Annual Report • Apr 21, 2014
Annual Report
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Annual Report
Doro is the market leader in telecom solutions for seniors. The company supplies the world's growing population of seniors with easy-to-use telecom and care products specially developed for this target group.
Doro is the clear market leader and number one brand for senior mobiles in Europe. The company puts great effort into understanding the needs and desires of the senior market, DQGWKLVGHGLFDWLRQDQGIRFXVDUHUHZDUGHGE\VDWLVÀHGDQG loyal end users. In a satisfaction rating,1) 82 percent of users stated they would recommend Doro to friends and family.
'RUR·VSURGXFWVDUHVROGLQPRUHWKDQFRXQWULHVRQÀYH continents through an extensive network of partners. The company has enjoyed average annual growth of 24 percent LQWKHODVWÀYH\HDUVEDVHGRQDVWUDWHJ\IRFXVLQJRQVHQLRUV as the main target group.
Doro sells phones with large buttons, clear sound, easy-toread displays and, in particular, a number of functions that facilitate the user's everyday life. Doro's complete offering spans from feature phones, through smart devices, to PC and software solutions, all targeting the needs and desires of the senior population, with a strong focus on ease of use and facilitating overcoming the divide between digital technology and the user.
To reach the world's seniors, Doro has built up an international distribution network, which is one of its clear competitive advantages. It consists of leading operators, specialists and retailers that have natural contact channels to end users. During the year, Doro's network expanded through several new partnerships. Also, the acquisition of German company IVS strengthened the company's position in central Europe and provided a bridge to Eastern Europe.
Doro operates in one of the world's largest markets – telecom, in which it focuses on and is the leading player in the senior segment. There are currently about 550 million people over the age of 65 around the world. By 2020, seniors are expected to number more than 700 million.
With in-depth knowledge of the target group, Doro applies its own resources in product development, with software development teams based in Paris, Lund and Hong Kong. In 2013, the company acquired a software company, Isidor, to reinforce its software team and supplement its existing Android competence with Windows OS.
2013 also saw exciting launches for Doro, such as its second smartphone – Doro Liberto® 810. The company also launched Primo™ by Doro – an additional range of affordable, easy-to-use mobile phones.
Today, seniors are connected to the internet to a lesser extent than other age groups. Doro considers it is part of its mission to help seniors access online services by providing relevant solutions, solving important problems in an easy way, yet at an acceptable cost and without any stigma.
Doro's vision is to be the most trusted global brand in easy-to-use telecom solutions for seniors.
| Outcome | ||
|---|---|---|
| Goal | 2013 | |
| Annual growth | 20% | 36,4% |
| Long-term operating margin | 10% | 6,9% |
| Maximum leverage ratio | ||
| (interest-bearing debt/equity) | 1.0 | 0.16 |
| 'LYLGHQGSRUWLRQRIQHWSURÀW |
Doro displayed exceptional growth in 2013, more than half of which was organic. Sales increased by 36 percent and turnover overshot SEK 1.1 billion. Growth was strong in most of the company's markets, particularly in the US & Canada and in the UK. Doro reinforced its geographical footprint through new partnerships and by acquiring German company IVS, putting Doro back in the number one slot in Germany. The company also broadened its product range and strengthened its brand during the year. Overall market share in the Western European senior mobile phone market grew in 2013 to 41.8 percent.2) The global partner network was strengthened by a number of new agreements including in the UK, Ireland, Switzerland, Hungary, the Czech Republic and Tunisia.
SEK110m
LQFDVKÁRZIURP operating activities in 2013
36% revenue growth in 2013
Q 3 July: Doro expands its software team by acquiring French company Isidor, securing the ability to swiftly introduce new, attractive smartphones for seniors.
Q 15 may: Q1 report. Sales up 23 percent with strong order intake – up 75 percent.
its market position in Germany, achieving market leadership, by acquiring Doro's distributor IVS.
Q 21 August: Q2 report. Sales up 74 percent with order intake up 21 percent. EBIT margin rose to 6.4 percent.
2) Source: Volume GfK panel market January-December 2013 Germany+France+UK Senior Mobile Phone Report.
| mSEK | 2013 | 2012 | 2011 |
|---|---|---|---|
| Equity per share, SEK | 13.79 | 10.80 | 9.16 |
| Share price at period's end, SEK | 44.0 | 24.50 | 27.30 |
| Market cap, SEK m | 915,5 | 474,1 | 528,2 |
| Employees | 149 | 81 | 77 |
Q Net sales amounted to SEK 1,142.5 million (837.5) – an increase of 36.4 percent.
Q 2SHUDWLQJSURÀW(%,7 WRWDOOHG6(.PLOOLRQ 7KHRSHUDWLQJPDUJLQZDVSHUFHQW
Q 6 September: Doro's second smartphone adapted for seniors – the Doro Liberto™ 810 – is launched.
Q 8 November: Q3 report. Sales up 33 percent, including acquisitions, with strong order intake (up 51 percent).
Q 6 September: Doro launches Primo™ by Doro – an additional range of easy-to-use mobile phones that will challenge the low price segment in selected countries.
60
40 Q 14 february: Q4 report. Sales up 27 percent, including acquisitions. EBIT margin rises to 8.8 percent with FDVKÁRZIURPRSHUDWLQJDFWLYLWLHVRI6(.PLOOLRQ
EBIT PER QUARTER AND ROLLING 12 MONTH
2013 was a year of many achievements for Doro. We started the year with exceptional organic growth and, a few months later, we completed two great acquisitions, further underpinning our leading position on the European mobile phone market for seniors. We also strengthened our internal resources DQGRXUGLVWULEXWLRQQHWZRUNGXULQJWKH\HDUDQGGHOLYHUHGVWDEOHPDUJLQVDQGLPSURYHGFDVKÁRZ
Full-year growth climbed to 36 percent, of which 19.5 percent was organic, strengthening our market share even further. Sales performance in most key regions was positive, with some of them showing exceptional progress. As a result, the Nordic region – historically our largest – is no longer predominant. In the Nordics we are in a product generation transition, with our offering of smart devices set to replace more of our traditional feature phone sales. In the transitional period, this has hampered our growth in the region. On the other hand, growth in the DACH region made a forceful comeback following the acquisition of our German distributor IVS, which has made a strong contribution to overall Group performance, strengthening market share in Germany to 37 percent by the end of the year.
Another direct effect of our acquisition of IVS was our launch of Primo by DoroTM – a new product range that offers good value for money and captures retail opportunities in selected regions such as Germany, Eastern Europe, the Baltics, Spain and Italy. It has been positively received so far, and in November we entered two new countries – Hungary and WKH&]HFK5HSXEOLFZLWKWKHÀUVWODXQFKEHLQJWKH3ULPR by DoroTM range.
Our most important launch in 2013 was however our second smartphone – the Doro Liberto® 810. The product helps seniors to replace their current feature phone with DQHDV\WRXVHVPDUWSKRQHDQGUHODWHGEHQHÀWV,QWKH fourth quarter, we rolled out this device in the Nordics. To follow up the launch of this product, we will soon extend our range and reveal details of its successor – the Doro Liberto® 820 – planned for launch in September. Our introduction of smart devices to the market is crucial, as they provide multiple ways for the growing senior population to get online easily. In a company perspective, Doro's smart devices also support competitiveness and gross margin.
,Q'RUR·VJURZWKZLWKSURÀWDELOLW\WUDFNUHFRUGFRQWLQ-XHG)RUWKHIXOO\HDUZHUHDFKHGDUHFRUGRSHUDWLQJSURÀW and our EBTIDA margin touched an all-time high. This was attributable to a sound product mix and results from economies of scale in our operating expenditure. Despite our increased efforts in product development and our growth, we also managed to improve cash generation, with cash ÁRZIURPRSHUDWLQJDFWLYLWLHVDPRXQWLQJWRRYHU6(. million for the year.
To sum up 2013, I am very proud indeed that we managed to grow organically and simultaneously successfully complete DQGLQWHJUDWHDFTXLVLWLRQV,WLQVWLOVFRQÀGHQFHLQRXUDELOLW\ to further successfully bolster the Doro platform through organic growth and acquisitions in future.
\$OWKRXJKODVW\HDU·VVWURQJÀUVWTXDUWHUZLOOEHKDUGWRPDWFK we enter 2014 with a solid base for further growth as well DVQHZVWUDWHJLFDFTXLVLWLRQV:HKDYHDQHIÀFLHQWRSHUDWing model, which is evidenced by continuous strong cash ÁRZDQGRXUÀQDQFLDOSRVLWLRQUHPDLQVVWURQJGHVSLWHWKH acquisitions in 2013. An important factor in terms of sales growth is smartphone sales progression, which is expected to gain momentum in the second half of the year.
To further improve our ability to adjust to ongoing shifts on the market, we have focused our organisation into three distinct areas – Smart Devices, Feature Phones and Care Products. Developing the Smart Devices category is our main priority currently and increases our R&D investments. We maintain our efforts in the Care category, as the area SURYLGHVXVZLWKORQJWHUPSRWHQWLDODQGEHQHÀWVIURP and shares the investments we make in developing other products.
The fundamentals of our market niche remain favourable, with a clear shift in demographics being the driver of the silver economy. With technology evolving at a faster pace than it can penetrate the over-65 population, we also see increased demand for easy-to-use smart devices adapted for senior-level comfort.
As a market leader and pioneer in the niche of easy-touse communication solutions and services for seniors, our top priority is to be the preferred companion for seniors and most value-added supplier in this segment. We aim for sustained growth – not only by gaining market share but also by driving the progression of an already growing underlying market.
Lund, April 2014
Jérôme Arnaud, President and CEO of Doro
– Enabling opportunities for Doro
The communications products for seniors market is growing and will continue to do so for many years to come. The demographic change is the most obvious driver, but also the evolution of smart devices, as they need to be adapted for senior-level comfort. For Doro, the current low penetration level in most key markets is regarded as a major opportunity.
Global population demographics are set to undergo rapid change in the coming decades, with a larger portion of seniors. There are currently about 550 million people over the age of 65 around the world. By 2020, seniors above 65 years of age are expected to number more than 700 million, representing almost 20 percent of the total population, with more than 6 percent above 80 years of age. This trend is the most evident driving force of the so-called silver economy.
To capture the opportunities afforded by the silver economy, Doro needs an offering that covers as much of the target group as possible – and the varying needs of individuals within the target group. The products launched by the company in recent years, and user reception, show we are on the right track. Seniors are digital immigrants with varying exposure to and appetite for new technology. The younger and more active seniors generally demand products developed for life on the move, with smart functions for sharing experiences with friends and family, while also catering to a certain degree of impairment that comes with age. Elderly seniors, who want to live a more comfortable and safer life in their home environment, require products that can simplify and guarantee contact with family and care services in case of emergency. Going into 2014, Doro has focused its portfolio organisation into three areas – Smart Devices, Feature Phones and Care Products. The development of the
Smart Devices category is the company's main priority at the moment. The market for Care solutions is developing somewhat slower than expected, although the segment provides future potential for the company.
According a research report from Gartner in November 2013, global mobile phone sales were on track to reaching 1.8 billion units in 2013, a slight increase from 2012. The share of smartphone sales increased however to over 50 percent, reaching above 55 percent towards the end of the year. The trend of a generation shift towards smart devices is consequently very clear.
Although this shift is slower among seniors, it's about to KDSSHQ\$FFRUGLQJWR'RUR·VODWHVWRZQVWXG\RQHLQÀYH VHQLRUVFXUUHQWO\KDVDVPDUWSKRQHEXWDVPXFKDVÀIW\ percent of the seniors that are looking to acquire a new phone are targeting a smartphone.
User transition to smart devices is to be regarded as an opportunity for Doro. Smartphones from the major mobile phone suppliers are in many respects easy to use and have a broader set of functions than feature phones. However, these smartphones are designed for the young and middle-aged DQGQRWVSHFLÀFDOO\DGDSWHGIRUWKHQHHGVRIVHQLRUVZKR are uncomfortable with too many icons, applications and options. Moreover, seniors have the impairments that come with age such as vision-related problems, hearing loss and gripping/handling problems.
Moreover, in general, seniors' interest in new technology decreases with age. The pace of mainstream technology changes too rapidly for many seniors and it takes time and consistency to create new habits – including in technology usage. With this in mind, Doro has, with determination and success, come far in adapting the functionality and form of its smart products to make them relevant for senior users in a rapidly changing technological world. The company therefore has a very important role to play in the smartphone market in the years to come. Doro is now putting even more effort into developing user-friendly products, including modern features and applications. Thanks to the company's development of software and user interface, these products will be even more adapted to seniors' current habits, rather than involving drastic change.
Doro's investments in its own resources for product development have increased in recent years, but to gain cost-ef-ÀFLHQWDFFHVVWRWKHODWHVWWHFKQRORJ\'RURDOVRSDUWQHUV with leading technology companies.
The company gains insights into user habits by compiling information in various ways, including through extensive market surveys, focus groups and in-depth studies. Collecting this input is key and ensures that Doro has access to the very latest trends so that it may constantly improve product capacity and performance. Doro's research and development spending increased in 2013 from 2012. As a consequence of this effort, the pipeline of launched products was stronger than ever in 2013 – a trend that will continue in 2014.
Market characteristics for consumer electronics for seniors vary in different geographical markets. Likewise, the size of these markets differs given the size of their senior population. Doro has its strongest position and brand awareness in the Nordics, with a penetration level, measured as seniors equipped with a Doro device, of 17 percent. Although this is a strong position, there is still room for improvement. However, with the generation shift being implemented by Doro in this region, its efforts in Smart Devices are key. In Doro's other key regions, as shown the table, the company's penetration is still modest and, given the size of these markets, there is no lack of opportunities.
The products that Doro has launched in recent years, and how they have been received by users, show that the company is on the right track. The level of penetration in these key regions also shows that, in the short term, Doro does not necessarily need to extend its geographic footprint to grow. Increased brand awareness to stimulate sales in Doro's established key markets is as important for sustained growth. Doro's brand rests on a complete value chain from the perspective of both customers and end users – from a product developed according to the end user's requirements in terms of touch and simplicity, through products that function reliably and a competent sales and service organisation, to support and warranties. Doro has continued to work with marketing and brand activities adapted WRLWVVSHFLÀFPDUNHWVWKURXJKRXWWKHVDOHVFKDLQLQRUGHU to optimise return on its efforts. In 2013 Doro worked with different media (TV, printed and online advertising) in order to reach end users not yet equipped with a Doro device. For business-to-business marketing, the company is constantly present at the most important trade fairs for the industry.
| Population 65 +, PLOOLRQ VHQLRUV |
Doro Penetration § |
|
|---|---|---|
| Nordic | 4.4 | 17 |
| DACH | 17.1 | 2 – 3 |
| EMEA & UK | 63.9 | 2 – 3 |
| USA and Canada | 47.1 | 1 |
Doro AB is a public limited liability company (hereinafter also referred to as Doro). The company's UHJLVWHUHGRIÀFHLVLQ/XQG6ZHGHQ,WLVUHJLVWHUHGLQ6ZHGHQZLWKWKHFRUSRUDWHLGHQWLW\QXPEHU 7KHYLVLWRUV·DGGUHVVRIWKHKHDGRIÀFHLV0DJLVWUDWVYlJHQ/XQG6ZHden. Doro has subsidiaries in France, Hong Kong, Norway, the UK, Germany and the US. The legal structure of the Group is described in Note 9.
Doro is a Swedish company that develops, markets and sells telecom products specially adapted to the growing worldwide population of seniors. With over 40 years of experience in telecommunications, and sales in more than 40 countries, Doro is the world's leading brand for easy-to-use mobile phones. The company created the category Care Electronics and in recent years its products have received several prestigious international design awards. With the purpose of developing its operations, Doro has pursued development initiatives in telecare and assisted living aid devices, entirely in line with its mission.
During the year several new products and services were launched, for example:
Doro operates in the rapidly evolving telecommunication product market for senior consumers in Europe, North and 6RXWK\$PHULFDDQG\$VLD3DFLÀF'RURGRHVQRWKDYHDQ\ in-house production, but outsources it to various suppliers, mainly in China. The company protects its products by owning moulds and protecting patterns, and through active participation in design, development and quality assurance processes. Doro coordinates its purchasing to attain economies of scales and an attractive price.
Doro's sales for 2013 amounted to SEK 1,142.5 million (837.5), an increase of 36.4 percent compared with 2012. Adjusted for acquisitions, the increase was 19.5 percent. Growth was primarily driven by the EMEA, Germany, the US, Canada and the UK, where newly launched products were positively received by customers.
EBIT amounted to SEK 78.9 million (61.4), giving an EBIT margin of 6.9 percent (7.3). The slightly lower EBIT margin is primarily a result of ongoing investments in product development and a lower margin in EMEA caused by increased FRPSHWLWLRQLQWKHORZSULFHVHJPHQWLQ*HUPDQ\3URÀWIRU WKH\HDUDPRXQWHGWR6(.PLOOLRQ 1HWÀQDQFLDO income/expense was SEK –0.7 million (–11.9). Tax recognised for the year was SEK –17.6 million, which is SEK 21.0 million higher than the prior year. The positive tax for 2012 was an effect from temporary differences related to provisions.
&DVKÁRZIURPRSHUDWLQJDFWLYLWLHVDPRXQWHGWR6(. PLOOLRQ &RQVROLGDWHGQHWFDVKÁRZZKLFKIRUWKH\HDU amounted to SEK –60.5 million (–6.5), was affected by dividends totalling SEK 24.2 million, company acquisitions for SEK –110.2 million and investments of SEK –36.5 million. Capitalised investments are primarily attributable to product development. At the end of the year, Doro had interest-bearing liabilities of SEK 45.2 million (1.6) with cash and cash equivalents of SEK 123.9 million (141.1). The equity/assets ratio fell to 38.3 percent (40.5) at the close of the period.
The purpose of the policy is to clarify responsibilities and GHVFULEHJHQHUDOUXOHVDQGJXLGHOLQHVUHODWHGWRVSHFLÀF areas within Doro, in order to support the operations, re-GXFHÀQDQFLDOULVNVDQGHQDEOHHIÀFLHQWXVHRIFDSLWDODQG FDVKÁRZ
)RUHFDVWQHWÁRZVEDVHGRQQRUPDOYROXPHVDQGFXUUHQW price lists (usually valid for around three months) are hedged to 75–100 percent. On 1 January 2013, Doro introduced hedge accounting according to IFRS.
The Board consists of Bo Kastensson (Chairman), Charlotta Falvin, Karin Moberg, Jonas Mårtensson, Fredrik Hedlund and CEO Jérôme Arnaud. The Company's CFO Christian Lindholm is co-opted to the Board as its secretary.
The Board's proposal for senior executive remuneration guidelines for 2014 primarily entails that salaries and other remuneration terms for management must be in line with market norms.
In addition to a basic salary, management can also receive variable remuneration and bonus which shall have a predetermined ceiling and be based on achieved results in UHODWLRQWRHVWDEOLVKHGSURÀWWDUJHWVDQGLQFHUWDLQFDVHV RWKHUNH\ÀJXUHV
The maximum cost of variable remuneration and bonus payments for the company's senior executives may not exceed SEK 13 million. The amount for 2012 was SEK 10 PLOOLRQ7KHWRWDOFRVWRIÀ[HGDQGYDULDEOHUHPXQHUDWLRQ shall be decided annually to an amount including the company's entire remuneration expenses. Senior executives at WKHFRPSDQ\DUHDEOHWRDOORFDWHSDUWVRIWKHLUÀ[HGDQG YDULDEOHUHPXQHUDWLRQWRRWKHUEHQHÀWVVXFKDVSHQVLRQV 3HQVLRQSODQVIRUPDQDJHPHQWVKDOOSULPDULO\EHGHÀQHG contribution plans.
Upon dismissal by the company, senior executives may be eligible for severance pay, in which case there shall be a predetermined ceiling. If employees resign of their own accord, no severance pay is payable. The Board has the right to deviate from the guidelines if in an individual case there is just cause. This proposal is in accordance with the guidelines resolved by the 2013 AGM.
Doro carries out product development and design projects together with various external partners. In addition to Doro's own development expenditure, the manufacturing partner bears substantial development expenditure. Doro contracts design companies from various countries and costs are ei-WKHUÀ[HGRUYDULDEOH'RURDOVRVRPHWLPHVEX\VWHFKQRORJ\ from various external companies.
Furthermore, Doro invests in different moulds and pattern protection to protect the design of products. These costs are capitalised until the product is ready for delivery, when depreciation commences.
EBIT
For 2013, Group costs for development work amounted to SEK 50.0 million (42.5), mainly due to the extension of the GSM portfolio and development in the Care area. At the end of 2013, Doro had no patents registered for the company, although a number of patent applications and the right to use various patents regulated by agreements. Doro has registered brands including Doro, Doro PhoneEasy, Care Electronics, Audioline, Doro Liberto, Doro Experience, Doro Secure and Doro TabEasy. A large number of patterns and ÀJXUHVDUHDOVRSURWHFWHG'XULQJWKH\HDUWKHFRPSDQ\DSplied, in line with its patenting procedures, for seven patents and a number of new brands and patterns.
,QYHVWPHQWVDUHPDGHLQGHVLJQPRXOGVFHUWLÀFDWLRQSURcesses, control equipment, inventory, computers and software systems. Investments amounted to SEK 36.5 million (26.9). See Accounting Principles.
