Annual Report • Apr 15, 2009
Annual Report
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ANNUAL REPORT BTS GROUP AB (PUBL)
BTS is the world leader in customized business simulations and other discovery learning solutions that enable leading corporations to change, grow and succeed. We partner with our clients to develop the mindset and capabilities that their people need to accelerate change and to improve business results.
BTS has more than 250 highly talented professionals serving over 400 clients, including more than 50 of the US Fortune 100 companies and 25 of the Global Fortune 100 world's largest corporations.
BTS is a global organization with 19 offices in North America, Latin America, Europe, Asia, Australia and South Africa.
| Vision: | The World's No.1 Learning & Development Consultancy — innovating how companies change, learn and improve. |
|---|---|
| Mission: | We partner with our clients to accelerate change and improve business results. |
| Value Proposition: | We develop the mindset and capabilities that your people need to accelerate change and improve business results. |
BTS currently works with more than 400 companies around the world that operate mainly in sectors of Manufacturing, Telecom, IT, Financial Services, Pharmaceuticals & Biotechnology, Retail & Distribution Fast Moving Consumer Goods (FMCG) and Energy. More than 25 of the world's largest 100 corporations measured by market capitalization are BTS customers. Examples of our customers are:
| Accenture | Cisco | Humana | Schlumberger | Unilever |
|---|---|---|---|---|
| AT&T | Coca-Cola | KPMG | Sony | Vattenfall |
| Autodesk | Energy Australia | Microsoft | Telefonica | Vodafone |
| BBVA | Ericsson | Nokia | Telstra | Xerox |
| BG | GAP | Norway Post | Texas Instruments | |
| Carlsberg | HP | Roche | Toyota |
| Key Ratios | 2008 | 2007 |
|---|---|---|
| Net turnover, MSEK | 548.4 | 523.2 |
| EBITA, MSEK | 79.8 | 88.3 |
| Operating profit, MSEK | 70.5 | 78.2 |
| Profit before tax, MSEK | 67.6 | 72.8 |
| Profit after tax, MSEK | 45.0 | 48.8 |
| EBITA margin, % | 15 | 17 |
| Operating margin, % | 13 | 15 |
| Profit margin, % | 8 | 9 |
| Operational capital, MSEK | 266.9 | 193.9 |
| Return on equity, % | 20 | 26 |
| Return on operational capital, % | 31 | 41 |
| Solidity at the end of the year, % | 56 | 50 |
| Cash flow from current operations, MSEK | 32.3 | 45.2 |
| Cash flow, MSEK | -1.6 | -4.5 |
| Liquid funds at the end of the year, MSEK | 65.9 | 67.5 |
| Average number of employees | 249 | 211 |
| Number of employees at the end of the year | 267 | 230 |
| Net turnover per employee, MSEK | 2.2 | 2.5 |
Net turnover by source of revenue, 2008
Years 2003-2005 earnings per share and dividend per share have been adjusted by a correction factor of 0,3333 due to the split 3:1 in May 2006.
accelerate change and improve business results"
| Words from the CEO | 3 |
|---|---|
| BTS Worldwide | 6 |
| Vision, Mission, Value Proposition, Goals, and Strategies | 8 |
| Why should a company buy from BTS? | 10 |
| Customers | 14 |
| Practice Areas | 16 |
| How BTS Operates | 20 |
| Growth, Profitability, and Acquisitions | 22 |
| Business Model | 24 |
| Market | 26 |
| Core Values | 32 |
| Employees and Organization | 34 |
| Processes | 36 |
| The Advantage Performance Group (APG) | 38 |
| The BTS Advantage WaySM System | 39 |
| BTS 2008 Awards | 40 |
| 2008 in Brief | 41 |
| BTS in Brief | 42 |
| Customer testimonials | 43 |
The quests to improve productivity and drive change are stronger than ever in our globally connected economy. In order to execute rapidly and effectively, companies need tools for execution of change and learning that work.
Our revenues grew 5 percent in 2008, but operating profit (EBIT) declined by 10 percent. This was our first profit decline after five years of average yearly profit growth of 66 percent.
However, the results for 2008 are a combination of one success and one headache. BTS' original business grew revenues by 19 percent (currency adjusted) and operating earnings by 3 percent. But APG, acquired by BTS in 2006, proved to be a headache with a decline in revenues of 21 percent and of 78 percent in operating profit.
We are satisfied with the success of "old BTS" during 2008, and we are working hard to turn APG around.
Some of our other key achievements during 2008:
• 51 new customers – examples of new strategic engagements include: National Foods, Pfizer, Repsol, Invitrogen and SAB Miller.
Opening of new markets expansion through our new offices in Singapore and Mexico.
Enhanced productivity in our core processes; with continuous efficiency improvements and the implementation of integrated enterprise-wide systems.
The quests to improve productivity and drive change are stronger than ever in our globally connected economy. In order to execute rapidly and effectively, companies need tools for execution of change and learning that work.
Traditional learning comes in formats like lectures, power point presentations, binders and group discussions. These can be interesting and stimulating exercises, but the necessary results are not delivered; the job doesn't get done.
The job gets done when the participants and the learners change their business behavior leading to positive business results. Research shows that such results are achieved when adults learn by doing through practical exercises in an environment closely connected to their job, while having a clear goal and motivation to change. The BTS' approach works in harmony with these wellresearched principles of success.
Our value proposition is to develop the mindset and capabilities your people need to accelerate change and improve business results. We make sure this delivers superior results and ROI to our customers through:
This is why companies like Accenture, Nokia, Microsoft and Unilever choose to work with BTS to accelerate change and improve business results.
During the last five years, BTS' revenues have grown by 28 percent per year and operating profit has grown 66 percent per year. The organic growth has averaged 17 percent per year.
There are several drivers behind our longterm sustainable, profitable growth:
BTS has the customer base, solutionportfolio and organization to continue to grow. Our market penetration is still low. The foundation and majority of our growth is organic – expansion of existing offices, geographical expansion in the form of new offices and continuous development of new products and solutions.
The current recession is severe and will have an impact on our customers and therefore BTS. However, our goal is to continue to perform strongly during the recession.
BTS is well-positioned to meet the challenges of the recession for the following three reasons:
"BTS has the customer base, solution portfolio and organization to continue to grow. Our market penetration is still low. The foundation and majority of our growth is organic - expansion of existing offices, geographical expansion in the form of new offices and continuous development of new products and solutions."
"Our current vision is to become The World's No. 1 Learning & Development Consultancy - innovating how companies change, learn and improve".
Nevertheless – BTS is also exposed to the market downturn and is feeling the repercussions in terms of cancelled and postponed projects. Our recession strategy is based on two key factors; our low market share and our highly competitive offering. This gives us many opportunities to win new business to offset the impact of the recession.
APG's performance has suffered to a greater degree from the recession, due to its customer and product mix. APG's management is pursuing a program focused on marketing, sales, and training aimed at turning the business around.
In recent years we have expanded in new markets – Australia, Asia and Latin America – with new offices and rapid
revenue growth. Notwithstanding the recession, we see significant growth opportunities in these markets for BTS; and our plans include establishing new offices during the coming years.
BTS has a positive net cash position, and a strong solidity of 56 percent. Our loans are of a long-term character and are amortized according to a 6-year plan through our strong cash flow. Our goodwill assets are holding their value well, due to the strong performance of the acquired Real Learning Company.
The major world currency trends indicate a positive impact for BTS during 2009, since we generate most of our revenues in dollars and euro. The current US dollar rate, which last year represented 67 percent of our revenues, is during the first quarter of this year 34 percent over last year's dollar rate.
When BTS was founded in the mid-1980s, we set a vision to become "The World leader in business simulations". We achieved that vision in 2004.
Our current vision is to become "The World's No. 1 Learning & Development Consultancy – innovating how companies change, learn and improve".
This vision embodies an exciting challenge for all of us. Based on our position today in terms of our client base, solution-portfolio and people, we are convinced that we will accomplish this vision.
We have a long history demonstrating our capacity for achieving sustainable organic growth. The recession is creating significant challenges and opportunities. Our recession strategy is yielding good results.
Due to the overall economic situation the assessment for 2009 is more uncertain than usual. The result before tax is expected to be in line with the previous year.
Stockholm, April 2009
Henrik Ekelund President and CEO of BTS Group AB (publ)
"Our recession strategy is based on two key factors; our low market share and our highly competitive offering. This gives us many opportunities to win new business to offset the impact of the recession. We are focusing our resources on highly prioritized accounts, where we see growth opportunities through the recession."
Net turnover per operational unit
Operating result per operational unit
Sydney Established: 2002
Melbourne Established: 2005
The World's No.1 Learning & Development Consultancy – innovating how companies change, learn and improve.
"We partner with our clients to accelerate change and improve business results."
We develop the mindset and capabilities that your people need to accelerate change and improve business results.
We make sure this delivers superior results and ROI through:
BTS' financial goals shall over time be:
BTS is a learning & development consultancy. We focus on our worldclass capability; to customize and deliver discovery-based solutions which give our clients superior business results and ROI. Every new solution/service we develop shall build on the core competencies of BTS.
BTS is a global organization, providing services around the world to a client base of mainly international organizations.
