cost and fair value of the group's share of identified and acquired net assets is recognized as goodwill. If the purchase cost is less than the fair value of the acquired subsidiary's net assets, the difference is reported directly in the Income Statement.
Intercompany transactions, balances and unrealized gains on transactions between group companies are eliminated. Unrealized losses are also eliminated.
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker. The chief operating decision-maker is the CEO, who is responsible for allocating resources and assessing the performance of the operating segments and making strategic decisions. Segment information is presented in three geographical regions: Western Europe (WE), Americas (North and South America, AM) and Rest of World (RoW).
A. Functional currency and reporting currency Items included in the financial statements for the different units in the group are valued in the currency used in the economic environment in which the respective companies are primarily active (functional currency). In the consolidated accounts and parent company's accounts, Swedish kronor (SEK) are used, which is the parent company's functional currency and the parent company's and the group's reporting currency.
Foreign currency transactions are translated to the functional currency at the rates of exchange ruling on the transaction date or valuation where items are re-measured. Exchange gains and losses arising on payment of such transactions and in translation of monetary assets and liabilities in foreign currencies are reported as follows in the Income Statement:
The results of operations and financial position of foreign subsidiaries that have a different functional currency to the reporting currency are translated to the group's reporting currency as follows:
Tangible fixed assets are recognized at cost less deductions for accumulated depreciation and impairment. All expenditure directly attributable to acquisition of the asset is included in cost. Additional costs are included in asset carrying amounts or recognized as a separate asset only when it is probable that future economic benefits will flow to the group and the cost of the item can be measured reliably. The straight-line depreciation method is applied to all types of assets over their estimated useful lives, which is three to five years for equipment. The assets' residual values and useful lives are reviewed annually and adjusted if appropriate. Gains and losses on disposal are recognized in the Income Statement within other gains/losses.
A. Capitalized expenditure for development Costs arising in development projects are recognized as intangible assets when it is likely that the project will be successful in terms of its commercial and technical potential and when the expenses can be measured reliably. Costs directly linked to the development of products to be sold are recognized as intangible assets. They are capitalized when criteria are satisfied during the development phase. Development expenses include internal employee expenses arising through the development of products and a reasonable proportion of direct and indirect costs. Other development expenses are reported as incurred. Development expenses that were previously reported as a cost are not reported as an asset in an ensuing period. Capitalized development expenditures with a limited useful life are amortized on a straight-line basis from the time commercial manufacture commences. Amortization is over expected useful life, which is three to five years.
Goodwill consists of the amount by which the purchase cost exceeds the fair value of the group's share of the acquired subsidiary's identifiable net assets at the time of acquisition. Goodwill on acquisition of subsidiaries is included in intangible assets and has an indefinite useful life. Goodwill is tested at least annually to identify any impairment requirements and is reported at cost less accumulated impairment losses. Gains or losses on disposal of a unit include residual carrying amounts of the goodwill pertaining to the disposed unit.
C. Intangible assets from business combinations Intangible assets acquired via this year's business combinations – technology, trademarks and customer relations – are amortized over their expected useful life, which is seven to fifteen years. D. Other intangible assets
The expected useful life for other intangible assets is three to five years.
Non-financial assets that have an indefinite useful life are reviewed annually for potential impairment requirement and are not subject to amortization. Assets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.
Impairment is applied in the amount by which the asset's carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset's fair value less selling expenses and value in use.
For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating units).
An impairment test is conducted at the end of each period, and if an asset's carrying amount exceeds its estimated recoverable amount, the asset is impaired to its recoverable amount.
The group classifies financial assets in the following categories; financial assets at fair value through profit and loss, and loans and receivables. The classification depends on the purpose for which the financial assets were acquired. Management determines the classification of its financial assets at initial recognition.
A. Financial assets at fair value through profit or loss Financial assets at fair value through profit or loss are financial assets held for trading. A financial asset is classified in this category if acquired principally for the purpose of selling in the short term. Derivatives are also categorized as held for trading unless they are designated as hedges. Assets in this category are classified as current assets if expected to be settled within twelve months, otherwise they are classified as non-current.
Receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for maturities greater than twelve months after the end of the reporting period. These are classified as non-current assets. The group's receivables are comprised of 'trade and other receivables' and 'cash and cash equivalents' in the Balance Sheet.
Regular purchases and sales of financial assets are recognized on the trading date – the date the group undertakes to purchase or sell the asset. These investments are initially recognized at fair value plus transaction costs for all financial assets not measured at fair value through profit or loss. Financial assets measured through profit or loss are initially recognized at fair value and transactions expense through profit or loss.
Derivatives are initially recognized at fair value on the date a derivative contract is entered into and are subsequently remeasured at their fair value. The company does not apply hedge accounting.
Financial assets are de-recognized from the Balance Sheet when the right to receive cash flow from the investment have expired or transferred and substantive risks and rewards of ownership are transferred. Loans and receivables are subsequently carried at amortized cost using the effective interest method.
Gains or losses arising from changes in the fair value of financial assets at fair value through profit or loss category are presented in the Income Statement within net sales (currency derivatives) and net financial items (synthetic options) – net in the period in which they arise.
Financial assets and liabilities are offset and the net amount reported in the balance sheet when there is a legally enforceable right to offset the recognized amounts and there is an intention to settle on a net basis or realize the asset and settle the liability simultaneously. The legally enforceable right must not be contingent on future events and must be enforceable in the normal course of business and in the event of default, insolvency or bankruptcy of the company or the counterparty.
Accounts receivable are initially reported at fair value and subsequently measured at amortized cost using the effective interest method. Accounts receivable are not revaluated at amortized cost, if it would only provide an insignificant impact on the value. A provision for impairment of accounts receivable is applied when there is objective proof and other indications that the group will not be able to recover all amounts due under the receivables' original terms. The reserved amount is recognized in the Income Statement as Sales and marketing expenses.
Accounts payable are initially recognized at fair value and thereafter at amortized cost using the effective interest method. Accounts payable are not revaluated at amortized cost, if it would only provide an insignificant impact on the value.
Inventories are reported at the lower of the purchase cost and the net selling price. The purchase cost is determined by using the first in, first out method (FIFO). The net selling price is the estimated selling price in the operating activities less applicable variable selling expenses.
Cash and cash equivalents include cash, bank balances, and other investments with maturity dates of less than three months.
Ordinary shares are classified as equity. Transaction costs that can be directly attributed to the issue of new shares or options are reported in group equity as a deduction from the issue funds. In the parent company, this transaction cost is reported in the Income Statement.
Where any company within the group purchases the company's equity share capital (repurchase of own shares), the consideration paid, including any direct attributable incremental costs (net of income taxes) is deducted from retained earnings until the shares are cancelled or reissued. Where such ordinary shares are subsequently reissued, any consideration receive, net of any directly attributable incremental costs and the related income tax effects, is included in retained earnings.
The Company reports a liablility and an expense for bonuses based on the achievement of targets for sales and profit perfomance, and achieved opertating and personal targets.
The Company only has defined contribution pension plans, which are expensed as needed. The company has no obligation after pension premiums are paid.
Net Insight has two incentive programs related to the Company's share price: Share-based benefit and Synthetic options. Presentation of the programs and their accounting policies, see note 7.
Termination benefits are payable when employment is terminated prior to normal retirement age or when an employee voluntarily resigns from employment in exchange for such compensation. The group reports severance pay when it is demonstrably obliged either to terminate employees according to a formal detailed irrevocable plan, or to provide compensation upon termination resulting from offers made to encourage voluntary resignation from employment.
Provisions are made when a legal or informal obligation arises as a result of past events, it is probable that an outflow of resources will be required to settle the obligation and the amount has been reliably estimated. The company makes provisions for warranty costs that will probably arise. The product warranty provision is based on historical outcomes and is set in relation to the company's sales. If there are several similar commitments, it is likely that an outflow of
resources will probably be required upon settlement for this entire group of commitments. A provision is reported, although the probability of an outflow for a special item is insignificant.
Revenues from goods and services sold are recognized excluding value added tax and discounts, and after elimination of sales within the group.
The group recognizes revenue when the amount of revenue can be reliably measured; when it is probable that future economic benefits will flow to the entity; and when specific criteria have been met for each of the group's activities, as described below The group bases its estimate of return on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement.
Revenues for the major business activities are recognized as follows:
Revenues mainly consist of hardware sales, which all relates exclusively to the parent company, but also from software licenses. The revenues from sales of goods are recognized on delivery when risk and ownership rights transfer to the buyer. In cases where the sale involves significant installation or integration as well as final acceptance from the customer, revenues are recognized on acceptance. The time between the agreement and the delivery of goods or the license is usually short.
B. Revenue from support and warranty agreements Support and warranty agreements are recognized as revenue on a straight-line basis over the term of the contract.
Revenue from consulting services is recognized in the accounting period in which the services are rendered. For fixed-price contracts, revenue is recognized based on the actual service provided to the end of the reporting as a portion of the total services to the total services provided.
Estimates of revenues, costs or extent of progress toward completion are revised if circumstances change. Any resulting increases or decreases in estimated revenues or costs are reflected in profit or loss in the period in which the circumstances that give rise to the revision become known by management.
Where the group offers multiple-element arrangements, the amount of revenue allocated to each element is based upon the relative fair values of the various elements. The fair values of each element are determined based on the current market price of each of the elements when sold separately.
Leases in which a significant portion of the risks and benefits of ownership are retained by the lessor is classified as an operating lease.
When assets are leased through operating leases, the asset is reported in the Balance Sheet in the relevant asset class. Lease revenue is recognized on a straight-line basis over the term of the lease. Normaly it's short time lease arrangements, related to specific events.
The tax expense for the period comprises current and deferred tax. Tax is recognized in the Income Statement. The current income tax charge is calculated on the basis of the tax laws enacted or substantively enacted at the reporting date in the countries where the company and it's subsidiaries and associates operate and generate taxable income.
Deferred income tax is recognized using the liability method on temporary differences arising between the tax basis of assets and liabilities and their carrying amount in the consolidated accounts. Deferred income tax is determined using tax rates (and laws) that were enacted or substantively enacted by the reporting date and are expected to apply when the related deferred income tax asset is realized or the deferred income tax liability is settled. Deferred income tax assets are recognized only to the extent that it is probable that future taxable profit will be available, against which the temporary differences can be offset.
Deferred income tax and liabilities are offset when there is a legally enforceable right to offset current tax assets against current tax liabilities and when the deferred income tax assets and liabilities relate to income taxes levied by the same taxation authority on either the same taxable entity or different taxable entities where there is an intention to settle the balances on net basis.
The cash flow statement has been prepared according to the indirect method. The reported cash flow only includes transactions involving deposits or payments. Cash and bank balances are classified as cash and cash equivalents, as are short-term financial investments, which are only exposed to an insignificant risk of value fluctuation and:
Investments in subsidiaries are recognized at cost less impairment. Cost is adjusted to reflect changes to compensation resulting from contingent consideration arrangements. This cost also includes direct expenses relating to the investment.
The parent company's annual accounts were prepared in ac-
cordance with RFR 2 Accounting for Legal Entities and the Swedish Annual Accounts Act. The parent company follows the group policies stated above with the exceptions stated below. These policies were applied consistently for all years reported unless otherwise stated.
Net sales are reported by geographical market.
The Income Statement and Balance Sheet are formatted according to the Swedish Annual Accounts Act.
All lease agreements, whether financial or operating leases, are recognized as operating leases in the parent company.
Shares and participations in subsidiaries are reported at historical cost after deducting for potential impairment. If there is an indication that the shares or participations are impaired, the recoverable value is calculated, and if it is below historical cost, the impairment is taken.
Group contributions and shareholders' contributions The company reports shareholder contributions as an increase in the value of shares and participations. Shares and participations are then tested for impairment. Group contributions are recognized based on economic substance. Group contributions received that are equivalent to dividends are recognized as dividends from group companies in the Income Statement. A group contribution that is equivalent to a shareholders' contribution is reported, taking into account the current tax effect, according to the principle for shareholders' contributions stated above.
Net Insight is exposed to various financial risks: market risk (including foreign currency risk, fair value interest risk, cash flow interest risk, and price risk), credit risk, and liquidity risk. Foreign currency risk is predominant and the Board assesses that Net Insight is primarily exposed to the following financial risks:
Foreign currency risk is defined as the risk of decreased earnings and/ or decreased monetary flows due to fluctuations in exchange rates. Changes in exchange rates affect the group's earnings and equity in different ways:
• Equity is affected when foreign subsidiaries' net assets are translated into Swedish kronor (SEK) (translation exposure in the Balance Sheet).
Net Insight is highly internationalized with most of its sales denominated in EUR and USD. Purchasing of components is mainly in SEK, but is up to some 70 percent linked to the USD and to some 7 percent linked to the EUR. Currency risks are managed in accordance with the finance policy, as adopted by the Board of Directors.
If the average exchange rate of the EUR against the SEK had been 5 percent higher/lower compared to the average exchange rate in 2016, with all other variables constant, the group's revenues and earnings/equity after tax for 2016 would have been positively/ negatively affected by some SEK 13.0 million and SEK 9.6 million respectively. If the average exchange rate of the USD against the SEK had been 5 percent higher/lower compared to the average exchange rate in 2016, with all other variables constant, the group's revenues and earnings/equity after tax for 2016 would have been positively/negatively affected by some SEK 11.9 million and SEK 5.0 million respectively.
The risk of transaction exposure is managed by the company regularly updating its EUR and USD price lists, and as far as possible, matching incoming and outgoing transactions in the same currency, as well as hedging larger foreign currency contracts. As of December 31, 2016, Net Insight had hedged USD 2.2 (1.7) million and EUR 4.9 (2.6) million.