During the year Doro was involved in three disputes. Doro's competitor Emporia has marketed and sold a phone that Doro believes infringes on its registered pattern rights. Doro has, in a German and Swedish court, taken legal action against Emporia regarding the pattern infringement. Settlement negotiations have commenced between Doro and Emporia. In a Swedish court, Doro has taken legal action against both Smart Senior AB and Emporia Telecom Productions und Vertriebs GMBH due to the sale of the same type of phone that is the object of the dispute in Germany. Doro and Smart Senior AB have reached a settlement while settlement negotiations are in progress with Emporia Telecom Productions und Vertriebs GMBH.
Regular, quarterly, follow-up of suppliers' quality takes place using the Doro scorecard. The follow-up focuses on the suppliers' manufacturing processes and stipulates escalation SRLQWVIRUUHSRUWHGTXDOLW\GHÀFLHQFLHVDQGKRZWKHVHDUH to be remedied. Envisaged suppliers are evaluated on site for all quality-related processes. At the same time, an initial evaluation is performed linked to Doro's Code of Supplier Conduct (corporate social responsibility). The product quality RILQGLYLGXDOEDWFKHVLVDOVRFRQWLQXDOO\YHULÀHG
Doro's Quality and Regulatory Manager performs ongoing monitoring to ensure that products, at a minimum, meet the prevailing requirements of authorities in the relevant PDUNHWVWHFKQLFDOVSHFLÀFDWLRQVDQGHQYLURQPHQWDOUHquirements.
Doro has a long-term operating margin target of 10 percent and an annual growth target of 20 percent for the coming years. The Company's long-term target is dividend of approx-LPDWHO\RQHWKLUGRIQHWSURÀWDIWHUWD[)LQDOO\WKH%RDUGKDV set a maximum debt/equity-ratio of 1.0 (interest-bearing debt/equity). The Board has proposed to the AGM to resolve on a dividend of SEK 1.50 per share in 2014. At present, 'RURKROGVDQHWFDVKSRVLWLRQDQGWKXVKDVDVWURQJÀQDQ-FLDOEDVHDQGVWDQGVSUHSDUHGWRÀQDQFHJURZWKWKURXJK investments, either organic or through acquisitions.
5HSRUWLQJLVSURYLGHGLQWKHYDULRXVÀQDQFLDOVWDWHPHQWV with quarterly performance:
The Parent Company Doro AB includes, besides Group Man-DJHPHQWDQGÀQDQFHVWDIIDQXPEHURIVXSSRUWIXQFWLRQVIRU the rest of the Group. Marketing and product development are coordinated by the Parent Company, and the product and quality department monitors design and tooling adaptations, as well as quality assurance of deliveries. Purchasing and logistics are also coordinated by the Parent Company, which LVUHVSRQVLEOHIRUPDWHULDOÁRZVZLWKLQWKH*URXS'RUR\$% UHSRUWHGVDOHVRI6(.PLOOLRQ 3URÀWDIWHU ÀQDQFLDOLQFRPHDQGH[SHQVHZDV6(.PLOOLRQ 'RUR\$%LVUHVSRQVLEOHIRUWKHVXEVLGLDULHV·ÀQDQFLQJ\$W 31 December 2013, the net cash position of the Parent Company was SEK 41.7 million. Shareholders' equity was SEK 259.5 million (174.9).
Doro's risks and uncertainty factors are mainly related to the ability to continuously develop competitive products, supplier disruptions, customer relations and exchange rate ÁXFWXDWLRQV)XUWKHULQIRUPDWLRQDERXW'RUR·VÀQDQFLDOULVN management is provided in Note 23. Other risks are described below.
Doro primarily operates in telecommunications and is affected by general price reductions and the cost trend in the consumer electronics industry. Selling prices can hence decrease faster than production prices.
Doro works actively with various forecasting tools and monitoring programs for production planning and inventory management. The company cooperates with suppliers, enabling VRXQGÁH[LELOLW\EDVHGRQIRUHFDVWVFRQYHUWHGLQWRSXUFKDVH orders. Altered requirements from authorities or technological advances can lead products in stock having a much lower sale value than expected.
During the year Doro received a loan of SEK 44.1 million and currently has no net debt. In the event of the company requiring further credit, it has well-established relations with selected banks.
'RUR·VFDVKÁRZIURPRSHUDWLQJDFWLYLWLHVLVXVXDOO\VOLJKWO\ QHJDWLYHLQWKHÀUVWTXDUWHURIWKH\HDUDQGSRVLWLYHGXULQJ the remainder of the year. The company's cash position DQGFUHGLWDJUHHPHQWVDUHDGDSWHGWRFRSHZLWKWKHVHÁXFtuations.
Doro operates in competitive markets. The breakdown into different market segments is a way of countering competition. Furthermore, Doro continuously conducts market research to gain insight into the needs and demands of end customers so as to develop unique products. There are parallel activities to increase productivity. Brand enhancement in the senior market is also an asset that makes Doro stand out.
In recent years Doro has experienced very low credit losses thanks to the fact that the main customer group is large business groups with regular trade. In 2013 Doro had con-ÀUPHGEDGGHEWORVVHVRIOHVVWKDQ6(.PLOOLRQ In 2013, an individual customer accounted for 15 percent of revenue, which is attributable to the US market. In 2012, no single customer accounted for more than 10 percent of revenue.
Complaint risks concern the costs of rectifying various faults that arise in the products supplied by Doro. Warranties usually cover 12–24 months. Different provisions are made for outstanding warranties. The Group's extensive quality efforts have improved quality in recent years.
Doro has a coordinated insurance portfolio. A policy has been prepared in consultation with external experts regarding which insurance should be included, the amounts to be covered and the distribution of risk between the Parent Company and subsidiaries.
Political risk refers to the risk of authorities in different coun-WULHVPDNLQJSROLWLFDOGHFLVLRQVWKDWPDNHLWPRUHGLIÀFXOW more expensive or impossible to sustain the operations. All manufacturing is carried out in Asia (this also applies to virtually all competitors).
This risk refers to the costs that the Group may incur for reducing its environmental impact. Doro has no in-house manufacturing. Doro actively works to comply with various new environmental directives, and has not experienced any GLIÀFXOW\LQPDQDJLQJIHHVIRUUHF\FOLQJHOHFWURQLFVFUDS packaging and spent batteries.
This type of risk refers to the costs that Doro may incur for pursuing various legal proceedings and costs for third parties. In 2013, Doro was involved in three disputes. Doro works with external experts as a preventative measure and is active in protecting its rights.
The Annual General Meeting will be held at 3 p.m. on 12 May 2014 at the Hotel Scandic Anglais, Humlegårdsgatan 23, 102 44 Stockholm, Sweden.
The following unrestricted funds in the Parent Company are available to the AGM:
| 182,753,280.84 | |
|---|---|
| 3URÀWIRUWKH\HDU | |
| Retained earnings | 52,648,135.66 |
| Fair value reserve | –1,356 295.00 |
| Share premium resolve | 61,951,559.00 |
The board of directors proposes that the funds available to the Annual General Meeting be allocated as follows:
| 182,753,280.85 | |
|---|---|
| to be carried forward, SEK | 151,544,019.85 |
| share to a total of SEK | 31,209,261.00 |
| to shareholders, SEK 1.50 per | |
| to be distributed as dividend |
The record day for entitlement to receive dividend is proposed to be 15 May 2014. If the AGM resolves in accordance with the proposal, it is estimated that the dividend can be paid out through Euroclear Sweden AB on 20 May 2014.
Doro's growth is expected to continue in 2014. No detailed forecast is provided for 2014.
Doro presented a number of new releases at the Mobile World Congress in Barcelona: Doro Liberto® 650 – the com-SDQ\·VÀUVWIXOO\ZHEHQDEOHGWUDGLWLRQDOPRELOHSKRQH'RUR Phone-Easy® 613 – an elegant, clamshell camera phone and Doro PhoneEasy® 508.
Doro's products and services are designed to make daily life simpler and more secure for end customers. Operations are conducted in a responsible and honest manner to secure and safeguard long-term sustainable development. Doro wishes to earn the trust of all its stakeholders, from shareholders and others active in the capital market, through employees and suppliers to customers and society. This is not only a key value – it also plays an important role in the company's success. For this reason, Doro maintains a sustainability perspective in all decisions and processes.
These core values imbue Doro's corporate culture and act as guiding principles in Doro's product development and interaction with employees, customers and end users. In a rapidly evolving industry, Doro must understand the various needs of end users, and how such needs change. Doro must EHÁH[LEOHLQRUGHUWRGHOLYHUWKHEHVWHDV\WRXVHSURGXFWV while assuming responsibility throughout the entire chain.
Doro creates and develops high-quality products. When we develop a product, we always try to make it a little better than its predecessor, not just in terms of performance, but DOVRZLWKHQHUJ\HIÀFLHQF\HUJRQRPLFVXVHUIULHQGOLQHVV recycling and service in mind. Doro takes
a holistic view of the life cycle of its products.
For us, quality and respect for the environment and people are among the cornerstones of our business, on which we KDYHEXLOWRXUVXFFHVVDQGWKH*URXS·VORQJWHUPSURÀWDELOLW\
The use and recycling of our products are covered by several environmental directives and stringent legal requirements. Doro's quality and environmental manager is responsible for Doro's compliance with prevailing laws and regulations. In addition, each country in which Doro operates has an HQYLURQPHQWDORIÀFHUUHVSRQVLEOHIRUHQVXULQJFRPSOLDQFH with the environmental legislation of the country in question.
One example of an EU directive with a certain bearing on Doro's operations is the energy-related products (ErP) directive.1) For Doro, this involves safeguarding ecological de-VLJQDQHQHUJ\HIÀFLHQWSURGXFWLRQSURFHVVDQGORZHQHUJ\ consumption in battery chargers and external power supply XQLWV7KHÀUVWSDUWRIWKH(U3GLUHFWLYHFDPHLQWRIRUFHLQ April 2010 and the second step was taken in April 2011. Doro's products meet all requirements. Mobile phones are now also covered by the nickel directive, which limits the amount of nickel that may be released in normal contact with skin.
Doro seeks to select materials with the least possible impact on the environment. As more environmentally friendly materials are developed, we assess whether they can replace those currently used.
Registration of chemicals according to REACH2) concerns importers or manufacturers of chemical substances. As an LPSRUWHURIÀQLVKHGSURGXFWVZLWKDÀQDOWHFKQLFDOVSHFLÀcation and design from a non-EU manufacturing unit, and since these products do not emit any chemical substances in normal use, Doro is not required to register or report its use of any chemicals. However, the products must comply with the disclosure requirements of REACH's SVHC section.3) These requirements do not in themselves impose any limitations, but require informing distributors and users if the threshold for any listed chemical is exceeded.
There are several EU directives that affect Doro's operations. The more exhaustive ones include the Directive on the restriction of the use of certain hazardous substances, RoHS,4) from 2006 in the 2012 recast of the RoHS directive, which is the second stage of the directive. The directive now also entails a CE labelling requirement, effective from January 2013, and not just environmental labelling, as was previously the case.
Doro does not conduct any operations that are subject to SHUPLWVRUQRWLÀFDWLRQ1RUGRHV'RURRZQDQ\SURGXFWLRQ units; instead, it cooperates extensively with several plants that manufacture its products. Various environmental requirements are imposed in reviews of such plants. The two PDMRUVXSSOLHUVDUH,62FHUWLÀHGDQGDQLQFUHDVLQJ number of plants are working with various environmental programmes with the intention of gaining ISO 14001 cer-WLÀFDWLRQ
In its own operations, Doro seeks to minimise its external LPSDFWRQWKHHQYLURQPHQWWKURXJKWKHHIÀFLHQWXVHRIUHsources in all channels. Product and packaging logistics are optimised by means of a constant focus on planning and reviewing volume requirements for packaging and instructions. As far as is commercially viable, Doro uses environ-PHQWDOO\FHUWLÀHGVXSSOLHUVDQGWUDQVSRUWFRPSDQLHV'RUR also broadly uses video- and teleconferencing.
The Waste electrical and electronic equipment directive, WEEE,5) also affects Doro's operations. There is also a directive regarding batteries from 2008, according to which battery importers must bear the costs associated with battery waste.
As an importer, Doro must also ensure that all imported battery cells are labelled in accordance with the directive. Doro is also part of the packaging industry's own recycling organisation.
Doro cooperates with mobile operators and suppliers WKURXJKWKH*60\$VVRFLDWLRQWRGHYHORSHQHUJ\HIÀFLHQW LQIUDVWUXFWXUHDQGHQVXUHWKDWFXVWRPHUVXVHHQHUJ\HIÀcient handsets. Reducing mobile device emissions through design and recycling is an example.
Other important cornerstones in Doro's operations are honesty and conducting business with great personal integrity and respect for the integrity of others. Clear guidelines for employees and suppliers alike are provided in our code of ethical conduct. It is the responsibility of each manager to ensure that their staff are familiar with these rules and comply with them. The company also applies the Doro Corporate Social Responsibility Policy, which is based primarily on the generally accepted principles of the United Nations. Through its "Supplier Score Card", Doro gives direct feedback to suppliers.
Since 2008, Doro has conducted third-party audits to ensure compliance with the company's policies. If discrepancies are discovered, Doro is entitled to discontinue all cooperation with the supplier. In this regard, inspections are regularly conducted at all plants.
Doro's Code of Ethics is a guide for both employees and the company's suppliers in order to secure a responsible conduct towards all our stakeholders.
With regard to its employees, Doro focuses in particular on:
With regard to its customers, Doro focuses on:
With regard to its suppliers, Doro focuses on:
With regard to society, Doro focuses on:
With regard to its shareholders, Doro focuses on:
Q Communication
The code is available in its entirety at www.doro.com.
Recruiting, retaining and developing individuals with the right expertise and attitude is crucial for a company such as Doro. We therefore attach considerable importance to employee satisfaction. We strive to provide employees with the scope and resources to grow, both in their current positions and advancement opportunities.
Doro aims to keep decision-making paths short and for each individual to feel involved in and responsible for the GHYHORSPHQWRIWKH&RPSDQ\,Q'RUR·VÁDWRUJDQLVDWLRQ responsibilities and powers are delegated, which places demands on employees.
One advantage of Doro's organisation is that sales people, product developers and marketers live close to customers and suppliers – an aspect that is increasing in importance as joint development projects are on the rise and reaching completion faster. Another advantage is that the origins of Doro's employees are diverse, they speak a variety of languages and understand different cultures.
With operations in more than 40 countries, Doro has a large number of interfaces with suppliers, retailers and customers. Today, the exchange of experience and expertise between the various companies is relatively advanced and the ambition is to formalise training activities, primarily in sales methods and product development.
1) Energy-related Products. 2) Registration, Evaluation, Authorisation and restrictions of Chemicals. 3) Substances of Very High Concern.
4) Restriction on the Use of Certain Hazardous Substances 5) Waste of Electric and Electronic Equipment.
7KHFRQÀGHQFHRIWKHPDUNHWVKDUHKROGHUVDQGWKHJHQHUDOSXEOLFLVFUXFLDOWR'RUR·VFRQWLQXLQJ success. It requires responsible, committed and transparent work by the Board of Directors and management team. It is therefore reassuring to know that, throughout the year, our Company had a smoothly functioning Board of Directors that cooperated constructively with the Company's management team and other employees. The role of the Board of Directors is all the more important in a global business environment with increasingly rapid changes in both the macroeconomic climate DQGWKHVSHFLÀFEXVLQHVVFRQGLWLRQVLQZKLFK'RURRSHUDWHVDQGLQWKHLQFUHDVLQJFRPSHWLWLRQZH are now seeing in some of our markets. We are well prepared to meet developments in the market and can quickly adapt the Company to new conditions.
:HDUHDOVRLQDSHULRGRIVLJQLÀFDQWLQYHVWPHQWLQQHZSURGucts and services that enable the world's seniors. This places great demands on the Board's ability to make well-founded decisions and to balance the risks and opportunities that are always associated with commercial operations.
Equally important for Doro's credibility is our openness to the market and our provision of regular information on our ongoing measures and the results of our operations. This is the foundation for a value-generating relationship with all of our stakeholders, in which our shareholders – both existing and new – must be able to feel secure in receiving accurate, timely information.
Doro AB is a Swedish public limited liability company listed on the OMX Nasdaq Stockholm ("the Stockholm stock exchange"). Corporate governance at Doro is based on Swedish legislation, primarily the Swedish Companies Act, but also on Stockholm stock exchange regulations, the Swedish Code of Corporate Governance ("the Code") and other applicable rules. In addition, governance follows the articles of association, internal instructions and policies and recommendations issued by relevant organisations. This corporate governance report was prepared by the Board of Directors of Doro AB in accordance with the Swedish Annual Accounts Act and the Code. It forms part of the formal Annual Report and it has been reviewed by the Company's auditors.
According to the shareholder register held by Euroclear Sweden AB, Doro AB had 7,944 shareholders at 31 December 2013. Out of the total number of shares, foreign investors held 37.5 percent. The number of shares in Doro AB at 31 December 2013 was 20,806,174. Doro's market capitalisation on the same date was SEK 915.5 million.
7KHODUJHVWVKDUHKROGHULQ'RURLV)|UVlNULQJVDNWLHERODJHW Avanza Pension with a holding of 8.8 percent of the shares.
The Swedish Code of Corporate Governance shall be applied by all companies listed on the Stockholm stock exchange. The aim is to improve corporate governance at listed com-SDQLHVDQGIRVWHUFRQÀGHQFHLQWKHVHFRPSDQLHVERWKIURP the general public and in the capital market. The Code is based on the "comply or explain" principle, which means that it is possible to deviate from the Code provided that the Company provides an account of the chosen alternative solution and a satisfactory explanation for the deviation. The Code is available on the website www.bolagsstyrning.se.
The Annual General Meeting is the Company's highest decision-making body. At the Annual General Meeting, the Board of Directors and Chairman of the Board of Directors of Doro AB are elected. The Company auditors are also appointed. The Annual General Meeting adopts the income statement DQGEDODQFHVKHHWDQGGHFLGHVKRZSURÀWVRUORVVHVDUH to be appropriated. Other matters ensue from the Swedish Companies Act. The Annual General Meeting shall be held ZLWKLQVL[PRQWKVRIWKHFORVHRIWKHÀQDQFLDO\HDU6KDUHholders who are registered in the shareholders' register held by Euroclear Sweden on the record day, and who have QRWLÀHGWKH&RPSDQ\RIWKHLUSDUWLFLSDWLRQDUHHQWLWOHGWR participate in the Annual General Meeting.
The Annual General Meeting appoints members of the Company's Nomination Committee. The Nomination Committee's task is to submit proposals for Board members and auditors and their fees as well as fees for work on the Board committees to the next Annual General Meeting, at which the Board and auditors are due to be elected. The Nomination Committee also proposes the chair of the AGM.
The Nomination Committee consists of Tedde Jeansson who is elected chairman of the Nomination Committee, Arne Bernroth nominated by Nordea Fonder AB and Bo Kastensson (Chairman of Doro AB).
'RUR\$%·V%RDUGFRQVLVWVRIWKH&RPSDQ\·V&(2DQGÀYH other members, all elected at the AGM on 14 May 2013. The Board members are presented in more detail on page 20. The Company's CFO Christian Lindholm is co-opted to the Board as its secretary. Other senior executives take part in Board meetings in a reporting capacity.
The Board held 15 meetings in 2013. Four were held in Stockholm, three at Doro's premises in Lund and one meeting in Paris. In addition, seven meetings were held by telephone. All Board members attended all meetings. The Company's CFO and Board secretary was present at almost all meetings.
On an ongoing basis, the Board addresses matters such as the market climate, the budget, periodical accounts and cost HIÀFLHQF(DFK%RDUGPHHWLQJIROORZVDQDJHQGDDSSURYHG in advance. The agenda, relevant source material and a list of outstanding matters from previous meetings are sent to the Board members a week prior to meetings. Meetings of the Remuneration and Audit Committees are reported to the Board and the minutes are distributed to them.
Each month, the previous month's results are sent out along with comments.
The Board's rules of procedure determine the mode of work of the Board of Doro AB. The Board's rules of procedure are based on the articles of association, the Swedish Companies Act and the Code. The Board has overarching responsibility for the Doro Group.
The Board's responsibility also comprises Doro's relations with shareholders, the general public, authorities and other organisations and stakeholders. The Board is responsible for executing decisions taken by the AGM and for achieving the business targets set out in the articles of association. The Board has the powers granted by the articles of association and the Swedish Companies Act.
The Board of the Company appoints its CEO. The distribution of duties between the Board and CEO is described in the Board's rules of procedure and instructions for the CEO. These documents establish that the Board is responsible for the governance, supervision, organisation, strategies, internal control and policies of the Company. Furthermore, the Board decides on major investments, matters of principle relating to the governance of subsidiaries, and election of the board members and managing directors of subsidiaries. 7KH%RDUGHQVXUHVWKHTXDOLW\RIÀQDQFLDOVWDWHPHQWV7KH CEO is in turn responsible for ensuring that the Company is managed in accordance with Board's guidelines and instructions. In addition, the CEO is responsible for budgeting and planning the Company's operations with a view to achieving VSHFLÀFWDUJHWV7KH&(2VKDOOHQVXUHWKDWWKHFRQWUROHQYLronment is sound and that the Group's risk-taking complies with the Board's guidelines at all times. Any deviations must be reported to the Board. The Board also receives regular updates from the CEO through monthly reports.
The Board as a whole bears responsibility for remuneration matters and other employment terms for Group management and three of the heads of subsidiaries. The Chairman of the Board shall approve the terms for managers who report to the CEO. In total, the terms of employment for eleven people are addressed.