BTS grows organically, building on its core competencies and customer base. Acquisitions must provide major synergies and complement with new markets, new customer bases and new areas of expertise/solutions.
BTS enters new geographical markets and new sectors through a customerdriven approach – revenues and customers first, cost second.
BTS' clients shall predominantly be high -image/large clients – and the most demanding and professional clients.
BTS establishes long-term partnerships with clients, built on delivery of top quality & highly visible results and strong customer relations.
By leveraging our portfolio of solutions and capabilities we build suites of solutions used throughout our client's organizations, resulting in a recurring and growing flow of revenues, over a long period of time.
BTS' services are differentiated through superior business results and ROI. The
most common differentiation factors for BTS are:
BTS' prices are generally fixed and not set per unit of time.
BTS capitalizes on its IP (Intellectual Property) – creating recurring revenues while striving to increase license revenues' share of total sales.
BTS continuously increases the quantity and improves the quality of resources dedicated to client contacts and sales. These are key drivers of growth for BTS.
BTS owns and sources internally:
BTS uses independent resources and contractors – to gain access to expertise and for optimal resource planning – in order to maximize quality and productivity.
BTS builds partnerships in order to gain access to customers and combine capabilities.
BTS has detailed processes and best practice exchanges to ensure compatible methods throughout the Group – leveraging the company's knowledge and increasing productivity. We deliver well-coordinated and integrated services across the globe.
We combine two approaches:
And develop close to the customer
BTS invests in development to cover key needs of our clients and to provide the best solutions. BTS develops existing and new solutions in joint projects with clients to secure effective and clientneeds driven innovation.
BTS' professionals are all very visible to the client and the spirit is a main driver of client satisfaction. BTS emphasizes a positive and professional company culture expressed in six core values.
Recruitment, development and motivation of our people – creating business-focused high performers throughout the organization – are key drivers of our growth.
"How do we get our Sales people to execute everyday to capture consumer occasions and opportunities?"
ABI is South African Breweries' (SAB Miller) bottler in Africa and Coke's largest bottler by volume in South Africa. SAB Miller is also Coke's third largest bottler in the World. The aim of this 2-day program for all front-line salesforce employees is to create a clear understanding of Right Execution Daily (RED), by ensuring that all participants have a shared vision for execution and are equipped to achieve the execution standards, as defined by the company, so that value is created for their customers,consumers and ABI.
A participant best summarized the impact by saying, "I knew the information, but we could not implement since I didn't know the "how to". I now feel empowered after this program!"
As a result of a transition from a partnership to a corporate structure, Accenture's support functions - the Enterprise workforce - faced an urgent and compelling need to understand Accenture's business strategy; how this business strategy was relevant to their function and how to implement the strategy efficiently. BTS created a computer-based version of Accenture's business - the scale and effects of decisions mirrored the size and complexity of the company's business so that managers could viscerally experience the challenge of running one of the world's largest consulting and outsourcing companies.
Results: To date 2/3 of the workforce has attended the program, returning a top-ten rating (against 22,000 learning assets), showing 10-20% improvement against program objectives, and yielding impressive application results three months after the workshops. At Accenture demand for a "single player" version resulted in an online creation by BTS so that the mobile workforce could also benefit from this engagement. More than 1,500 users have completed this fourhour, online simulation. Accenture & BTS won the "Brandon Hall (Gold) Award" and Training Magazine's "Technology in Action Award" for this project.
"How do you create an on-boarding process that improves time-to-productivity while not taking employees out of the workplace for lengthy training sessions?"
Coca-Cola Enterprises is the world's largest marketer, producer and distributor of Coca-Cola products. CCE engaged BTS to develop CCE Pathway – a blended learning solution that leverages engage maps, e-learning and experiential peer coaching activities. Through this process, all new front line employees receive a structured and standardized "on the job" training process which ensures that they learn the key skills and knowledge necessary to be productive within 2-4 weeks.
Results: The unique program design allowed CCE to cost effectively deploy the solution to the entire North American Business Unit with no travel costs or time away from the job and more importantly – significantly reduced the time-toproductivity for new employees.
"How do we recruit, develop and retain talent to be effective now and prepare the future leaders of the organization?"
In collaboration with Cytec Specialty Chemicals, BTS created two leadership development curricula: one for highly talented graduates and early career leaders, and the other for senior management. The content of both initiatives was specifically designed to meet the respective target audience's needs with regard to personal and leadership development. The defined leadership competencies and corporate culture of Cytecs Speciality Chemicals were an integral part of the curriculum. To maximize the learning and engagement of participants, BTS employed a broad mix of experiential learning formats including simulations, EngageMaps, on-line exercises, and project assignments.
"I was extremely pleased with the contribution that BTS made to both our "New Leader" and "Advanced Leader Development" programs. Beginning with their collaboration with our organization on development of the agenda and course content, through the delivery of program materials, BTS was a great partner and a big part of making these programs such a success."
Chairman of the Board, President and Chief Executive Officer Cytec Industries Inc.
"How can we implement new strategies throughout our sales organization to better accelerate our customers' business results?"
Humana, one of the world's largest publicly-traded health benefits companies, partnered with BTS to develop a program that would help Humana's sales organization better accelerate their customers' business results. The integrated solution used the BTS "Advantage WaySM", a computer simulation, and "engage maps" to provide an engaging and challenging sales leadership development experience that reached the entire sales organization, from sales leaders to individual contributors.
Results: As a result of the program, Humana has seen a significant increase in annual premium revenues and renewal rates.
"How do we give our leaders the direction and skills to accelerate shareholder value creation?"
One of America's premier Consumer Goods companies partnered with BTS to teach its top 100 leaders the What, Why, and How of a new corporate metric: Total Shareholder Return. Through the simulation, leaders experienced what the metric represents, why it is crucial to the future of the company, and how the decisions they make impact results.
"The BTS business acumen simulation was a key element in the success of Kimberly-Clark's recent off-site meeting for our 'Top 100' leaders. The primary purpose of the conference was to engage our leaders in Kimberly-Clark's strategic direction and increase their understanding of shareholder value creation."
"We asked BTS to create a customized, sophisticated simulation experience that brought our key business challenges to life. The simulation BTS created exceeded our expectations. It was a hit with our senior leaders, and sustained a high degree of active engagement over the course of our 2-day conference. Many of our leaders said the simulation experience made this 'our best leadership conference yet.' Ultimately, the BTS simulation created an exciting communication platform that allowed me to quickly align Kimberly-Clark's senior team around enterprise value creation."
Thomas J. Falk, CEO, Kimberly-Clark
"What is the most efficient way to get the top 1,200 managers aligned to a brand new business model and build the skills needed for executions?"
Working closely with the executive team, BTS co-created a simulation experience that allows the top leadership to practice running their company as a completely new business model. The business simulation illustrated how this company would look two-to-three years from today and the critical steps required to make this vision a reality.
Results: As a result, the leaders were able to align their teams and begin executing immediately. Post-simulation data shows that the leaders improved their understanding of their company's strategy from 46% to 94% and how their new financial metrics apply to their business from 26% to 91% as a result of the BTS' simulation experience. "Not only did the BTS' simulation experience align the top 1,200 managers in the company to our new business model and key financial metrics, but the process of co-creating the simulation with BTS helped our CEO and Executive Leadership Team crystallize our strategic direction and execution steps."
SVP HR leading IT Infrastructure Company
"How can we achieve a step change in behavior and culture to improve Safety?"
National foods is one of Australia's largest food and beverage groups, with core activities in milk, fresh dairy foods, juice and specialty cheese. National Foods required a step change in behavior and culture to enhance its safety performance. The partnership with BTS commenced with a one day workshop, involving 15 cross-functional leaders, looking within the company and developing a company-wide strategy on Safety Leadership and Behavioral Safety. This was followed by group executive sessions defining what great safety looks like.
In developing a custom board simulation BTS focused on real life examples to engage the personnel and win the hearts and minds of the participants. The program was delivered initially to the 300 leaders in the organization with employees coming away with a "life changing experience". The program gave the leaders tools to engage their people in cultural change, manage that change, and understand their roles in National Food's Safety Strategy. Teaching the participants new skills and allowing them to practice in a "safe" environment further enhanced their ability to share a genuine care for their employees and demonstrate "Felt" leadership. The intent is that 600 leaders will complete the program by 30 June 2009, and that the original program will be supplemented by modified versions for other key stakeholders (including contractors and employees).
Results: The flow-on benefits of creating a safer work environment are more engaged employees focused on reducing risk in the workplace and caring for their co-workers. The outcome of a safer work environment is a reduction in safety metrics such as LTlfr and MTlfr which drives a potential reduction in insurance premiums.
"How can we increase internal entrepreneurship and business acumen in the organization?"
Telefonica; one of the world's leading integrated telecommunication service provider, needed their first line managers to act with more entrepreneurship, while making decisions aligned with Telefonica's global strategy, in order to increase group value. To implement this quickly and in a diverse geographical and cultural environment, BTS decided to develop an online simulation which allows participants to experience what it is like managing an integrated global telecom service provider. The solution catered for different cultures and languages and is currently being launched on a global level.