As of December 31, 2016, Net Insight had unhedged accounts receivable of USD 3.8 (3.3) million and EUR 0.4 (1.5) million.
Average rates of exchange for the period are used for translating foreign subsidiaries' Income Statements. The most significant currency in this context is USD. To better reflect the group's currency exposure, these amounts are included in transaction exposure above.
The parent company has cash and cash equivalents, accounts receivable and accounts payable in foreign currencies, primarily EUR and USD. As of December 31, 2016, the parent company had net exposure of SEK 61.1 (35.2) million and SEK 48.1 (41.1) million in EUR and USD respectively for these items. The subsidiaries basically have cash and cash equivalents, accounts receivable and accounts payable in local currencies exclusively. If the exchange rate of the EUR had been 5 percent higher/lower than the exchange rate applying on December 31, 2016, consolidated earnings/equity after tax would have been affected positively/negatively by some SEK 2.4 million. If the exchange rate of the USD had been 5 percent higher/lower compared to the exchange rate on December 31, 2016, consolidated earnings after tax would have been affected positively/ negatively by some SEK 1.9 million.
Consolidated net assets are very largely denominated in SEK. Of the foreign currency net assets as of the reporting date of December 31, 2016, some SEK 78.2 (80.5) million were in USD. If the exchange rate of the USD had been 5 percent higher/lower than the exchange rate applying on December 31, 2016, consolidated earnings/equity after tax would have been positively/negatively affected by some SEK 2.4 million.
Liquidity risk means that Net Insight cannot sell a financial instrument at market price, or only subject to significantly increased costs, when paying it's financial liabilities . Net Insight's policy is to only invest cash and cash equivalents in banks or financial institutions with a credit rating of at least P1 or A+ (Moody's or equivalent). Liquidity may not be invested for more than 12 months, and the investment terms must at all times reflect the capital requirements of the company. All reported accounts payable are due within three years and show the undiscounted amount. As of December 31, 2016, accounts payable were SEK 35.6 million and cash and cash equivalents were SEK 214.9 million, and accordingly, the liquidity risk is low. For more information, see note 22.
The group's capital structure objectives are to secure continuous operations, generate returns for shareholders and benefits for other stakeholders, and to maintain an optimal capital structure to keep capital down. The group's target is for a minimum equity/assets ratio of 65 percent.
Interest risk is the risk that the value of a financial instrument varies due to changes in market rates. Net Insight's interest risk is low because its need for external financing has been limited. Cash and cash equivalents are normally invested with a fixed-interest period from two weeks up to six months.
Credit risk means that a party in a transaction with a financial instrument cannot fulfill its commitment. The company's customers are generally large, well-established, highly solvent companies spread over several geographical markets. There is no significant concentration of credit risks either geographically or on any particular customer segment. To limit the risks of potential credit losses, the company's credit policy includes guidelines and regulations for credit checks on new customers, terms of payment, and procedures for handling unpaid claims. See tables in note 20.
Estimates and judgments are evaluated on an ongoing basis, based on historical experience and other factors, including expectations of future events that are considered reasonable in the prevailing circumstances.
The group makes estimates and assumptions about the future, but the resulting accounting estimates seldom equal the related actual outcomes. The estimates and assumptions that entail a significant risk of material adjustments in carrying amounts for assets and liabilities during the following financial year are discussed below.
Revnue recognition, both at fair value and in timing, involves judgements on the content of the contract and as to whether the criteria described in note 2.16 have been met.
Estimates of future sales volumes are conducted on purchasing when purchasing inventories. Estimates of net sales value of surplus volumes are calculated when there is an inventory surplus. Net Insight AB has three different categories of inventories: finished goods inventories, component inventories and other inventories. Individual assessment for obsolescence is conducted for finished goods inventories, and standard provisioning is made for other inventories.
Net Insight estimates that its component inventory will cover needs for several years, to ensure production. This estimate may result in a greater risk of obsolescence because demand is controlled by the market and can fluctuate with technology changes. As of December 31, 2016, the total inventory reserve was SEK 24.8 (19.2) million.
Each year, the group examines whether goodwill is impaired, in accordance with the accounting policy reviewed in 2.7. The recoverable amount of the company's cash-generating units has been measured by computing value in use. Some estimates are necessary for these computations (note 17).
Costs arising in development projects are reported as intangible fixed assets when it is probable that the project will be successful in terms of its commercial and technical potential and when the costs can be measured reliably. At each reporting period, the Company assesses if capitalized development expenditures should be impaired. This means that a complete review of these products is conducted in terms of economic life and product profitability. The products' estimated useful life is three to five years.
Deferred tax assets pertaining to tax loss carry-forwards are recognized to the extent that it is probable that future taxable profit will be available against which unused tax losses can be applied. In 2016, Net Insight utilized deferred tax assets on tax loss carry-forward of SEK 5.6 (4.2) million. The capitalization is based on expected long-term profitability.
Estimates and assessments play an important part in measurement of identifiable assets and liabilities in acquisitions. Estimates and assessments are based on both historical experience and reasonable expectations about the future.
Note 5 Net sales and segment information Management determined the operating segments based on reports reviewed by the CEO, who makes strategic decisions. The CEO reviews the business from the geographical perspectives of Western Europe (WE), Americas (North and South America, AM) and Rest of World (ROW). The operating segments are measured in terms of regional contributions defined as gross earnings less marketing expenses. In the regional contribution report, centralized marketing and sales expenses are allocated based on net sales. There has been no transaction between the segments. The segment reports to the CEO does not contain any information on assets and liabilities. The segments are new as of January 1st, 2016. Restatement has been made for the comparative periods to reflect the new segments.
The segment information provided to the CEO for the year ended December 31, 2016, is as follows:
| Segment report | 2016 | 2015 | ||||||
|---|---|---|---|---|---|---|---|---|
| Amounts in SEK millions | WE | AM | RoW | Total | WE | AM | RoW | Total |
| Net sales | 231 | 163 | 109 | 504 | 193 | 115 | 68 | 376 |
| Regional contribution | 94 | 60 | 25 | 179 | 66 | 31 | 6 | 104 |
| Regional contribution | 41% | 37% | 23% | 35% | 34% | 27% | 9% | 28% |
| Regional contribution | 94 | 60 | 25 | 179 | 66 | 31 | 6 | 104 |
| Administration expenses | –54 | –40 | ||||||
| Development expenses | –72 | –44 | ||||||
| Net financial items | –5 | –13 | ||||||
| Profit/loss before tax | 47 | 7 |
| Net sales per product group | Group | Parent company | ||
|---|---|---|---|---|
| Amounts in SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Hardware | 224,011 | 205,953 | 224,011 | 205,953 |
| Software licenses | 122,749 | 72,476 | 104,624 | 69,883 |
| Support and services | 154,126 | 96,550 | 100,337 | 84,618 |
| Other revenue | 2,636 | 794 | 2,949 | 794 |
| Services, group companies | – | – | 136,030 | 91,700 |
| Total | 503,522 | 375,773 | 567,951 | 452,948 |
| Net sales per region | Group | Parent company | ||
|---|---|---|---|---|
| Amounts in SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Sweden | 18,771 | 20,561 | 137,910 | 112,261 |
| Western Europe (WE) excl. Sweden | 212,621 | 172,517 | 196,518 | 168,910 |
| Americas (AM) | 163,187 | 115,058 | 139,378 | 106,091 |
| Rest of World (RoW) | 108,943 | 67,637 | 94,145 | 65,686 |
| Total | 503,522 | 375,773 | 567,951 | 452,948 |
For the group, net sales of SEK 120.1 (89.3) million derivedes from USA and SEK 43.4 (44.1) million from Great Britain.
During 2016 and 2015, there were no a single external customer of with revenues of ten percent or more of the group's total revenues.
| Tangible and intangible assets per region | Group | Parent company | |||
|---|---|---|---|---|---|
| Amounts in SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 | |
| Sweden | 247,073 | 225,988 | 8,395 | 6,987 | |
| Western Europe (WE) excl Sweden | 171 | 176 | – | – | |
| Americas (AM) | 74,919 | 71,203 | – | – | |
| Rest of World (RoW) | – | – | – | – | |
| Total | 322,163 | 297,367 | 8,395 | 6,987 |
| Parent company's trasactions with group companies | Parent company | |
|---|---|---|
| Amounts in SEK thousands | 2016 | 2015 |
| Sales to group companies | 136,030 | 91,700 |
| Purchase from group companies | –166,176 | –111,853 |
The parent company provides the group companies with the following services: development of products, support and services, and administrative services.
The subsidiaries invoice the parent company license fees for intellectual property rights and for support and services, sales related services and administrative services.
Operating exchange rate gains and losses are included in operating earnings.
| Exchange rate differences of operations | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 | |
| Exchange rate gains | 17,430 | 17,101 | 17,743 | 16,875 | |
| Exchange rate losses | –17,207 | –17,719 | –15,564 | –17,440 | |
| Net exchange rate differences | 223 | –618 | 2,180 | –565 |
Hedge accounting is not applied because the effect of exchange rate fluctuations has been recognized directly through profit or loss.
| 2016 2015 |
||||
|---|---|---|---|---|
| Average number of employees | Average no. of employees |
Of which men | Average no. of employees |
Of which men |
| Parent company | ||||
| Sweden | 122 | 82% | 118 | 83% |
| Other countries | 5 | 81% | 6 | 99% |
| Total parent company | 127 | 82% | 124 | 84% |
| Subsidiaries | ||||
| Sweden | 5 | 92% | 6 | 83% |
| USA | 60 | 77% | 19 | 83% |
| Singapore | 4 | 100% | 4 | 100% |
| Great Britain | 12 | 83% | 2 | 78% |
| Total subsidiaries | 81 | 80% | 31 | 85% |
| Group | 208 | 81% | 155 | 84% |
The acquisition of ScheduALL took effect as of October 1, 2015, hence it didn't have complete effect on the average number of employees for 2015.
| Number of Board members and senior executives |
Dec 31, 2016 | Of which men |
Dec 31, 2015 | Of which men |
|---|---|---|---|---|
| Group (incl. subsidiaries) | ||||
| Board members | 11 | 73% | 11 | 73% |
| Chief Executive Officer and other senior executives |
9 | 67% | 11 | 73% |
| Parent company | ||||
| Board members | 7 | 57% | 7 | 57% |
| Chief Executive Officer and other senior executives |
7 | 71% | 10 | 70% |
The amounts below are fees for the parent company as approved by the AGM 2016 (2015). The Board of Directors are not entitled to any varibable remuneration or pension, only their Director's fee and remuneration for committtee work.
| Remuneration to the Board of Directors, SEK thousands |
2016 | 2015 |
|---|---|---|
| Lars Berg (Chairman) | 590 | 520 |
| Jan Barchan | 220 | 230 |
| Cecilia Beck-Friis * | 220 | 200 |
| Crister Fritzson* | 220 | 200 |
| Gunilla Fransson* | 220 | 200 |
| Anders Harrysson* | 260 | 270 |
| Charlotta Falvin* | 220 | – |
| Regina Nilsson | – | 200 |
| Total | 1,950 | 1,820 |
* Some Board members invoiced their Director's fees to the company. This has been cost neutral to the company in accordance with an AGM resolution in 2016 (2015).
| Break-down between CEO, other senior Employee benefits executives and other employees Senior executives and other employees received the following compensation (number of senior executives is the average for the year). Amounts in SEK thousands |
Basic salary | Variable remuner- ation1) |
Share-based benefits2) |
Other benefits |
Pension expenses |
Total |
|---|---|---|---|---|---|---|
| 2016 | ||||||
| Fredrik Tumegård (CEO) | 2,608 | 1,896 | 494 | 60 | 754 | 5,812 |
| Other senior executives (10) | 10,042 | 3,357 | 244 | 391 | 1,700 | 15,734 |
| Other employees | 141,514 | 16,380 | – | 4,963 | 16,752 | 179,609 |
| Total | 154,164 | 21,633 | 738 | 5,414 | 19,206 | 201,155 |
| 2015 | ||||||
| Fredrik Tumegård (CEO) | 2,139 | 620 | 1,853 | 63 | 634 | 5,309 |
| Other senior executives (10) | 11,028 | 2,719 | 298 | 157 | 2,303 | 16,505 |
| Other employees | 93,679 | 12,308 | – | 3,592 | 15,742 | 125,321 |
| Total | 106,846 | 15,647 | 2,151 | 3,812 | 18,679 | 147,135 |
1) Variable remuneration includes SEK 1,494 (534) thousand, which are amounts vested for participating in the synthetic share program in the year, which are held in escrow for three years. Variable remuneration also includes veriable remuneration for participant's in the sythetic option programs of SEK 1,607 (59) thousand. Descriptions and obligations of the different programs are presented in sections Share-based benefits and Synthetic options below.
2) Share-based benefits are value changes in amounts held in escrow for participation in the synthetic share program. Description and obligations of the program is presented in sections Share-based benefits below.
| Break-down between the parent company and the subsidiaries Amounts in SEK thousands |
Basic salary |
Variable remuner- ation1) |
Share based benefits2) |
Other benefits |
Pension expenses |
Social security contributions |
Total |
|---|---|---|---|---|---|---|---|
| 2016 | |||||||
| Parent company | 83,816 | 15,687 | 738 | 1,734 | 16,765 | 32,958 | 151,698 |
| Subsidiaries | 70,348 | 5,946 | – | 3,680 | 2,441 | 7,065 | 89,480 |
| Group | 154,164 | 21,633 | 738 | 5,414 | 19,206 | 40,023 | 241,178 |
| 2015 | |||||||
| Parent company | 79,542 | 11,696 | 2,151 | 924 | 17,173 | 30,540 | 142,026 |
| Subsidiaries | 27,304 | 3,951 | – | 2,888 | 1,506 | 3,038 | 38,687 |
| Group | 106,846 | 15,647 | 2,151 | 3,812 | 18,679 | 33,578 | 180,713 |
1) Variable remuneration includes SEK 1,494 (534) thousand, which are amounts vested for participating in the synthetic share program in the year, which are held in escrow for three years. Variable remuneration also includes veriable remuneration for participant's in the sythetic option programs of SEK 1,607 (59) thousand. Descriptions and obligations of the different programs are presented in sections Share-based benefits and Synthetic options below.