Board fees are decided each year by the Annual General Meeting. Fee proposals are prepared by the Nomination Committee of the Company. The Board then decides on remuneration for the CEO. Bo Kastensson and Karin Moberg were appointed to the Remuneration Committee from within and by the Board. The Remuneration Committee held LWVÀUVWPHHWLQJRQ)HEUXDU\WRGHWHUPLQHUHPXneration policies for 2013. Both members were present at the meeting. A second meeting was held on 7 November 2013 to discuss applicable salary levels, bonus programmes and remuneration policies for 2014. Both members also attended that meeting. Minutes from these meetings were presented at the following Board meeting.
Total fees for Board members amounted to SEK 950,000, in accordance with a decision of the Annual General Meeting. Of this amount, SEK 350,000 was paid to the Chairman of the Board and SEK 150,000 to other Board members. The Company's CEO did not receive any Board fee.
The Company's CEO received salary totalling SEK 3,722 thousand for his work in 2013. Variable remuneration for the CEO amounted to SEK 745 thousand for 2013. Salaries for the other six members of Group management totalled SEK 4,302 million. Variable remuneration for these six members DPRXQWHGWR6(.WKRXVDQGIRUWKHÀQDQFLDO\HDU Other Group management members received SEK 188 thousand in bonus in 2012. The Group management includes two individuals engaged as consultants: the interim CFO until November 2013 and a second person who was active throughout the year. These two individuals invoice their fees to the Company. In 2013 total invoiced fees were SEK 4.4 m. All employed members of Group management, including WKH&(2UHFHLYHWKHDGGLWLRQDOEHQHÀWRIDFRPSDQ\FDU The Annual General Meeting of 14 May 2013 resolved on guidelines for senior executive remuneration for the 2013 ÀQDQFLDO\HDU
Under the current contract of employment, the CEO and the Company have a mutual termination notice period of 12 months. During the notice period, the CEO is entitled to UHFHLYHIXOOVDODU\DQGRWKHUHPSOR\PHQWEHQHÀWV2WKHUVHnior executives have notice periods of three to nine months.
The eight subsidiaries Doro A/S, Doro GmbH, IVS GmbH, Doro SAS, Doro UK Ltd., Doro Hong Kong Ltd., Doro Inc. and Doro Incentive AB are governed and monitored by their own boards in the country in question, mainly made up of representatives of Doro AB in Sweden. Doro AB's President and CEO is the chairman of each subsidiary, except of Doro SAS in France, of which Bo Kastensson is chairman. The subsidiaries report to the Board of Doro AB at all meetings. The reports include information about the performance and ÀQDQFLDOSRVLWLRQRIHDFKFRPSDQ\
The Financial Committee consists of Chairman of the Board Bo Kastensson and Board member Jonas Mårtensson together with the Company's CEO Jérôme Arnaud and CFO Christian Lindholm. The Committee's duty is primarily to prepare quarterly reports and decision-making documen-WDWLRQLQDFTXLVLWLRQVDQG*URXSÀQDQFLQJ
The Board of Directors has ultimate responsibility for ensuring that the Company has a satisfactory structure for LQWHUQDOFRQWURODQGSUHSDULQJUHOLDEOHÀQDQFLDOVWDWHPHQWV It is the responsibility of the Board of Directors and Group management to monitor and identify the business risks and govern the Company such that it can manage the most VLJQLÀFDQWULVNV
The auditors monitor and review how the Company is managed by its Board of Directors and the CEO, and the quality RIWKH&RPSDQ\·VÀQDQFLDOVWDWHPHQWV
7KH\$*0HOHFWHGDXGLWLQJÀUP(UQVW <RXQJ\$%DV auditor to Doro with a one-year mandate, with Göran Neckmar as chief auditor.
In the last three years, auditing fees for the Doro Group have amounted to SEK 1,300 thousand (2013) SEK 779 thousand (2012) and SEK 600 thousand (2011).
The focus and scope of the audit are presented by the Company's auditor. A review is performed based on the quarterly report of 30 September and the result is reported at a meeting with the Audit Committee.
In 2013, the Audit Committee consisted of Board members Bo Kastensson, Karin Moberg, Jonas Mårtensson and Charlotta Falvin. The Committee held meetings on 14 February and 7 November. Minutes from these meetings are included in the minutes of the Board meeting held concurrently. All members were present at all meetings, together with DXGLWRU*|UDQ1HFNPDU7KH\$XGLW&RPPLWWHHIXOÀOVWKH independence requirement in the Swedish Code of Corporate Governance.
The Committee's primary task is to support the Board in its work with auditing and internal control, accounting and ÀQDQFLDOVWDWHPHQWV:RUNLQIRFXVHGPDLQO\RQIROlowing up on the 2012 audit and a more detailed review (hard-close audit) of the period January–September 2013. In addition, the Committee conducted an in-depth review of the third quarter interim report (for the period through September 2013).
An important part of the control environment is that the organisation, decision-making hierarchy and responsibilities DQGSRZHUVDUHFOHDUO\GHÀQHGDQGFRPPXQLFDWHGLQWKH Company's steering documents. More information about internal control at the Company is provided in the Directors' Report on page 19.
The group controller is responsible for escalating certain PDWWHUVWRWKH&)2,QOLJKWRIWKHOLPLWHGVL]HRIWKHÀQDQFH department, a separate internal auditor is not judged necessary.
According to Swedish Code of Corporate Governance, the Board shall ensure that the Company has sound internal control and is constantly up to date on and evaluates the functioning of the Company's internal control system. Furthermore, the Board shall submit a report showing how in-WHUQDOFRQWURORIWKHÀQDQFLDOVWDWHPHQWVLVRUJDQLVHGDQG if there is no internal audit, evaluate the need for such a function and justify its position.
With a view to creating and maintaining a functioning control environment, the Board has established a number of IXQGDPHQWDOGRFXPHQWVRILPSRUWDQFHWRWKHÀQDQFLDO VWDWHPHQWV7KHVHVSHFLÀFDOO\LQFOXGHWKH%RDUG·VUXOHVRI procedure and instructions for the CEO and committees. The CEO bears primary responsibility for implementing the Board's instructions regarding the control environment in day-to-day work. He reports regularly to the Board as part of established procedures. Furthermore, there are reports from the Company's auditors.
The internal control system also rests on a management system based on the Company's organisation and method of conducting RSHUDWLRQVZLWKFOHDUO\GHÀQHGUROHVDUHDVRIUHVSRQVLELOLW\DQG delegation of powers. Steering documents such as policies and guidelines also play an important role in the control structure.
The Group conducts regular risk assessment to identify ma-WHULDOULVNVLQWKHÀQDQFLDOVWDWHPHQWV
,QWHUPVRIWKHÀQDQFLDOVWDWHPHQWVWKHPDLQULVNLVFRQsidered to be material misstatements, e.g. regarding book keeping and the valuation of assets, liabilities, income and expense or other discrepancies.
Fraud and losses through embezzlement are a further risk. Risk management is an integral part of each process and different methods are used for evaluating and limiting risks and to ensure that the risks to which Doro is exposed are managed according to established rules, instructions and follow-up procedures. The purpose is to minimise any risks and promote accurate accounting, reporting and information disclosure.
Control activities are in place to manage the risks that the Board and Company management consider to be material WRWKHEXVLQHVVLQWHUQDOFRQWURODQGÀQDQFLDOVWDWHPHQWV The control structure comprises clear roles within the organ-LVDWLRQWKDWHQDEOHWKHHIÀFLHQWGLVWULEXWLRQRIUHVSRQVLELOLW\ IRUVSHFLÀFFRQWURODFWLYLWLHVDLPHGDWGHWHFWLQJDQGSUHYHQWing the risk of reporting errors in time. Such control activities include a clear decision-making hierarchy and procedure for major decisions such as acquisitions, other types of major investment, divestments, agreements and analysis.
An important duty of Doro's staff is to implement, enhance and enforce the Group's control procedures and conduct internal control geared to business-critical matters. Those responsible for the process at different levels are responsi-EOHIRULPSOHPHQWLQJWKHQHFHVVDU\FRQWUROVLQWKHÀQDQFLDO statements. The annual accounts and reporting processes include controls pertaining to valuation, accounting principles and estimates.
7KHFRQWLQXDODQDO\VLVSHUIRUPHGRIWKHÀQDQFLDOVWDWHPHQWV is, together with the analysis performed at Group level, of JUHDWLPSRUWDQFHWRHQVXULQJWKDWWKHÀQDQFLDOVWDWHPHQWV do not contain any material misstatements.
The Group's controller plays an important role in the internal FRQWUROSURFHVVEHDULQJUHVSRQVLELOLW\IRUWKHÀQDQFLDOVWDWHments from each unit being accurate, complete and timely.
Doro works with the communication consultancy Vero Kommunikation AB, which aims to promote completeness and DFFXUDF\LQÀQDQFLDOVWDWHPHQWVUHOHDVHGWRWKHVWRFNPDUket. Through regular updates and bulletins, the employees concerned are informed of changes to accounting principles and reporting requirements, or other information. The organisation has access to policies and guidelines.
7KH%RDUGUHFHLYHVPRQWKO\ÀQDQFLDOUHSRUWV([WHUQDOLQformation and communication is notably governed by the Communication Policy, which describes Doro's general information disclosure principles.
Doro's compliance with adopted policies and guidelines is monitored by the Board and Management team. At each %RDUGPHHWLQJ WKH&RPSDQ\·VÀQDQFLDOSRVLWLRQLVDGdressed. The Board's Remuneration and Audit Committees play important roles in terms of, for example, remuneration, ÀQDQFLDOVWDWHPHQWVDQGLQWHUQDOFRQWURO
Before publication of interim reports and the Annual Report, WKH%RDUGUHYLHZVWKHÀQDQFLDOVWDWHPHQWV
Doro's management conducts a monthly follow-up of earnings, analysing deviations from budget, forecasts and the previous year. The duties of the external auditor include performing an annual review of the internal controls of Group subsidiaries.
The Board meets with the auditors twice a year to go through WKHLQWHUQDOFRQWUROVDQGLQVSHFLÀFFDVHVWRLQVWUXFWWKH DXGLWRUVWRSHUIRUPVHSDUDWHUHYLHZVRIVSHFLÀFDUHDV
In light of this, the Board has not found it necessary to appoint a separate internal audit.
Lund, April 10, 2014 The Board of Doro AB
| Name | Bo Kastensson | Charlotta Falvin | Karin Moberg | Jonas Mårtensson | Jérôme Arnaud | Fredrik Hedlund |
|---|---|---|---|---|---|---|
| Primary occupation |
CEO Kastensson Holding AB |
Founder and CEO of Friends of Adam |
Partner, Alted AB | President and CEO, Doro AB |
||
| Education | Bachelor of Arts, Lund University |
MBA, Lund University |
MBA, Stockholm University |
MBA, Stockholm School of Economics |
MSc Engineering, École Centrale de Paris |
MBA, Halmstad Univ. and University of Humberside, UK |
| Year of election | 2006. Chairman since 2007 |
2011 | 2009 | 2007 | 2007 | 2013 |
| Year of birth | 1951 | 1966 | 1963 | 1963 | 1963 | 1974 |
| Nationality | Swedish | Swedish | Swedish | Swedish | French | Swedish |
| Other assignments |
Chairman of the board: ‡&RURPDWLF Group AB ‡\$[HPD\$FFHVV Control AB Board member: ‡6NDQGLQDYLVND Kraft AB ‡5HVHUYHNUDIW\$6 ‡,QGXVWULDO\$GYLVRU EQT |
Chairman of the board: ‡0XOWL4,QWO\$% ‡%DULVWD%)7 Coffee AB ‡,GHRQ\$% Board member: ‡\$[LV\$% ‡6\GVYHQVND Industri & Han delskammaren ‡)DVLUR\$% |
Chairman of the board: ‡&DUHWHFK\$% Board member: ‡,\$56\VWHPV Group AB ‡6%\$% |
Chairman of the board: ‡2ZQSRZHU3URM ects Europe AB ‡7UDQVWLFNHW\$% Board member: ‡'HOWDFR\$% ‡,\$56\VWHPV Group AB |
– | |
| Dependence – Company – Owners |
No No |
No No |
No No |
No No |
Yes No |
No No |
| Previous assignments |
Formerly CEO of Bewator Group, Incentive Develop ment held various positions in the Axel Johnson Group |
CEO TAT, CEO Decuma, COO Axis |
Managing Director Telia e-bolaget, Marketing Director and Communi cations Director TeliaSonera |
17 years in corpo UDWHÀQDQFHDW6(% Enskilda, Maizels, Westerberg & Co and Nordea |
Matra Nortel Communications |
|
| Own and related parties' shareholdings, 2013 |
400,000 shares (via bolag) |
– | 5,000 shares | 125,000 shares (through companies) |
147,004 shares 200,000 warrants |
– |
| Own and related parties' shareholdings, 2012 |
513,000 shares (through companies) |
– | 20,000 shares | 125,000 shares (through companies) |
147,004 shares 200,000 warrants |
– |
| Board attendance | 15/15 | 15/15 | 15/15 | 15/15 | 15/15 | 8/15 |
| Attendance – Audit Committee – Remuneration Committee |
2/2 2/2 |
2/2 – |
2/2 2/2 |
2/2 – |
– – |
– – |
| Board remuneration | 350,000 | 150,000 | 150,000 | 150,000 | – | 100,000 |
| Name | Jérôme Arnaud |
Christian Lindholm |
Thomas Bergdahl |
Ulrik Nilsson |
Caroline Noublanche |
Chris Millington |
|---|---|---|---|---|---|---|
| Position | CEO, Doro AB Deputy Director of Sales (interim) |
CFO | Vice President Product Development |
Vice President Operations |
Deputy MD Marketing & Portfolio |
Director Brand & Marketing Strategy and Managing Director UK/IRE |
| Employed since | 2000 | 2013 | 2002 | 1991 | 2011 | 2005 |
| Education | MSc Engineering, École Centrale de Paris |
BSc Economics, 9l[M 8QLYHUVLW\ |
MSc, Industrial Engineering and Management, Institute of Technology Linköping |
Technician, telecoms |
HEC Business School, Paris |
Economics DQGÀQDQFH Leeds City College |
| Year of birth | 1963 | 1964 | 1964 | 1971 | 1976 | 1970 |
| Nationality | French | Swedish | Swedish | Swedish | French | British |
| Previous experience |
Business development at Matra Nortel Communications |
CFO of TFS International AB, Clinical Data Care AB, Wilnor AB and BU Controller at Perstorp AB |
Director of manufacturing, Anoto |
Supply manager |
CEO and founder of Prylos |
Sales Management and Business Development 2UHJRQ6FLHQWLÀF Sony UK and Kenwood Electronics UK |
| Own and related parties' share-- holdings, 2013 |
147,004 shares 200,000 warrants |
– – |
35,000 shares 50,000 warrants |
632 shares 40,000 warrants |
– 30,000 warrants |
13 800 shares 52,000 warrants |
| Own and related parties' share-- holdings, 2012 |
147,004 shares 200,000 warrants |
– – |
50,000 shares 50,000 warrants |
632 shares 40,000 warrants |
– 30,000 warrants |
20,000 shares 52,000 warrants |
Doro has been listed on the OMX Nasdaq Stockholm, Nordic list, Small caps since 1993.
Between 1 January and 31 December 2013, Doro's share price rose from SEK 24.5 to SEK 44.0 – an increase of 79.6 percent. Over the same period, the OMX Stockholm PI gained 34.5 percent. In 2013, the Doro share price peak was SEK DQGWKHWURXJKZDV6(.7KHÀQDOSULFHSDLGDW year-end was SEK 44.0, equalling market capitalisation of SEK 915.5 million (474.1).
At 1 January 2013, Doro's share capital was SEK 19,349,174 divided among 19,349,174 shares, giving a quotient value of SEK 1.00. In 2013, the share capital increased by SEK 1,457,000 and 1,457,000 shares with a quotient value of SEK 1.00. At the end of 2013, share capital was SEK 20,806,174 and the number of shares was 20,806,174 at a quotient value of SEK 1.00.
At the close of 2013, Doro had 7,944 shareholders, compared with 7,072 the year before. The proportion of foreign shareholders at year-end was 37.5 percent (31.8). Out of the Swedish investors, 34.0 percent were institutional investors and 28.5 percent natural persons. At the end of the year, senior executives at Doro had a combined holding of 196,436 shares. At the same time, Board members of Doro held 677,004 shares. At the close of the year, Doro AB held no treasury shares.
The largest shareholder with 8.8 percent of shares is )|UVlNULQJVDNWLHERODJHW\$YDQ]D3HQVLRQ7KHUHDUHQROLPitations on the transferability of shares imposed by law or Doro's articles of association. The Company is unaware of any agreements between shareholders that could entail limitations on the right to transfer shares.
Neither Doro AB nor its Group companies are party to any material agreement taking effect, being amended or ceasing to apply in the event of control of the Company or a Group company changing due to a public takeover bid.
In accordance with the mandate from the Annual General Meeting on 23 March 2011, all of Doro's employees were offered warrants entitling them to acquire shares at the predetermined price of SEK 35.30 between 1 April 2014 and 30 June 2014, at SEK 3.40. The price of the warrants is computed according to the Black & Scholes formula, with due consideration for dividend resolved by the 2011 AGM. The CEO subscribed for 200,000 warrants and the rest of the Group management subscribed for 172,000 warrants. Doro Incentive subscribed for 192,830 warrants, to be used for future employees. Doro Incentive has repurchased 124,000 warrants, 106,000 of which were repurchased in 2013. At 31 December 2013, Doro Incentive held 316,830 warrants. Detailed information about the warrants programme is available at www.doro.com
The Company's long-term target is dividend of approximately RQHWKLUGRIQHWSURÀWDIWHUWD[,QDGGLWLRQWKH%RDUGKDVVHW a maximum debt/equity ratio of 1.0. At present, Doro holds DQHWFDVKSRVLWLRQDQGWKXVKDVDVWURQJÀQDQFLDOEDVHDQG VWDQGVSUHSDUHGWRÀQDQFHJURZWKWKURXJKLQYHVWPHQWV either organic or through acquisitions. The Board has proposed a dividend of SEK 1.50 per share to be paid in 2014.
Read more about the share and view the current share price at www.doro.com.
| Change in | issue price, | increase in share | Amount paid, | ||
|---|---|---|---|---|---|
| year | Transaction | share capital | SEK* | capital, SEKm | SEK m |
| 1998 | Directed issue | 2,740,260 | 18.48 | 2.7 | 50.6 |
| 1998 | New issue, 1:7 | 1,212,894 | 27.00 | 1.2 | 32.7 |
| 2001 | Directed issue | 11,764,705 | 8.50 | 11.8 | 100.0 |
| 2005 | New issue | 7,141 | 1.00 | 0.0 | 0.0 |
| 2005 | Reverse split, 5:1 | –17,180,000 | 0.00 | 0.0 | 0.0 |
| 2006 | New issue, 3:1 | 12,885,000 | 6.00 | 64.4 | 71.2 |
| 2006 | Offset issue | 227,631 | 7.66 | 1.1 | 1.5 |
| 2009 | Directed issue | 1,700,000 | 9.50 | 1.7 | 16.2 |
| 2011 | Directed issue | 241,543 | 25.56 | 0.2 | 6.3 |
| 2013 | Directed issue | 1,457,000 | 27.89 | 1.5 | 40.6 |
| 2013 | 2012 | 2011 | 2010 | 2009 | |
|---|---|---|---|---|---|
| Number of shares at year-end, thousand | 20,806 | 19,349 | 19,349 | 19,108 | 19,108 |
| Share price at year end, SEK | 44.00 | 24.50 | 27.30 | 31.20 | 11.00 |
| Quotient value, SEK | 1.00 | 1.00 | 1.00 | 1.00 | 1.00 |
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| Reported equity, SEK | 13.79 | 10.8 | 9.16 | 6.35 | 3.54 |
| Dividend, SEK | 1.50 3) | 1.25 | 1.00 | 0.50 | 0.00 |
| P/E ratio1) | 14.33 | 8.98 | 9.04 | 10.40 | 8.50 |
| Dividend yield, %2) | 3.41 | 5.10 | 3.70 | 1.60 | N/A |
1) The P/E ratio is calculated as the share price on the closing date divided by EPS after tax.
2) Dividend yield is calculated as dividend divided by the closing price on 31 December.
3) The Board of Directors' proposal to the AGM.