"How can we strengthen a customer-centric culture in our business and private banking?
Standard Bank is the largest African full-service bank. BTS has developed an end-to-end relationship management and strategic selling program by covering several modules, tailored for Standard Bank and its industry, and is delivering this program to all employees who manage strategic relationships with high net worth individuals and businesses. The program forms the cornerstone of the bank's relationship management strategy to protect their most valuable clients in demanding financial times.
"We have been waiting for this... the curriculum really hits at the heart of our business challenges and we belive it will deliver on our strategic goals for the future..."
Teva Pharmaceuticals brings an aggressive, entrepreneurial approach to the pharmaceutical industry, with major acquisitions every few years. BTS developed three customized "Engage Maps" for the "Foundations" program to align employees to Teva's history, culture, business model, and strategic imperatives. Initially designed to target new hires and employees coming in through acquisition, the leadership of Teva North America has decided to roll the program out to all of its existing employees.
Results: Currently the "Foundations" program is helping accelerate the acquisition of Barr Pharmaceuticals Inc., Teva's largest acquisition to date.
"How can we enable project teams to be more effective in achieving a successful outcome?"
BTS is helping Vodafone, the world's leading mobile telecommunication company, to align the Spanish-based employees with their project leadership culture. 500 specialists and middle managers have experienced, through different simulations, Project Leadership challenges and technical and interpersonal best practices. As part of the process, BTS has also carried out a follow up process with employees to ensure the knowledge transfer from workshop to workplace as a catalyst for organizational success.
"The simulation methodology applied really facilitates the learning process and allows us to analyze many cases and situations which frequently occur in the real world. It is helping us a lot in our day-today job and we are now able to apply best practices to projects"
The world's leading companies work closely with BTS – more than 25 of the world's 100 largest companies use BTS extensively. Customer relationships are strategic and typically last for 6 - 8 years or more.
At present, more than 400 companies trust BTS for their strategic processes to change, grow and succeed in an increasingly challenging global business environment. BTS partners with its clients to develop the mindset and capabilities that their people need to accelerate change and to improve business results.
More than 25 of the world's 100 largest companies, measured by market capitalization, are customers of BTS.
The constant change pressure creates continuous demand for business training in almost all industries worldwide. BTS sees considerable growth potential in its existing client base.
During the 1990s, BTS grew rapidly in the manufacturing, telecom and information technology industries - with major global customers such as Philips, Ericsson and HP, as valued customers.
During recession in the early 2000s, BTS expanded its positions by entering four additional industries; financial services, pharmaceuticals & healthcare, retail & logistics and energy. Over the past couple of years, BTS has also grown quickly in the Fast Moving Consumer Goods and Service sectors.
With these recent additions BTS now has built strong market positions within nine industries.
The pie chart shows revenue distribution between different sectors in 2008. The importance of sectors such as Services, Pharmaceuticals & Healthcare, FMCG, Distribution and Energy has been increased through conscious investments. The "Other" category includes candidates for BTS' new growth sectors.
Some examples of BTS customers are:
Accenture AT&T Autodesk BBVA BG Carlsberg Cisco Coca-Cola Energy Australia Ericsson GAP HP Humana KPMG Microsoft Nokia Norway Post Roche Schlumberger Sony Telefonica Telstra Texas Instruments Toyota Unilever Vattenfall Vodafone Xerox
| Existing customers 80 % |
New customers 20 % |
|---|---|
About 80 percent of annual revenues normally comes from customers BTS worked with during the previous year. Typical customer relationships range from 6 to 8 years – often longer.
| IT | Telecom | Financial Services |
Pharmaceuticals & Healthcare |
Retail & Distribution |
Manufacturing | Energy | FMCG |
|---|---|---|---|---|---|---|---|
| HP | Ericsson | BBVA | Genentech | Federated | Honeywell | BG | Coca-Cola |
| IBM | Telstra | Norway Post | Roche | Paperlinx | Sandvik | Vattenfall | Kraft |
| Microsoft | Telefonica | Bank of America | Merck | Schneider | Toyota | Iberdrola | Unilever |
BTS' account managers have an in-depth knowledge of our clients' businesses and their key strategic priorities. As we have grown over the years, we have considerably broadened our capability.
In order to leverage our vast expertise and deliver exceptional client value, our account managers draw from three key practice areas: Strategic Alignment & Business Acumen, Leadership & Management, and Sales.
We have many years of expertise in thought leadership as well as a proven track record of delivering results within each of these three practice areas. BTS invests in talent, product development and innovative learning technologies in the practice areas, and our structure means that we are close to the most important issues for the long-term success of our client base.
With more than two decades of experience partnering with the world's largest companies, BTS is the leader in aligning organizations with strategies and building the business acumen needed for successful execution.
From consulting to design and development to deployment, BTS creates customized, experiential learning programs that support a wide variety of strategic objectives.
BTS is a world leader in partnering with leading corporations to build engagement and energy around key strategic priorities. Our unparalleled experience in applying discovery-based learning technologies to enhance development has helped win the hearts and minds at all levels of our clients' organizations. We help evolve and move forward the way companies engage their people in change processes. The result is action that accelerate changes and improves business results.
We have extensive experience engaging organizations in a multi-phased strategic alignment and execution process to ensure transformational change at every level of the organization. The following are some of the tools we use in this work:
– We create realistic and engaging simulation experiences that allow learners to develop a deep understanding of their company's strategic direction and to practice its successful execution in a riskfree environment. Through our process, participants experience the benefits, tradeoffs and potential obstacles to successful execution. The result is greater organizational alignment and accelerated execution of key strategic initiatives.
– Using customized, discovery-based "Engage Maps", we design and deliver compelling programs that rapidly communicate the Why, What and How of a strategy or change initiative in the entire organization. "Engage Maps" can help you communicate vision, values and culture, brand and customer orientation as well as business transformation goals.
– These customized follow-on or standalone programs provide management teams with a better understanding of their company's profitability drivers as well as a powerful process for identifying key activities that will secure fulfilment of budgets or plans. The outputs are concrete action plans including ROI goals, time plans and follow-up processes.
We recognize that all companies are at different phases of transformation. Any one of these process steps may be leveraged in combination or deployed as stand-alone initiatives.
"BTS invests in talent, product development and innovative learning technologies. Through our practice structure we are close to the most important issues for the long-term success of our client base."
In 1986, BTS was founded upon the discovery that the alignment and results from the customized simulation experience far exceeded the off-the-shelf experience. BTS invented the customized business simulation and brought it to market. Since then, we have built the best customization capability in the world. Our flexible platforms allow for rapid customization in order to meet the learning objectives of multiple target audiences.
Our customization process ensures that the computer-based business simulation closely reflects our customers' key strategic and financial priorities. Our simulations are created to be competitively dynamic so that the decisions made by one team have a direct impact on the other teams' results. We reinforce programs' learning objectives by combining the simulation with instructorled discussions and feedback. The blending of our customized simulation technology and content curriculum offers participants a risk-free opportunity to test out a range of relevant strategies for driving business results. We leverage multiple delivery platforms to build business acumen at all levels:
– BTS is the world leader in developing and delivering executive-level programs leveraging discovery-based learning. In addition to providing best-in-class, standalone solutions, we actively partner with a variety of leading consulting firms, learning and development organizations and academic institutions around the globe.
– As companies invest in assessing and developing their future leaders, they turn to BTS to develop their leadership capabilities.
– Managers and employees at all levels of an organization need to understand the big picture of a company's performance and how they can have impact. We offer a variety of best-in-class solutions targeted to various levels.
– Building fundamental finance skills enables managers to better understand and impact their financial metrics.
We believe that Successful organizations focus on three critical aspects in driving performance improvement and business results:
From our experience assisting clients in achieving business results, along with research into relevant thought leadership, it is clear that we need managers and leaders who are capable to deliver success in each of these critical facets :
– clearly articulated, focused, communicated and connected to every employee.
– defined and visible cultural/organizational attributes; tightly aligned to the business strategy.
– focused on driving sustained operational excellence throughout the organization.
In this economic climate, the solution set available through the BTS' Leadership & Management practice is ideally situated for the organizational challenges at hand. In the realm of leadership and talent management, some of these challenges include:
– Building capabilities in an organization to attain performance excellence.
– Ensuring that front line leaders have the skill sets to create high levels of employee engagement, and lead teams to successful goal attainment.
– Facilitating rapid and effective assimilation of newly hired employees to new roles and organizational culture.
2008 marked a year of evolution for the BTS' Leadership and Management practice. The acquisitions of Strategic Management Group (SMG) and The Real Learning Company (RLC) in the preceding years provided BTS with much anticipated enhancements to its already robust leadership development solution portfolio.
We have become fully integrated with the core BTS solution of business acumen as a crucial component of our organizational effectiveness framework. We have also expanded the capability of the practice to include assessment and competency analysis and development. We have taken the year to leverage the best from legacy SMG and RLC solutions to perform continuous improvements to core solutions to take them to the next level.