2) Share-based benefits are value changes in amounts held in escrow for participation in the synthetic share program. Description and obligations of the program is presented in sections Share-based benefits below.
Certain senior executives (as invited by the Board of Directors) participate in a synthetic share program in which up to half of the outcome of the variable compensation is put in escrow and paid out in the fourth year following the vesting period. At the time of payment, a multiplier will be applied to the amount held in escrow to reflect the share price development during these three years. The multiplier is calculated based on the ratio of the average share price for two eight-week periods, where the first period commences on the same day as the year-end report is made public during the year following the first year of the vesting period, and the second period commences on the same day as the year-end report is made public during the year when payment shall occur (i.e. three years between the periods). The average share price is calculated as the average
of the daily closing share prices for each eight-week period. The multiplier is limited to a maximum value of five (5) and minimum value of zero point five (0.5).
During the vesting period, the group reports a liablility and an expense for bonuses based on the achievement of targets for sales and profit perfomance, and achieved opertating and personal targets.
The group revalues the synthetic share program at fair value at each reporting date. To measure the fair value of the programs, the group uses the closing price of the underlying share in the period.
Both the variable compensation and the share-based benefit is linked to employment with Net Insight and are presented as an employee cost.
| Variable remuneriation/Held in |
Share-based benefit, incl soc sec contr |
Commit | |||||
|---|---|---|---|---|---|---|---|
| Vesting period | Multiplier (SEK) |
escrow, incl soc sec contr |
2014 | 2015 | 2016 | ments Dec 31, 2016 |
Payment year |
| 2013 | 1.76 | 164 | 124 | 484 | 56 | 828 | 2017 |
| 2014 | 3.34 | 1,578 | – | 2,343 | 284 | 4,205 | 2018 |
| 2015 | 5.06 | 831 | – | – | 630 | 1,461 | 2019 |
| 2016 | 1,965 | – | – | – | 1,965 | 2020 | |
| Total | 4,538 | 124 | 2,827 | 970 | 8,459 |
During the second quarter of 2015 and 2016, after decisions at the AGM, Net Insight introduced synthetic option programs, where the participants acquire the synthetic options at market price. One synthetic option gives the option holder the right to receive from Net Insight a cash amount calculated on the basis of Net Insight's share price, however, with the limitation that such amount may not exceed three times the share price at the time of the start of the program (CAP). The term of the options are three (3) years and they are freely transferable, but subject to pre-emptive right for Net Insight to acquire the option.
Synthetic options result in an obligation that is valued at fair value and recognized as an expense with a corresponding increase in liabilities. Premiums received did not initially, when issued, imply any cost for the company since measurement of the options at fair value using an option valuation model (Black & Scholes) corresponds to the premium received by the company.
The liability is remeasured on a current basis to fair value by applying an options valuation model, taking current terms into account. The value of the options and the underlying share is not included in the vesting conditions, the options are freely transferable and not linked to employment in the Company during the time for the change in value, and the changes in value during the term of the options are therefore presented as a financial item. If a synthetic option is utilized by the holder, the financial liability, which was previously remeasured at fair value, is settled. Any realized profit or loss is recognized in profit and loss as a financial item. If the synthetic options expire and are worthless, the recognized liability is taken up as income.
A total corresponding to half of participants' deposited premiums for options will be paid, net of tax, as variable compensation to the participants in two equal payments. The year-2015 program has a stay-on clause, which means that the expense is allocated during the vesting period. The year-2016 program does not have a stayon clause, which means that the expense is recognized when the payment for option premiums is received. Variable compensation, unlike the synthetic option, is linked to employment with Net Insight during the vesting period, and is presented as an employee cost.
| Synthetic options, the calculation of the fair value on the grant date was based on the following conditions: |
2016 | 2015 |
|---|---|---|
| Averaged volume-weighted price paid for the Net Insight B shares, SEK | 6.26 | 2.85 |
| Strike price, SEK | 7.50 | 3.80 |
| Assuemed volatility*) | 31% | 31% |
| Term | 3 years | 3 years |
| Risk-free interest | –0.54% | 0.06% |
| Adjusment of fair value due to CAP, SEK | –0.01 | –0.02 |
| Fair value, SEK | 0.87 | 0.31 |
| Number of options issued, thousands | 1,150 | 2,775 |
1) The assumed volatility was based on future forecasts based on the historical volatility of Net Insight B shares and other public shares, which are considered comparable with Net Insight.
| Synthetic options, SEK thousands (if not defined differently) | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Change in value1) | Variable remuneriation, incl soc sec contr2) | ||||||||||
| Year issued/ Participant |
Number, thou sands |
Premiums received |
2015 | 2016 | Commit ments Dec 31, 2016 |
Payment year |
2015 | 2016 | Paid remu neration |
Commit ments Dec 31, 2016 |
Payment year |
| 2015 | |||||||||||
| Fredrik Tumegård (CEO) |
1,000 | 310 | 4,240 | 540 | 5,090 | 28 | 169 | – | 197 | ||
| Other senior executives |
1,625 | 504 | 6,890 | 877 | 8,271 | 46 | 274 | – | 320 | ||
| Other employees | 150 | 46 | 636 | 82 | 764 | 4 | 25 | – | 29 | ||
| Summa 2015 | 2,775 | 860 | 11,766 | 1,499 | 14,125 | 2018 | 78 | 468 | 0 | 546 | 2017 |
| 2016 | |||||||||||
| Other employees | 1,150 | 1,001 | – | 1,656 | 2,657 | – | 1,644 | – | 1,644 | ||
| Total 2016 | 1,150 | 1,001 | 0 | 1,656 | 2,657 | 2019 | 0 | 1,644 | 0 | 1,644 2018/2019 | |
| Total | 3,925 | 1,861 | 11,766 | 3,155 | 16,782 | 78 | 2,112 | 0 | 2,190 |
1) The change in value of the synthetic options is presented in net financials, see note 13.
2) The variable remuneration is presented as an employee cost, see also the remuneration tables above.
The following principles are valid to the annual general meeting (AGM) 2017. A new proposal will be submitted to the AGM 2017 which essentially corresponds to the guidelines adopted at the AGM 2016.
Senior executives' terms and remuneration, and general remuneration principles
The Company offers salaries and remuneration in line with market practice, as verified by an external compensation database, based on a fixed and a variable component. Remuneration to the CEO and other senior executives consists of basic salary, variable remuneration and pension benefits. "Senior executives" refers to those people, including the CEO, who constitute executive management. The division between fixed and variable remuneration is in proportion to the manager's responsibility and authority. The variable remuneration is based on a combination of revenue, results and activity targets.
For the CEO, annual variable remuneration is capped at 100 percent, and for the Global Head of Sales at 220 percent, of basic salary. For other senior executives, variable remuneration is capped at between 25 and 60 percent of basic salary. For the CEO and other senior executives, 70 percent of the variable remuneration is based on measurable financial targets. For the Global Head of Sales, the compensation model is wholly based on the company's revenues. For certain senior executives, half of the outcome of variable remuneration is put in escrow and paid out in the fourth year following the vesting period. At the time of payment, a multiplier will be applied to the amount held in escrow to reflect share price performance during these three years. The multiplier is based on the ratio of the average share price for two eight-week periods, where the first period commences on the publication date of Net Insight's Year-end Report in the year following the first year of the vesting period, and the second period commences on the publication date
of the Year-end Report in the year when payment shall occur (i.e. three years between the periods). The average share price is the average of the daily closing share prices of each eight-week period. The multiplier is limited to a maximum value of 5 and minimum value of 0.5.
Where a Board member serves the company or another group company in addition to work on the Board, a consultancy fee and/or other remuneration may be payable.
Almost all staff are eligible for some form of variable remuneration. All variable remuneration and applicable social security contributions are provisioned in the accounts.
From time to time, the Board of Directors may propose sharebased long-term incentive programs, which are then considered by shareholders' meetings as a separate item.
The company's pension liability to the CEO amounts to 30 percent of basic annual salary, excluding variable components. Senior executives have defined contribution pension provisions, pursuant to the company's policy, legislation and contracts.
The company and the CEO have a reciprocal notice period of six months. Upon termination by the company, a redundancy payment corresponding to 12 months' salary becomes due. Any salary or
other remuneration that the CEO receives from employment or other business the CEO conducts during the notice period of the following 12-month period should be deducted from redundancy payments. The company and other senior executives have reciprocal notice periods of 3–6 months.
The Board of Directors is entitled to deviate from these guidelines in special circumstances.
Remuneration to the CEO for the financial year 2016 was decided by the Board of Directors. Remuneration to other senior executives was decided by the Remuneration Committee after consultation with the CEO.
In 2016, related party transactions were conducted with subsidiaries only, as specified in note 5.
Development expenses mainly consist of salaries, product development, component purchases, patent applications, licenses and other expenses related to development work.
| Depreciation per type of asset | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Capitalized expenditures for development | –57,095 | –53,964 | – | – |
| Other intangible assets | –3,550 | –1,134 | –602 | –409 |
| Inventory | –2,823 | –1,676 | –2,726 | –1,634 |
| Total | –63,468 | –56,774 | –3,328 | –2,043 |
The nominal value of future leasing fees including rent for premises for non-terminable leases is allocated as follows:
| Operating leases Amounts in SEK thousands |
Group | Parent company |
|---|---|---|
| 2017 | 9,256 | 7,261 |
| 2018 | 836 | 647 |
| 2019 | – | – |
| 2020 | – | – |
| 2021 | – | – |
| Total | 10,092 | 7,908 |
Lease expenses for the year amount to SEK 11,315 (9,533) thousand for the group and SEK 7,288 (6,866) thousand for the parent company. No individual contract has a term of five years or more.
| Expenses by nature | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Cost of goods and services | –129,733 | –81,140 | –257,427 | –170,664 |
| Other expenses | –86,709 | –85,136 | –97,629 | –92,461 |
| Employee expenses (note 7) | –248,428 | –186,184 | –158,707 | –146,811 |
| Capitalized expenditure for development (note 17) |
77,170 | 52,681 | – | – |
| Depreciation and amortization (note 9) | –63,468 | –56,774 | –3,328 | –2,043 |
| Total expenses | –451,168 | –356,553 | –517,091 | –411,979 |
| Reconciliation with comprehensive income statement |
Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 | |
| Cost of sales | –187,872 | –149,719 | –241,440 | –181,011 | |
| Sales and marketing expenses | –137,094 | –122,379 | –113,361 | –109,651 | |
| Administration expenses | –54,249 | –40,498 | –44,407 | –31,705 | |
| Development expenses | –71,953 | –43,957 | –117,883 | –89,612 | |
| Total expenses | –451,168 | –356,553 | –517,091 | –411,979 |
| Audit services and other assignments | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 | |
| PwC | |||||
| Auditing | 710 | 320 | 710 | 320 | |
| Audit business in addition to audit engagement |
40 | 98 | 40 | 98 | |
| Tax consultancy | 0 | 136 | 0 | 136 | |
| Other | 74 | 360 | 74 | 360 | |
| Total | 824 | 914 | 824 | 914 | |
| Other auditors | |||||
| Auditing | 83 | 16 | – | – | |
| Audit business in addition to audit engagement |
29 | – | – | – | |
| Tax consultancy | 58 | – | – | – | |
| Other | 17 | 13 | – | – | |
| Total | 187 | 29 | 0 | 0 |
| Financial income and expenses | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Financial income | ||||
| Interest income | 183 | 518 | 165 | 471 |
| Exchange rate differences, net | – | – | – | – |
| Dividends from group companies | – | – | – | 43,012 |
| Financial income | 183 | 518 | 165 | 43,483 |
| Financial expenses | ||||
| Interest expenses | –45 | –12 | –42 | –10 |
| Exchange rate differences, net | –2,413 | –1,299 | –769 | –1,422 |
| Result from participation in group companies | – | – | – | –2 |
| Impairment of participations in group companies (note 23) |
– | – | – | –43,012 |
| Synthetic options, change in value (note 26) | –3,155 | –11,766 | –3,058 | –11,766 |
| Other fincial expenses | 1 | –4 | – | –4 |
| Financial expenses | –5,612 | –13,081 | –3,869 | –56,216 |
| Net financial income/expense | –5,429 | –12,563 | –3,704 | –12,733 |
| Tax | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Current tax | ||||
| Current tax on profits for the year | –870 | –131 | –591 | – |
| Total current tax | –870 | –131 | –591 | 0 |
| Deferred tax (note 15) | ||||
| Tax losses carry-forwards | –5,730 | –4,204 | 31 | –6,391 |
| Deferred revenue | –2,281 | –1,031 | – | – |
| Intangible assets | –579 | 478 | – | – |
| Other | –23 | 155 | – | – |
| Total deferred tax | –8,613 | –4,602 | 31 | –6,391 |
| Tax | –9,483 | –4,733 | –561 | –6,391 |
| Difference between reported tax expense and | ||||
|---|---|---|---|---|
| tax expense based on applicable tax rate, | Group | Parent company | ||
| SEK thousands | 2016 | 2015 | 2016 | 2015 |
| Profit before tax | 46,925 | 6,657 | 47,156 | 28,236 |
| Tax at the Swedish tax rate of 22 (22)% | –10,324 | –1,464 | –10,374 | –6,212 |
| Effect of foreign tax rates | 2,223 | –311 | – | – |
| Tax effect of non-deductible expenses and non-taxable revenues |
–794 | –4,392 | -816 | –3,479 |
| Adjustments in respect of prior years | 3 | 1,434 | – | – |
| Tax related to business combinations | –591 | – | –591 | – |
| Tax effect of group contributions | – | – | 11,220 | 3,300 |
| Tax on income of the year according to Income Statement |
–9,483 | –4,733 | –561 | –6,391 |
| Deferred tax asset | Group | Parent company | ||||
|---|---|---|---|---|---|---|
| SEK thousands | Tax losses carry-forwards |
Deferred revenue |
Intangible assets |
Other | Total | Tax losses carry-forwards |
| As of January 1, 2015 | 25,234 | 0 | –1,691 | 0 | 23,543 | 6,545 |
| – business combinations | – | 4,414 | – | – | 4,414 | – |
| – income statement | –4,204 | –1,031 | 478 | 155 | –4,602 | –6,391 |
| – other comperhensive income | –37 | 2 | 5 | –3 | –33 | – |
| As of December 31, 2015 | 20,993 | 3,385 | –1,209 | 152 | 23,322 | 154 |
| As of January 1, 2016 | 20,993 | 3,385 | -1,209 | 152 | 23,322 | 154 |
| – business combinations | – | – | – | – | – | – |
| – income statement | –5,646 | –2,394 | -560 | -13 | –8,613 | 31 |
| – other comperhensive income | 732 | 152 | -86 | 13 | 811 | – |
| As of December 31, 2016 | 16,079 | 1,143 | –1,855 | 152 | 15,520 | 185 |
Deferred tax assets are recognized for tax loss carry-forwards to the extent it is likely that they can be utilized through future taxable profits. In 2016, Net Insight reversed deferred income taxes recoverable of net SEK 5.6 (4.2) million. The capitalization is based on expected long- term profitability. Of the tax loss carry-forwards SEK 4.5 (19.0) million are consisting of Swedish loss carry-forwards with indefinite useful lives and SEK 11.6 (2.0) million to tax loss carry-forwards in USA with definite useful lives, whereof the first expires in 2020.