At 31 December 2013
| holding, no. shares |
No. shareholders |
% of all shareholders |
|---|---|---|
| 1 – 500 | 5,251 | 66.1 |
| 501 – 1,000 | 1,337 | 16.8 |
| 1,001 – 5,000 | 1,077 | 13.6 |
| 5,001 – 10,000 | 137 | 1.7 |
| 10,001 – 15,000 | 28 | 0.4 |
| 15,001 – 20,000 | 17 | 0.2 |
| Over 20,001 – | 97 | 1.2 |
| 7,944 | 100.0 |
At 31 December 2013
| Ten largest shareholders | No. shares | Share of capital and votes, % |
|---|---|---|
| ) UVlNULQJVDNWLHERODJHW\$YDQ]D3HQVLRQ | ||
| Clearstream Banking S.A., W8IMY | 1,537,109 | 7.40 |
| Nordea Investment Funds | 1,257,428 | 6.00 |
| Originat AB | 760,000 | 3.60 |
| Clients account | 500,000 | 2.40 |
| Catella Fondförvaltning | 487,000 | 2.30 |
| FCP Objectif Investissement, Microcaps | 442,000 | 2.10 |
| Kastensson Holding AB | 400,000 | 1.90 |
| +DMVNlUHW,QYHVW\$% | ||
| 1RUGQHW3HQVLRQVI UVlNULQJ\$% | ||
| Total | 7,975,720 | 38.1 |
| Income statement | 25 |
|---|---|
| Balance sheet | 26 |
| Shareholders' equity | 28 |
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| Income statement | 30 |
|---|---|
| Balance sheet | 31 |
| Shareholders' equity | 33 |
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| 1. Accounting principles | 34 |
|---|---|
| 2. Segment reporting and income type | 38 |
| 3. Intra-Group transactions | 39 |
| 4. Rental and leasing agreements | 39 |
| 5. Employees | 39 |
| 6. Interest and similar items | 40 |
| ,QWDQJLEOHÀ[HGDVVHWV | |
| 8. Property, plant and equipment | 41 |
| 9. Participations in Group companies | 42 |
| 10. Prepaid expenses and accrued income | 42 |
| 11. Share capital and dividends | 42 |
| 12. Overdraft facility | 43 |
| 13. Accrued expenses and prepaid income | 43 |
| 14. Pledged assets to credit institutions | 43 |
| 15. Contingent liabilities | 43 |
| 16. Audit | 43 |
| 17. Taxes | 43 |
| 18. Acquisitions | 44 |
| 19. Finished goods and goods for resale | 44 |
| 20. Warranty provision | 45 |
| 21. Pension provision | 45 |
| 22. Other provisions | 45 |
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| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| Revenue | |||
| Sale of goods | 2. 3 | 1 134.4 | 821.5 |
| Other revenue | 2 | 8.1 | 16.0 |
| 1.142.5 | 837.5 | ||
| Operating costs | |||
| Merchandise | 19 | –709.9 | –508.3 |
| Other external costs | 4, 16, 25 | –229.1 | –176.2 |
| Personnel costs | 5 | –89.8 | –69.9 |
| Depreciation and impairment of property. plant and equipment | 8 | –8.6 | –5.5 |
| Depreciation and impairment of intangible assets | 7 | –26.2 | –16.2 |
| 2SHUDWLQJSURÀWORVV | 2 | 78.9 | 61.4 |
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| 352),7/266 )25 7+( <(\$5 | 60.6 | 52.9 | |
| Attributable to: | |||
| Parent company's shareholders | 60.6 | 52.9 | |
| .H\ÀJXUHV | |||
| Average number of shares (thousands) | 11 | 19.740 | 19.349 |
| Average number of shares after dilution. thousands | 19.772 | 19.349 | |
| Earnings per share after tax. SEK | 3.07 | 2.73 | |
| Earnings per share after tax.after dilution. SEK | 3.06 | 2.73 | |
| SEK m | 2013 | 2012 |
|---|---|---|
| 352),7/266 )25 7+( <(\$5 | 60.6 | 52.9 |
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| Translation differences | 2.5 | –1.9 |
| (IIHFWVIURPFDVKÁRZKHGJHV | ² | ² |
| Deferred tax | 0.4 | – |
| Total result | 61.8 | 51.0 |
| (Related to Parent Company's shareholders.) |
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| ASSETS | |||
| Non-current assets | |||
| Equipment and tools | 8 | 7.0 | 12.5 |
| Capitalized expenditure for development work | 7 | 41.2 | 28.8 |
| Trademarks | 7 | 0.5 | 0.7 |
| Goodwill | 7 | 142.2 | 25.8 |
| Customer register and distribution agreements | 7 | 15.7 | 3.9 |
| Long term deposits | 0.5 | 0.5 | |
| Deferred tax asset | 17 | 20.7 | 21.0 |
| 227.8 | 93.2 | ||
| Current assets | |||
| Inventories | 19 | 130.3 | 91.3 |
| Prepayments to supplier | 1.3 | 0.6 | |
| Accounts receivable – trade | 23 | 243.5 | 161.0 |
| Other current receivables | 17.4 | 21.2 | |
| Current tax receivables | 1.0 | 4.6 | |
| Prepaid expenses and accrued income | 10 | 3.7 | 3.4 |
| Cash and bank balances | 12, 23 | 123.9 | 141.1 |
| 521.1 | 423.2 | ||
| TOTAl ASSETS | 748.9 | 516.4 |
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| ShAREhOlDERS' EQuiTy AND liABiliTiES | |||
| Shareholders' equity | |||
| Share capital 20.805.174 (19.349.174) shares, quota value SEK 1 | 11 | 20.8 | 19.3 |
| Other allocated capital | 147.9 | 109.0 | |
| Reserves | –1.0 | –2.2 | |
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| Total shareholders' equity | 287.0 | 209.0 | |
| long term liabilities | |||
| Interest-bearing liabilities | |||
| Liabilities to credit institutions | 24 | 44.3 | 0.8 |
| Total interest-bearing liabilities | 44.3 | 0.8 | |
| Non interest-bearing liabilities | |||
| Provisions for pension | 21 | 1.7 | 1.5 |
| Other provisions | 22 | 68.2 | 67.9 |
| Other long-term liabilities | 18 | 24.1 | 2.9 |
| Total non interest-bearing liabilities | 94.0 | 72.3 | |
| Current liabilities | |||
| interest-bearing liabilities | |||
| Liabilities to credit institutions | 0.9 | 0.8 | |
| Total interest-bearing liabilities | 0.9 | 0.8 | |
| Non interest-bearing liabilities | |||
| Provisions for guarantees | 20 | 41.1 | 27.5 |
| Accounts payable – trade | 165.4 | 122.5 | |
| Other liabilities | 18 | 24.6 | 3.0 |
| Current tax liability | 8.0 | 0.6 | |
| Accrued expenses and prepaid income | 13 | 83.6 | 79.9 |
| Total non interest-bearing liabilities | 322.7 | 233.5 | |
| TOTAl ShAREhOlDERS' EQuiTy AND liABiliTiES | 748.9 | 516.4 | |
| Pledged assets | 14 | 170.0 | 170.0 |
| Contingent liabilities | 15 | – | – |
| Other | losses | Total | |||
|---|---|---|---|---|---|
| SEK m | Share capital |
allocated capital |
*Reserves | brought forward |
Shareholders' Equity |
| Changes in shareholders' equity 2013 | |||||
| Shareholders' Equity December 31, 2011 | 19.3 | 109.0 | –0.3 | 49.3 | 177.3 |
| Total Result for the year | 52.9 | 52.9 | |||
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| Total result | 0.0 | 0.0 | –1.9 | 52.9 | 51.0 |
| Dividend | –19.3 | –19.3 | |||
| Total transactions with shareholders | 0.0 | 0.0 | 0.0 | –19.3 | –19.3 |
| Shareholders' Equity December 31, 2012 | 19.3 | 109.0 | –2.2 | 82.9 | 209.0 |
| Total Result for the year | 60.6 | 60.6 | |||
| Other comprehensive income | 1.2 | 1.2 | |||
| Total result | 1.2 | 60.6 | 61.8 | ||
| Share issue in kind | 1.5 | 39.1 | 40.6 | ||
| Warrants, buy-back | –0.2 | –0.2 | |||
| Dividend | –24.2 | –24.2 | |||
| Total transactions with shareholders | 1.5 | 38.9 | 0.0 | –24.2 | 16.2 |
| Shareholders' Equity December 31, 2013 | 20.8 | 147.9 | –1.0 | 119.3 | 287.0 |
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| 2013 | 2012 | ||||
| Accumulated translationdifferences, January 1 | –2.2 | –0.3 | |||
| Translation differences for the year | 2.5 | –1.9 | |||
| Accumulated translation differences, December 31 | 0.3 | –2.2 | |||
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| Total reserves, December 31 | –1.0 | –2.2 |
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
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| Change in allocations | 20, 21, 22 | –7.0 | 14.1 |
| Depreciation and write downs | 7, 8 | 34.8 | 21.7 |
| Adjustment for other non–cash items | 18 | –1.8 | 11.4 |
| Total adjustment for other non-cash items | 26.0 | 47.2 | |
| Taxes paid | 17 | –5.6 | –4.3 |
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| Change in working capital | |||
| Change in stocks | 19 | 6.0 | –31.1 |
| Change in receivables | –3.6 | –48.5 | |
| Change in non-interest-bearing liabilities | 9.5 | 27.4 | |
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| iNvESTmENT ACTiviTiES | |||
| Acquisitions | 18 | –110.2 | –0.4 |
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| fiNANCiNG ACTiviTiES | |||
| Dividend | –24.2 | –19.3 | |
| Warrant Program, buy-back | –0.2 | 0.0 | |
| Amortization of loans | –0.8 | –0.8 | |
| Loans raised | 44.1 | 0.0 | |
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| Liquid assets at start of year | 141.1 | 148.4 | |
| Exchange rate difference in liquid assets | 0.1 | –0.1 | |
| liquid assets at end of year | 23 | 123.9 | 141.1 |
* Paid and received interests appeaer in note 6.
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| Operating income | |||
| Net sales | 2, 3 | 990.8 | 821.5 |
| Other revenue | 2 | 3.0 | 10.1 |
| 993.8 | 831.6 | ||
| Operating costs | |||
| Merchandise | 19 | –608.8 | –508.3 |
| Other external costs | 4, 16 | –256.8 | –218.1 |
| Personnel costs | 5 | –38.1 | –31.2 |
| Depreciation and impairment of property, plant and equipment | 8 | –7.7 | –5.1 |
| Depreciation and impairment of intangible assets | 7 | –25.3 | –23.7 |
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| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| 352),7/266 )25 7+( <(\$5 | 69.5 | 37.0 | |
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| Deferred tax | 0.4 | – | |
| Total result | 68.2 | 37.0 | |
| (Related to Parent Company's shareholders.) |
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| ASSETS | |||
| fiXED ASSETS | |||
| intangible assets | |||
| Capitalized expenditure for development work | 7 | 41.5 | 29.2 |
| Goodwill | 7 | 0.0 | 0.0 |
| Customer register | 7 | 4.9 | 7.8 |
| Brands | 7 | 0.5 | 0.8 |
| Tangible assets | |||
| Equipment and tools | 8 | 4.3 | 11.0 |
| Financial assets | |||
| Participations in Group companies | 9, 25 | 68.2 | 21.8 |
| Deferred income tax recoverable | 17 | 14.6 | 20.3 |
| 7RWDOÀ[HGDVVHWV | |||
| CuRRENT ASSETS | |||
| inventories | |||
| Finished goods and goods for resale | 19 | 87.6 | 91.3 |
| Advanced payment to suppliers | 0.9 | 0.6 | |
| Current receivables | |||
| Accounts receivable – trade | 23 | 189.1 | 160.0 |
| Receivables from Group companies | 113.2 | 0.1 | |
| Other current receivables | 10.3 | 20.2 | |
| Prepaid expenses and accrued income | 10 | 2.9 | 2.6 |
| Cash and bank balances | 12.23 | 94.9 | 138.6 |
| Total current assets | 498.9 | 413.4 | |
| TOTAl ASSETS | 632.9 | 504.3 |
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
| ShAREhOlDERS' EQuiTy AND liABiliTiES | |||
| ShAREhOlDERS' EQuiTy | |||
| Restricted equity | |||
| Share capital 20.806.174 (19.349.174) shares, quota value SEK 1 | 11 | 20.8 | 19.3 |
| Revaluation reserve | 0.5 | 0.5 | |
| Other allocated capital | 55.5 | 55.5 | |
| Non-restricted equity | |||
| Share premium reserve | 61.9 | 22.8 | |
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| Total shareholders' equity | 259.5 | 174.9 | |
| PROviSiONS | |||
| Provisions for guarantees | 20 | 33.7 | 27.5 |
| Other provisions | 22 | 52.3 | 67.9 |
| Total provisions | 86.0 | 95.4 | |
| lONG–TERm liABiliTiES | |||
| interest-bearing liabilities | |||
| Liabilities to credit institutes | 24 | 44.3 | 0.0 |
| Total interest-bearing liabilities | 44.3 | 0.0 | |
| CuRRENT liABiliTiES | |||
| interest-bearing liabilities | |||
| Liabilities to Group companies | 8.9 | 30.9 | |
| Total interest-bearing liabilities | 8.9 | 30.9 | |
| Non interest–bearing liabilities | |||
| Accounts payable – trade | 140.6 | 119.5 | |
| Prepayments | 0.0 | 0.1 | |
| Liabilities to Group companies | 11.2 | 10.4 | |
| Other liabilities | 5.1 | 1.6 | |
| Current tax liability | 4.4 | 0.0 | |
| Accrued expenses and prepaid income | 13 | 72.9 | 71.5 |
| Total non interest-bearing liabilities | 234.2 | 203.1 | |
| TOTAl ShAREhOlDERS' EQuiTy AND liABiliTiES | 632.9 | 504.3 | |
| Pledged assets | 14 | 170.0 | 170.0 |
| Contingent liabilities | 15 | – | – |
| Share | fair | Total | |||||
|---|---|---|---|---|---|---|---|
| Share- | Revaluation | Statutory | premium | value | Retained | shareholders' | |
| SEK m | capital | reserve | reserve | reserve | reserve | earnings | equity |
| Changes in shareholders' equity 2013 | |||||||
| Shareholders' Equity December 31, 2011 | 19.3 | 0.5 | 55.5 | 22,8 | 59.1 | 157.2 | |
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| Total result | 37.0 | 37.0 | |||||
| Dividend | –19.3 | –19.3 | |||||
| Total transactions with shareholders | –19.3 | –19.3 | |||||
| Shareholders' Equity December 31, 2012 | 19.3 | 0.5 | 55.5 | 22.8 | 76.8 | 174.9 | |
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| Other comprehensive income | –1.3 | –1.3 | |||||
| Total result | –1.3 | 69.5 | 68.2 | ||||
| Dividend | –24.2 | –24.2 | |||||
| Share issue in kind | 1.5 | 39.1 | 40.6 | ||||
| Total transactions with shareholders | 1.5 | 0 | 0 | 39.1 | –24.2 | 16.4 | |
| Shareholders' Equity December 31, 2013 | 20.8 | 0.5 | 55.5 | 61.9 | –1.3 | 122.1 | 259.5 |
| SEK m | Note | 2013 | 2012 |
|---|---|---|---|
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| Change in allocations | 20, 21, 22 | –9.4 | 14.2 |
| Depreciation and write downs | 7, 8 | 33.0 | 28.8 |
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| Change in working capital | |||
| Change in stocks | 19 | 3.7 | –31.1 |
| Change in receivables | –132.4 | –42.0 | |
| Change in non-interest–bearing liabilities | 25.6 | 3.6 | |
| &DVKÁRZIURPFXUUHQWDFWLYLWLHV | |||
| iNvESTmENT ACTiviTiES | |||
| Acquisition of Group Company | 18 | –46.4 | 0.0 |
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| fiNANCiNG ACTiviTiES | |||
| Dividend | –24.2 | –19.3 | |
| New share issue** | 40.6 | 0.0 | |
| Change in non interest-bearing liabilities subsidiares | –22.0 | 20.0 | |
| Loans raised | 44.3 | 0.0 | |
| &DVKÁRZIURPÀQDQFLQJDFWLYLWLHV | |||
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| Liquid assets at start of year | 138.6 | 144.7 | |
| liquid assets at end of year | 23 | 94.9 | 138.6 |
* Paid and received interests appeaer in note 6.
** Consists of a directed non-cash issue for acquisitions of subsidiaries.
The Annual Report and Consolidated Accounts were approved for publication by the Board and CEO on April 10, 2014 and will be presented to the AGM on 12 May 2014 for approval.
The Consolidated Accounts were prepared in accordance with International Financial Reporting Standards (IFRS/IAS) as issued by the International Accounting Standards Board (IASB) as adopted by the EU.
Furthermore, the Consolidated Accounts were prepared in accordance with the Swedish Annual Accounts Act and the Swedish Financial Reporting Board's recommendation RFR 1 (Supplementary Accounting Rules for Groups).
The Annual Report of the Parent Company was prepared in accordance with the Swedish Annual Accounts Act and applying the Swedish Financial Reporting Board's recommendation RFR 2 (Accounting for Legal Entities). Statements applicable to listed companies issued by the Swedish Financial Reporting Board have also been applied.
The accounting principles applied agree with those used in the previous year's report, with the exceptions detailed below.
Following the above new or amended standards, Doro has had to adapt its reporting for IAS 1 Presentation of other comprehensive income and for IAS 13, in which Doro describes how fair value is determined. The application of these standards and interpretations has had no effect on the Group's ÀQDQFLDOUHVXOWVRUSRVLWLRQ
The amendments and updates listed below have been decided by the IASB and shall start to apply on 1 January 2014, or thereafter unless another date has been determined by the EU. Doro is currently working on evaluating the effects of these amendments, but at the present time none of them are FRQVLGHUHGWRDIIHFW'RUR·VDFFRXQWLQJRUÀQDQFLDOVWDWHPHQWV
Assets, provisions and liabilities are based on historical cost unless otherwise stated below.
All amounts, unless otherwise stated, are in millions of Swedish kronor (SEKm).
The Group's Consolidated Accounts include the Parent Company Doro AB, and the companies in which the Parent Company directly or indirectly owns shares equalling more than half of the voting rights. This means that Doro AB has a FRQWUROOLQJLQÁXHQFHRYHUWKH*URXSFRPSDQ\ZKLFKHQWLWOHV'RUR\$%WRGHYLVH VWUDWHJLHVIRUWKH*URXSFRPSDQ\ZLWKDYLHZWRREWDLQLQJÀQDQFLDOJDLQV
\$WWKHHQGRIWKHÀQDQFLDO\HDUWKHUHZHUH RSHUDWLQJFRPSDQLHV in the Group.
Acquired companies are included in the Consolidated Accounts from the date of acquisition. Sold companies are included up to and including the date they are sold.
The Consolidated Accounts are prepared in line with the acquisition method, which means that the historical cost of participations in Group companies LVEURNHQGRZQLQWRLGHQWLÀDEOHDVVHWVDQGOLDELOLWLHVDWWKHLUIDLUYDOXHRQ the date of acquisition. Unutilised loss carry-forwards for tax purposes in the acquired company are converted into deferred tax assets in the Consolidated Accounts if assessed earnings capacity is such that utilising them is deemed possible. Furthermore, deferred tax is calculated on the difference between the fair values of assets and liabilities and their tax base. In cases where the historical cost of participations in Group companies exceeds the net of acquired assets and liabilities, as above, the difference is recognised as goodwill, which is tested at least once a year for impairment.
For company acquisitions, the purchase price can be earnings-dependent. 7KHFDOFXODWLRQLVWKHQEDVHGRQIXWXUHSURÀWDQGKHQFHWKHWRWDOSXUFKDVH price. On a quarterly basis, an assessment is made and any adjustment of the expected purchase price. Changes in the item in question are recognised in the income statement.
Intra-Group balances and unrealised internal gains are eliminated in the Consolidated Accounts. When eliminating internal transactions, account is also taken of the tax effect on the basis of nominal tax rates in each country.
All of the assets and liabilities of foreign Group companies are translated at the closing day rate, while all items in the income statements are translated DWWKHDYHUDJHUDWHIRUWKHÀQDQFLDO\HDU7KHH[FKDQJHUDWHGLIIHUHQFHV arising in this context are partly an effect of the differences between the income statements' average rates and closing day rates, and partly of the fact that net assets are translated at a different rate at the end of the year than at the beginning of the year. Translation differences are recognised in the statement of comprehensive income.
The following exchange rates have been used in the translation of foreign operations:
| Average rate | Closing day rate | |||
|---|---|---|---|---|
| Currency | 2013 | 2012 | 2013 | 2012 |
| EUR | 8.65 | 8.7 | 8.85 | 8.59 |
| HKD | 0.84 | 0.87 | 0.83 | 0.84 |
| NOK | 1.11 | 1.16 | 1.06 | 1.17 |
| GBP | 10.22 | 10.69 | 10.61 | 10.53 |
| USD | 6.51 | 6.73 | 6.42 | 6.51 |
Receivables and liabilities in foreign currencies are translated at the closing GD\UDWHDQGXQUHDOLVHGH[FKDQJHJDLQVDQGORVVHVDUHLQFOXGHGLQSURÀWORVV
Doro only has one revenue segment: product sales. Revenue from product sales is recognised principally when all risks and rights associated with ownership have been transferred to the buyer, which usually occurs upon delivery.
Employee remuneration is reported as salaries earned and paid plus earned bonus. Earned holiday pay and social security contributions are recognised as accrued expenses.
The predominant share of Doro's obligations towards employees consists of YDULRXVGHÀQHGFRQWULEXWLRQSHQVLRQSODQV
\$GHÀQHGFRQWULEXWLRQSHQVLRQSODQLVDSHQVLRQSODQDFFRUGLQJWRZKLFK WKH*URXSSD\VÀ[HGIHHVWRDVHSDUDWHOHJDOHQWLW\7KH*URXSKDVQROHJDO RULQIRUPDOREOLJDWLRQVWRSD\IXUWKHUIHHVLIWKLVOHJDOHQWLW\ODFNVVXIÀFLHQW funds to pay all remuneration to employees associated with the employees' service during current or previous periods.
)RUGHÀQHGFRQWULEXWLRQSHQVLRQSODQVWKH*URXSSD\VIHHVWRSXEOLFO\RU privately managed pension insurance plans on a compulsory, contractual or voluntary basis. The Group has no further payment obligations once these fees have been paid. The fees are recognised as personnel costs when they fall due for payment. Prepaid fees are recognised as an asset to the extent that cash repayment or reductions in future payments may accrue to the Group.