The Leadership & Management Practice brings the innovative discoverybased learning and the business results focus, which are cornerstones of BTS. The practice is growing rapidly. Some examples of our assignments during 2008 include AT&T, Coca-Cola Enterprises, American Express, Sanofi and Smith & Nephew.
| High Potential | |||||||
|---|---|---|---|---|---|---|---|
| Method | Skill | Executive | Mid-Level | Front-Line | |||
| BTS Leadership Management Solutions | |||||||
| Leading Change | Explore a model with eight critical steps for creating organizational change, and apply to actual organizational initiatives. |
| | | |||
| Leading for Organizational Improvement (LOI) | Explore how executive decisions impact a company's balanced scorecard. | | | | |||
| Leading Strategy Into Action (LSIA) | Scenario-based simulation where participants set a strategy and then practice decision making skills to support the realization of that strategy. |
| | ||||
| Applause (Performance Management) | Build the ability to hold others accountable to performance standards linked to business goals and results. |
| | ||||
| Audition (Effective Interviewing) | Learn and practice the skills necessary to attain top talent into the organization through effective interviewing. |
| | ||||
| Coaching for Growth | Explore how supervisors and managers hold the keys to employee engagement. | | | ||||
| Composer (Leading Innovation) | Discover the role of the manager in inspiring innovation on a team. | | | | | ||
| Conductor (Effective Coaching) | Increase confidence and fluency in the ability to hold coaching conversations. | | | ||||
| Developing and Using Influence | Build fluency in skills that lead to increased collaboration and mutually beneficial outcomes. |
| | | | ||
| Ensemble (Team Management) | Managers learn how to lead high-performing teams. | | | ||||
| Essentials of Business Leadership (EBL) | Build knowledge and skill in the core skills required of the first-time manager/supervisor. | | | ||||
| Expressing Value | Explore the inspiring communication top-performing executives use to engage others in vision and strategy. |
| |||||
| Level 5 Leadership | Discover the attributes of "Level 5" leaders and take actions to build skill as a Level 5 leader. | | | ||||
| Symphony (Diagnosing Performance) | Develop skill in the ability to diagnose and address performance management from a pragmatic, objective, systems-thinking approach and increase employee engagement. |
| | | | ||
| Team Power | Teams discover and apply to real work the key elements of high-performance teams. | | | ||||
| Tempo (Managing Change) | Build confidence in the skills necessary to successfully manage through change. | | | ||||
| Power of Leadership | Learn the delicate balance between power and influence—becoming comfortable with both—and the impact on the performance of others. |
| | | |||
| Lean for the Knowledge Worker | Teams discover how to leverage Toyota's Lean principles to non-manufacturing applications/projects. |
| | | | ||
| Values | Explore how personal values align with team and/or company values and link to building a company culture. |
| | | | | |
| Building a Culture of Discipline | Build discipline for executing against strategy and creating culture. | |
Audience: = Primary = Also Appropriate
= Map = Board Simulation = Scenario Based Simulation = Computer Simulation
BTS is assisting some of the world's largest and best-known companies as they transform their go-to-market strategies. We do this by combining our proprietary research on how companies make major purchases today with our understanding of how leading-edge companies are changing the way they sell. And we deliver the learning in the same experiential, discovery-based way we have become famous for through our business simulations.
The foundation of our work in the sales arena comes from research involving almost 200 executive-level buyers in a wide range of industries globally. The results of that research were published by
McGraw-Hill in the book "The Mind of the Customer", and the research is ongoing. One of the messages that comes from the research is that to be successful in selling today, companies must move beyond solution selling. The best sales forces today are not only good at product selling, and solution selling; they are focusing on accelerating their customers' business results. That evolution requires a new skill set for salespeople, sales managers, and sales leaders:
• Coaching strategies for sales managers to maximize salesperson' effectiveness and performance.
We deliver our content through customized, standard programs, and we also build custom programs. Delivery approaches utilize discovery-based map activities, scenario simulations, and boardbased business simulations.
One specialty of BTS is helping companies navigate through sales force transformations, where new skill sets are required to compete more effectively in the face of changing customers and markets. We have partnered with several Fortune 500 companies to help them achieve a new way of selling to their customers.
Some of the companies where we helped build world-class sales organizations are Sony, AT&T, Humana, KPMG, UBS, Newell Rubbermaid and Standard Bank.
Understand your customer Create business impact Communicate value Manage account strategy Coach performance
| Understand your customer |
||
|---|---|---|
| Manage account strategy |
Coach performance |
Create business impact |
| Communicate |
value
| BTS Sales Mastery Solutions | ||||||
|---|---|---|---|---|---|---|
| Customer Mindsets | Understand customer business drivers | | | |||
| Customer Simulations | Run your customer's business and sell financial impact | | ||||
| Building Value | Sell to executives | | | | | |
| Winning Major Sales | Practice selling to executives | | | | | |
| Sales Accelerator | Advance your sales call and questioning techniques | | | | ||
| Aligning Value | Quantify your value to customers | | | |||
| Collaborative Negotiations | Negotiate collaboratively and get beyond price | | ||||
| Collaborative Negotiations Simulation | Practice advanced negotiating techniques | | ||||
| Communicating Value | Conduct interactive sales conversations | | | |||
| Sales Blueprint | Create account strategies fast and effectively | | | | | |
| Sales Team | Practice accelerating a sales cycle | | | | | |
| Real Time | Role-play advanced customer interactions | | | | | |
| Driving Business Results Series | Coach salespeople to faster performance | |
= Primary Impact = Secondary Impact
The list above represents the core, best-selling solutions. Additional solution capabilities exist in all these areas.
= Map = Board Simulation = Role-Play Simulation = Computer Simulation
Method
Skill
BTS offers world-leading, best-in-class experiential learning and performance solutions. Our platforms incorporate innovative learning content and cutting-edge methodologies whose efficacy has been proven through successful implementation with leading organizations around the world.
Our simulation tools allow companies to develop the skills and capabilities within all levels of their organization, and these competencies ultimately drive improved business results.
We build customized, computerbased business simulations to reflect our clients' key strategic and financial priorities. Our simulations are created to be competitively dynamic so that the decisions made by one team have a direct impact on the other teams' results. We reinforce the programs' learning objectives by combining the simulation with instructor-led discussions and feedback. The blending of our customized simulation technology and content curriculum offers participants a risk-free opportunity to test out a range of relevant strategies to drive business results.
In 2000, BTS launched its Mini-Master Platform that enables rapid and costeffective development of customized business simulations.
Also known as "best-practice" simulations, scenario simulations are used to build leadership, project management and sales capabilities. The simulations leverage decision-tree structures in realistic case settings, enhanced with text, audio, still photography and video. Participants read and observe real-world business situations in the simulation and they then have the opportunity to react to the issues presented. Upon choosing course of action, the simulation immediately presents the impacts of the participant's decisions on the ultimate goals.
In 2006, BTS launched a version of its "Project Leadership Live" simulation, translated into Chinese.
Board simulations, also known as "board games," represent a company's operations and simulate its business. During the simulation rounds, participants literally pick up and move "money" chips through the different areas of their company. This hands-on approach allows participants to visualize the cash flow cycle in action.
BTS offers hybrid board-computer simulations that create a dynamic competitive marketplace.
This highly experiential learning methodology is utilized to provide participants thoughtful processes to self-discover
and implement the skills and capabilities necessary to drive desired behavioral changes. As a facilitated learning experience, these customized programs utilize the power of small groups, peer dialogue, and strategic relevance to ensure both long-term retention as well as immediate application back on the job.
Engage Maps have become one of the fastest growing areas of new solutions being deployed by our clients. Engage Maps combined with BTS' computerbased business simulations provide a powerful combination to align and implement new strategic initiatives and change at all levels of an organization.
These interactive maps create opportunities for large numbers of Executives, Managers, and Employees to understand the reasons for organizational change and to experience its implications. Through jointly developed pre-designed formats, these maps assist participants in transitioning to the organization's new environment and allow them to try out new behaviors.
Our web-based business and scenario simulations engage participants in highly interactive learning which employs the same BTS' do-reflect-apply approach used in the classroom. In these competitive, game-style programs, managers and employees participate as teams or individually in a self-paced format. As participants and teams set their own pace throughout the simulations, they receive feedback on their performance and experience the impacts of their decisions on leadership, operational and financial performance.
Why Finance Matters! is consider by many to be the industry standard financefor-non-financial managers programs and is one of BTS's most popular online solutions with approximately 20,000 participants experiencing it annually.
Tournaments are multi-team, competitive simulations conducted via the Internet with support and coaching from BTS' consultants. Teams from various companies or from within the same company participate virtually in these open or in-house learning experiences. The ultimate goal for all participants is to enhance their business acumen and strategy execution skills within a dynamic and competitive environment. Companies entering teams in BTS' open and custom tournaments save on travel and facilities cost while retaining benefits of experiential learning. To learn more, please visit our tournament website at www.btstournaments.com.
BTS' Global Tournament is the largest business tournament in the world. Each year our global tournament attracts approximately 9,000 teams from companies around the globe.
BTS has delivered profits every year since its foundation. Growth has averaged 18 percent the last 10 years, of which 13 percent has been organic. Acquisitions have built synergies with new solutions, new markets and new talents and helped to drive growth.