| Tax loss carry-forwards for which deferred tax is not reported |
Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Tax loss carry-forwards | 2 | 2 | – | – |
Earnings per share have been computed by dividing net income by the weighted average number of outstanding shares.
| Earnings per share | 2016 | 2015 |
|---|---|---|
| Net income attributable to stockholders of the parent, SEK thousands | 37,442 | 1,924 |
| Average number of shares | 386,582,410 | 389,137,506 |
| Earnings per share before dilution, SEK | 0.10 | 0.00 |
| Earnings per share after dilution, SEK | 0.10 | 0.00 |
The change in average number of shares relates to the parent company's repurchase of own shares, see note 25.
| Capitalized expenditure for development | Group | |
|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 |
| Accumulated cost at beginning of year | 618,752 | 529,012 |
| Business combinations | – | 37,059 |
| New purchases | 77,170 | 52,681 |
| Total | 695,922 | 618,752 |
| Accumulated amortization at beginning of year | –409,960 | –355,996 |
| Amortization for the year | –57,095 | –53,964 |
| Total | –467,055 | –409,960 |
| Carrying amount | 228,867 | 208,792 |
| Amortization included in: | ||
| Cost of sales | –57,095 | –53,964 |
| Sales and marketing expenses | – | – |
| Administration expenses | – | – |
| Development expenses | – | – |
| Total amortization | –57,095 | –53,964 |
| Goodwill | Group | ||
|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | |
| Accumulated cost at beginning of year | 59,242 | 4,354 | |
| Business combinations | – | 55,098 | |
| Exchange differences for the year | 4,894 | –210 | |
| Total | 64,136 | 59,242 | |
| Carrying amount | 64,136 | 59,242 |
| Other intangible assets | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Accumulated cost at beginning of year | 34,174 | 7,032 | 9,784 | 7,032 |
| Business combinations | – | 24,415 | – | – |
| New purchases | 2,602 | 2,797 | 2,585 | 2,752 |
| Reclassification | – | – | – | – |
| Exchange differences for the year | 1,750 | -70 | – | – |
| Total | 38,526 | 34,174 | 12,369 | 9,784 |
| Accumulated amortization at beginning of year | –8,583 | –5,881 | –6,290 | –5,881 |
| Business combinations | – | –1,584 | – | – |
| Amortization for the year | –3,550 | –1,134 | –602 | –409 |
| Exchange differences for the year | –356 | 16 | – | – |
| Total | –12,489 | –8 583 | –6,892 | –6,290 |
| Carrying amount | 26,037 | 25,590 | 5,477 | 3,494 |
| Amortization included in: | ||||
| Cost of sales | –5 | –156 | –5 | – |
| Sales and marketing expenses | –2,964 | –306 | –16 | –129 |
| Administration expenses | –548 | –184 | –548 | –72 |
| Development expenses | –33 | –488 | –33 | –208 |
| Total amortization | –3,550 | –1,134 | –602 | –409 |
Plans include assumptions on the development and forthcoming launches of current products. Development of current products and forthcoming product launches. Financial plans also include assumptions on price movements, sales growth and cost growth.
Goodwill of SEK 4,354 thousand arose on the acquisition of the Q2 Labs group in March 2004 and goodwill of SEK 55,098 thousand relates to this year's acquisition of ScheduALL in October 2015 (carrying amount of SEK 59,782 thousand as of December 31, 2016, due to exchange differences), see note 24.
The recoverable amount of the group's cash-generating unit (CGU) was set based on computations of value in use. These computations proceed from estimated future cash flows based on financial forecasts and strategies approved by management
that cover a five-year period. These assumptions reflect financial targets set by the Board of Directors, market reports on future growth and technology trends. From time to time, the company applies a six-year period to reflect the long-term approach to customers' purchasing decisions. Cash flows beyond the fiveyear period are extrapolate using an estimated growth rate. The perpetuity growth rate applied was 2 (2) percent. The growth rate does not exceed a long-term growth rate of the telecommunication market where the relevant CGU operates. The discount rate before tax applied is 10.5 (10.5) percent. This reflects the specific risks that apply to the segment the company is active in. A three (3) percentage point change in the discount rate does not cause any impairment. A two (2) percentage point change in estimated EBITDA does not cause any impairment. A three (3) percentage point change in estimated gross margin does not cause any impairment. Based on the above, no impairment is considered necessary.
| Tangible fixed assets | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Accumulated cost at beginning of year | 19,935 | 16,332 | 17,520 | 15,750 |
| Business combinations | – | 1,747 | – | – |
| New purchases | 2,203 | 1,872 | 2,150 | 1,770 |
| Reclassification | – | – | – | – |
| Exchange differences for the year | 108 | –16 | – | – |
| Total | 22,246 | 19,935 | 19,670 | 17,520 |
| Accumulated amortization at beginning of year | –16,192 | –12,974 | –14,026 | –12,392 |
| Business combinations | – | –1,554 | – | – |
| Amortization for the year | –2,823 | –1,676 | –2,726 | –1,634 |
| Reclassification | – | – | – | – |
| Exchange differences for the year | –108 | 12 | – | – |
| Total | –19,123 | –16,192 | –16,752 | –14,026 |
| Carrying amount | 3,123 | 3,743 | 2,918 | 3,494 |
| Amortization included in: | ||||
| Cost of sales | –221 | –151 | –192 | –136 |
| Sales and marketing expenses | –116 | –103 | –99 | –97 |
| Administration expenses | –933 | –50 | –919 | –44 |
| Development expenses | –1,553 | –1,372 | –1,516 | –1,358 |
| Total amortization | –2,823 | –1,676 | –2,726 | –1,634 |
| Inventories | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Products in process | 786 | 1,039 | 786 | 1,039 |
| Finished goods | 46,279 | 54,998 | 46,279 | 54,998 |
| Total | 47,065 | 56,037 | 47,065 | 56,037 |
The expensed inventories are included in cost of sales and amount to SEK 91,367 (73,671) thousand. Inventories with a value of SEK 71,828 (75,265) thousand were impaired to an estimated net realizable value of SEK 47,065 (56,037) thousand. This year's effect
in profit or loss of impairment and scrap of inventories for the year amounts to SEK –6,553 (995) thousand and is recognized in cost of sales.
| Accounts receivable and other receivables | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Accounts receivable | 116,517 | 89,106 | 106,103 | 82,308 |
| Provision for impairment of receivables | –5,396 | –4,486 | –5,220 | –4,325 |
| Accounts receivable, net | 111,121 | 84,620 | 100,883 | 77,983 |
| Receivables from group companies | – | – | 111,348 | 162,926 |
| Other receivables | 10,911 | 6,555 | 15,356 | 6,385 |
| Prepaid expenses and accrued income | 8,287 | 8,496 | 6,049 | 6,528 |
| Carrying amount of accounts receivable and other receivables |
130,319 | 99,671 | 233,636 | 253,822 |
In 2016, the group reported SEK –529 (0) thousand as realized loss of accounts receivables, of which all were impaired in previous years. An age of analysis of the group's overdue accounts receivable and provisions for impairment of receivables follows.
| Group's overdue invoices, SEK thousands | Dec 31, 2016 | Dec 31, 2015 |
|---|---|---|
| Less than a month | 5,733 | 13,190 |
| 1–3 months | 15,754 | 15,285 |
| 3–6 months | 2,933 | 4,998 |
| More than 6 months | 10,216 | 11,541 |
| Total | 34,637 | 45,015 |
| Group's movements on the provisions for impairment of accounts receivables, SEK thousands |
2016 | 2015 |
| As of January 1 | –4,486 | –4,743 |
| Reversed unused amounts | 0 | 0 |
| Used reserve | 0 | 633 |
| Provisions for receivables impairment | –910 | –376 |
| As of December 31 | –5,396 | –4,486 |
| Group's accounts receivable and other receivables carrying amount/currency, SEK thousands |
Dec 31, 2016 | Dec 31, 2015 |
| SEK | 15,916 | 16,689 |
| USD | 59,350 | 46,860 |
| EUR | 54,716 | 34,778 |
| GBP | 337 | 728 |
| SGD | 0 | 617 |
| Total | 130,319 | 99,671 |
| Group's accounts receivables | Dec 31, 2016 | Dec 31, 2015 | ||
|---|---|---|---|---|
| SEK thousands | Amounts | Proportions | Amounts | Proportions |
| Accounts receivables < 1 SEK million per customer | 25,233 | 23% | 23,789 | 28% |
| Accounts receivables 1–5 MSEK million per customer | 55,481 | 50% | 39,972 | 47% |
| Accounts receivables > 5 SEK million per customer | 30,407 | 27% | 20,859 | 25% |
| Total | 111,121 | 100% | 84,620 | 100% |
| Current receivables contain the following major items | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 | |
| VAT claims | 3,220 | 3,489 | 10,409 | 3,325 | |
| Other | 7,691 | 3,066 | 4,947 | 3,060 | |
| Total | 10,911 | 6,555 | 15,356 | 6,385 |
| Accrued income and prepaid expenses | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Prepaid rent | 1,965 | 1,807 | 1,718 | 1,638 |
| Prepaid license/service fees | 343 | 830 | 310 | 830 |
| Prepaid employee-ralated expenses | 2,272 | 1,677 | 322 | 1,265 |
| Prepaid trade event | 502 | 807 | 0 | 417 |
| Accrued income | – | 609 | 2,218 | 609 |
| Other items | 3,205 | 2,766 | 1,481 | 1,769 |
| Total | 8,287 | 8,496 | 6,049 | 6,528 |
| Cash and cash equivalents | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Cash and bank balances | 214 943 | 193 616 | 194 423 | 164 955 |
| Total cash and cash equivalents | 214 943 | 193 616 | 194 423 | 164 955 |
| Of which in blocked account | – | – | – | – |
| Group's financial instruments by category | Dec 31, 2016 | Dec 31, 2015 | ||||
|---|---|---|---|---|---|---|
| SEK thousands | Value tier |
Loan receiv ables and accounts receivables |
Assets measured at fair value through profit or loss |
Value tier |
Loan receiv ables and accounts receivables |
Assets measured at fair value through profit or loss |
| Assets in Balance Sheet | ||||||
| Derivative instruments | 2 | – | 975 | 2 | – | 543 |
| Accounts receivable and other receivables, excluding interim receivables |
121,056 | – | 91,175 | – | ||
| Cash and cash equivalents | 214,943 | – | 193,616 | – | ||
| Total | 335,999 | 975 | 284,791 | 543 |
| Group's financial instruments by category | Dec 31, 2016 | Dec 31, 2015 | ||||
|---|---|---|---|---|---|---|
| SEK thousands | Value tier |
Other financial liabilities |
Liabilities measured at fair value through profit or loss |
Value tier |
Other financial liabilities |
Liabilities measured at fair value through profit or loss |
| Liabilities in Balance Sheet | ||||||
| Synthetic options | 2 | – | 16,782 | 2 | – | 12,626 |
| Derivative instruments | 2 | – | – | 2 | – | – |
| Accounts payable and other liabilities, excluding non-financial liabilities |
18,856 | – | 27,519 | – | ||
| Total | 18,856 | 16,782 | 27,519 | 12,626 |
The fair value of derivative instruments is measured using exchange rates of currency forwards on the reporting date where the resulting value is discounted to present value.
Financial instruments measures on the basis of inputs that are not based on observable market data. The closing balance for synthetic options represents the total assessed value of a number of outstanding options, which has been measured on the basis of accepted market principles. See also note 7.