In addition, a limited number of employees at the Group's French subsidiary KDYHGHÀQHGEHQHÀWSHQVLRQSODQV\$GHÀQHGEHQHÀWSHQVLRQSODQLVRQH WKDWLVQRWDGHÀQHGFRQWULEXWLRQSODQ&KDUDFWHULVWLFRIGHÀQHGEHQHÀWSODQV LVWKDWWKH\VSHFLI\DQDPRXQWIRUWKHSHQVLRQEHQHÀWWREHUHFHLYHGE\DQ employee following retirement. This is normally based one or more factors such as age, period of service and salary.
All obligations for which provisions are made are assessed by an actuary to determine the amount of the provision. The liability recognised in the EDODQFHVKHHWZLWKUHJDUGWRGHÀQHGEHQHÀWSHQVLRQSODQVLVWKHSUHVHQW YDOXHRIWKHGHÀQHGEHQHÀWREOLJDWLRQDWWKHFORVHRIWKHUHSRUWLQJSHULRG 6LQFHWKHUHFRJQLVHGOLDELOLW\ZLWKUHJDUGWRGHÀQHGEHQHÀWSHQVLRQSODQVLV DQLQVLJQLÀFDQWDPRXQWWKHDVVXPSWLRQVRQZKLFKWKHDFWXDULDOFDOFXODWLRQV are based are not presented in the annual report.
Product development is carried out in cooperation with various manufacturing partners and most expenditure is borne by them. Doro works in an environment of rapid technological development. Product development refers to expenditure for product adaptations, design, model approval, etc.
Expenses relating to the development phase are capitalised as an intangible asset if it is likely, with a high degree of reliability, that they will result LQIXWXUHÀQDQFLDOEHQHÀWVIRUWKH*URXS
This means that strict criteria must be met before a development project results in intangible assets being capitalized. Such criteria include the option of ending a project, proof that a project is technically feasible and that a market exists, and that there is an intention and opportunity to use or sell the intangible asset. There must also be an opportunity to reliably measure expenses during the development phase.
External partners' moulds for manufacturing the products are, however, owned by Doro and expenditure for them is capitalized and depreciated according to plan if the lifespan of the product is expected to exceed one year. Doro has no research expenses.
3URSHUW\SODQWDQGHTXLSPHQWDQGLQWDQJLEOHÀ[HGDVVHWVFRQVLVWLQJRI goodwill, upgrading and enhancement of IT platforms, equipment and tools, are recognised at historical cost less accumulated depreciation/amortisation according to plan, except goodwill, which is not amortised in the Group.
Financial instruments recognised as assets in the balance sheet include, on the asset side, accounts receivable, other receivables, forward currency contracts, non-current investments and bank balances. Included in shareholders' equity and liabilities are overdraft facilities, liabilities to credit institutions, accounts payable and other current liabilities. With the exception of forward FXUUHQF\FRQWUDFWVÀQDQFLDOLQVWUXPHQWVDUHLQLWLDOO\UHFRJQLVHGDWKLVWRULFDO cost, equalling the fair value of the instrument plus transaction expenses. ,QVWUXPHQWVDUHWKHQUHFRJQLVHGVXEMHFWWRKRZWKH\KDYHEHHQFODVVLÀHGLQ accordance with the following. Forward currency contracts are recognised in the balance sheet as per the contract date and are measured at fair value, both initially and in subsequent reassessments. For more information see the section on hedge accounting below.
\$ÀQDQFLDODVVHWRUÀQDQFLDOOLDELOLW\LVUHFRJQLVHGLQWKHEDODQFHVKHHW when the company becomes party to the instrument's contractual terms. Accounts receivable are recognised in the balance sheet when invoiced. Liabilities are recognised once the counterparty has completed its task and there is a contractual obligation to pay, even though an invoice may not yet have been received. Accounts payable are recognised when invoices are received.
\$ÀQDQFLDODVVHWRUSDUWWKHUHRILVGHUHFRJQLVHGIURPWKHEDODQFHVKHHW when the contractual rights are realised, mature or are no longer under the FRPSDQ\·VFRQWURO7KLVDOVRDSSOLHVWRSDUWRIDÀQDQFLDODVVHW\$ÀQDQFLDO liability or part thereof is de-recognised from the balance sheet when contractual obligations are met or otherwise extinguished. The same applies to SDUWRIDÀQDQFLDOOLDELOLW\
7KHDFTXLVLWLRQRUGLYHVWPHQWRIÀQDQFLDODVVHWVLVUHFRJQLVHGDWWKH transaction date, which is the date on which the Company undertakes to acquire or divest the asset.
\$ÀQDQFLDODVVHWDQGÀQDQFLDOOLDELOLW\DUHRIIVHWDJDLQVWHDFKDQRWKHU and the net amount recognised in the balance sheet only when there is a legal right to offset the amounts and there is an intention to settle the items
to a net amount or realise the asset and settle the liability simultaneously. )LQDQFLDOLQVWUXPHQWVDUHPHDVXUHGDWIDLUYDOXHDQGFODVVLÀHGLQWRWKH following categories:
Fair value is determined based on the following three levels:
Level 1: According to quoted prices on an active market for the same instrument
/HYHO%DVHGRQGLUHFWO\RULQGLUHFWO\REVHUYDEOHPDUNHWGDWDQRWLQFOXGHG LQ/HYHO
/HYHO%DVHGRQLQSXWGDWDQRWREVHUYDEOHRQWKHPDUNHW
\$OOÀQDQFLDOLQVWUXPHQWVPHDVXUHGDWIDLUYDOXHKDYHEHHQPHDVXUHGDFcording to Level 2.
'HULYDWLYHVDUHFODVVLÀHGDV+HOGIRUWUDGHRU+HOGIRUVDOH+HOGIRUWUDGH – Measurement at fair value occurs in the income statement. Held for sale – Measurement at fair value occurs through other comprehensive income.
See also the section on hedge accounting below.
\$FFRXQWVUHFHLYDEOHDQGORDQVUHFHLYDEOHDUHQRQGHULYDWLYHÀQDQFLDODVVHWV with determined or determinable payments that are not quoted on an active market. They are included among current assets, with the exception of items maturing more than 12 months after the close of the reporting period, which DUHFODVVLÀHGDVQRQFXUUHQWDVVHWV7KH*URXS·VDFFRXQWVUHFHLYDEOHDQG loans receivable consist of accounts receivable and other receivables in the balance sheet. Accounts receivable are recognised net less doubtful accounts receivable. Deductions for doubtful accounts receivable are based on a model in which extended maturities give increased deductions. In addition, an individual assessment is made of accounts receivable, with account taken of anticipated bad debt losses. Other receivables are recognised net less doubtful receivables based on individual assessments with account taken of the expected losses they are expected to incur.
2WKHUÀQDQFLDOOLDELOLWLHVFRQVLVWRIDFFRXQWVSD\DEOHOLDELOLWLHVWREDQNVDQG accrued expenses apart from social security contributions and taxes. Other ÀQDQFLDOOLDELOLWLHVDUHPHDVXUHGDWDPRUWLVHGFRVW
Effective from 1 January 2013, Doro applies hedge accounting for forward currency contracts.
Doro's overall hedging strategy remains in place according to the adopted treasury policy in terms of purpose, amounts, maturities and currencies. The change on 1 January 2013 only pertained to the method of recognising currency hedges entered.
Until 31 December 2012, all revaluations of outstanding foreign exchange WUDQVDFWLRQVZHUHUHFRJQLVHGLQQHWÀQDQFLDOLQFRPHH[SHQVH\$WPDWXULW\ DFFXPXODWHGFKDQJHVLQYDOXHZHUHWUDQVIHUUHGIURPQHWÀQDQFLDOLQFRPH H[SHQVHWRRSHUDWLQJSURÀWORVVOHDGLQJWRÁXFWXDWLRQVLQRSHUDWLQJSURÀW ORVVDQGQHWÀQDQFLDOLQFRPHH[SHQVH
From 1 January 2013, changes in the value of forward exchange contracts FODVVLÀHGDVFDVKÁRZKHGJHVDUHUHFRJQLVHGLQRWKHUFRPSUHKHQVLYHLQcome. Hedge accounting ceases when the underlying exposure enters the balance sheet (i.e. when purchase and sale occur). Accumulated results in the hedging reserve (which is in other comprehensive income) will then be dissolved in the cost of goods sold for forward exchange contracts pertaining to purchases, or in sales for forward exchange contracts pertaining to sales. Value changes pertaining to forward exchange contracts from the date on which hedge accounting ceased will be recognised directly in the cost of goods sold, or sales.
)RUZDUGH[FKDQJHFRQWUDFWVOLQNHGWRFRPPHUFLDOÁRZVQRWVXEMHFWWR KHGJHDFFRXQWLQJDUHFODVVLÀHGDV´KHOGIRUWUDGHµ9DOXHFKDQJHVSHUWDLQLQJ to such foreign exchange transactions have been recognised directly in sales for contracts relating to sales, and in the cost of goods sold for contracts relating to purchases.
Hedge accounting only occurs for forward contracts in EUR, USD, NOK and GBP and which refer to exposures that have not yet entered the balance sheet.
Foreign exchange derivatives linked to liquidity management and loans are QRWVXEMHFWWRKHGJHDFFRXQWLQJ7KH\DUHFODVVLÀHGDV´KHOGIRUWUDGHµ9DOXH changes pertaining to such foreign exchange transactions are recognised in QHWÀQDQFLDOLQFRPHH[SHQVH
At least at every year-end at the close of accounts, an assessment is made as to whether there is any indication of impairment of the carrying amounts of the Group's assets. When there is such an indication, the recoverable amount of the asset is calculated. The recoverable amount is the higher of an asset's net sale value and its value in use. When establishing value in use, present value computation is performed for estimated future payments that the asset is expected to generate during its useful life.
In present value computation, an interest rate before tax is used for the SXUSRVHRIWKHFDOFXODWLRQWKDWUHÁHFWVWKHFXUUHQWPDUNHWLQWHUHVWUDWHDQG the risk attributable to the asset. If the recoverable amount is below the carrying amount then the asset is impaired to its recoverable amount. Reversals of impairment are recognised if there are no grounds for such impairment, except in terms of goodwill. Impairment and reversals of impairment are recognised in the income statement.
At least once a year, an assessment of forecast future earnings and cash ÁRZWUHQGVLVPDGHZLWKUHJDUGWRJRRGZLOO:KHQWKHFDUU\LQJDPRXQWH[ ceeds the recoverable amount, it is impaired.
Depreciation according to plan occurs on a straight-line basis on the historical cost of the asset category and the estimated useful life:
| Tools (for manufacturing products) | |
|---|---|
| (if the product's lifespan is > 1 year) | 2–3 years |
| Computers, cars, furniture, etc. | 2–5 years |
Intangible assets are amortised over their estimated useful life. For capitalised product development, amortisation commences as of market launch of the product in question. Amortisation according to plan occurs on a straight-line basis on the historical cost of the asset category:
| Capitalised expenditure for development work | 1–3 years |
|---|---|
| Trademarks | 5 years |
| Customer register and distribution agreements | 3–5 years |
/HDVHVDUHFODVVLÀHGLQWKH&RQVROLGDWHG\$FFRXQWVDVHLWKHUÀQDQFHRURS-HUDWLQJOHDVHV)LQDQFHOHDVHVH[LVWZKHQWKHÀQDQFLDOULVNVDQGEHQHÀWV associated with ownership are essentially transferred to the lessee. Leases are otherwise considered operating. Leases for company cars, photocopiers, computer equipment and the like are recognised as operating leases. Finance leases occur only to a minor extent.
'RURKDVQRÀQDQFHOHDVHVLQJHQHUDO5HQWVIRUSUHPLVHVDUHLQFOXGHGLQ RSHUDWLQJOHDVHV1RVLJQLÀFDQWOHDVHVZHUHHQWHUHGLQ
,QYHQWRULHVDUHPHDVXUHGDWWKHORZHURIFRVWLQDFFRUGDQFHZLWKWKHÀUVW LQÀUVWRXWSULQFLSOH²),)2 DQGWKHQHWVDOHYDOXHLQDFFRUGDQFHZLWKWKH lowest value principle). Cost is calculated for each delivery.
Technological development is rapid and prices fall regularly. Impairment of inventory is recognised according to a model whereby older inventory gives greater impairment. Different product groups have varying rates of impair-PHQW7KHQHWVDOHYDOXHLVGHÀQHGDVWKHVHOOLQJSULFHOHVVVHOOLQJH[SHQVHV Impairment to the net sale value includes impairment due to technological and commercial obsolescence made in the Group company in question.
Impairment increases according to a scale, with products impaired to 50 percent after 6–12 months as inventory, depending on the product group, and fully impaired after 18 months. In addition, individual impairment tests may be carried out. The measurement technique using different obsolescence steps provides a sound assessment of fair value.
3URYLVLRQVDUHGHÀQHGDVOLDELOLWLHVWKDWDUHXQFHUWDLQLQWHUPRIDPRXQWVRU time of settlement. A provision is recognised when there is an undertaking HQVXLQJIURPDWUDQVSLUHGHYHQWLWLVSUREDEOHWKDWDQRXWÁRZRIUHVRXUFHV will be required in order to settle the undertaking and that the amount can be reliably estimated. Pensions, guarantee commitments, disputes and additional expenses are recognised as provisions in the balance sheet.
Provisions are made for estimated repair expenditure and losses of margins regarding goods that that may be returned within the warranty period (between one and two years from sale to the end user).
A statistical program has been developed that captures outcomes regarding the time at which products are sold until they are returned, the proportion that is repaired, scrapped, compensated for through product exchange or crediting, as well as costs for checking, repairs (including parts) and transport. In the event of deviations (mainly in the share of returned products), warranty provision requirements are changed.
3URYLVLRQIRUZDUUDQWLHVZHUHSUHYLRXVO\FODVVLÀHGDVQRQFXUUHQWOLDELOLW\EXW calculations have shown that the costs are predominantly occurs within a \HDUZK\ZDUUDQW\SURYLVLRQVDWFODVVLÀHGDVDFXUUHQWOLDELOLW\ 7KXVDOVRWKHDPRXQWVDVSHUKDYHEHHQUHFODVVLÀHGDVD current liability.
\$OOWD[H[SHFWHGWREHSD\DEOHRQUHSRUWHGSURÀWLVUHFRJQLVHGLQWKHLQFRPH statement. Such taxes have been calculated according to each country's tax UHJXODWLRQVDQGDUHUHFRJQLVHGLQWKHLWHP7D[RQSURÀWIRUWKH\HDU
The Group's total tax in the income statement consists of current tax RQWD[DEOHSURÀWVIRUWKHSHULRGDQGGHIHUUHGWD[7KHGHIHUUHGWD[PDLQO\ consists of changes in deferred tax assets with respect to loss carry-forwards for tax purposes and other temporary differences.
The Group uses the balance sheet method for calculating deferred tax assets and liabilities. According to the balance sheet method, the calculation is made based on tax rates on the closing date applied to temporary differences between an asset or liability's value in terms of accounting and taxation, and loss carry-forwards for tax purposes. Deferred tax assets are recognised in the balance sheet only to the extent of value that can probably be utilised within the foreseeable future, which the Company considers to be three to four years. An individual assessment is performed of the situation for companies in each country.
&DVKÁRZVWDWHPHQWVDUHSUHSDUHGXVLQJWKHLQGLUHFWPHWKRGZKLFKPHDQV WKDWSURÀWORVVDIWHUÀQDQFLDOLQFRPHH[SHQVHLVDGMXVWHGIRUWUDQVDFWLRQV that did not entail incoming and outgoing payments during the period, and IRULQFRPHDQGH[SHQVHUHODWLQJWRWKHFDVKÁRZRILQYHVWPHQWDFWLYLWLHV
Cash and equivalents comprise cash, bank balances and current investments. In 2013 Doro had no current investments, but in 2012 they consisted of LQYHVWPHQWVLQPXQLFLSDODQGJRYHUQPHQWFHUWLÀFDWHV
As of 2011 Doro monitors its operations by market: the Nordic region, EMEA (Europe, Middle East and Africa), the UK, the US & Canada, and other regions.
The balance sheet items entitled current assets and current liabilities are expected to be recovered or paid within a twelve-month period. All other balance sheet items are recovered or repaid later.
In their preparation of Doro's Consolidated Accounts, the Board of Directors and the CEO, besides estimates made, have made a series of judgements UHJDUGLQJFULWLFDODFFRXQWLQJPDWWHUVWKDWFDQVLJQLÀFDQWO\DIIHFWWKHDPRXQWV recognised. These pertain to the following:
When assessing testing the carrying amounts of goodwill for impairment, DVVXPSWLRQVDUHPDGHDERXWWKHIXWXUHH[SHFWHGSURÀWDQGFDVKÁRZWUHQGIRU the lowest possible cash-generating unit. This is further described in Note 7.
When measuring deferred tax assets, an assessment is made of future surpluses for tax purposes of each company, and thereby of the ability to utilise the loss carry-forwards. The size of the loss carry-forwards is detailed in Note 17.
Individual assessments are made when evaluating credit risks in accounts receivable. The assessment is based on past payment capacity and other information. Doro has in the past had very low realised bad debt losses, but is active in follow up. Refer to Note 23 for further information.
Measurement of inventory is based on an inventory turnover model. In addition, individual assessments are performed based on past sales statistics and sales forecasts compared with product volumes in inventory and in production with suppliers.
Participations in Group companies are measured at historical cost. If the recoverable amount (see section above entitled "Impairment") should prove to be lower, there is an impairment. Impairment of the value of participations in subsidiaries is reversed when there are no longer grounds for such impairment.
7D[OHJLVODWLRQFDQSHUPLWSURYLVLRQVWRSURÀWHTXDOLVDWLRQIXQGVDQGKHQFH HQDEOHWKHXWLOLVDWLRQDQGPDLQWDLQLQJRIUHSRUWHGSURÀWVLQWKHRSHUDWLRQV without them falling subject to immediate taxation. Such untaxed reserves are subject to tax only when they are dissolved for reasons other than covering losses. There are currently no untaxed reserves.
Group contributions that a parent company receives from a subsidiary are UHFRJQLVHGDVÀQDQFLDOLQFRPHDQGJURXSFRQWULEXWLRQVIURPWKHSDUHQW to the subsidiary are recognised either as a participation in the subsidiary, i.e. similar to a shareholder contribution, or as an expense because of the relationship between accounting and taxation.
7KHSDUHQWFRPSDQ\DSSOLHVIDLUYDOXHDFFRXQWLQJIRUÀQDQFLDOLQVWUXPHQWV in accordance with Annual Accounts Act Chap 4:14.
| The Group | Parent Company | |||
|---|---|---|---|---|
| income divided into type of income 2013 | 2012 | 2013 | 2012 | |
| Product sales | 1 134.4 | 821.5 | 990.8 | 821.5 |
| Other revenue | 8.1 | 16.0 | 3.0 | 10.1 |
| Total | 1 142.5 | 837.5 | 993.8 | 831.6 |
| Group | Parent Company | ||||
|---|---|---|---|---|---|
| Other revenue | 2013 | 2012 | 2013 | 2012 | |
| EU funding | 0.7 | –0.9 | 0.7 | –0.9 | |
| Activated development costs | 4.3 | 5.0 | 0.0 | 0.0 | |
| Recovered receivables | 0.5 | 0.4 | 0.0 | 0.0 | |
| Release of provisions | 0.1 | 0.3 | 0.0 | 0.0 | |
| Positive currency effect* | 2.1 | 10.8 | 2.2 | 10.8 | |
| *DLQRQVDOHRIÀ[HGDVVHWV | |||||
| Rent income | 0.1 | 0.2 | 0.0 | 0.0 | |
| Development of software | 0.1 | 0.0 | 0.1 | 0.0 | |
| 8.1 | 16.0 | 3.0 | 10.1 |
| Country | 2013 | 2012 |
|---|---|---|
| France | 227.6 | 173.2 |
| Sweden | 179.9 | 172.9 |
| United Kingdom | 185.2 | 112.2 |
| USA | 171.8 | 81.7 |
| Germany | 187.5 | 55.6 |
| Norway | 50.7 | 51.9 |
| Canada | 34.8 | 41.0 |
| Belgium | 29.8 | 28.8 |
| Denmark | 12.6 | 14.5 |
| Other countries | 54.5 | 89.7 |
| Total | 1 134.4 | 821.5 |
Doro has since 2011 chosen to follow up the operation based on the regions that Doro is active in.
| 2013 | |||||||
|---|---|---|---|---|---|---|---|
| 2SHUDWLQJSURÀW per geographical region |
Nordic |
Europe, 0LGGOH(DVW and Africa |
Germany, \$XVWULDDQG Switzerland |
8QLWHG Kingdom |
86\$DQG Canada |
2WKHU Regions |
Total |
| Income/Net Sales | 271.5 | 277.2 | 201.3 | 182.2 | 204.4 | 5.9 | 1 142.5 |
| Operating cost | –216.4 | –254.4 | –187.5 | –172.9 | –190.1 | –7.5 | –1 028.8 |
| 2SHUDWLQJSURÀW | ² | ||||||
| Depreciation | –8.1 | –8.5 | –4.7 | –5.5 | –7.8 | –0.2 | –34.8 |
| Operating result | 47.0 | 14.3 | 9.1 | 3.8 | 6.5 | –1.8 | 78.9 |
2012
| Europe, | Germany, | ||||||
|---|---|---|---|---|---|---|---|
| 2SHUDWLQJSURÀW | 0LGGOH(DVW | \$XVWULDDQG | 8QLWHG | 86\$DQG | 2WKHU | ||
| per geographical region | Nordic | and Africa | Switzerland | Kingdom | Canada | Regions | Total |
| Income/Net Sales | 274.4 | 231.3 | 55.5 | 130.9 | 125.2 | 20.2 | 837.5 |
| Operating cost | –219.3 | –221.8 | –59.6 | –122.4 | –109.6 | –21.7 | –754.4 |
| 2SHUDWLQJSURÀW | ² | ² | |||||
| Depreciation | –7.0 | –6.2 | –1.4 | –3.3 | –3.2 | –0.6 | –21.7 |
| Operating result | 48.1 | 3.3 | –5.5 | 5.2 | 12.4 | –2.1 | 61.4 |
There has been no transactions between regions in 2013 or 2012. Doro can not report assets and liabilities per segment, because follow–up is only made by the income statement. During 2013 there is a single customer accounting for 14.8% of revenues. 100% of the revenue from this customer is related to the region USA and Canada. For 2012, there was no single customer that exceeded 10% of revenues.