BTS has delivered profits every year since its foundation in 1986. The growth of BTS during the last 10 tears averages 18 percent per year, of which 13 percent has been organic. During the last five years, BTS' revenues have grown four times and profits eight times of which 40 percent has been organic and 60 percent from acquisitions. The company has delivered profit every year irrespective of market conditions and despite substantial costs for acquisitions and investments in product development and market establishment around the world.
This development is a result of BTS' growth strategy, dynamic business model and the entrepreneurial organization.
In the 1990's BTS successfully managed to achieve continuous profitable growth. Good market conditions, new product initiatives as well as new offices in the US, UK, Finland and South Africa played a major role in the company's growth during this period. When the market conditions worsened between 2001 and 2003, BTS managed to maintain a healthy level of revenues, despite the unfavorable business climate; particularly in the IT, telecom, and manufacturing industries, where BTS was predominantly active, through adhering to its, successful long-term strategy.
biotechnology, retail & distribution and energy.
BTS constantly strives to improve profitability. The changes and initiatives implemented during the period of consolidation between 2001 and 2003 have, in combination with focus on raising the proportion of revenues from licensing, led to a significant improvement in margins.
BTS' expansion strategy is primarily built on organic growth. The company's acquisition strategy has strengthened its position even further. BTS' strategy for acquisitions aims to create a broader base for future organic growth, by adding new markets, new value-adding products and services and new talent.
During 2002 and 2003, BTS made two targeted, smaller acquisitions in Australia and Spain. These have both contributed to BTS' consistent growth and strong financial results.
BTS acquired The Strategic Management Group Learning Solutions and Business Game Factory in 2005 and The Advantage Performance Group and The Real Learning Company in 2006. These acquisitions have strengthened the company in several ways:
As a result, BTS is now a more complete company with a strong foundation to reach its vision – "The World's No.1 Learning & Development Consultancy – innovating how companies change, learn and improve".
For the next few years, BTS will predominantly focus on acquisitions that open new markets.
The foundation of BTS' successful growth and profitability rests on quality focus, long-term customer relationships and network-based marketing. The foundation for growth lies in BTS' ability to create long-lasting customer relationships at different levels in the customer organization. An initial BTS' assignment is often designed for and implemented with the client's senior executives and managers. This customization process is carried out in close co-operation with the client.
Outstanding results, well over the clients' expectations, in an initial project, lead to customized solutions for managers and employees at different levels throughout the organization.
BTS employs a network-based marketing approach covering a number of selected industries.
The network, composed of both those executives who make strategic decisions about change and learning initiatives and those who actually purchase solutions, helps generate opportunities for new assignments and customers. When BTS approaches a new industry, it initially focuses on a few leading companies. Once these assignments are completed, they will serve as reputation building reference projects for new sales to other organizations in the same industry.
BTS continuously expands its business operations to new markets around the world. BTS works with multinational clients and implements projects in a large number of countries without necessarily having an established local office in every market.
Existing customer relationships make up the base when BTS starts up operations in a new market - a fact which reduces the expansion risk. In addition, BTS works hard to nurture relationships with other large corporations active in the targeted markets.
Once business has grown to sufficient volumes in a new market and the future potential appears attractive, BTS can take the logical step and establish a new, local office.
BTS' growth strategy is primarily built on organic growth. Over the past few years the company has made a number of acquisitions in different countries.
BTS' strategy for acquisitions is built on creating a broader base for future organic growth while at the same time actively consolidating a highly-fragmented market. The goal is to offer more services to both existing and new customers. All acquisitions have resulted in cross-selling. This is a result of conscious efforts to identify new business opportunities based on needs within the extended customer base. The training of account managers as well as needs-focused discussions with individual clients has played an important role in this process.
BTS' revenues originate from three areas:
BTS works continuously to develop and combine different methods of training delivery to ensure optimal, value-added customer benefits, and at the same time strengthen its own revenue streams and profitability.
In collaboration with customers, BTS customizes both the content and the form of its business programs. The company has successfully improved its profitability by increasing the efficiency of the customization process. This improvement is a result of advancements and fine-tuning of development methods as well as increased reuse of previous development work.
When BTS develops solutions for corporations in new industries, the cost of customization is initially high. With the later reuse of experience and skills, however, these costs subsequently fall.
Instructor-led seminars still comprise the greatest source of revenue for BTS and are the dominant form of business delivery. The BTS' consultants are very much involved throughout the whole customization process, and, during delivery, they facilitate these solutions in seminars.
BTS also delivers its solutions via e-Learning, CD-ROM, and as manual board solutions. The long-term goal is to increase license revenues. License-based business simulations are very efficient learning tools for customers; they make
it possible to reach larger groups of employees in organizations, all over the world and at all levels. At the same time, it is a profitable line for BTS.
The quest to improve productivity and drive change is stronger than ever in the globally connected economy. In order to execute rapidly and effectively, companies need to change and implement learning methods that work.
Traditional learning and skill transfer methods such as lectures, power point presentations, binders and group discussions have over time proven to be inefficient. These methods can create interesting and stimulating exercises, but the necessary results are not delivered; the job doesn't get done.
The job gets done when participants and learners, change their business behavior leading to positive business results.
How do top executives in world leading companies respond to the dynamics of change? In the fall of 2008, The Economist Intelligence Unit published a report that answered this question.1
say that, over the past five years, half or fewer of their change initiatives have been successful.
Leadership: The best leaders of change are not the ones who dictate their plans, but those who bring vision; inspire people with a sense of urgency; and then help them to bring their own creativity to the project.
Planning: This involves not only the basics of knowing where you are going, lack of clearly defined milestones was a leading cause of failure at 24% of companies, but also the psychological elements of bringing people along.
Communication: At nearly one in five companies, good communication was a leading cause of success in change management.
The US continues to be the world's corporate-learning leader due to the sheer size of its home market and the adaptability and strength of its worldwide business community. US companies have an advanced approach on how to optimize investments in business-related learning and development. A majority of the world's largest corporations are American, and collectively they make up the strongest force in the globalized business world.
The leading management models and business schools are American. According to the Financial Times Global MBA Rankings 2009, five of the ten top business schools in the world have their head campuses in the US.2
The total US corporate learning market decreased slightly from 2007 to 2008, decreasing from USD 58.5 billion to USD 56.2 billion (including salaries to
"The quest to improve productivity and drive change is stronger than ever in the globally connected economy."
1. "A change for the better. Steps for successful business transformation, The Economist Intelligence unit, May 2008"
2. "Financial Times Global MBA Rankings 2009"
companies' internal training resources). Of this, spending on products and services from external providers decreased from USD 16.4 billion in 2008 to USD 15.4 billion in 2008, according to a Bersin & Associates corporate learning industry report.3
BTS' targeted US market segment (corporate learning services for executives, managers and sales organizations) is estimated to have declined by approximately 10 percent from USD 5.0 billion to USD 4.5 billion.
The weakened demand in both the total market and in BTS' segment reflects the overall negative development in the general economy. Demand for BTS' services continued to show positive growth through the fourth quarter, with the exception of APG, which showed negative growth of 21 percent during 2008.
The main reasons why BTS has continued to grow despite the decline in the market are the competitive advantages of BTS' services in generating results for its customers and the fact that BTS is
serving strategically important projects for most of our customers. BTS has consistently, over many years, grown faster than the corporate learning and development market.
BTS' discovery based, simulation technology learning solutions supports change processes and strategy execution by helping to bridge the strategy execution gap.
The majority of corporate strategies are never implemented the way they are supposed to. Many companies suffer from an operational excellence deficit.
Often, this is because most employees find the strategy too abstract and do not understand how it really applies to their job.
As long as employees do not clearly understand which actions they need to take for co-workers and customers to achieve the best results, the organization will have difficulties to change and excel fast enough in order to remain competitive.
This strategy, execution gap is a leadership issue, on top-, mid- and first line management levels, as well as an engagement issue in the whole organization.
Efficient learning and development investments, to increase strategic alignment and capability to execute, are key if corporations want to be successful at managing and implementing their strategies.
This is where BTS and its learning and development solutions can play a transformational role; leaders and employees learn how to make the right decisions and take efficient actions that increase corporate performance and bottom-line results.
The 2008 EIU Report1 findings show that the core issue in most change management processes is: People "Instead, the most widespread problem in
3. "The Corporate Learning factbook 2009, Benchmarks, trends and analysis of the US Corporate Training Market. January 2009" Bersin & Associates
change management is winning hearts and minds throughout the organization (placed among the three biggest impediments by 54 percent of survey respondents). The second and fifth biggest difficulties—lack of buy-in from local management (31%) and cultural challenges (27 pecent)—are really the same problem with specific sets of hearts and minds. In other words, companies are struggling with very basic people issues, in particular motivating them to abandon old ways of working for something new."
"In a typical large change programme, it is not a matter of sending out the new organisation chart or the new budget or the new strategy with a few projects. It is about changing people's behavior, often a lot of people, and this is not trivial."
Professor John P Kotter, Harvard Business School
Global corporations are facing increasing complexity and constant change pressure due to deregulation, globalization and technological advancements.
According to a 2007 report from The Economist Intelligence Unit (EIU),4 the greatest challenges that top executives consider most important to run a successful global company over the next three years are:
• Managing teams effectively across borders (33 percent).