Subsidiaries to the parent company and other major subsidiaries within the group as of December 31, 2016:
| Share of equity, parent company |
Share of equity, |
Carrying amounts, |
|||
|---|---|---|---|---|---|
| SEK thousands | Main business | (%) | group (%) | parent company | Equity |
| Net Insight Consulting AB (publ), corp. ID. no. 556583-7365, registered office: Stockholm, Sweden |
Dormant | 100 | 100 | 500 | 493 |
| Net Insight Pte. Ltd., registered office: Singapore | Sales | 100 | 100 | 0 | 847 |
| Q2 Labs AB, corp. ID. no. 556640-8570, registered office: Stockholm, Sweden |
Holding company, IPR |
100 | 100 | 223,062 | 142,319 |
| Net Insigt Intellectual Property AB (NIIP AB), corp. ID. no. 556579-4418, registered office: Stockholm, Sweden |
Development, IPR | – | 100 | – | 26,078 |
| ScheduALL EMEA Ltd; registered office: London, UK |
Sales | 100 | 100 | 0 | 885 |
| VizuALL Inc; registered office : Florida, USA | Sales, development, support & services |
100 | 100 | 75,680 | 78,218 |
| Total | 299,243 |
All subsidiaries are fully consolidated. Share of equity and vote are the same in the subsidiaries.
The group has no non-controlling interests or assets with significant restrictions.
| Parent company | |||
|---|---|---|---|
| Accumulated cost, SEK thoudsands | 31 dec 2016 | 31 dec 2015 | |
| Accumulated cost at beginning of year | 248,243 | 117,427 | |
| Shareholders' and group contributions | 51,000 | 58,012 | |
| Impairment | – | –43,012 | |
| Purchase cost for the period1) | – | 115,915 | |
| Liquidation | – | –100 | |
| Total participations in group companies | 299,243 | 248,243 |
1) In October 2015, the parent company acquired VizuALL Inc, USA, see note 24. In connection to this, the parent company also acquired ScheduALL EMEA Ltd, UK, from VizuALL Inc.
On October 1, 2015, Net Insight acquired 100 percent of the shares in the privately held US software company VizuAll Inc, trading under the name of ScheduALL. The acquisition price of USD 14 million (approximately SEK 117 million) on a cash and debt free basis was paid in cash. The final purchase consideration, based on actual level of debt, working capital and cash, was transferred in December 2015. The payment was funded by using available cash. The acquisition will strengthen Net Insight's market position in media service and workflow orchestration.
ScheduALL, founded in 1989, is a provider of ERM (Enterprise Resources Management) software for media, broadcast and transmission businesses with it's head office in Hollywood, Florida, US.
Net Insight and ScheduALL have had a strategic partnership for several years. Together they have implemented an SDN (Software Defined Networking) solution for service providers allowing them to offer their customers a unique, fully automated service provisioning over global wide area networks. By this solution service providers reduce operating cost and media companies gain from more flexible and efficient workflows. Net Insight can now broaden the solution with new services and applications.
The total consideration transferred for the acquisition amounted to SEK 111.8 million. In the purchase price allocation goodwill amounted to SEK 55.1 million. The goodwill recognized for the acquisition mainly reflects the increase in sales going forward. The goodwill will be deductible for tax purposes. Acquisition related costs amounted to SEK 4.1 million. These costs are recognized as other expenses in administration expenses in the consolidated statement of comprehensive income.
ScheduALL contributed revenues of SEK 14.5 million and loss before tax of SEK -4.5 million to the group for the period October 1 to December 31, 2015. Revenues of SEK 3.6 million that ScheduALL would have recognized if they had remained a standalone entity was not recognized by Net Insight as revenue in the fourth quarter under IFRS , as a result of business combination accounting rules. Business combination related amortization for technology, trademark and customer relations amounted to SEK –1.4 million. Adjusted for these business combination effects, ScheduALL would have contributed revenues of SEK 18.1 million and profit before tax of SEK 0.5 million to the group for the period October 1 to December 31, 2015.
If the acquisition had occurred on January 1, 2015, management estimates that ScheduALL would have contributed revenues of SEK 67.6 million and loss before tax of SEK -6.9 million for the year ended December 31, 2015. Adjusted for the business combination effects stated above, ScheduALL would have contributed revenues of SEK 77.4 million and profit before tax of SEK 15.0 million for the year ended December 31, 2015, if the acquisition had occurred on January 1, 2015 (the positive effect is partly a time effect between the capitalization of development expenditure and the amortization of these).
| Definitive purchase price allocation of ScheduALL, SEK thousands |
|
|---|---|
| Intangible assets | 59,890 |
| Tangible assets | 193 |
| Financial fixe assets | 50 |
| Deferred tax assets | 4,415 |
| Current assets | 18,463 |
| Cash and cash equivalents | 13,558 |
| Non-current liabilities | –6,540 |
| Current liabilities | –33,352 |
| Net identifiable assets acquired | 56,677 |
| Goodwill | 55,098 |
| Consideration transferred1) | 111,775 |
1) Cash. The effect of the acquisition on the group's cash flow, see note 30.
Note 25 Share capital Share capital of SEK 15,597 thousand is divided between 389,933,009 shares, with a par value of SEK 0.04 per share. One class A share is entitled to ten (10) votes and one class B share is entitled to one (1) votes. All shares issued by the parent company have been fully paid.
| The division between | No. of shares | |||
|---|---|---|---|---|
| share classes | 31 dec 2016 | 31 dec 2015 | ||
| Unrestricted class A shares | 1,000,000 | 1,0 00,000 | ||
| Unrestricted class B shares | 388,933,009 | 388,933,009 | ||
| Total | 389,933,009 | 389,933,009 |
During the year, the parent company acquired a total of 1,500,000 of its own class B shares through purchases on the NASDAQ OMX. The total amount paid to acquire the shares, net of income tax, was SEK 10.3 million.
At the end of the reporting period, the parent company had a total of 4,275,000 of its own class B shares, at an average cost of SEK 4.22 per share and with a par value of SEK 0.04 per share. The shares are held as own shares. The parent company has the right to reissue these shares at a later date.
| The division between | No. of shares | |||
|---|---|---|---|---|
| outstanding share classes | 31 dec 2016 | 31 dec 2015 | ||
| Unrestricted class A shares | 1,000,000 | 1,000,000 | ||
| Unrestricted class B shares | 384,658,009 | 386,158,009 | ||
| Total | 385,658,009 | 387,158,009 |
For more information about the share, see section The Share on pages 24-25.
| Group, SEK thousands | Synthetic options |
Other employee related items |
Deferred revenues |
Total |
|---|---|---|---|---|
| As of January 1, 2015 | 0 | 0 | 0 | 0 |
| - Additional items | 860 | – | 9,732 | 10,592 |
| - Synthetic options, change in value | 11,766 | – | – | 11,766 |
| - Business combinations | – | – | 6,540 | 6,540 |
| - Reclassification, current | – | – | –13,117 | –13,117 |
| - Exchange differences for the year | – | – | 48 | 48 |
| As of December 31, 2015 | 12,626 | 0 | 3,203 | 15,829 |
| Group, SEK thousands | Synthetic options |
Other employee related items |
Deferred revenues |
Total |
|---|---|---|---|---|
| As of January 1, 2016 | 12,626 | 0 | 3,203 | 15,829 |
| - Additional items | 1,001 | 1,644 | 22,449 | 25,094 |
| - Synthetic options, change in value | 3,155 | – | – | 3,155 |
| - Business combinations | – | – | – | 0 |
| - Reclassification, current | – | – | –10,899 | –10,899 |
| - Exchange differences for the year | – | – | 555 | 555 |
| As of December 31, 2016 | 16,782 | 1,644 | 15,308 | 33,734 |
| Parent company, SEK thousands | Synthetic options |
Other employee related items |
Deferred revenues |
Total |
|---|---|---|---|---|
| As of January 1, 2015 | 0 | 0 | 0 | 0 |
| - Additional items | 860 | – | 1,337 | 2,197 |
| - Synthetic options, change in value | 11,766 | – | – | 11,766 |
| - Reclassification, current | – | – | –300 | –300 |
| As of December 31, 2015 | 12,626 | 0 | 1,037 | 13,663 |
| Parent company, SEK thousands | Synthetic options |
Other employee related items |
Deferred revenues |
Total |
|---|---|---|---|---|
| As of January 1, 2016 | 12,626 | 0 | 1,037 | 13,663 |
| - Additional items | 942 | 1,548 | 9,698 | 12,188 |
| - Synthetic options, change in value | 3,058 | – | – | 3,058 |
| - Reclassification, current | – | – | –3,914 | –3,914 |
| As of December 31, 2016 | 16,626 | 1,548 | 6,821 | 24,995 |
Neither the group nor the parent company has any liabilites that matures later than five years.
| Group | Current provision | Non-current provisions | ||||
|---|---|---|---|---|---|---|
| SEK thousands | Warranty provisions1) |
Variable incentive program2) |
Warranty provisions1) |
Variable incentive program2) |
Other provisions |
Total |
| As of January 1, 2015 | 1,337 | 0 | 1,337 | 1,828 | 0 | 4,502 |
| – additional provisions | 558 | – | 558 | 743 | 77 | 1,936 |
| – used amount | – | – | – | – | – | 0 |
| – reversed unused amount | – | – | – | –2 | – | –2 |
| – share-based remuneration | – | – | – | 2,827 | – | 2,827 |
| As of December 31, 2015 | 1,895 | 0 | 1,895 | 5,396 | 77 | 9,263 |
| As of January 1, 2016 | 1,895 | 0 | 1,895 | 5,396 | 77 | 9,263 |
| – additional provisions | –37 | – | –37 | 2,093 | – | 2,019 |
| – used amount | – | – | – | – | – | 0 |
| – reversed unused amount | – | – | – | – | – | 0 |
| – share-based remuneration | – | 56 | – | 914 | – | 970 |
| – reclassification | – | 773 | – | –773 | –77 | –77 |
| As of December 31, 2016 | 1,858 | 829 | 1,858 | 7,630 | 0 | 12,175 |
1) Warranty provisions have been used to cover potential future expenses due to executed business transactions.
2) Provisions for the variable incentive program had been made to cover likely future compensation, including social security contributions. Variable incentive program is participation in the synthetic share program. Share-based remuneration is value changes in amounts held in escrow. The terms and conditions of the synthetic share program are stated in note 7.
| Parent company | Current provision | Non-current provisions | |||||||
|---|---|---|---|---|---|---|---|---|---|
| SEK thousands | Warranty provisions1) |
Variable incentive program2) |
Warranty provisions1) |
Variable incentive program2) |
Other provisions |
Total | |||
| As of January 1, 2015 | 1,337 | 0 | 1,337 | 1,828 | 0 | 4,502 | |||
| – additional provisions | 558 | – | 558 | 743 | 77 | 1,936 | |||
| – used amount | – | – | – | – | – | 0 | |||
| – reversed unused amount | – | – | – | –2 | – | –2 | |||
| – share-based remuneration | – | – | – | 2,827 | – | 2,827 | |||
| As of December 31, 2015 | 1,895 | 0 | 1,895 | 5,396 | 77 | 9,263 | |||
| As of January 1, 2016 | 1,895 | 0 | 1,895 | 5,396 | 77 | 9,263 | |||
| – additional provisions | –37 | – | –37 | 2,093 | - | 2,019 | |||
| – used amount | – | – | – | – | – | 0 | |||
| – reversed unused amount | – | – | – | – | – | 0 | |||
| – share-based remuneration | – | 56 | – | 914 | – | 970 | |||
| – reclassification | – | 773 | – | -773 | -77 | -77 | |||
| As of December 31, 2016 | 1,858 | 829 | 1,858 | 7,630 | 0 | 12,175 |
1) Warranty provisions have been used to cover potential future expenses due to executed business transactions.
2) Provisions for the variable incentive program had been made to cover likely future compensation, including social security contributions. Variable incentive program is participation in the synthetic share program. Share-based remuneration is value changes in amounts held in escrow. The terms and conditions of the synthetic share program are stated in note 7.
| Other current liabilities | Group | Parent company | ||
|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 |
| Employee-related taxes | 3,006 | 2,815 | 2,561 | 2,410 |
| Other current liabilities | 550 | 3,294 | 547 | 1,966 |
| Total current liabilities | 3,556 | 6,109 | 3,108 | 4,376 |
| Accrued expenses and deferred income | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 | |
| Vacation pay liability | 8,838 | 8,560 | 7,837 | 7,518 | |
| Social security contribution | 5,136 | 5,629 | 4,903 | 5,334 | |
| Accrued remuneration to employees | 14,178 | 11,946 | 9,506 | 9,452 | |
| Deferred income from customer | 50,578 | 41,247 | 25,374 | 17,675 | |
| Other | 21,520 | 18,714 | 20,877 | 18,056 | |
| Total accrued expenses | 100,250 | 86,095 | 68,497 | 58,036 |
| Other items not affecting liquidity | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | 2016 | 2015 | 2016 | 2015 | |
| Synthetic options, change in value | 3,155 | 11,766 | 3,058 | 11,766 | |
| Dividends | – | – | – | –43,012 | |
| Capital gain/losses | 1,140 | – | 1,140 | 2 | |
| Impairment of equities | – | – | – | 43,012 | |
| Income realized from deferred income | 6,549 | –10,885 | – | –300 | |
| Provisions | 7,618 | 4,760 | 7,618 | 4,760 | |
| Unrealized exhange differences | –603 | 372 | – | – | |
| Total | 17,859 | 6,013 | 11,816 | 16,228 |
| Acquisition of group companies | Group | |
|---|---|---|
| SEK thousands | 2016 | 2015 |
| Intangible assets | – | 114,988 |
| Tangible assets | – | 193 |
| Financial assets | – | 50 |
| Deferred tax assets | – | 4,415 |
| Current receivables | – | 18,463 |
| Cash and cash equivalents | – | 13,558 |
| Total assets | 0 | 151,667 |
| Non-current liabilities | – | 6,540 |
| Current liabilities | – | 33,352 |
| Total liabilities | 0 | 39,892 |
| Net identifiable assets and liabilities | 0 | 111,775 |
| Consideration transferred | – | 111,775 |
| Minus: | ||
| Cash and cash equivalents int the acquired operations | – | –13,558 |
| Effect on group's cash and cash equivalents | 0 | 98,217 |
More information, see note 24.
| Pledged assets | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 Dec 31, 2015 |
Dec 31, 2016 | Dec 31, 2015 | ||
| Deposits | 309 | 379 | 161 | 205 | |
| Total | 309 | 379 | 161 | 205 | |
| Contingent liabilities | Group | Parent company | |||
|---|---|---|---|---|---|
| SEK thousands | Dec 31, 2016 | Dec 31, 2015 | Dec 31, 2016 | Dec 31, 2015 | |
| Total | None | None | None | None |
Operating leases where the group is lessor. Future minimum lease payments relating to non-cancellable operating leases are allocated as follows:
| SEK thousands | 2016 | 2015 |
|---|---|---|
| Within 1 year | – | 1,232 |
| Between 1 and 5 years | – | – |
| Total | 0 | 1,232 |
No events significant to the company occurred between the end of the reporting period on December 31, 2016, and the date of signing these annual accounts.
| The following funds are at the disposal of the parent company, KSEK |
|
|---|---|
| Premium reserve | 51,296 |
| Retained earnings | 434,754 |
| Net income | 46,595 |
| Total | 532,645 |
| The Board of Directors proposes that funds be appropriated as follows: |
|
| Brought forward: | 532,645 |
| Total | 532,645 |
The Consolidated Income Statement and Consolidated Balance Sheet will be submitted to the Annual General Meeting on May 9, 2017 for adoption.