The Group's main part of the material assets are located in Sweden.
| 2013 | ||||||
|---|---|---|---|---|---|---|
| per geographical region | Acquisition value |
Closing depreciations |
Closing value |
Acquisition value |
Closing depreciations |
Closing value |
| Sweden | 31.7 | –27.4 | 4.3 | 30.7 | –19.7 | 11.0 |
| France | 4.0 | –2.8 | 1.2 | 3.5 | –2.3 | 1.2 |
| Germany | 1.7 | –0.4 | 1.3 | 0.0 | 0.0 | 0.0 |
| Hong Kong | 0.6 | –0.4 | 0.2 | 0.7 | –0.4 | 0.3 |
| Other countries | 0.5 | –0.5 | 0.0 | 0.5 | –0.5 | 0.0 |
| Total | 38.5 | –31.5 | 7.0 | 35.4 | –22.9 | 12.5 |
Of the Parent Company's invoicing SEK 42.1 m (0) relates to subsidiaries. Invoicing from subsidiaries to the Parent Company amounted to SEK 67.2 m (58.0). Invoicing between subsidiaries amounted to SEK 0.8 m (0).
Costs for operational rental and leasing charges during the year amounts to SEK 7.5 m (5.7) for the group and SEK 3.0 m (2.5) for the parent company. Agreed future rental and leasing costs fall due for payment as shown below.
| The Group | Parent Company | |||
|---|---|---|---|---|
| Rental and leasing agreements | 2013 | 2012 | 2013 | 2012 |
| Within 1 year | 7.3 | 5.3 | 2.1 | 2.5 |
| Within 2 to 5 years | 13.5 | 7.0 | 2.4 | 4.2 |
| Later than 5 years | 0.0 | 0.0 | 0.0 | 0.0 |
| Total | 20.8 | 12.3 | 4.5 | 6.7 |
| Of whom | ||||
|---|---|---|---|---|
| Number | 2013 | men | 2012 | men |
| Parent Company | 34 | 21 | 32 | 19 |
| Norway | 3 | 3 | 3 | 3 |
| United Kingdom | 9 | 5 | 8 | 4 |
| France | 28 | 14 | 27 | 14 |
| Hong Kong | 8 | 6 | 7 | 6 |
| Germany | 35 | 25 | 0 | 0 |
| Total | 117 | 74 | 77 | 46 |
Salaries, remuneration, social charges and pension cost have appeared with the following amounts:
| The Group | Parent Company | ||||
|---|---|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 | ||
| Salaries and other remuneration | 61.3 | 45.6 | 24.4 | 18.4 | |
| 61.3 | 45.6 | 24.4 | 18.4 | ||
| Payroll overheads excluding | |||||
| pension costs | 18.3 | 12.6 | 7.2 | 5.5 | |
| 18.3 | 12.6 | 7.2 | 5.5 | ||
| Pension costs | 7.3 | 8.1 | 4.9 | 5.7 | |
| RIZKLFKSUHPLXP²EDVHG | |||||
| 7.3 | 8.1 | 4.9 | 5.7 |
| Women | ||||
|---|---|---|---|---|
| Number | 2013 | Women % |
2012 | % |
| Board | 6 | 33 | 5 | 40 |
| Group Management | 7 | 14 | 7 | 17 |
| whereof situated in: | ||||
| Sweden | 3 | 0 | 3 | 0 |
| United Kingdom | 1 | 0 | 1 | 0 |
| France | 3 | 33 | 3 | 33 |
Amongst the senior managers there has been two persons included that are not employed, but have invoiced their fees. One has been placed in Sweden and the other in France.
Including board fee breakdown between board managers, CEO and other employees:
| 2013 | 2012 | |||
|---|---|---|---|---|
| Board | Other and CEO employees |
Board | Other and CEO employees |
|
| Sweden | 3.1 | 22.3 | 2.7 | 16.5 |
| Norway | 2.7 | 2.6 | ||
| United Kingdom | 5.1 | 5.1 | ||
| France | 1.8 | 14.7 | 1.5 | 14.5 |
| Germany | 9.5 | 0.3 | ||
| Hong Kong | 3.1 | 3.2 | ||
| Total | 4.9 | 57.4 | 4.2 | 42.2 |
| 6(.N | Remune ration via |
||
|---|---|---|---|
| The Board 2013 | fees | company | Total |
| Chairman of the Board | 350 | 350 | 700 |
| Other Board members* | 600 | 150 | 750 |
| Total | 950 | 500 | 1,450 |
* Fee to the Chairman of the Board is SEK 350 k (300) and to other Board members SEK 150 k (150) as decided on Annual General Meeting May 14, 2013. The Chairman of the Board and one of the Board Members have invoiced consultancy fees in addition to their Board Fees. Please also see Note 25.
| 6(.N | Bonus and variable remune- |
Other | |||
|---|---|---|---|---|---|
| 6HQLRU([HFXWLYHV 6DODU\ | UDWLRQ 3HQVLRQ EHQHÀWV | 7RWDO | |||
| Jérôme Arnaud (CEO) | 3,722 | 745 | 367 * | 64 | 4,898 |
| Other senior executives 4,302 | 927 | 1,393 | 299 | 6,921 | |
| Total | 8,025 | 1,672 | 1,760 | 363 | 11,819 |
| * Concerns Doro SAS. |
The amounts include salaries and remunerations to employed senior excecutives. In 2013, the management team has consisted of seven persons. In the management team there are two positions on a consultansy basis; CFO until November 2013 on an interim basis and a second person who has been active throughout the year. Both these have invoiced their remunerations to the company. The amounts are not included in the table above but totals to SEK 4.4 m.
| 6(.N The Board 2012 |
fees | Remune ration via company |
Total |
|---|---|---|---|
| Chairman of the Board | 350 | 0 | 350 |
| Other Board members* | 450 | 0 | 450 |
| Total | 800 | 0 | 800 |
* Fee to the Chairman of the Board is SEK 350 k (300) and to other Board members SEK 150 k (100) as decided on Annual General Meeting March 21,2012.
| 6(.N | Bonus and variable remune- |
Other | |||
|---|---|---|---|---|---|
| 6HQLRU([HFXWLYHV 6DODU\ | UDWLRQ 3HQVLRQ EHQHÀWV | 7RWDO | |||
| Jérôme Arnaud (CEO) | 3,431 | 0 | 469* | 64 | 3,964 |
| Other senior executives 5,102 | 188 | 2,022 | 316 | 7,629 | |
| Total | 8,534 | 188 | 2,491 | 380 | 11,593 |
* Concerns Doro SAS.
The amounts include salaries an remunerations to employed Group Manage-PHQW,QWKH*URXS0DQDJHPHQWKDVEHHQH[SDQGHGIURPÀYHWRVHYHQ people. One of these has been a member of the Group Management from January 1, 2012 and the other from October 10,2012. The amounts include salary and remuneration to the Group's former CFO until October, when she left the company. They also include an amount of SEK 1,1 m for the period during which she was no longer operative.The Group Management includes two individuals engaged as consultants: the interim CFO from October 2012 and a second person who has been active throughout the year. Both of those individuals invoice the company for their services. The invoice amounts are not included in the table above, but amounts to SEK 2,6 m.
Fees are paid to the Chairman and other Board members in accordance with decisions made by the AGM. Payment for work on the boards of subsidiaries is made separately. Remuneration to the CEO and other senior executives FRPSULVHVDEDVLFVDODU\YDULDEOHUHPXQHUDWLRQRWKHUEHQHÀWVSULPDULO\D company car) and pension premiums. The balance between basic salary and variable remuneration should be in proportion to the executive's responsibilities and authorities. There are 6 (6) other members of the management team. Average number of senior executives in the management team in 2013: 7 (6).
The retirement age for other senior executives of the Group is 65 and pensions are usually paid in accordance with the general pension plan plus full remuneration for the entire amount of salaries according to the ITP/ITPK SODQV\$OOSHQVLRQEHQHÀWVDUHLUUHYRFDEOHLHQRWGHSHQGHQWRQFRQWLQXHG employment.The retirement age for the CEO is 65 years. No agreements have been signed concerning pension commitments or the equivalent, more than is mentioned in the periods of notice mentioned above, whether for board members or senior executives. Pension plans for senior executive are HVVHQWLDOO\GHÀQHGDQGSUHPLXPKDVEHHQSDLGE\6(.P
%RQXVUHIHUVWRHDUQHGERQXV7KHERQXVLVOLQNHGWRRSHUDWLRQJSURÀW(%,7 The maximum cost of the bonus to senior executives mus not exceed SEK 10.0 m (10.0). The bonus is normally paid out during the year after it is earned.
If notice is served by the company or by the CEO himself, the period of notice is one year. The CEO has the right to salary over 12 months during the period of notice. No severance pay will be paid if notice is given by CEO. Other senior executives have agreement of salary during notice between 3 and 6 months.
These procedures are explained in the Directors' Report.
No member of the Board receives any share-based compensation (options, convertible debentures or similar) issued by Doro or its principal owner. In accordance with the manadate given by the Annual General Meeting on March 23, 2011, all of Doro´s employees have been offered warrants granting them the right to acquire shares at the target price of SEK 35.30 between April 1, 2014 – June 30, 2014 and a warrant price of 3.40.The warrant price was calculated according to the Black & Scholes model,taking into consideration dividend approved by the annual general meeting in 2011, a share price of SEK 28,68, volatility of 29%, riskfree interest of 2,79% and duration of 3,25 year (2011-03-31 – 2014-06-30). The CEO subscribed for 200,000 warrants and the rest of the Group Management subscribed for 155,000 warrants. Doro Incentive AB subscribed for 192,830 warrants possible to be used for future employees. Doro Incentive has purchased 124,000 warrants ,wherof 106,000 during 2013, from employees that have left Doro. Doro Incentive has 316,830 warrants as per 31/12 2013.
| The Group | Parent Company | |||
|---|---|---|---|---|
| income | 2013 | 2012 | 2013 | 2012 |
| Interest income, external | 0.5 | 1.6 | 0.5 | 1.6 |
| Interest income. internal | – | – | 1.5 | 0.0 |
| Exchange rate gain | 0.1 | 0.0 | 0.1 | 0.0 |
| Dividend from Group Caompany | – | 0.0 | 22.2 | 0.0 |
| Total | 0.6 | 1.6 | 24.3 | 1.6 |
| Expenses | ||||
| Interest expenses, external | –1.3 | –0.1 | –0.9 | 0.0 |
| Interest expenses, internal | – | – | –0.5 | –0.6 |
| Exchange rate losses | – | –13.4 | – | –13.4 |
| Total | –1.3 | –13.5 | –1.4 | –14.0 |
| financial net | –0.7 | –11.9 | 22.9 | –12.4 |
Interest income consists of interest earned on bank account balances and from current investments. Interest expense consists of interest on bank loans. At the year end, there were three (two) outstanding bankloans totaling SEK 45.2 m (1.6). Exchange gains and losses of SEK 0.1 m (–13.4) emanate from revaluation of foreign exchange contracts.
| URXSRRGZLOO |
||
|---|---|---|
| Opening cost | 25.8 | 26.4 |
| Acquisitions during the year | 113.1 | 0.0 |
| Exchange rate difference | 3.3 | –0.6 |
| Closing accumulated cost | 142.2 | 25.8 |
| *URXS&XVWRPHUUHJLVWHU and distribution agreements |
2013 | 2012 |
| Acquisition value brought forward | 5.4 | 5.6 |
| Acquisitions during the year | 15.3 | 0.0 |
| Exchange rate difference | 0.5 | –0.2 |
| Closing accumulated acquisition value | 21.2 | 5.4 |
| Write–downs brought forward | –1.5 | –0.4 |
| Write–downs for the year | –4.0 | –1.1 |
| &ORVLQJGHSUHFLDWLRQZULWHGRZQV |
² | ² |
| Closing residual value according to plan | 15.7 | 3.9 |
| 3DUHQWFRPSDQ*RRGZLOO |
||
| Acquisition value brought forward | 19.1 | 19.1 |
| Acquisitions during the year | 0.0 | 0.0 |
| Closing accumulated acquisition value | 19.1 | 19.1 |
| Write-downs brought forward | –19.1 | –17.2 |
| Write-downs for the year | 0.0 | –1.9 |
| &ORVLQJGHSUHFLDWLRQZULWHGRZQV |
² | ² |
| Closing residual value according to plan | 0.0 | 0.0 |
| 3DUHQWFRPSDQ\&XVWRPHUUHJLVWHU |
||
| Acquisition value brought forward | 14.8 | 14.8 |
| Acquisitions during the year | 0.0 | 0.0 |
| Closing accumulated acquisition value | 14.8 | 14.8 |
| Write-downs brought forward | –7.0 | –4.0 |
| Write-downs for the year | –2.9 | –3.0 |
| &ORVLQJGHSUHFLDWLRQZULWHGRZQV |
² | ² |
| Closing residual value according to plan | 4.9 | 7.8 |
The Group assesses the need for goodwill to be written down on an annual basis or when indications of impairment arise. Impairment testing is applied
each other there is no breakdown of this goodwill.
DWWKHORZHVWOHYHOZKHUHVHSDUDEOHFDVKÁRZVFDQEHLGHQWLÀHG Goodwill has been allocated to Doro excluding IVSoch IVS separately. )RU,96VHSDUDEOHFDVKÁRZVFDQEHLGHQWLÀHGEXWVLQFHWKHRWKHU*URXS companies' activities and their contributions are very much dependent on
| 2013 | 2012 | ||||
|---|---|---|---|---|---|
| Doro, other |
ivS | Doro, other |
ivS | ||
| Goodwill | 60.3 | 81.9 | 25.8 | – | |
| Estimate period, coming | 5 years | 5 years | 5 years | – | |
| Average growth period, % | 5 | 4 | 5 | – | |
| Sustainable growth, % | 2 | 2 | 1 | – | |
| Discount rate (WACC) before tax, % | 15 | 18 | 14 | – | |
| Discount rate (WACC) before tax, % | 12 | 12 | 12 | – |
The recoverable value of the unit has been established based on the current YDOXHLQXVHRIIXWXUHFDVKÁRZV)XWXUHFDVKÁRZVDUHHVWLPDWHGRQWKHEDVLV of expected growth rate in accordance with established forecasts for the next ÀYH\HDUV7KHVHIRUHFDVWVDUHEDVHGRQKLVWRULFDOH[SHULHQFHEXWDOVRWDNHV expected future development into account. Assumptions regarding future JURZWKDQGSURÀWDELOLW\DUHEDVHGRQH[WHUQDODQGLQWHUQDOHVWLPDWHVRIPDUNHW growth, past performance and management's assessment of market shares. The WACC discount factor, has been set using the Capital Asset Pricing Model (CAPM). As part of the WACC the risk free interest equivalent to the yield on 10-year government-bonds has been applied with the addition of stock market 's risk premium for small companies. The return requirement has been ascertained based on the optimum capital structure as derived from the capital market. Since the recoverable amount exceeds the carrying amount, no need for impairment is deemed to exist.
Growth rate after 5 years: A change in the growth rate from 2 to 1 percent implies no impairment. Discount rate after tax increases by 1 percentage point: the discount rate after tax changes from 12 to 13 percent. The change implies no impairment.
Growth rate after 5 years: A change in the growth rate from 2 to 1 percent implies no impairment. Discount rate after tax increases by 1 percentage point: the discount rate after tax changes from 12 to 13 percent. The change implies no impairment.
For the Parent Company goodwill was originally acquired internally from Doro Nordic AB and originates from internal divestments of operations in 2002. Goodwill and the customer register in the Parent company are eliminated at the Group level.
The Parent Company acquired from Doro Finans AB the internal brands Doro and Audioline in 2007. These brands are fully depreciated according to plan in. As the brands are acquired internally they are eliminated at group level. In 2011 Doro made the acquisitions of the companies Birdy och Prylos. The WUDGHPDUNUHODWHGWRWKHDFTXLVLWLRQVKDYHEHHQLGHQWLÀHG
| 7KH *URXS%UDQGV |
||
|---|---|---|
| Acquisition value brought forward | 1.0 | 1.1 |
| Acquisitions during the year | 0.0 | 0.0 |
| Exchange rate difference | 0.0 | –0.1 |
| Closing accumulated acquisition value | 1.0 | 1.0 |
| Depreciation according to plan brought forward | –0.3 | –0.1 |
| Depreciation according to plan for the year | –0.2 | –0.2 |
| Closing depreciation according to plan | –0.5 | –0.3 |
| Closing residual value according to plan | 0.5 | 0.7 |
| 3DUHQWFRPSDQ\%UDQGV |
||
| Acquisition value brought forward | 36.8 | 36.8 |
| Acquisitions during the year | 0.0 | 0.0 |
| Closing accumulated acquisition value | 36.8 | 36.8 |
| Depreciation according to plan brought forward | –36.0 | –32.2 |
| Depreciation according to plan for the year | –0.3 | –3.8 |
| Closing depreciation according to plan | –36.3 | –36.0 |
| Closing residual value according to plan | 0.5 | 0.8 |
| The Group's capitalized expenditure IRUGHYHORSPHQWZRUN,7 |
||
| Acquisition value brought forward | 58.7 | 42.3 |
| Acquisitions during the year | 21.4 | 12.7 |
| Exchange rate difference | 0.0 | –0.1 |
| Sales/Disposals | –11.9 | 0.0 |
| 5HFODVVLÀFDWLRQV |
||
| Closing accumulated acquisition value | 76.0 | 58.7 |
| Depreciation according to plan brought forward | –39.3 | –24.4 |
| Depreciation according to plan for the year | –22.0 | –14.9 |
| Sales/Disposals | 11.9 | 0.0 |
| Closing depreciation according to plan | –49.4 | –39.3 |
| Closing residual value according to plan | 26.6 | 19.4 |
| Total closing residual value | 41.5 | 29.2 |
|---|---|---|
| Closing balance | 14.6 | 9.4 |
| Cost accounted | –0.8 | –0.6 |
| New expenditure | 13.8 | 8.7 |
| Balanced during the year | –7.8 | –7.5 |
| Opening balance | 9.4 | 8.8 |
| Ongoing capitalized expenditure IRUGHYHORSPHQWZRUN,7 |
||
| Closing residual value according to plan | 26.9 | 19.8 |
| Closing depreciation according to plan | –49.5 | –39.3 |
| Sales/Disposals | 11.9 | 0 |
| Depreciation according to plan for the year | –22.1 | –15,0 |
| Depreciation according to plan brought forward | –39.3 | –24.3 |
| Closing accumulated acquisition value | 76.4 | 59.1 |
| 5HFODVVLÀFDWLRQV |
||
| Sales/Disposals | –11.9 | 0.0 |
| Acquisitions during the year | 21.4 | 12.7 |
| Acquisition value brought forward | 59.1 | 42.6 |
| 3DUHQWFRPSDQ\&DSLWDOL]HGH[SHQGLWXUH IRUGHYHORSPHQWZRUN,7 |
||
| Total closing residual value | 41.2 | 28.8 |
| Closing balance | 14.6 | 9.4 |
| Cost accounted | –0.8 | –0.6 |
| New expenditure | 13.8 | 8.7 |
| Balanced during the year | –7.8 | –7.5 |
| Opening balance | 9.4 | 8.8 |
| IRUGHYHORSPHQWZRUN,7 |
||
| Ongoing capitalized expenditure |
A depreciation plan of two – three years starts from the date of market introduction of each product.
| The Group | Parent Company | |||
|---|---|---|---|---|
| Equipment and tools | 2013 | 2012 | 2013 | 2012 |
| Acquisition value brought forward | 35.4 | 22.6 | 30.7 | 18.2 |
| Acquisitions during the year | 1.3 | 5.5 | 1.0 | 5.1 |
| Acquisitions | 1.8 | 0 | 0.0 | 0.0 |
| Sales/Disposals | –9.4 | 0.0 | –9.4 | 0.0 |
| 5HFODVVLÀFDWLRQV | ||||
| Exchange rate difference | 0.0 | –0.1 | – | – |
| Closing acquisition value | 29.1 | 35.4 | 22.3 | 30.7 |
| Depreciation according to plan brought forward |
–22.9 | –17.4 | –19.7 | –14.6 |
| Depreciation according | ||||
| to plan for the year | –8.6 | –5.5 | –7.7 | –5.1 |
| Sales/Disposals | 9.4 | 0.0 | –9.4 | 0.0 |
| Closing depreciation | ||||
| according to plan | –22.1 | –22.9 | –18.0 | –19.7 |
| Closing residual value according to plan 7.0 | 12.5 | 4.3 | 11.0 | |
| Ongoing expenditure for Equipment and tools |
2013 | 2012 | 2013 | 2012 |
| Opening balance | 0.0 | 3.7 | 0.0 | 3.7 |
| Balanced during the year | 0.0 | –3.7 | 0.0 | –3.7 |
| Closing balance | 0.0 | 0.0 | 0.0 | 0.0 |
| Total Tangible fixed assets | 7.0 | 12.5 | 4.3 | 11.0 |
| %RRN | 6KDUHKROGHUV· | 3URÀW | %RRN | |||||
|---|---|---|---|---|---|---|---|---|
| No of. | Nominal | value | equity* | and loss | value | |||
| Subsidiary | shares | % | value | 2013 | 2013 | 2013 | 2012 | |
| Doro A/S. Norway | 200 | 100 | NOK | 0.1 Mkr | 0.60 | 1.7 | 0.4 | 0.60 |
| Doro UK Ltd | 3 013 400 | 100 | GBP | 32.1 Mkr | 4.20 | 11.7 | 1.8 | 4.20 |
| Doro SAS | 66 667 | 100 | EUR | 8.9 Mkr | 11.60 | 13.1 | 2.7 | 11.60 |
| Doro Hong Kong Ltd | 4 500 | 100 | HKD | 4.0 Mkr | 5.10 | 4.6 | 0.0 | 5.10 |
| Doro Inc | 3 000 | 100 | USD | 0.0 Mkr | 0.04 | 2.3 | 1.1 | 0.04 |
| Doro Incentive AB | 50 000 | 100 | SEK | 0.1 Mkr | 0.06 | 0.1 | 0.0 | 0.06 |
| Doro Deutschland GmbH | 1 | 100 | EUR | 0.2 Mkr | 0.20 | –0.3 | –0.6 | 0.20 |
| IVS Industrievertretung Schweiger GmbH | 9 239 | 33.33 ** EUR | 0.1 Mkr | 46.50 | 73.2 | 12.2 | 0.00 | |
| 68.3 | 106.4 | 17.6 | 21.8 |
* Equity according to balance sheet of subsidiaries.