According to the 2007 EIU report4 cited above, a majority of top executives running global companies consider training and development programs to be the most important way to overcome challenges to global management in order to achieve operational excellence, accelerate change, and improve business results.
Top executives rank the following areas as the most important in order to ensure that employees have the skills required to reach their companies' strategic objectives over the next three years:
There is a growing market demand for knowledge-intensive service companies that support global corporations' strategyexecution efforts – such as management consultancies, business-skills training companies and technology-based training companies.
This is where BTS and its discoverybased learning and development solutions fit in. BTS' solutions are creating a profitable niche segment where these industries converge.
BTS is taking advantage of this convergence by combining and developing expertise from these three areas – while making sure to become a strategic partner to its clients in the process.
Accenture calculates that the value of intangible assets has increased from 20 percent of the total value of companies in 1980 to around 70 percent today.5 The best way to support this development is by capitalizing on and investing in intangible assets:
As "knowledge workers" now represent a large and growing percentage of the employees of the world's biggest corporations, we will see growing needs to meet their business-training demands.
According to McKinsey, professional employees, or, knowledge workers, now constitute up to 25 percent or more of the workforce in financial services, health care, high-tech, pharmaceuticals as well as
4. "CEO Briefing: Corporate Priorities for 2007 and Beyond," The Economist Intelligence Unit, 2007. The Economist Intelligence Unit is the world's foremost provider of country, industry and management analysis.
5. Accenture´s Outlook Journal, Getting a Truer Picture of Shareholder Value, June 2005. Accenture is a global management consulting, technology services and outsourcing company.
6. The McKinsey Quarterly, The 21st-Century Organization, 2005, No 3. McKinsey is a global management consulting firm advising leading companies on issues of strategy, organization, technology, and operations.
in media and entertainment. Knowledge workers are companies' most valuable employees, which makes it especially important for organizations to keep them engaged.6
Demographic change, globalization and the increasing importance of knowledge workers are some of the most important external factors that force companies and other organizations to take learning and talent issues more seriously.
The key to winning the global battle for talent is to capitalize on the talent you already have, instead of a continuous hiring and firing. Companies that manage to build this critical capability through investments in learning will have a competitive advantage in the war for talent.
Along the same lines, in order to win the global battle for talent, organizations must transform the management of their workforces from a supporting function to a competitive capability, according to a 2007 book from Accenture.7
One of the key points made in the book is that learning and skills development is now one of the most important capabilities for the talent-powered organization. The book also concludes that it is essential to focus performance improvement efforts on those employees that add most directly to the organization's bottom line.
Business training through customized, discovery-based solutions such as simulations, engage maps and learning maps are superior compared to conventional training in terms of efficiency and end results.
Research shows that learning by doing leads to greater knowledge retention than other learning methods.
An organization's learning strategy must extend beyond merely building knowledge. It must be directed towards developing people who make "wise" decisions in companies. A key step in this process is to gain new experience. Customized, discovery-based solutions, such as the ones BTS offers, provide for all this.8
Research suggests that discovery-based learning and development such as business simulations have the ability to
7. "The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance," by Peter Cheese, Robert J. Thomas and Elizabeth Craig, Accenture, 2007.
8. Jeremy J. Hall, Corporate Cartooning – The Art and Science of Computerized Business Simulation, 2001.
9. Jonathan R. Anderson, The Relationship Between Student Perceptions of Team Dynamics and Simulation Games Outcomes: An Individual-Level Analysis, 2005.
create "micro worlds" in which participants gain a better understanding of the "bigger" picture of the whole company and its business environment.9
As a result, business simulations constitute a learning and development process that contributes to creating a more aligned and successful business-strategy execution and therefore, accelerates change and improves business results.
The figures in a 2009 Bersin & Associates report3 show the potential for BTS' further growth on the key US market. BTS' targeted US market segment (corporate learning services for executives, managers and sales organizations) is worth around USD 4.5 billion. This means that BTS' US market share is about one percent at present.
BTS expects the demand for corporate learning services to weaken during 2009, but that demand for BTS' services will continue to develop positively – due to its competitive and strategic advantages. The long-term growth trend for corporate learning services is estimated to be five percent per year.
BTS is currently seeing an increasing demand for its corporate learning and
development solutions in markets such as Asia Pacific and Latin America.
According to Josh Bersin, CEO of Bersin & Associates, the world-leading provider of research and advisory services in enterprise learning and talent management, we are now experiencing the emergence of a new type of learning unit in many corporations.
With the convergence of continued business expansion and the numerous
talent challenges facing corporations today, a new kind of learning unit is evolving, one that focuses on organizational capabilities driven by competencies. This new type of learning unit, which is considered more highimpact compared to traditional in-house training units, is driven by worldwide leadership and talent gaps, skills shortages, lacking employee engagement as well as by inadequate corporate cultures. Some characteristics of the new learning unit emerging are:
At the same time, we see how many corporate learning units are shifting their focus away from in-house trainers. Instead, modern learning departments are more focused on program design, e-learning, service and support activities, and outsource a growing share of the hands-on service delivery to external partners.
It is a key reason why world-leading companies do business with us and it is why our employees consider BTS a great place to work.
The following are the most powerful aspects of our culture:
BTS gives freedom and autonomy to our consultants. They have the freedom to manage their own time when they are on the road, at client sites and in the office. The flip side of this freedom is an enormous amount of client-facing responsibility. Our consultants lead managers and executives at world-class companies through BTS' simulations and experiential learning solutions.
We believe that if you find the right people, give them freedom and responsibility, they will achieve great results. Our consultants work with the top talent of world-class corporations. Whether we are on stage in front of senior executives, engaged in a client development meeting with a C-level executive or creating an innovative new simulation application, we believe in delivering excellence. Our unique culture nurtures consultants who are highly motivated to pursue high levels of achievement and excellence.
The very nature of our work is fun. We literally engage in sophisticated, bottomline oriented business simulations with highly experienced and capable people from the business world; our clients are managers and executives of leading companies across the globe. Leading 25 top executives through a 2-3 day simulation experience is an adventure
that BTS likens to being a tour guide on an "intellectual adventure trip."
Teamwork is the foundation upon which BTS is built – and learning is our top priority. We work hard to develop our employees through coaching, mentoring, teamwork and training programs. BTS believes that an organization can grow and improve by "leaders teaching future leaders". BTS' employees help each other develop new skills and overcome challenges.
We value the diverse background of our employees. Our success is built upon teams of highly talented and diverse professionals who develop and deliver innovative solutions to our global client base. Diversity makes our team environment rich with new perspectives and capabilities.
Employees at BTS are evaluated on the value they deliver for the organization – and for our clients. Opportunities are
| Key Figures, Employees | 2008 | 2007 | 2006 | 2005 | 2004 |
|---|---|---|---|---|---|
| Number of employees at the end of the year | 267 | 230 | 186 | 150 | 107 |
| Of whom women, % | 35 | 36 | 33 | 31 | 23 |
| Net turnover per employee, KSEK | 2,202 | 2,479 | 2,298 | 2,001 | 1,980 |
based on merit and employees have the opportunity to move up the career roadmap once they have obtained and demonstrated the necessary skills.
BTS' success is largely attributed to recruiting, developing and retaining the best and most engaged employees. The average tenure of a BTS' consultant is 6-7 years with the company. We believe this is a result of investing heavily in determining a mutual fit. BTS has a clearly defined process for identifying, attracting and retaining top talent with strong potential for development.
BTS Group's operative activities are run through four units, in which the executive management has full business & P&L responsibility for their respective geographical markets.
New York (New York), Stamford (Connecticut), San Francisco (California), Philadelphia (Pennsylvania), Scottsdale (Arizona) and Chicago (Illinois).
Stockholm (Sweden), Helsinki (Finland), Oslo (Norway), London (United Kingdom), Brussels (Belgium) and Madrid and Bilbao (Spain).
Mexico City (Mexico), Johannesburg (South Africa), Sydney and Melbourne (Australia), Beijing (China), Bangkok (Thailand) and Singapore (Singapore).
BTS is a truly global organization with offices close to our clients in North America, Europe, Asia and Africa.
APG operates in the US Market and APG delivers performance improvement through sales and leadership training that result in meaningful business impact using its Advantage WaySM implementation process.
BTS has two product-specific units which work with new concepts and the production of solutions, as well as providing active sales support to the customers of the three operational units.
BTS Interactive is responsible for e-learning, on-line and virtual solutions as well as tournaments.
BTS Board Simulations is responsible for manual board business simulations.
BTS has three practice areas. Specialists and thought leaders have been gathered within each practice area and are responsible for developing new concepts and solutions as well as the use of best practices across the BTS Group:
Group-internal departments cover Group Finance, Investor Relations, Corporate Communications as well as certain IT processes and Human Resources.
"Our mission and core values have fueled BTS' tremendous growth over the past 20+ years. We have great people who are passionate about working closely with our clients to win the hearts and minds of their personnel around strategic priorities."
Henrik Ekelund, Founder, President & CEO of BTS Group (publ)
"BTS works systematically to develop and apply efficient processes that improve quality and productivity. Feedback from customers is an important driver."