The Board of Directors and Chief Executive Officer declare that the consolidated accounts have been prepared in accordance with International Financial Reporting Standards (IFRS) as endorsed by the EU, and give a true and fair view of the group's financial position and results of operations. The annual accounts have been prepared in accordance with generally accepted accounting policies and give a true and fair view of the parent company's financial position and results of operations.
The Administration Report for the group and parent company gives a true and fair view of the progress of the group's and parent company's operations, financial position and results of operations, and state the significant risks and uncertainties factors facing the parent company and companies in the group.
Stockholm March 21, 2017
Lars Berg Jan Barchan Chairman Board member
Cecilia Beck-Friis Crister Fritzson Board member Board member
Gunilla Fransson Anders Harrysson Board member Board member
Charlotta Falvin Fredrik Tumegård Board member CEO
Our Audit Report was submitted March 24, 2017 PricewaterhouseCoopers AB
Mikael Winkvist Authorized Public Accountant
To the general meeting of the shareholders of Net Insight AB (publ), corporate identity number 556533-4397
We have audited the annual accounts and consolidated accounts of Net Insight AB (publ) for the year 2016. The annual accounts and consolidated accounts of the company are included on pages 28-69 in this document.
In our opinion, the annual accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of parent company as of December 31, 2016 and its financial performance and cash flow for the year then ended in accordance with the Annual Accounts Act. The consolidated accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the group as of December 31, 2016 and their financial performance and cash flow for the year then ended in accordance
with International Financial Reporting Standards (IFRS), as adopted by the EU, and the Annual Accounts Act. The statutory administration report is consistent with the other parts of the annual accounts and consolidated accounts.
We therefore recommend that the general meeting of shareholders adopts the income statement and balance sheet for the parent company and the group.
We conducted our audit in accordance with International Standards on Auditing (ISA) and generally accepted auditing standards in Sweden. Our responsibilities under those standards are further described in the Auditor's Responsibilities section. We are independent of the parent company and the group in accordance with
• The scope and focus of the audit were affected by our assessment of materiality. We applied certain quantitative materiality thresholds and qualitative considerations to determine the focus and scope of the audit.
• The audit of the Group focused on the parent company, the largest Swedish entities and the subsidiary in the United States. All audit work has been carried out by the same audit team, which also visited the US subsidiary.
We have identified the following key audit matters:
professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities in accordance with these requirements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinions.
We designed our audit by determining materiality and assessing the risks of material misstatement in the financial statements. In particular, we considered where management made subjective judgements; for example, in respect of significant accounting estimates that involved making assumptions and considering future events that are inherently uncertain. As in all of our audits, we also addressed the risk of management override of internal controls, including among other matters consideration of whether there was evidence of bias that represented a risk of material misstatement due to fraud.
We tailored the scope of our audit in order to perform sufficient work to enable us to provide an opinion on the consolidated financial statements as a whole, taking into account the structure of the Group, the accounting processes and controls, and the industry in which the group operates.
The majority of the Group's operations are conducted in the parent company, Net Insight AB, and the subsidiary companies Net Insight Intellectual Property AB in Sweden and VizuALL Inc. in the United States. These entities were included in the audit of the Group. As the operations of the Net Insight Group are largely
concentrated to these entities, all audit work has been carried out by the same audit team that also visited the subsidiary in the United States.
The scope of our audit was influenced by our application of materiality. An audit is designed to obtain reasonable assurance whether the financial statements are free from material misstatement. Misstatements may arise due to fraud or error. They are considered material if individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.
Based on our professional judgement, we determined certain quantitative thresholds for materiality, including the overall materiality for the financial statements as a whole. These, together with qualitative considerations, helped us to determine the scope of our audit and the nature, timing and extent of our audit procedures and to evaluate the effect of misstatements, both individually and in aggregate on the financial statements as a whole.
Key audit matters of the audit are those matters that, in our professional judgment, were of most significance in our audit of the annual accounts and consolidated accounts of the current period. These matters were addressed in the context of our audit of, and in forming our opinion thereon, the annual accounts and consolidated accounts as a whole, but we do not provide a separate opinion on these matters.
As described the Administration Report on page 29 of the printed version of the Annual Report, Net Insight invests significant amounts in research and development with the aim of strengthening its competitiveness through its innovative technology. Total research and development expenditure in 2016 was SEK 149 million. Note 17 shows that SEK 77 million of total development expenditure in 2016 was capitalized during the year and has been recognized as an intangible asset. In total, capitalized development expenditure of SEK 228.9 million has been recognized in the balance sheet. We have focused on this area, partly because of the significant amounts involved but also because the recognition and measurement of these intangible assets involve a high degree of judgement. In particular, we have sought to assess whether the company's development expenditure meets the criteria for recognition as an asset in the balance sheet. This centres mainly on the company's process for assessing whether the project will be successful in view of its commercial and technical potential.
We have also assessed whether any of these assets are impaired, which involves estimating the economic life and profitability of the products. .
As described in Note 5, Net Insight has three main categories of revenue: hardware, software licences, and support and services, of which hardware is the largest. In some cases the Group offers contracts with multiple components (see Note 2.16 D). On recognition, revenue is allocated among the various components based on the relative fair values of the components. Fair value is determined based on the market price of the components when sold separately. As stated in the description of the company's accounting policies in note 2.16, revenue from sales of hardware and software licences is recognized when the goods have been delivered and the risk and title have been transferred to the purchaser. In cases where a sale requires installations or integration, as well as final acceptance from the customer, revenue is recognised on acceptance.
In our audit we have focused on revenue recognition, partly because this is the most significant item and partly because the amount, as well as the timing of the revenue recognition, involves judgements on the content of the contract and as to whether the criteria described in Note 2.16 have been met.
As sales of goods (hardware and software licences) account for the largest share of the company's revenue, particular attention in the audit has been devoted to assessing whether the criteria for revenue recognition have been met.
We have studied the company's specification of ongoing development projects that were capitalized as intangible assets during the financial year. We have undertaken a random sampling of the largest projects and tested the correctness of the reported capitalized expenditure by:
We have also studied management's impairment test of capitalized development expenditure. We evaluated the company's process for forecasting cash flows and the mathematical correctness of the models used. We also compared forecasts with the budgets for the selected projects, and actual net sales for the year with forecasts from the previous year to assess the company's forecasting ability. We found that the company's method and assumptions have been applied consistently and in line with previous years' experience.
In our examination of revenue we have used a combination of the examination of internal controls and substantive testing.
Our review of the company's internal controls has involved obtaining an understanding of, evaluating and testing the key controls that have been introduced by the company to ensure that revenue is recognized in the correct period. These key controls involve verifying that confirmation of receipt of goods has been obtained and that approval has been obtained from the buyer where necessary. Our random sample checking of these controls revealed no deviations.
We have selected a number of the recognized revenue items and have examined these transactions by verifying them against the invoice, the terms indicated on the invoice and other evidence of when the goods were delivered. In cases where specific terms and conditions of delivery apply, we have undertaken random sampling to verify that the criteria for revenue recognition, as described in the company's accounting policies, have been met. We have also examined a number of sales transactions before the end of the year to confirm that the revenue was recognised in the correct period. This examination involved selecting a number of revenue transactions that were recognised before the end of the year and checking these against the invoices, as well as against other evidence as to when the goods were delivered. Our random sampling revealed no deviations in respect of the timing of revenue recognition.
Other Information than the annual accounts and consolidated accounts
This document also contains other information than the annual accounts and consolidated accounts and is found on pages 1-27 and 82-85. The Board of Directors and the Managing Director are responsible for this other information.
Our opinion on the annual accounts and consolidated accounts does not cover this other information and we do not express any form of assurance conclusion regarding this other information.
In connection with our audit of the annual accounts and consolidated accounts, our responsibility is to read the information identified above and consider whether the information is materially inconsistent with the annual accounts and consolidated accounts. In this procedure we also take into account our knowledge otherwise obtained in the audit and assess whether the information otherwise appears to be materially misstated.
If we, based on the work performed concerning this information, conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
Responsibilities of the Board of Directors and the Managing Director
The Board of Directors and the Managing Director are responsible for the preparation of the annual accounts and consolidated accounts and that they give a fair presentation in accordance with the Annual Accounts Act and, concerning the consolidated accounts, in accordance with IFRS as adopted by the EU. The Board of Directors and the Managing Director are also responsible for such internal control as they determine is necessary to enable the preparation of annual accounts and consolidated accounts that are free from material misstatement, whether due to fraud or error.
In preparing the annual accounts and consolidated accounts, The Board of Directors and the Managing Director are responsible for the assessment of the company's and the group's ability to continue as a going concern. They disclose, as applicable, matters related to going concern and using the going concern basis of accounting. The going concern basis of accounting is however not applied if the Board of Directors and the Managing Director intends to liquidate the company, to cease operations, or has no realistic alternative but to do so.
Our objectives are to obtain reasonable assurance about whether the annual accounts and consolidated accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinions. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and generally accepted auditing standards in Sweden will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these annual accounts and consolidated accounts.
As part of an audit in accordance with ISAs, We exercise professional judgment and maintain professional skepticism throughout the audit. We also:
as a 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 annual accounts and consolidated accounts or, if such disclosures are inadequate, to modify our opinion about the annual accounts and consolidated accounts. 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 a company and a group to cease to continue as a going concern.
We must inform the Board of Directors of, among other matters, the planned scope and timing of the audit. We must also inform of significant audit findings during our audit, including any significant deficiencies in internal control that we identified.
We must also provide the Board of Directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.
From the matters communicated with the Board of Directors, we determine those matters that were of most significance in the audit of the annual accounts and consolidated accounts, including the most important assessed risks for material misstatement, and are therefore the key audit matters. We describe these matters in the auditor's report unless law or regulation precludes disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in the auditor's report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.
In addition to our audit of the annual accounts and consolidated accounts, we have also audited the administration of the Board of Directors and the Managing Director of of Net Insight AB (publ) for the year 2016 and the proposed appropriations of the company's profit or loss.
We recommend to the general meeting of shareholders that the profit be appropriated in accordance with the proposal in the statutory administration report and that the members of the Board of Directors and the Managing Director be discharged from liability for the financial year.
We conducted the audit in accordance with generally accepted auditing standards in Sweden. Our responsibilities under those standards are further described in the Auditor's Responsibilities section. We are independent of the parent company and the group in accordance with professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities in accordance with these requirements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinions.
The Board of Directors is responsible for the proposal for appropriations of the company's profit or loss. At the proposal of a dividend, this includes an assessment of whether the dividend is justifiable considering the requirements which the company's and the group's type of operations, size and risks place on the size of the parent company's and the group's equity, consolidation requirements, liquidity and position in general.
The Board of Directors is responsible for the company's organization and the administration of the company's affairs. This includes among other things continuous assessment of the company's and the group's financial situation and ensuring that the company's organization is designed so that the accounting, management of assets and the company's financial affairs otherwise are controlled in a reassuring manner. The Managing Director shall manage the ongoing administration according to the Board of Directors' guidelines and instructions and among other matters take measures that are necessary to fulfil the company's accounting in accordance with law and handle the management of assets in a reassuring manner.
Our objective concerning the audit of the administration, and thereby our opinion about discharge from liability, is to obtain audit evidence to assess with a reasonable degree of assurance whether any member of the Board of Directors or the Managing Director in any material respect:
Our objective concerning the audit of the proposed appropriations of the company's profit or loss, and thereby our opinion about this, is to assess with reasonable degree of assurance whether the proposal is in accordance with the Companies Act.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with generally accepted auditing standards in
Sweden will always detect actions or omissions that can give rise to liability to the company, or that the proposed appropriations of the company's profit or loss are not in accordance with the Companies Act.