** IVS industrievertretung Schweiger GmbH is included to 100% in the Group since Doro Deutschland GmbH owns the remaining 66,67%.
| 2013 | 2012 | |
|---|---|---|
| Opening balance | 21.8 | 21.6 |
| Acquisition | 46.5 | 0.0 |
| Newformed company | 0.0 | 0.2 |
| Closing balance | 68.3 | 21.8 |
| 6XEVLGLDU\ | &RPSDQ\UHJLVWUDWLRQQXPEHU | 5HJLVWHUHGRIÀFHFLW\ | 5HJLVWHUHGRIÀFHFRXQWU\ |
|---|---|---|---|
| Doro A/S | 934210719 | Fredrikstad | Norway |
| Doro UK Ltd | 1180330 | Chalfont St Peter | Storbritannien |
| Doro SAS | 309 662 195 | Versailles | France |
| Doro Hong Kong Ltd | 08194263-000-12-98-6 | Kowloon | Hongkong |
| Doro Inc. | 4706937 810 0 090679976 | New York | USA |
| Doro Incentive AB | 556843-4962 | Lund | Sweden |
| Doro Deutschland GmbH | HRB75859 | Köln | Germany |
| IVS Industrievertretung Schweiger GmbH | HRB 2040 | Amberg | Germany |
| Service and Sales GmbH | HRB 3892 | Amberg | Germany |
| Isidor SAS | 483 742 144 | Montigny le bretonneux | France |
| The Group | Parent Company | |||
|---|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 | |
| Prepaid rent | 0.8 | 0.8 | 0.5 | 0.7 |
| Other prepaid expenses | 2.9 | 2.6 | 2.4 | 1.9 |
| Total | 3.7 | 3.4 | 2.9 | 2.6 |
| No. of shares | voting rights | Class | |
|---|---|---|---|
| A shares | 20,806,174 | 1 vote per share | Normal |
20,806,174 shares at a quota value of SEK 1.00 per share = SEK 20 806 174.
Doro has as a part of the purchase price for IVS GmbH newly-issued 1,457,000 shares in Doro to Helmut Schweiger (95% of the shares) and Hubert Kirsch (5% of the shares) in exchange for their shares in IVS GmbH. As a result of the share issue, the number of shares rised from 19,349,174 to 20,806,174 shares.
The Board of Directors proposes that dividend of SEK 1,50 will be distributed WRWKHVKDUHKROGHUVIRUWKHÀVFDO\HDU
| The Group | Parent Company | |||
|---|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 | |
| Approved credit | 0.0 | 31.5 | 0.0 | 30.0 |
| 8WLOL]HGFUHGLW |
| The Group | Parent Company | |||
|---|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 | |
| Holiday pay liability | 6.2 | 5.3 | 3.3 | 3.3 |
| Payroll overheads | 5.2 | 4.6 | 1.5 | 2.0 |
| Stock accounts interim | 7.6 | 5.7 | 7.6 | 5.7 |
| Other staff liabilities | 3.7 | 1.5 | 3.1 | 0.5 |
| Accrued royalty | 19.4 | 20.9 | 18.9 | 20.9 |
| Accrued customer bonus | 21.8 | 19.7 | 21.8 | 19.5 |
| Other accrued expenses | 19.7 | 22.2 | 16.7 | 19.6 |
| Total | 83.6 | 79.9 | 72.9 | 71.5 |
| The Group | Parent Company | |||
|---|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 | |
| Chattel mortgages | 170.0 | 170.0 | 170.0 | 170.0 |
| Total | 170.0 | 170.0 | 170.0 | 170.0 |
CONTiNGENT liABiliTiES
Doro has no contingent liabilities.
The 2013 AGM elected Göran Neckmar (Ernst & Young AB) to be the auditor of the Parent Company, Doro AB. Ernst & Young will carry out auditing at all large units for the period of one year.
| The Group | Parent Company | |||
|---|---|---|---|---|
| fees and costs | 2013 | 2012 | 2013 | 2012 |
| Auditing assignments | 1.3 | 0.8 | 0.8 | 0.6 |
| Auditing outside the assignment | – | – | – | – |
| Tax assignments | 0.6 | 0.7 | 0.6 | 0.7 |
| Other advisory services by auditors | 2.6 | 0.8 | 0.6 | 0.7 |
| Total | 4.5 | 2.3 | 2.0 | 2.0 |
Auditing assignments refer to the auditing of the Annual Report, the accounts and the administration by the Board of Directors and the CEO. Auditing assignments also include what the company's auditors are required to perform, advise on, or other contributions resulting from observations made during this auditing work or while carrying out these assignments.
| TAXES | The Group | Parent Company | ||
|---|---|---|---|---|
| 7D[HVRQSURÀWORVVIRUWKH\HDU | ||||
| Current tax | –13.1 | –0.3 | –4.4 | 0.0 |
| Deferred tax | –4.5 | 3.7 | –6.1 | 4.3 |
Connection between the tax expense for the year and the reported earnings before tax:
7RWDOWD[RQSURÀWORVVIRUWKH\HDU ² ²
| The Group | Parent Company | ||||
|---|---|---|---|---|---|
| Taxes | 2013 | 2012 | 2013 | 2012 | |
| 5HSRUWHGSURÀWORVVEHIRUHWD[ | |||||
| Tax at current rate 22% (26.3) | –17.2 | –13.0 | –17.6 | –8.6 | |
| Non-deductible expenses | –0.4 | –0.3 | –0.1 | –0.1 | |
| Non-taxable income | 0.3 | 1.4 | 0.3 | 1.4 | |
| Tax effect on Group dividends | –0.6 | 0.0 | 4.9 | 0.0 | |
| Utilisation of previously unrecognized tax loss carryforwards |
0.0 | 1.4 | 0.0 | 1.4 | |
| Temporary differences without corre | |||||
| sponding capitalization of deferred tax 0.0 | 0.0 | 0.0 | 0.0 | ||
| Change in valuation | |||||
| in losses carryforwards | 0.7 | 0.4 | 0.0 | 0.0 | |
| Change in valuation | |||||
| of temporary differences | 2.0 | 13.0 | 2.0 | 11.0 | |
| Adjustment for change in tax rate | 0.0 | –0.6 | 0.0 | –0.8 | |
| Adjustment for tax rates in foreign Group company |
–2.4 | 1.0 | 0.0 | 0.0 | |
| Reported tax | –17.6 | 3.4 | –10.5 | 4.3 |
Temporary differences arise in those cases where accounted values of assets or liabilities and their tax value are different. Temporary differences, unutilized losses carry forward and other future tax deductions have led to deferred tax liabilities and tax assets for the following:
| The Group | Parent Company | |||
|---|---|---|---|---|
| Deferred tax asset | 2013 | 2012 | 2013 | 2012 |
| Unutilized losses carry forward | 0.0 | 4.0 | 0.0 | 4.0 |
| Temporary differences, provisions | 20.6 | 14.6 | 11.5 | 14.6 |
| Temporary differences, other | 0.1 | 2.4 | 3.1 | 1.7 |
| Total reported deferred tax asset | 20.7 | 21.0 | 14.6 | 20.3 |
Deferred tax assets are shown for unutilized losses carried forward and temporary differences in the balance sheet, when they are calculated to be used in the near future. A single calculation is made for each company with respect to past earnings trends, future plans and the option of using losses carried forward.
Of the consolidated losses carried forward, SEK 83 m (78) can be used without a time limit being imposed. None of the consolidated losses are restricted in time. The substantial remaining losses are in the United Kingdom and France.
| losses carry forward fall due as follows | 2013 | 2012 |
|---|---|---|
| Without limit | 83 | 78 |
| Total | 83 | 78 |
Non-accounted deferred tax assets in the balance sheet concerning unutilized taxable losses carry forward amount to:
| The Group | Parent Company | ||
|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 |
| 20 | 18 | 0 | 0 |
Goodwill is attributable to future customers and products, cross-selling oppurtunities for Doro, ability to improve future Doro products with advanced features for acquired technical know-how, and skilled development team. The acquisitions are expected to generate costsavings as a result of economies of scale.
Costs directly related to the acquisitions SEK 7.1 m has been accounted for in other external costs in 2013 in the Group.
On May 13, Doro acquired 100 percent of the German company IVS Industrievertretung Schweiger GmbH. The acquisition of IVS leads to a reinforcement of Doro's market position in Germany, the opportunity to grow faster in other German-speaking countries and expansion into the growing Eastern European PDUNHW,96IRUWKHIXOO\HDUKDGVDOHVRI6(.PDQGDSURÀWDIWHU tax of SEK –0.4 m. Since the acquisition date, IVS has generated sales of 6(.PDQGDSURÀWDIWHUWD[RI6(.P2QWKHDFTXLVLWLRQGDWH the headcount was 64. Costs directly attributable to the acquisition of SEK PKDVEHHQDFFRXQWHGIRULQWKHSURÀWDQGORVV
7KHÀJXUHVIRUWKHDFTXLUHGQHWDVVHWVDQGJRRGZLOODUHSUHVHQWHGEHORZ
| fair value | SEK(m) |
|---|---|
| Intangible assets | 12.3 |
| Fixed assets | 1.6 |
| Deferred tax asset | 4.6 |
| Stock | 45.0 |
| Accounts receivable trade | 62.2 |
| Other current assets | 10.0 |
| Cash and bank | 2.5 |
| Provisions | –21.2 |
| Interestbearing liabilities | –9.2 |
| Accounts payable, trade | –27.1 |
| Other current debts | –11.0 |
| Acquired net assets | 69.7 |
| Goodwill | 79,6 |
| Net debt in acquired company | 6.6 |
|---|---|
| Contingent consideration | –12.6 |
| Deferred payment | –16.7 |
| Share issue in kind | –40.6 |
Total purchase consideration 149.3
&KDQJHLQWKH*URXS·VFDVKÁRZUHVXOWLQJIURPWKHDFTXLVLWLRQ
The deferred payment is reported as a short-term liability, while the contingent consideration is reported as a long-term'liability. The contingent consideration RI(85PLVÀ[HGEXWFRQGLWLRQHGWRWKHFRPSDQ\UDHFKLQJDPLQLPXP result. Payment shall not be made before January 10, 2015.
Doro acquired July 3rd, its French software design partner Isidor SAS. The acquisition secures and strengthens Doro's development team and gives Doro increased opportunities to shorten the indtroduction time of smartphones for seniors and programs for easy access to the Internet for tablets and computers. The acquisition price amounts, on a cash and debt free basis, to EUR 2.8 million in cash, with a maximum purchase consideration of EUR 2.2 million based on the results for 2013 and the next 2 years. Isidor had IRUWKHIXOO\HDUVDOHVQHWLQFRPHRI6(.NDQGDSURÀWDIWHUWD[RI SEK 34 k. Since the acquisition date, Isidor had sales/net income of SEK NDQGDSURÀWDIWHUWD[RI6(.N\$FTXLVLWLRQFRVWVRI6(.P KDVEHHQDFFRXQWHGIRULQWKH*URXS·VSURÀWDQGORVV\$WWKHDFTXLVLWLRQGDWH the headcount was seven.
7KHÀJXUHVIRUWKHDFTXLUHGQHWDVVHWVDQGJRRGZLOODUHSUHVHQWHGEHORZ
| fair value | SEK(m) |
|---|---|
| Intangible assets | 3.0 |
| Fixed assets | 0.2 |
| Accounts receivable trade | 2.9 |
| Other current assets | 0.3 |
| Tax receivable | 0.4 |
| Cash and bank | 0.8 |
| Interestbearing liabilities | –0.3 |
| Accounts payable, trade | –1.0 |
| Other current debts | –2.4 |
| Deferred tax liability | –1.0 |
| Acquired net assets | 2.9 |
| Goodwill | 33.5 |
| Total purchase consideration | 36.4 |
| Net debt in acquired company | –0.5 |
|---|---|
| Contingent consideration | –11.7 |
&KDQJHLQWKH*URXS·VFDVKÁRZUHVXOWLQJIURPWKHDFTXLVLWLRQ
December 31, the contingent consideration was estimated to SEK 11.7 m whereof SEK 0.7 m is a accounted for as a short–term liability and SEK 11.0 m as a long–term liability.
During 2012 and 2013 no contingent consideration has been paid. Contingent consideration has been revalued to SEK 0 as per December 31, 2013. The resulteffect of this revaluation SEK 1.4 m is accounted for in the operating UHVXOWLQRWKHUH[WHUQDOFRVWV,QWKHFDVKÁRZDQDO\VLVLWLVDFFRXQWHGIRUDV adjustments for other non-cash items.
Contingent consideration has been revalued per December 31, 2013 to barely SEK 0.0 m, accounted for as a current liability. The resulteffect of this revaluation SEK 2.3 m is accounted for in the operating result in other H[WHUQDOFRVWV,QWKHFDVKÁRZDQDO\VLVLWLVDFFRXQWHGIRUDVDGMXVWPHQWV for other non–cash items. During 2012 and 2013 no contingent consideration has been paid.
| fiNiShED GOODS AND GOODS fOR RESAlE | ||
|---|---|---|
| The Group | 2013 | 2012 |
| Opening gross stock | 96.9 | 65.2 |
| Acquisition | 50.0 | 0.0 |
| Change in gross stock | –4.6 | 31.7 |
| ,QWHUQDOSURÀWLQVWRFN |
² |
² |
| Exchange rate difference | 1.3 | – |
| Closing gross stock | 141.2 | 96.9 |
| Opening write–downs of stock | –5.6 | –5.0 |
| Acquisition | –5.0 | 0.0 |
| Change in write–downs of stock | –0.2 | –0.5 |
| Exchange rate difference | –0.1 | – |
| Closing write–downs of stock * | –10.9 | –5.6 |
| Net stock in balance sheet | 130.3 | 91.3 |
* Acquisition value for the inventory that write-downs of stock of SEK 10.9 m (5.6) relates to is based on inventory book value of SEK 30.4 m (26.6).
| Parent company | 2013 | 2012 |
|---|---|---|
| Opening gross stock | 96.9 | 65.2 |
| Change in gross stock | –4.0 | 31.7 |
| Closing gross stock | 92.9 | 96.9 |
| Opening write-downs of stock | –5.6 | –5.0 |
| Change in write-downs of stock | 0.3 | –0.5 |
| Closing write-downs of stock* | –5.3 | –5.6 |
| Net stock in balance sheet | 87.6 | 91.3 |
* Acquisition value for the inventory reserve of SEK 5.3 m (5.6) is based on inventory book value of SEK 20.9 m (26.6).
| The Group | Parent Company | ||||
|---|---|---|---|---|---|
| Deferred tax asset | 2013 | 2012 | 2013 | 2012 | |
| Opening balance | 27.5 | 23.9 | 27.5 | 23.9 | |
| Acquisition | 6.9 | 0.0 | 0.0 | 0.0 | |
| Amount released | –39.3 | –31.9 | –39.3 | –31.9 | |
| New allocations | 45.8 | 35.5 | 45.5 | 35.5 | |
| Exchangeratedifference | 0.2 | 0.0 | – | – | |
| Closing balance | 41.1 | 27.5 | 33.7 | 27.5 |
| The Group | 2012 | 2012 |
|---|---|---|
| Opening balance | 1.5 | 1.1 |
| Amount released | 0.0 | 0.0 |
| New allocations | 0.2 | 0.4 |
| Closing balance | 1.7 | 1.5 |
| The Group | Parent Company | |||||
|---|---|---|---|---|---|---|
| 2013 | 2012 | 2013 | 2012 | |||
| Opening balance | 67.9 | 57.9 | 67.9 | 57.3 | ||
| Acquisitions | 14.3 | 0.0 | 0.0 | 0.0 | ||
| Amount released | 0.0 | –5.0 | 0.0 | –5.0 | ||
| New allocations | 4.0 | 21.2 | 2.8 | 21.2 | ||
| Unutilized amount cancelled | –19.6 | –6.2 | –19.6 | –5.6 | ||
| 5HFODVVLÀFDWLRQ | ||||||
| Exchangeratedifference | 0.4 | 0.0 | – | – | ||
| Closing balance | 68.2 | 67.9 | 52.3 | 67.9 | ||
| The Group | Parent Company | |||||
| 2013 | 2012 | 2013 | 2012 | |||
| Additional costs | 68.0 | 66.6 | 52.3 | 66.6 | ||
| Other allocations | 0.2 | 1.3 | 0.0 | 1.3 | ||
| Closing balance | 68.2 | 67.9 | 52.3 | 67.9 |
Additional costs
Additional costs include costs that are known but that have not been debited at the time of invoicing and those that are unknown but expected at the time of invoicing. The provision for additional costs is charged against costs for goods sold to obtain correct allocation by period of the gross margin.
The Board of Directors of Doro has adopted a treasury policy that regulates KRZÀQDQFLDOULVNVDUHWREHLGHQWLÀHGDQGPDQDJHG5LVNPDQDJHPHQWDLPV WRUHGXFHRUHOLPLQDWHULVNV7KHPDLQREMHFWLYHLVWRDFKLHYHDORZULVNSURÀOH
Doro AB (parent company) has the overall responsibility for the Group's ÀQDQFLDOULVNPDQDJHPHQWLQFOXGLQJFXUUHQF\ULVNPDQDJHPHQWOLTXLGLW\ management and cash management. Centralisation and coordination enable substantial economies of scale with respect to the terms obtained for ÀQDQFLDOWUDQVDFWLRQVDQGÀQDQFLQJ7KHULVNVWRZKLFK'RURLVH[SRVHGDUH described below.
7KH*URXSLVSULPDULO\H[SRVHGWRFUHGLWULVNDVVRFLDWHGZLWKÀQDQFLDOLQYHVWments and in accounts receivable, as well as counterparty risk associated with futures hedging. Credit and counterparty risks are managed centrally by the parent company of Doro AB and and regulated by the treasury policy. Financial instruments may only be done with counterparties/issuers within the categories government, municipalities and banks. At 31 December 2013, current investments in municipalities and government amounted to SEK 0.0 m (70.0).
The value of accounts receivable amounted to SEK 248.6 m (165.9). In recent years Doro has experienced very low credit losses (less than 0.5 percent of sales) due to the fact that the main customer group is large businesses with regular trade. The single largest customer accounts for 14.8 percent (9.7) of Group sales. In most countries Doro operates without credit insurance.
| Group | Group | |
|---|---|---|
| Age analysis of accounts receivable | 2013 | 2012 |
| Not yet due | 224.0 | 126.7 |
| Due for payment < 60 days | 21.4 | 34.9 |
| Due for payment > 60 days | 3.2 | 4.3 |
| Total accounts receivable | 248.6 | 165.9 |
| Expected bad debt losses | –5.1 | –4.9 |
| \$FFRXQWVUHFHLYDEOHLQWKHÀQDQFLDOVWDWHPHQWV | ||
| impaired accounts receivable | Group 2013 |
Group 2012 |
| Opening balance | –4.9 | –3.8 |
| Expected bad debt losses | –0.9 | –1.5 |
| &RQÀUPHGEDGGHEWORVVHV |
² |
|
| Amount reversed | 0.8 | 0.4 |
| Closing balance | –5.1 | –4.9 |
Other receivables
Other receivables are not yet due.
At 31 December 2013, the Group had SEK 45.2 m (1.6) in interest-bearing liabilities, of which SEK 0.9 m (0.8) falls due within twelve months. In connection with Doro obtaining a new loan, previous overdraft facilities were cancelled. At 31 December 2013, Group liquidity amounted to SEK 123.9 m (141.1), ZKLFKLQFOXGHVÀQDQFLDOLQYHVWPHQWVDQGEDQNEDODQFHV
Doro is exposed to foreign exchange risks caused by unfavourable exchange UDWHÁXFWXDWLRQVWKDWPD\DIIHFWVDOHVHDUQLQJVDQGHTXLW\5LVNVDQGULVN management are described below, broken down into transaction exposure and translation exposure.