Continuous, state-of-the-art product development is crucial to BTS' growth and market-leading role in the field of discovery-based learning. BTS maintains valuable structural capital in the form of solutions, platforms and processes.
Also, BTS has assimilated this experience into its systems and processes. New experience and knowledge are introduced successively as the business activities of its customers change.At the same time, BTS develops new services based on the latest advances in methodology and technology. Product development at BTS has two parts, external and internal development.
External product development involves developing new learning solutions in the areas of business acumen, leadership, sales and operational excellence. It also encompasses solutions for new media - for example, Web-based business simulations.
BTS strives to conduct its product development efforts in close collaboration with its customers.
Internal product development refers to internal work with BTS development platforms and methodologies, which
form the foundation for creating new learning solutions. BTS' solutions are based on technologies that are generally available on the market: Excel, Visual Basic and Flash, for example. Internal product development is directed towards the following tools:
To ensure delivery quality, BTS uses two types of follow-up:
• Initial Quality Survey - This survey is completed by seminar participants at the conclusion of each business simulation to assess the quality of the program. On a scale of 1 to 5, BTS' internal goal is to achieve a score of at least 4.6.
Internal Product Development Raises the efficiency of the process for developing customized simulations.
& Application - BTS provides a process to verify that participants are applying the skills and knowledge they have acquired. BTS offers customers the opportunity to measure the long-term results of the training. This follow-up shows that 50 - 90 percent of participants have retained knowledge that they now apply in their everyday work. It also shows that the improvements in business results pay for the customer's investment in the training many times over.
In order to reduce dependence on individual employees and to assure the long-term quality of BTS' training courses, all methods, technologies and business simulations are well documented.
BTS owns all the rights to all the solutions it develops for customers. This means that the company is free to reuse both general skills and intellectual property – for example, software and adaptations – when developing new business simulations.
Run in collaboration with customers to create new customized simulations, new solutions and media.
Advantage Performance Group (APG) is a unique consulting and training firm that specializes in helping their clients accelerate business results, increase sales and improve the way people work together.
Its network of around 40 fulltime franchise partners and over 100 facilitators, work with their clients to achieve verifiable business results. APG was acquired by BTS in September 2006.
APG is a unique training company. The APG' network is based on a franchise model backed by thought-leading content providers (such as BTS) and state-of-the-art learning methodologies. It also applies its training-effectiveness methodology – The Advantage Way™ System – to help organizations maximize their training Return of Investment (ROI).
APG has supported hundreds of top organizations to help achieve their business objectives. The company provides leading training solutions in the areas of:
Unlike other consulting and training companies that provide only one approach to development, Advantage provides a continuous stream of learning solutions to meet their clients' evolving business needs.
In addition, APG guarantees measurable business impact – not only improved job performance, but bottom-line results through the Advantage Way process. When clients implement The Advantage Way system, their organization will achieve documented business results as well as improved job performance. They will be
able to measure the business impact of training — solid proof of its value to their organization.
APG has a rich 18-year history and representatives in most major U.S. cities. APG is fully resourced to provide customers with just-in-time delivery and implementation support across all geographies.
While one might think these perilous economic times mean the end of funding for human capital development – that perception may be misguided. Now, more than ever, dollars spent on learning must deliver a sustainable approach that actually drives business results.
A learning investment with APG creates business results. It demonstrates improvement that is measurable, sustainable, and accelerates our client's performance while providing the solid metrics that enable ongoing funding and support from the executive suite.
While certainly APG has not reached its potential and the results don't reflect our full capability. We recognize the challenges and are undertaking our own transformation of this business.
We have identified three different areas of focus to make Advantage a stronger company in this environment:
Using the Advantage way process through the entire engagement with our clients- we are able to commit our clients to a complete alignment with business results from the very beginning.
Through Alliance Partners, like BTS, we are able to provide more strategic solutions throughout the organization — from the executive suite to the individual contributor.
Through our marketing efforts we are able to touch more of our clients and help them through these times.
This enables our franchise partners to have more proactive follow-up with their clients and assists in providing unique solution to each client's challenges.
"Link your Training Investment directly to Business Results"
Research shows that 85% of all training has zero impact on job performance. BTS decided to help its clients beat those odds. BTS' solution to this challenge is the BTS Advantage WaySM system. When customers implement the BTS Advantage WaySM system, the organization will improve job performance as well as documented business results. The BTS Advantage WaySM User Group members have been able to consistently double or triple the business impact from their training initiatives. And for the first time, many customers are able to measure the business impact of training—solid proof of its value to the organization.
The BTS Advantage WaySM system is a unique training effectiveness methodology that ensures the investment in training creates measurable business
impact. This scientifically robust methodology is the result of BTS' strategic alliance with Robert O. Brinkerhoff, Ed.D. a world renowned authority on training effectiveness and evaluation. BTS has exclusive rights to all the IP of Prof. Brinkerhoff's work, which is based on more than 30 years' of research and practice, and has been proven in organizations that include Dell, SPX, Verizon, Maersk, Pfizer, Humana, Standard Bank, Motorola, Anheuser-Busch, and many others.
"The BTS Advantage WaySM User Group members have been able to consistently double or triple the business impact from their training initiatives."
The BTS Advantage WaySM system is an innovative, high-impact conceptual framework for building learning and business impact throughout the organization. It creates a clear linkage between the learning interventions and business objectives. It also incorporates the BTS proprietary Success Case Evaluation Method®, a practical way to measure and demonstrate both behavioral and bottom-line results.
The system includes highly interactive programs for HRD professionals and managers – including the new web-based iBooster – aimed at the goal of delivering better business results from training.
The BTS Advantage WaySM is also easy to implement, enabling organizations to convert learning consistently, quickly, and effectively to maximize their business results.
Training magazine honored Accenture and BTS for Accenture's Enterprise Senior Manager Core Program (ESMC), which uses a customized simulation to provide enterprise employees with a competitive, intense experience to help them align with Accenture's global business strategy. One of the ten highest-rated employee courses Accenture offers (out of 22,000), the ESMC program has demonstrated powerful evidence that employees are transferring the learning to their jobs.
Training Magazine - Nov, 2008
Accenture and BTS were recognized for the "Enterprise Senior Manager Core Program" which provides financial and strategic alignment for enterprise management throughout Accenture.
Brandon-Hall - Sept, 2008
BTS received this honor based on a unique business strategy leadership development program for managers at Tiffany & Co., the world's premier jeweler, to further its success in marrying classic product creativity and solid business innovation, while undergoing the rapid global growth which brought it to \$2.9 billion in revenues in 2007.
Chief Learning Officer's - Sept, 2008
BTS client NetApp was recognized for its groundbreaking executive-level development programs, incorporating competitive business simulations from BTS. These customized business simulations helped NetApp align its global leadership through complex business situations involving strategic initiatives, key decisions and unexpected events.
Chief Learning Officer's - Sept, 2008
Dan Parisi, Executive Vice President and BTS San Francisco Managing Director, was selected by Training magazine as a "top ten trainer under 40". Parisi was singled out by Training editors and an independent judging panel comprising members of Training's Editorial Advisory Board.
Training Magazine - May, 2008
Rob Brinkerhoff was recently named the recipient of the Distinguished Contribution to Workplace Learning and Performance Award by the national ASTD organization.
| Key Ratios | 2008 | 2007 |
|---|---|---|
| Net turnover, MSEK | 548.4 | 523.2 |
| EBITA, MSEK | 79.8 | 88.3 |
| Operating profit, MSEK | 70.5 | 78.2 |
| Profit before tax, MSEK | 67.6 | 72.8 |
| Profit after tax, MSEK | 45.0 | 48.8 |
| EBITA margin, % | 15 | 17 |
| Operating margin, % | 13 | 15 |
| Profit margin, % | 8 | 9 |
| Operational capital, MSEK | 266.9 | 193.9 |
| Return on equity, % | 20 | 26 |
| Return on operational capital, % | 31 | 41 |
| Solidity at the end of the year, % | 56 | 50 |
| Cash flow from current operations, MSEK | 32.3 | 45.2 |
| Cash flow, MSEK | -1.6 | -4.5 |
| Liquid funds at the end of the year, MSEK | 65.9 | 67.5 |
| Average number of employees | 249 | 211 |
| Number of employees at the end of the year | 267 | 230 |
| Net turnover per employee, MSEK | 2.2 | 2.5 |
Years 2003-2005 earnings per share and dividend per share have been adjusted by a correction factor of 0,3333 due to the split 3:1 in May 2006.
BTS is the world leader in customized business simulations and other discovery learning solutions that enable leading corporations to change, grow and succeed. We partner with our clients to develop the mindset and capabilities that their people need to accelerate change and to improve business results.
BTS has more than 250 highly talented professionals serving over 400 clients, including more than 50 of the US Fortune 100 companies and 25 of the Global Fortune 100 world's largest corporations.