As part of an audit in accordance with generally accepted auditing standards in Sweden, we exercise professional judgment and maintain professional skepticism throughout the audit. The examination of the administration and the proposed appropriations of the company's profit or loss is based primarily on the audit of the accounts. Additional audit procedures performed are based on our professional judgment with starting point in risk and materiality. This means that we focus the examination on such actions, areas and relationships that are material for the operations and where deviations and violations would have particular importance for the company's situation. We examine and test decisions undertaken, support for decisions, actions taken and other circumstances that are relevant to our opinion concerning discharge from liability. As a basis for our opinion on the Board of Directors' proposed appropriations of the company's profit or loss we examined whether the proposal is in accordance with the Companies Act.
Stockholm March 24, 2017 PricewaterhouseCoopers AB
Mikael Winkvist Authorized public accountant
Net Insight AB (publ) is a public limited company with its registered office in Stockholm, Sweden. Net Insight's shares are listed on Nasdaq Stockholm. The basis for governance of the company and group includes its Articles of Association, the Swedish Companies Act and Nasdaq Stockholm's regulations for issuers, including the Swedish Code of Corporate Governance, applicable from December 1, 2016 as well as internal regulations and policies.
The Articles of Association describe the business of the company, its share capital, the number and classes of share, allocation of votes, the number of directors and auditors, notices of, and matters to be dealt with at the Annual General Meeting (AGM), and the requirement that this meeting be held in Stockholm, Sweden. In the period between AGMs, Net Insight's Board of Directors is the highest decision-making body in the Company. The duties of the Board are regulated by the Swedish Companies Act and the Articles of Association. The current Articles of Association were adopted at the AGM on April 28, 2009. The full Articles of Association are available at www.netinsight.net.
No divergences from the Code were reported in 2016. Nor has the company contravened Nasdaq Stockholm's Issuer Rules or accepted practice on the stock market.
The AGM of Net Insight AB (publ) was held on May 10, 2016. The company's Nomination Committee is responsible for
proposing a chairman for the AGM. Lars Berg was elected Chairman of the Meeting. The AGM made the following resolutions:
* The Board of Directors in its entirety also handles audit matters.
The complete minutes of the AGM, as well as the supporting documentation, are available at: https://investors.netinsight. net/corporate-governance/.
According to a decision at the AGM, Net Insight's Nomination Committee consists of the Chairman of the Board of Net Insight AB and the company's four largest shareholders as of the last banking day each August, who are then each entitled to appoint a member of the Nomination Committee. The composition of the Nomination Committee was published on October 4, 2016. Net Insight's Nomination Committee for 2017 has the following members: Jan Barchan (Briban Invest), Lars Bergkvist (Lannebo Fonder), Ramsay Brufer (Alecta), Christian Brunlid (Handelsbanken fonder) and Lars Berg (Chairman of Net Insight AB). The Nomination Committee appointed Lars Bergkvist (Lannebo Fonder) as its Chairman. The Nomination Committee held five meetings when minutes were kept in preparation for the AGM 2017.
According to the Articles of Association, Net Insight shall appoint one to two Auditors with or without Deputy Auditors. The stipulated term of office for Auditors is one year. The company's Auditors, PricewaterhouseCoopers AB, were re-elected at the AGM 2016 to serve in the period until the AGM 2017. Mikael Winkvist was appointed Auditor in Charge. In addition to regular audit work, PricewaterhouseCoopers AB also assists Net Insight with general advice relating to accounting and tax. PricewaterhouseCoopers AB is required to guarantee its independence in regard to carrying out its role as adviser.
The Board of Directors administers the company's affairs in the interests of the company and all of its shareholders. The size and composition of the Board ensures its ability to administer the company's affairs effectively and with integrity. The Board's duties include establishing business goals and strategies, deciding on acquisitions and divestitures, capitalization of the company, appointing, appraising, and determining compensation to the CEO, ensuring that there are effective systems to monitor and control the company's business, ensuring that the necessary ethical guidelines for the company's conduct are established, and appraising the Board's work. The Board's rules of procedure are established annually at the Board Meeting following election, or as required. In addition to the above duties, the rules of procedure stipulate items including Board meeting procedures, instructions for the company's CEO, decision making procedures within the company, division of responsibilities, and the disclosure of information between the company and the Board. The Board monitors and appraises the CEO's performance, including implementation of the Board's decisions and guidelines annually.
The Board held six meetings during the year when minutes were kept, not counting six per capsulam meetings. At these meetings, the Board considered standing agenda items for each Board meeting such as the state of the business, year-end and interim reports, budgets, business goals, risks, compensation issue to management with principles for variable salary portions, as well as monitoring these issues and audit matters. During the year, the Board focused particularly on the progress of Live OTT and the following up the acquisition of ScheduALL. The Board meeting following election addressed and adopted the Board of Directors' Agenda and the instructions for the CEO.
Each year, the Chairman initiates an evaluation of the Board¹s work. The evaluation for 2016 was completed by an independent consultant through interviews and a survey. The consultant subsequently reported the findings to the Board, and then to the Nomination Committee.
The Nomination Committee then carried out its own evaluation on the basis of this information.
The Board of Directors continuously appraises the CEO on the basis of specific targets. A formal appraisal is carried out once annually.
Net Insight's Board of Directors is considered to satisfy the Code's standard of independence: all Board members are independent of the company and management. Six Board members are independent of the company's principal owners.
For information on Board members and the CEO, see page 26 and 27 respectively.
The Board has instituted a Remuneration Committee charged with consulting on issues concerning salaries, compensation and other terms of employment for the CEO, as well as compensation programs of a broader nature, such as option programs, for final decision by the Board. The Remuneration Committee decides on issues regarding salaries and compensation and other terms of employment for all staff that report directly to the CEO. The Committee reports to the Board on a continuous basis. The Remuneration Committee members are Chairman of the Board Lars Berg and Board member Anders Harrysson. During the year, the Committee held five meetings when minutes were kept, not counting per capsulam meetings, and consulted on the following matters: the CEO's variable remuneration for 2015 to be decided by the Board; a decision on variable remuneration for 2015 for the rest of management; business goals and compensation structure for the CEO for 2016 to be decided by the Board and the remuneration structure for the rest of management.
The Board has also appointed a Strategy Committee to prepare and evaluate questions regarding the company's strategic development, by means including analyzing and initiating corporate acquisitions and other strategic collaborations and presenting the necessary measures for final authorization by the Board of Directors. The Committee includes Lars Berg, Anders Harrysson and Jan Barchan. One meeting was held in the year. Strategic issues were mainly addressed in regular Board meetings.
Net Insight's Board of Directors has decided against a separate audit committee; instead, the whole Board deals with audit matters. The Board has decided on this approach since it is suitable as long as the company has a relatively uncomplicated business and audit structure. In consultation with the company's auditors, the Board has also proactively discussed new accounting recommendations that may affect future company accounting and reporting. Twice a year, after the third and fourth quarter financial statements, the group's auditors report their observations from their audit to the whole Board. These meetings also keep the Board informed of the direction and scope of the audit, as well as discussing the coordination of the external audit, internal controls and the auditor's view of risks in the company. At both of these meetings, the auditors presented and discussed their views without management being present.
Attendance by each Board member at meetings when minutes were kept is presented below:
| Attendance at | Remuneration | |
|---|---|---|
| Name | Board meetings | Committee |
| Lars Berg | 6/6 | 5/5 |
| Anders Harrysson | 5/6 | 5/5 |
| Gunilla Fransson | 6/6 | |
| Cecilia Beck-Friis | 6/6 | |
| Crister Fritzson | 6/6 | |
| Regina Nilsson1) | 2/6 | |
| Jan Barchan | 5/6 | |
| Charlotta Falvin2) | 4/6 |
1) Regina Nilsson declined re-election at the AGM 2016.
2) Charlotta Falvin was elected to the Board at the AGM 2016.
The CEO leads the company according to the terms of the instructions to the CEO, reports to the Board of Directors on financial and operational progress against financial and operational objectives set by the Board of Directors on a monthly and quarterly basis. The CEO attends Board meetings and provides the Board of Directors with the necessary information and decision-support data. The company's CFO serves as Board secretary. The company
is organized into functions, with each functional manager also being members of management. Management holds regular meetings with a standing agenda, and weekly reviews, as well as additional meetings when required.
For more information on the CEO and members of management, see page 27.
Purpose of internal controls
The purpose of Net Insight's work on internal controls is to:
Net Insight's Board is responsible for ensuring that internal controls over financial reporting meet the standards of the Swedish Companies Act and Swedish Code of Corporate Governance. For Net Insight, internal controls over financial reporting are an integral part of corporate governance. These controls contain processes and methods to safeguard the group's assets and accuracy in financial reporting, in order to protect owners' investments in the company.
The Board adopts rules of procedure yearly, which formalizes the work of the Board and processing issues. The Board issues instructions to the CEO, which stipulate the matters for which the CEO may exercise his authority to act on behalf of the company, subject to the Board's authorization
or approval. These instructions are reviewed annually. The Board also issues instructions to the CEO regarding financial reporting. According to his instructions, the CEO is responsible for reviewing and ensuring the quality of all financial reporting, as well as ensuring that the Board otherwise receives the reports it needs to be able to continually assess the group's accounting position and risks. The Board of Directors determines important policies, including Finance Policy, Guidelines for Business Ethics and Whistleblower policy.
Net Insight's overarching risk evaluation, meaning identifying and evaluating the risk of not reaching business targets, is carried out as part of the company's strategy process where probabilities and measures are discussed with the Board of Directors. This process is repeated in connection with the budget process. These risks are also evaluated and managed in the company's line organization on an ongoing basis. In its reporting to the Board of Directors, management regularly presents significant risk areas that have been identified, such as the company's competitive situation, credit risk and technology trends. For an overview of the company's risks and risk management, see pages 30-31 in the Administration Report.
The Board monitors and evaluates quality assurance through quarterly reports on the company's business and earnings trends, and by considering the Group's financial situation at each scheduled Board meeting.
On two occasions each year, the company's auditor attends Board meetings to present the outcome of the fullyear audit and the third-quarter financial review. On these occasions the Auditor also presents any changes to accounting policies that affect the company. Coincident with the presentation of the full-year audit, the auditor also states his view, on the adequacy of the organization and competence of the finance function, without management's attendance.
To support the accuracy of external reporting and risk management, the internal reporting and control system builds upon annual financial planning, monthly reports and daily monitoring of key financial ratios. The group's finance department inspects and monitors reporting, as well as compliance with internal and external regulations. Besides laws and ordinances, internal policies and guidelines include finance policies, an approvals list, a financial handbook, credit and accounting policy and documented procedures for the most important tasks of the finance department. These policies and guidelines are updated regularly. Identified risks concerning financial reporting are managed through the company's control activities. For example, the ERP system has automated controls that manage access rights and signatory authority, as well as manual controls such as duality, in regular bookkeeping and closing entries. The business-specific controls are complemented by detailed financial analyses of the company's results and follow-ups against budget and forecasts, which provides overall confirmation of the quality of reporting.
In 2016, the work associated with improving Net Insight's processes primarily focused on harmonizing accounting and reporting procedures relating to the acquisition of Schedu-ALL, the introduction of a global ERP system, bringing a new consolidation system on stream and improving documentation and routines for accounts payable. All major policies were updated and amendments were implemented.
Each year, the Board evaluates whether there is a need to create a dedicated internal audit function. The Board judged that there was no such need in 2016. In its reasoning, the Board stated that internal control is primarily exercised through:
These factors, combined with the company's size and limited complexity, means that the Board considers that such a further function would not be financially justifiable at present.
To the annual meeting of the shareholders of Net Insight AB (publ), corporate identity number 56533-4397
It is the Board of Directors who is responsible for the corporate governance statement for the year 2016 on pages 76-80 and that it has been prepared in accordance with the Annual Accounts Act.
Our examination has been conducted in accordance with FAR's auditing standard RevU 16 The auditor's examination of the corporate governance statement. This means that our examination of the corporate governance statement is different and substantially less in scope than an audit conducted in accordance with International Standards on Auditing and generally accepted auditing standards in Sweden. We believe that the examination has provided us with sufficient basis for our opinions.
A corporate governance statement has been prepared. Disclosures in accordance with chapter 6 section 6 the second paragraph points 2-6 the Annual Accounts Act and chapter 7 section 31 the second paragraph the same law are consistent with the annual accounts and the consolidated accounts and are in accordance with the Annual Accounts Act.