Transaction exposure arises when sales and purchases take place in foreign currencies. Doro has income and expenses in different currencies. Goods are primarily purchased in USD, while sales are commonly in EUR, GBP and the Nordic currencies. In accordance with the treasury policy, forecast net ÁRZVDUHKHGJHGRQDTXDUWHUO\EDVLVIRUSHULRGVIRUZKLFKWKHSULFHOLVWLVVHW at between 75 and 100 percent. The hedge horizon can thus vary between three and six months. Foreign exchange management is centralised at the ÀQDQFHGHSDUWPHQWRI'RUR\$%ZKLFKEX\VDQGVHOOVFXUUHQFLHVXQGHUWKH treasury policy.
Effective from 1 January 2013, Doro applies hedge accounting in accordance with IFRS. Doro's overarching hedging strategy remains in place in accordance with the adopted treasury policy. The change on 1 January 2013 only pertained to the method of recognising currency hedges entered. (see accounting principles for further information).
| Before | After | Before | After | |
|---|---|---|---|---|
| hedging hedging hedging hedging | ||||
| 2013 | 2013 | 2012 | 2012 | |
| CAD | 15 | 8 | 22 | 2 |
| NOK | 16 | 8 | 25 | 4 |
| EUR | 109 | 2 | 105 | 6 |
| GBP | 66 | 11 | 44 | –2 |
| USD | –152 | –2 | –163 | –56 |
The table shows outstanding transaction exposure at year-end for the hedged SHULRG7KHKHGJHGSHULRGDVSHUWKHHQGRI'HFHPEHUUHIHUVWRÁRZVWKURXJK the end of May.
Translation exposure arises when foreign assets and liabilities, as well as the income statements of foreign subsidiaries, are translated into SEK upon consolidation. Doro does not hedge the translation exposure.
At year-end the value of foreign net assets was SEK 110 m (49). The breakdown by currency is shown in the table below.
| value of foreign assets | 2013 | 2012 |
|---|---|---|
| USD | 2 | 1 |
| NOK | 2 | 3 |
| EUR | 89 | 31 |
| GBP | 12 | 10 |
| HKD | 5 | 5 |
| Total | 110 | 49 |
| Group 2013 | Derivatives KHOGIRU trade |
Derivatives subject WRKHGJH accounting |
6DOHDEOH assets |
Accounts receivable DQGORDQV receivable |
Other ÀQDQFLDO liabilities |
&DUU\LQJ amount |
)DLU value |
|---|---|---|---|---|---|---|---|
| Accounts receivable | 243.5 | 243.5 | 243.5 | ||||
| Other receivables | 4.9 | 4.9 | 4.9 | ||||
| Currency futures | 0.1 | 0.3 | 0.4 | 0.4 | |||
| Current investments | 0.0 | 0.0 | |||||
| Bank balances | 123.9 | 123.9 | 123.9 | ||||
| Assets | 0.1 | 0.3 | 123.9 | 248.4 | 0.0 | 372.6 | 372.6 |
| Currency futures | 4.1 | 4.1 | 4.1 | ||||
| Liabilities to credit institutions | 45.2 | 45.2 | 45.2 | ||||
| Accounts payable | 165.4 | 165.4 | 165.4 | ||||
| Other liabilities | 121.2 | 121.2 | 121.2 | ||||
| liabilities | 0.0 | 4.1 | 0.0 | 0.0 | 331.8 | 335.9 | 335.9 |
| Accounts receivable | 161.0 | 161.0 | 161.0 | ||||
|---|---|---|---|---|---|---|---|
| Other receivables | 0.4 | 0.4 | 0.4 | ||||
| Currency futures | 0.0 | 0.0 | |||||
| Current investments | 70.0 | 70.0 | 70.0 | ||||
| Bank balances | 71.1 | 71.1 | 71.1 | ||||
| Assets | 0.0 | 0.0 | 141.1 | 161.4 | 0.0 | 302.5 | 302.5 |
| Currency futures | 3.0 | 3.0 | 3.0 | ||||
| Liabilities to credit institutions | 1.6 | 1.6 | 1.6 | ||||
| Accounts payable | 122.5 | 122.5 | 122.5 | ||||
| Other liabilities | 76.6 | 76.6 | 76.6 | ||||
| liabilities | 3.0 | 0.0 | 0.0 | 0.0 | 200.7 | 203.7 | 203.7 |
Group 2012
| Parent Company 2013 | Derivatives KHOGIRU trade |
Derivatives subject WRKHGJH accounting |
6DOHDEOH assets |
Accounts receivable DQGORDQV receivable |
Other ÀQDQFLDO liabilities |
&DUU\LQJ amount |
)DLU value |
|---|---|---|---|---|---|---|---|
| Accounts receivable | 189.1 | 189.1 | 189.1 | ||||
| Receivables from Group companies | 113.2 | 113.2 | 113.2 | ||||
| Other receivables | 1.1 | 1.1 | 1.1 | ||||
| Currency futures | 0.1 | 0.3 | 0.4 | 0.4 | |||
| Current investments | 0.0 | 0.0 | |||||
| Bank balances | 94.9 | 95.0 | 95.0 | ||||
| Assets | 0.1 | 0.3 | 94.9 | 303.4 | 0.0 | 398.7 | 398.7 |
| Currency futures | 4.1 | 4.1 | 4.1 | ||||
| Liabilities to credit institutions | 44.3 | 44.3 | 44.3 | ||||
| Accounts payable | 140.6 | 140.6 | 140.6 | ||||
| Receivables from Group companies | 20.1 | 20.1 | 20.1 | ||||
| Other liabilities | 71.2 | 71.2 | 71.2 | ||||
| liabilities | 0.0 | 4.1 | 0.0 | 0.0 | 276.2 | 280.3 | 280.3 |
| Parent company 2012 | |||||||
| Accounts receivable | 160.0 | 160.0 | 160.0 | ||||
| Receivables from Group companies | 0.1 | 0.1 | 0.1 | ||||
| Other receivables | 0.3 | 0.3 | 0.3 | ||||
| Currency futures | 0.0 | 0.0 | |||||
| Current investments | 70.0 | 70.0 | 70.0 | ||||
| Bank balances | 68.6 | 68.6 | 68.6 | ||||
| Assets | 0.0 | 0.0 | 138.6 | 160.4 | 0.0 | 299.0 | 299.0 |
| Currency futures | 3.0 | 3.0 | 3.0 | ||||
| Liabilities to credit institutions | 0.0 | 0.0 | |||||
| Accounts payable | 119.5 | 119.5 | 119.5 | ||||
| Receivables from Group companies | 41.3 | 41.3 | 41.3 | ||||
| Other liabilities | 69.5 | 69.5 | 69.5 | ||||
| liabilities | 3.0 | 0.0 | 0.0 | 0.0 | 230.3 | 233.3 | 233.3 |
The breakdown of fair value determination is performed at the following three levels:
Level 1: According to quoted prices on an active market for the same instrument.
Level 2: Based on directly or indirectly observable market data not included in Level 1.
Level 3: Based on input date not observable on the market.
\$OOÀQDQFLDOLQVWUXPHQWVPHDVXUHGDWIDLUYDOXHLQWKHWDEOHDERYHKDYHEHHQPHDVXUHGDFFRUGLQJWR/HYHO
'XULQJWKH\HDU'RUR\$%UDLVHGDORDQRI(85PLOOLRQ7KHÀUVWLQVWDOOment takes place 2015-03-31 and thereafter quarterly. The interest rate LVGHWHUPLQHGTXDUWHUO\DQGWKHPDWXULW\GDWHLV\$OOÀQDQFLDO covenants are met by 2013-12-31.
| The Group | Parent Company | |||||
|---|---|---|---|---|---|---|
| long term liabilities | 2013 | 2012 | 2013 | 2012 | ||
| Amounts that fall due in 1–5 years | 44.3 | 0.0 | 44.3 | 0.0 | ||
| Amounts that fall due later than 5 years |
0.0 | 0.0 | 0.0 | 0.0 | ||
| Total | 44.3 | 0.0 | 44.3 | 0.0 |
In 2013, the Chairman Bo Kastensson and the board member Jonas Mårtensson billed consulting services to Doro AB. The compensation has been made on market terms and refer to advisory services in the IVS acquisition process. Bo Kastensson has through his company Kasing Advisor AB billed SEK 350 000, plus VAT. Jonas Mårtensson has through his company JNM Invest billed SEK 150 000, plus VAT.
Compensations is included in acquisition costs for IVS. They are enabled by the Parent company and booked among Other external costs in the Group. In 2012, there were no related party transactions.
The undersigned hereby pledge that the consolidated accounts and the annual report have been drawn up in accordance with the International Financial Reporting Standards (IFRS) as adopted by the EU and according to good accounting practices and give a true picture of the Group´s and company´s position and earnings, and the consolidated directors´report and directors´report give a true overview of developments in the Group´s and company´s business, SRVLWLRQDQGHDUQLQJVDQGGHVFULEHVVLJQLÀFDQWULVNVDQGXQFHUWDLQW\IDFWRUVIDFHGE\*URXSFRPSDQLHV
Lund, April 10, 2014
Bo Kastensson &KDLUPDQRIWKH%RDUG
Charlotta Falvin Fredrik Hedlund Karin Moberg Jonas Mårtensson Jérôme Arnaud %RDUGPHPEHU %RDUGPHPEHU %RDUGPHPEHU %RDUGPHPEHU &(2
My auditor´s report was submitted on April 11, 2014.
Ernst & Young AB
Göran Neckmar \$XWKRUL]HG3XEOLF\$FFRXQWDQW
To the annual meeting of the shareholders Doro AB (publ), corporate identity number 556161-9429
We have audited the annual accounts and consolidated accounts of Doro AB (publ) for the year 2013, except for the corporate governance statement on pages 16–21. The annual accounts and consolidated accounts of the company are included in the printed version of this document on pages 9–48.
Director for the annual accounts and consolidated accounts The Board of Directors and the Managing Director are responsible for the preparation and fair presentation of these annual accounts in accordance with the Annual Accounts Act and of the consolidated accounts in accordance with International Financial Reporting Standards, as adopted by the EU, and the Annual Accounts Act, and for such internal control as the Board of Directors and the Managing Director 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.
Our responsibility is to express an opinion on these annual accounts and consolidated accounts based on our audit. We conducted our audit in accordance with International Standards on Auditing and generally accepted auditing standards in Sweden. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the annual accounts and consolidated accounts are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the annual accounts and consolidated accounts. The procedures selected depend on the auditor's judgement, including the assessment of the risks of material misstatement of the annual accounts and consolidated accounts, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the company's preparation and fair presentation of the annual accounts and consolidated accounts in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Board of Directors and the Managing Director, as well as evaluating the overall presentation of the annual accounts and consolidated accounts.
:HEHOLHYHWKDWWKHDXGLWHYLGHQFHZHKDYHREWDLQHGLVVXIÀFLHQWDQG appropriate to provide a basis for our audit opinions.
In our opinion, the annual accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the ÀQDQFLDOSRVLWLRQRIWKHSDUHQWFRPSDQ\DVRI'HFHPEHUDQGRILWV ÀQDQFLDOSHUIRUPDQFHDQGLWVFDVKÁRZVIRUWKH\HDUWKHQHQGHGLQDFFRUdance with the Annual Accounts Act. The consolidated accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in DOOPDWHULDOUHVSHFWVWKHÀQDQFLDOSRVLWLRQRIWKHJURXSDVRI'HFHPEHU DQGRIWKHLUÀQDQFLDOSHUIRUPDQFHDQGFDVKÁRZVIRUWKH\HDUWKHQ ended in accordance with International Financial Reporting Standards, as adopted by the EU, and the Annual Accounts Act. Our opinions do not cover the corporate governance statement on pages 16–21. The statutory administration report is consistent with the other parts of the annual accounts and consolidated accounts.
We therefore recommend that the annual meeting of shareholders adopt the income statement and balance sheet for the parent company and the group.
In addition to our audit of the annual accounts and consolidated accounts, ZHKDYHDOVRDXGLWHGWKHSURSRVHGDSSURSULDWLRQVRIWKHFRPSDQ\·VSURÀW or loss and the administration of the Board of Directors and the Managing Director of Doro AB (publ) for the year 2013. We have also conducted a statutory examination of the corporate governance statement.
The Board of Directors is responsible for the proposal for appropriations RIWKHFRPSDQ\·VSURÀWRUORVV7KH%RDUGRI'LUHFWRUVDQGWKH0DQDJLQJ Director are responsible for administration under the Companies Act and that the corporate governance statement on pages 16–21 has been prepared in accordance with the Annual Accounts Act.
Our responsibility is to express an opinion with reasonable assurance on WKHSURSRVHGDSSURSULDWLRQVRIWKHFRPSDQ\·VSURÀWRUORVVDQGRQWKHDGministration based on our audit. We conducted the audit in accordance with generally accepted auditing standards in Sweden.
As a basis for our opinion on the Board of Directors' proposed appropri-DWLRQVRIWKHFRPSDQ\·VSURÀWRUORVVZHH[DPLQHGWKH%RDUGRI'LUHFWRUV· reasoned statement and a selection of supporting evidence in order to be able to assess whether the proposal is in accordance with the Companies Act.
As a basis for our opinion concerning discharge from liability, in addition to our audit of the annual accounts and consolidated accounts, we examined VLJQLÀFDQWGHFLVLRQVDFWLRQVWDNHQDQGFLUFXPVWDQFHVRIWKHFRPSDQ\LQ order to determine whether any member of the Board of Directors or the Managing Director is liable to the company. We also examined whether any member of the Board of Directors or the Managing Director has, in any other way, acted in contravention of the Companies Act, the Annual Accounts Act or the Articles of Association.
:HEHOLHYHWKDWWKHDXGLWHYLGHQFHZKLFKZHKDYHREWDLQHGLVVXIÀFLHQW and appropriate in order to provide a basis for our opinions.
Furthermore, we have read the corporate governance statement and based on that reading and our knowledge of the company and the group we EHOLHYHWKDWZHKDYHREWDLQHGDVXIÀFLHQWEDVLVIRURXURSLQLRQ7KLVPHDQV that our statutory 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.
:HUHFRPPHQGWRWKHDQQXDOPHHWLQJRIVKDUHKROGHUVWKDWWKHSURÀWEH appropriated in accordance with the proposal in the statutory administration report and that the members of the Board of Directors and the Managing 'LUHFWRUEHGLVFKDUJHGIURPOLDELOLW\IRUWKHÀQDQFLDO\HDU
A corporate governance statement has been prepared, and its statutory content is consistent with the other parts of the annual accounts and the consolidated accounts.
Malmö, April 11, 2014 Ernst & Young AB
Göran Neckmar Authorized Public Accountant
| SEK m | 2013 | 2012 | ||||||
|---|---|---|---|---|---|---|---|---|
| QuARTERly EARNiNGS | Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 |
| Net sales | 209 | 273 | 279 | 381 | 170 | 156 | 211 | 300 |
| Operating expenses | –195 | –248 | –250 | –336 | –153 | –147 | –189 | –265 |
| 2SHUDWLQJSURÀWEHIRUHGHSUHFLDWLRQDPRUWLVDWLRQ | ||||||||
| Scheduled depreciation/amortisation and impairment | –7 | –8 | –9 | –12 | –5 | –4 | –6 | –7 |
| 2SHUDWLQJSURÀWDIWHUGHSUHFLDWLRQDPRUWLVDWLRQ | ||||||||
| 1HWÀQDQFLDOLQFRPHH[SHQVH | ² | ² | ||||||
| 3URÀWDIWHUÀQDQFLDOLQFRPHH[SHQVH | ||||||||
| 7D[RQSURÀWIRUWKHSHULRG | ² | ² | ² | ² | ² | ² | ||
| 1HWSURÀW | ||||||||
| QuARTERly CONSOliDATED BAlANCE ShEET | Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 |
| ,QWDQJLEOHÀ[HGDVVHWV | ||||||||
| Property, plant and equipment | 11 | 11 | 9 | 7 | 8 | 8 | 14 | 12 |
| Financial assets | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Deferred tax assets | 21 | 15 | 13 | 21 | 17 | 17 | 31 | 21 |
| Inventory | 87 | 132 | 133 | 130 | 67 | 67 | 83 | 91 |
| Current receivables | 133 | 233 | 224 | 267 | 118 | 108 | 136 | 191 |
| Cash and bank balances | 145 | 111 | 68 | 124 | 89 | 107 | 114 | 141 |
| Total assets | 465 | 674 | 655 | 749 | 360 | 372 | 436 | 516 |
| Shareholders' equity | 217 | 203 | 258 | 287 | 160 | 166 | 190 | 209 |
| Non-current liabilities | 66 | 129 | 136 | 138 | 64 | 63 | 76 | 73 |
| Current liabilities | 182 | 342 | 261 | 324 | 136 | 143 | 170 | 234 |
| Total equity and liabilities | 465 | 674 | 655 | 749 | 360 | 372 | 436 | 516 |
| QuARTERly CASh flOW | Q1 | Q2 | Q3 | Q4 | Q1 | Q2 | Q3 | Q4 |
| 2SHUDWLQJSURÀWDIWHUÀQDQFLDOLQFRPHH[SHQVH | ||||||||
| Scheduled depreciation/amortisation | 7 | 8 | 9 | 11 | 5 | 4 | 6 | 7 |
| 2WKHULWHPVQRWDIIHFWLQJFDVKÁRZ | ² | ² | ² | ² | ||||
| Tax | 0 | –3 | –1 | –2 | 0 | –2 | –1 | –1 |
| Change in working capital | 5 | 16 | –47 | 31 | –51 | 18 | –8 | 2 |
| &DVKÁRZIURPRSHUDWLQJDFWLYLWLHV | ² | ² | ||||||
| Investments | –14 | –94 | –23 | –16 | –7 | –8 | –5 | –7 |
| &DVKÁRZIURPLQYHVWLQJDFWLYLWLHV | ² | ² | ² | ² | ² | ² | ² | ² |
| Dividend/premium for warrants programme | 0 | –24 | 0 | 0 | –19 | 0 | 0 | 0 |
| Change in interest-bearing liabilities | 0 | 44 | –1 | 1 | 0 | 0 | –1 | 0 |
| &DVKÁRZIURPÀQDQFLQJDFWLYLWLHV | ² | ² | ² | |||||
| Translation differences and other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| &DVKÁRZFKDQJHLQFDVKDQGFDVKHTXLYDOHQWV | ² | ² | ² |
| SEK m | 2013 | 2012 | 2011 | 2010 | 2009 |
|---|---|---|---|---|---|
| income statement | |||||
| Revenue | 1,142.5 | 837.5 | 745.4 | 632.8 | 492.6 |
| 2SHUDWLQJSURÀWEHIRUHGHSUHFLDWLRQDPRUWLVDWLRQDQGLPSDLUPHQW(%,7'\$ | |||||
| 2SHUDWLQJSURÀWDIWHUGHSUHFLDWLRQDPRUWLVDWLRQDQGLPSDLUPHQW(%,7 | |||||
| 1HWÀQDQFLDOLQFRPHH[SHQVH | ² | ² | ² | ² | |
| 3URÀWDIWHUÀQDQFLDOLQFRPHH[SHQVH | |||||
| Balance sheet | |||||
| Non-current assets | 227.8 | 93.2 | 86.1 | 60.8 | 41.9 |
| Current assets | 397.2 | 282.1 | 214.3 | 186.8 | 150.0 |
| Cash and bank balances | 123.9 | 141.1 | 148.4 | 89.5 | 40.4 |
| Equity | 287.0 | 209.0 | 177.3 | 121.3 | 67.6 |
| Non-current liabilities | 138.3 | 73.1 | 88.7 | 46.0 | 21.4 |
| Current liabilities | 323.6 | 234.3 | 182.8 | 169.8 | 143.3 |
| Balance sheet total | 748.9 | 516.4 | 448.8 | 337.1 | 232.3 |
| KEy RATiOS 6HHSDJHIRUGHÀQLWLRQV | 2013 | 2012 | 2011 | 2010 | 2009 |
| Return ratios | |||||
| Return on average capital employed, % | 52.2 | 94.5 | 116.1 | 80.1 | 52.0 |
| Return on average shareholders' equity, % | 24.4 | 27.4 | 38.8 | 60.4 | 46.7 |
| Earnings per share after taxes paid | 3.68 | 2.34 | 3.62 | 2.04 | – |
| Cash conversion rate | 140 | 65 | 169 | 171 | – |
| margins | |||||
| EBITDA margin, % | 10.0 | 9.9 | 10.1 | 10.0 | 7.7 |
| EBIT margin, % | 6.9 | 7.3 | 8.3 | 7.4 | 5.4 |
| Net margin, % | 6.8 | 5.9 | 9.8 | 7.3 | 5.1 |
| Capital turnover | |||||
| Capital turnover rate, x | 1.8 | 1.7 | 1.9 | 2.2 | 2.4 |
| financial data | |||||
| Equity/assets ratio, % | 38.3 | 40.5 | 39.5 | 36.0 | 29.1 |
| &DVKÁRZIURPRSHUDWLQJDFWLYLWLHV | |||||
| No. employees | 149.0 | 81.0 | 77.0 | 61.0 | 60.0 |
| Cash and cash equivalents (inc. unutilised credit) | 123.9 | 172.6 | 177.5 | 121.5 | 51.6 |
| Investments (inc. company acquisitions 2011 and 2013) | 146.7 | 27.3 | 40.8 | 20.6 | 17.5 |
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