Stockholm March 24, 2017 PricewaterhouseCoopers AB
Mikael Winkvist Authorized Public Accountant
| Five-year summary SEK millions (if not defined differently) |
2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Net sales by region | |||||
| Western Europe | 231.4 | 193.1 | 173.7 | 179.1 | 169.1 |
| Americas | 163.2 | 115.1 | 168.4 | 72.0 | 55.3 |
| Rest of World | 108.9 | 67.6 | 36.9 | 29.7 | 55.9 |
| Net sales | 503.5 | 375.8 | 379.1 | 280.8 | 280.3 |
| Net sales YoY, change in % | 34.0% | -0.9% | 35.0% | 0.2% | -4.8% |
| Organic growth | |||||
| Net sales | 503.5 | 375.8 | 379.1 | 280.8 | 280.3 |
| Net sales from business combinations | -53,5 | -14,5 | – | – | - |
| Net sales, excluding business combinations Organic growth YoY, change in % |
450.0 19.7% |
361.3 -4.7% |
379.1 35.0% |
280.8 0.2% |
280.3 -4.8% |
| Income statement | |||||
| Net sales, adjusted | 510.1 | 379.4 | 379.1 | 280.8 | 280.3 |
| Gross earnings | 315.7 | 226.1 | 232.0 | 156.5 | 167.3 |
| Gross margin | 62.7% | 60.2% | 61.2% | 55.7% | 59.7% |
| Operating earnings Operating margin |
52.4 10.4% |
19.2 5.1% |
53.6 14.1% |
-9.7 -3.4% |
2.7 1.0% |
| Operating earnings, adjusted | 61.7 | 27.6 | 53.6 | -9.7 | 2.7 |
| Operating margin, adjusted | 12.1% | 7.3% | 14.1% | -3.4% | 1.0% |
| Profit/loss after financial items | 46.9 | 6.7 | 55.1 | -7.6 | 5.1 |
| Net Income | 37.4 | 1.9 | 41.5 | -9.2 | 11.9 |
| Net margin | 7.4% | 0.5% | 10.9% | -3.3% | 4.2% |
| EBITDA | |||||
| Operating earnings | 52.4 | 19.2 | 53.6 | -9.7 | 2.7 |
| Amortization of capitalized development expenditure | 57.1 | 54.0 | 51.9 | 46.1 | 39.2 |
| Other depreciation and amortization | 6.3 | 2.8 | 2.4 | 2.6 | 2.6 |
| Capitalization of development expenditure | -77.2 | -52.7 | -40.9 | -47.6 | -65.7 |
| EBITDA | 38.6 | 23.3 | 67.1 | -8.6 | -21.2 |
| EBITDA margin | 7.7% | 6.2% | 17.7% | -3.1% | -7.6% |
| Total development expenditure | |||||
| Development expenses | 72.0 | 44.0 | 40.9 | 38.4 | 29.9 |
| Capitalization of development expenditure | 77.2 | 52.7 | 40.9 | 47.6 | 65.7 |
| Total development expenditure | 149.1 | 96.6 | 81.8 | 86.0 | 95.6 |
| Total development expenditure/Net Sales | 29.6% | 25.7% | 21.6% | 30.6% | 34.1% |
| Balance sheet and cash flow | |||||
| Non-current assets | 338.0 | 321.1 | 205.8 | 231.5 | 233.8 |
| Current assets | 392.3 | 349.3 | 417.7 | 327.5 | 333.3 |
| Total assets | 730.3 | 670.4 | 623.5 | 559.0 | 567.1 |
| Shareholder's equity | 565.3 | 531.6 | 536.9 | 494.2 | 503.4 |
| Liabilities | 165.0 | 138.8 | 86.6 | 64.8 | 63.7 |
| Total equity and liabilities | 730.3 | 670.4 | 623.5 | 559.0 | 567.1 |
| Investments | 82.0 | 57.3 | 42.2 | 48.6 | 70.3 |
| Total cash flow | 20.9 | -101.1 | 90.4 | 17.9 | -10.4 |
| Return on capital employed | 9.6% | 3.7% | 10.8% | -1.4% | 1.2% |
| Return on equity | 6.8% | 0.4% | 8.1% | -1.9% | 2.4% |
| Equity/asset ratio | 77.4% | 79.3% | 86.1% | 88.4% | 88.8% |
| The share | |||||
| Earnings per share basic and diluted, SEK | 0.10 | 0.00 | 0.11 | -0.02 | 0.03 |
| Dividend per share, SEK | - | - | - | - | - |
| Cash flow per share, SEK | 0.05 | -0.26 | 0.23 | 0.05 | -0.03 |
| Equity per share basic and diluted, SEK | 1.47 | 1.37 | 1.38 | 1.27 | 1.29 |
| Average number of outstanding shares basic and diluted, | |||||
| thousands | 386,582 | 389,138 | 389,933 | 389,933 | 389,933 |
| Number of outstanding shares basic and diluted as of Decem | |||||
| ber 31, thousands | 385,658 | 387,158 | 389,933 | 389,933 | 389,933 |
| Share price as of December 31, SEK | 8.90 | 8.30 | 3.10 | 1.44 | 1.56 |
| Employees | |||||
| Number of employees as of December 31 | 215 | 205 | 134 | 142 | 156 |
For definitions, see Alternative performance measures and other definitions on next page.
Western Europe (WE) Western Europe. Americas (AM) North and South America.
Rest of World (RoW) Countries outside of Western Europe and Americas.
Alternative performance measures (APM) Non-IFRS financial measures are presented to enhance an investor's possibility to evaluate the ongoing operating results, to aid in forecasting future periods and to facilitate meaningful comparison of result between periods. The APMs in this report may differ from similary-titled measures used by other companies.
Change in Net sales in comparable currencies The relation between the Net sales for the period, excluding Other revenues, recalculated using the foreign currency rates from the comparative period and the corresponding sales for the comparative period. Other revenue are in all material respect related to translation differences on unhedged accounts receivable in foreign currencies. Only sales from business combinations that's been part of the Group for the whole comparative period are recalculated.
Organic growth Net sales for the period in relation to Net sales for the comparative period, excluding Net sales from business combinations that not been part of the Group for the whole comparative period. Reconciliations, see table Five-year summary on previous page.
Gross margin Gross earnings as a percentage of net sales. Operating margin Operating earnings as a percentage of net sales. Net margin Net Income as a percentage of net sales.
EBITDA Operating earnings before depreciation and amortization and capitalization of development expenditure.
Reconciliations, see table Five-year summary on previous page. EBITDA margin EBITDA as a percentage of net sales.
Adjusted financial items We believe that the disclosed supplemental non-IFRS financial information provides useful information to investors because management uses this information, in addition to financial data prepared in accordance with IFRS, to attain a more transparent understanding of Net Insight´s performance during 2016.
adjustments below refers to some of the items listed in the section Material profit and loss items in note 1.2 and the notes refers to this section.
Operating expenses Sales and marketing expenses, Administration expenses and Development expenses.
Total development (R&D) expenditure Development expenses and capitalized expenditures for development.
Reconciliations, see table Five-year summary on previous page. Investments Investments in intangible and tangible assets. Total cash flow/Cash flow Change in cash and cash equivalents during the period, excluding exchange differences in cash and cash equivalents.
Working capital Current assets less cash and cash equivalents, accounts payable and other interest-free current liabilities. The Company has no interest-bearing liabilities.
Changes in working capital in the cash flow statement also includes adjustments for items not affecting liquidity and changes in non-current operating assets and liabilities.
Equity/asset ratio Shareholders' equity divided by the balance sheet total.
Return on capital employed Operating earnings plus interest income, in relation to average capital employed. Capital employed is total assets less non-interest bearing liabilities, including deferred tax liabilities. The Company has no interest-bearing liabilities. Slightly updated definition from previous reports, comparable periods has also been updated. Reconciliations, see table below. Return on equity Net income as a percentage of average shareholders' equity.
Earnings per share (EPS) diluted and basic Net income divided by the average number of outstanding shares during the period. Cash flow per share Total cash flow, excluding acquisition of group companies, divided by average number of outstanding shares during the period.
Equity per share diluted and basic Shareholders' equity divided by number of outstanding shares at the end of the period.
Number of outstanding shares Total number of shares in the Parent company, less the number of group companies holdings of shares in the Parent company (own/treasury shares).
| Consolidated Income Statement, Adjusted SEK millions (if not defined differently) |
Note | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|---|
| Net sales | 503.5 | 375.8 | 379.1 | 280.8 | 280.3 | |
| Deferred revenue | (a) | 6.5 | 3.6 | - | - | - |
| Net sales adjusted YoY, change in % | 510.1 | 379.4 | 379.1 | 280.8 | 280.3 | |
| Net sales adjusted YoY, change in % | 34.5% | 0.1% | 35.0% | 0.2% | -4.8% | |
| Cost of sales | -187.9 | -149.7 | -147.2 | -124.3 | -113 | |
| Gross margin, adjusted | 322.2 | 229.6 | 232.0 | 156.5 | 167.3 | |
| Gross margin, adjusted | 63.2% | 60.5% | 61.2% | 55.7% | 59.7% | |
| Operating expenses | -263.3 | -206.8 | -178.4 | -166.2 | -164.6 | |
| Amortization intangible assets, business combinations | (b) | 2.8 | 0.7 | – | – | – |
| Acquisition related costs | (c) | – | 4.1 | – | – | – |
| Operating margin, adjusted | 61.7 | 27.6 | 53.6 | -9.7 | 2.7 | |
| Operating margin, adjusted | 12.1% | 7.3% | 14.1% | -3.4% | 1.0% | |
| Net financial items | -5.4 | -12.6 | 1.5 | 2.0 | 2.4 | |
| Synthetic options, change in value | (e) | 3.2 | 11.8 | – | – | – |
| Profit/loss before tax, adjusted | 59.5 | 26.8 | 55.1 | -7.6 | 5.1 | |
| Return on capital employed | ||||||
| SEK millions (if not defined differently) | 2016 | 2015 | 2014 | 2013 | 2012 | |
| Operating earnings | 52.4 | 19.2 | 53.6 | -9.7 | 2.7 | |
| Interest income | 0.2 | 0.5 | 2.3 | 2.6 | 3.3 | |
| Operating earnings + interest income | 52.5 | 19.7 | 55.9 | -7.1 | 6.0 | |
| Avarage capital employed | 548.4 | 534.2 | 515.5 | 498.8 | 497.6 | |
| Return on capital employed | 9.6% | 3.7% | 10.8% | -1.4% | 1.2% |
See table Consolidated Income Statement, Adjusted below. The
That part of the public network closest to endusers. Consists of copper lines in the telephone network and coaxial cable for cable TV. Fiber and wireless solutions are also becoming more widespread.
Measure of how much information can be transmitted. Measured in bits per second, bps.
Network with extremely high capacity, at least 2 mbps to each end-user.
Transmission from a single sender to all possible recipients in a network.
To watch recent TV program after it has been broadcasted.
(Content Delivery Networks) An overlay network of customer content, distributed ge- ographically to enable rapid, reliable retrieval from any enduser location.
TV Conntent that is distributed in the network.
Communication for production and processing of material before it is transmitted to the end-user.
Larger transport networks between cities and backbone networks.
(Digital Terrestrial Television) Name of digital terrestrial TV to regular TV sets equipped with set-top boxes. Also called DVB-T.
(Enterprise Resource Management) Software that lets an enterprise manage its network resources e iciently.
The most common technology for communication in local area networks, LANs. Transmission speeds of 10/100 mbps,1 Gbps and 10 Gbps.
Development of the Ethernet primarily used in large LANs and backbone networks. Can process transmission speeds of up to 1,000 mbps.
(High definition/TV) High resolution/TV.
(Ultra High Definition/TV) Ultra High resolution TV. Available digital video formats are 4K and 8K.
A master facility for receiving television signals for processing and distribution over a cable television system.
(Internet Protocol) Protocol used for data transmission over the Internet. All Internet traffic is transmitted in IP packets.
Television that is broadcast over IP (broadband).
(Multi Protocol Label Switching) Protocol for the e icient management of connections over a package-switched network.
(Media Switch Router) MSR is a platform specially designed to handle media services.
A unit that is connected to a network, either as a sender/ receiver, or to connect di erent networks.
(Net Promotor Score) Is both a measure and a survey method that provides a value on how loyal a company's customers or employees are.
(Over-The-Top) Term for service utilized over a network that is not o ered by that network operator. For example, viewers using their broadband connection to view TV.
Post production of TV shows or films, for example.
An agreed set of rules for how different network equipment should communicate.
(Quality of Service) Name for the quality of service (that can be provided by a network). Video and speech require higher QoS. QoS is achieved in a network either by separating tra ic so that interference cannot occur or by prioritization where the highest-priority traffic is sent first.
Immediate transmission of material without delay.
A unit to guide and forward data packets, over the Internet. for example.
Guiding and forwarding data packets through a computer network.
(Software Defined Networking) Networking technology that makes media networks more agile and flexible to support for example automated, customer provisioned networks and the increased use of virtualization and data center technologies within the media industry.
Is the process of integrating two or more services together to automate a process.
(Service Level Agreement) Is a part of a service contract where the level of service is formally defined.
Playing sound and video files on a computer or mobile phone simultaneous with transmission over a LAN or WAN, such as the Internet. Used for playing stored files from websites and for receiving live events over the Internet, for example.
Station where media content in a terrestrial network is transferred to a satellite network for further distribution.
To select and watch video content anytime when needed.
The Annual General Meeting (AGM) will be held at 10 a.m. on Tuesday, May 9, 2017 at Net Insight's offices in Stockholm, Sweden. Shareholders recorded in the share register maintained by Euroclear Sweden AB on May 3, 2017, and who have notified the Company by 4 p.m. on May 3, 2017, are entitled to attend, and vote, at the AGM. Shareholders can notify their attendance at the meeting by mail to Net Insight AB (publ), Box 42093, 126 14 Stockholm, Sweden, by telephone to +46 (0)8 685 0400, by fax to +46 (0)8 685 0420 or by e-mail to [email protected].
The Board of Directors is proposing to the AGM to resolve not to pay any dividend for the financial year 2016.
The Annual Report 2016 will be published in the week ending April 21, 2017 (week 16) at www.netinsight.net. Printed versions of the Annual Report are available to order by e-mail: [email protected], or by telephone: +46 (0)8 685 04 00.
Interim Report, January–March May 2, 2017
AGM 2016 May 9, 10 a.m.
Interim Report, January–June July 21, 2017
Interim Report, January–September October 27, 2017
Net Insight publishes financial information in Swedish and English. The Reports are available for download from Net Insight's website: www.netinsight.net or to order by e-mail: [email protected], or by telephone on +46 (0)8 685 04 00.
Corporate headquarters Net Insight AB (publ) PO Box 42093 126 14 Stockholm Tel: +46 8 685 04 00 Fax: +46 8 685 04 20 E-mail: [email protected] Corporate identity no: 556533-4397 Visiting address: Västberga Allé 9, 126 30 Hägersten
Production: Net Insight in cooperation with Narva Print: Planograf, Hägersten, 2017 Photo: Mattias Bardå Translation: Turner & Turner
Building tools?
Free accounts include 100 API calls/year for testing.
Have a question? We'll get back to you promptly.