BTS is a global organization with 19 offices in North America, Latin America, Europe, Asia, Australia and South Africa.
| Vision: | The World's No.1 Learning & Development Consultancy — innovating how companies change, learn and improve. |
|---|---|
| Mission: | We partner with our clients to accelerate change and improve business results. |
| Value Proposition: | We develop the mindset and capabilities that your people need to accelerate change and improve business results. |
BTS currently works with more than 400 companies around the world that operate mainly in sectors of Manufacturing, Telecom, IT, Financial Services, Pharmaceuticals & Biotechnology, Retail & Distribution Fast Moving Consumer Goods (FMCG) and Energy. More than 25 of the world's largest 100 corporations measured by market capitalization are BTS customers. Examples of our customers are:
| Accenture | Cisco | Humana | Schlumberger | Unilever |
|---|---|---|---|---|
| AT&T | Coca-Cola | KPMG | Sony | Vattenfall |
| Autodesk | Energy Australia | Microsoft | Telefonica | Vodafone |
| BBVA | Ericsson | Nokia | Telstra | Xerox |
| BG | GAP | Norway Post | Texas Instruments | |
| Carlsberg | HP | Roche | Toyota |
BTS´ Profit after tax 2004-2008
"The BTS business acumen simulation was a key element in the success of Kimberly-Clark's recent off-site meeting for our 'Top 100' leaders. The primary purpose of the conference was to engage our leaders in Kimberly-Clark's strategic direction and increase their understanding of shareholder value creation."
"We asked BTS to create a customized, sophisticated simulation experiencethat brought our key business challenges to life. The simulation BTS created exceeded our expectations. It was a hit with our senior leaders, and sustained a high degree of active engagement over the course of our 2-day conference. Many of our leaders said the simulation experience made this 'our best leadership conference yet.' Ultimately, the BTS simulation created an exciting communication platform that allowed me to quickly align Kimberly- Clark's senior team around enterprise value creation."
Thomas J. Falk, CEO, Kimberly-Clark
"Not only did the BTS' simulation experience align the top 1,200 managers in the company to our new business model and key financial metrics, but the process of co-creating the simulation with BTS helped our CEO and Executive Leadership Team crystallize our strategic direction and execution steps."
SVP HR leading IT Infrastructure Company
"I was extremely pleased with the contribution that BTS made to both our New Leader and Advanced Leader Development programs. Beginning with their collaboration with our organization on development of the agenda and course content, through the delivery of program materials, BTS was a great partner and a big part of making these programs such a success."
Shane D. Fleming, Chairman of the Board, President and Chief Executive Officer Cytec Industries Inc
"BTS' unique ability to bring thought leadership in sales coupled with their creativity in customizing content for Humana's environment has enabled us to accelerate the development and growth of our sales force. We have developed a true partnership of collaboration. BTS listens and helps find solutions rather than offering us pre-packaged training. Their creative development approach truly changes how people think. We have seen the results in new sales, increased renewal rates, and more executive customer relationships with our sales force."
Cheryl Tidwell, Director of Learning, Commercial Sales, Humana
cORPORATE GOVERNANCE REPORT AND ANNUAL REPORT
| Five-Year Summary | 4 | |
|---|---|---|
| BTS' Share | 6 | |
| Corporate Governance Report | 8 | |
| Annual Report | ||
| Management Report | 12 | |
| Consolidated Income Statements | 16 | |
| Consolidated Balance Sheets | 17 | |
| Consolidated Cash Flow Statements | 19 | |
| Parent Company´s Income Statements | 20 | |
| Parent Company´s Balance Sheets | 21 | |
| Parent Company´s Cash Flow Statements | 23 | |
| Group | 24 | |
| Parent Company | 24 | |
| Notes to the annual report | 25 | |
| 1. | General information | 25 |
| 2. | Significant accounting policies | 25 |
| 3. | Transactions with related parties | 28 |
| 4. | Information about auditors' fees | 28 |
| 5. | Leases and rental agreements | 28 |
| 6. | Exchange rate differences in operating profit | 29 |
| 7. | Average number of employees, salaries, | 29 |
| other compensation, social security contributions, etc. | ||
| 8. | Intangible assets | 30 |
| 9. | Tangible assets | 32 |
| 10. | Segment reporting | 32 |
| 11. | Financial items | 33 |
| 12. | Tax on profit for the year | 33 |
| 13. | Earnings per share | 33 |
| 14. | Dividend per share | 33 |
| 15. | Financial assets | 34 |
| 16. | Cash flow information | 34 |
| 17. | Deferred tax assets and liabilities | 35 |
| 18. | Prepaid expenses and accrued income | 35 |
| 19. | Equity | 35 |
| 20. | Financial instruments and financial risk management | 35 |
| 21. | Bank overdraft facility | 36 |
| 22. | Accrued expenses and prepaid income | 37 |
| 23. | Pledged assets | 37 |
| 24. | Contingent liabilities on behalf of Group companies | 37 |
| Audit Report | 38 | |
| Board of Directors and Auditors | 39 | |
| Senior Executives | 40 | |
| Global Partners in BTS | 40 | |
| Addresses | 41 |
2009 Annual General Meeting. Shareholders in BTS Group AB (public limited liability company) are invited to the AGM on Wednesday, April 29, 2009, at 9:30 am at the Company's premises, Grevgatan 34, 5th floor, Stockholm.
Shareholders wishing to participate must be entered in the share register maintained by Euroclear Sweden AB no later than Thursday, April 23, 2009 and must have notified BTS Group AB no later than 12 noon on Monday, April 27, 2009.
Notify the Company by phone at +46(0)8 58 70 70 00, fax +46(0)8-58 70 70 01, or e-mail at [email protected].
In the notification, please include the shareholder's name, personal identification number or company registration number, address, phone number, and the number of shares held.
To participate in the AGM, shareholders who have registered shares under the name of a trustee must temporarily register them with Euroclear Sweden AB under their own name. Any such request to transfer registration should be made well in advance of Thursday, April 23, 2009.
The Board of Directors proposes a dividend of SEK 1.20 per share.
| Interim reports: | |
|---|---|
| January–March | April 29, 2009 |
| April–June | August 18, 2009 |
| July–September | November 5, 2009 |
| Year-end report | February 2010 |
The reports above can be ordered from BTS Group AB, Grevgatan 34, SE-114 53 Stockholm, Sweden, phone +46(0)8 58 70 70 00, fax +46(0)8 58 70 70 01, e-mail [email protected].
Financial information from BTS Group AB is also published at www.bts.com.
BTS Group AB, BTS Group AB (publ), BTS, the Company BTS Group AB, or the Group's subsidiaries (unless otherwise indicated by the context).
| MSEK | 2008 | 2007 | 2006 | 2005 | 2004 |
|---|---|---|---|---|---|
| Net turnover | 548.4 | 523.2 | 379.1 | 286.1 | 205.9 |
| Operating expenses | -466.2 | -432.7 | -309.3 | -233.6 | -174.2 |
| Depreciation of tangible fixed assets | -2.4 | -2.2 | -2.1 | -1.8 | -1.1 |
| Amortization of intangible fixed assets | -9.4 | -10.1 | -5.3 | -2.0 | - |
| Operating profit | 70.5 | 78.2 | 62.4 | 48.7 | 30.7 |
| MSEK | 2008 | 2007 | 2006 | 2005 | 2004 |
|---|---|---|---|---|---|
| Assets | |||||
| Fixed assets | 203.6 | 187.8 | 203.7 | 58.2 | 7.3 |
| Accounts receivables | 147.2 | 116.0 | 88.7 | 64.2 | 36.8 |
| Other current assets | 34.9 | 25.2 | 25.6 | 14.5 | 9.7 |
| Liquid assets | 65.9 | 67.5 | 72.1 | 101.1 | 110.5 |
| Total assets | 451.5 | 396.4 | 390.1 | 238.0 | 164.3 |
| Shareholders´ equity and liabilities | |||||
| Shareholders´ equity | 250.9 | 198.6 | 174.7 | 151.5 | 116.6 |
| Minority participations | - | - | 0.5 | 0.4 | 0.2 |
| Provisions for deferred tax | - | - | - | - | 0.2 |
| Interest-bearing liabilities | 81.9 | 62.9 | 80.9 | 2.1 | - |
| Non interest-bearing loans | 0.4 | 0.1 | 0.4 | 0.2 | - |
| Other non interest-bearing liabilities | 118.3 | 134.8 | 133.6 | 83.9 | 47.3 |
| Total equity and liabilities | 451.5 | 396.4 | 390.1 | 238.0 | 164.3 |
| MSEK | 2008 | 2007 | 2006 | 2005 | 2004 |
|---|---|---|---|---|---|
| Cash flow from current operations | 37.5 | 42.8 | 38.7 | 38.9 | 30.7 |
| Cash flow from investment activities | -28.5 | -12.2 | -140.6 | -42.4 | -2.9 |
| Cash flow from financing activities | -16.0 | -32.8 | 78.6 | -12.3 | -3.5 |
| Translation differences in liquid assets | 5.4 | -2.4 | -5.9 | 6.5 | -1.9 |
| Cash flow for the year | -1.6 | -4.6 | -29.1 | -9.3 | 22.4 |
| Liquid assets, start of the year | 67.5 | 72.1 | 101.1 | 110.5 | 88.1 |
| Liquid assets, end of the year | 65.9 | 67.5 | 72.1 | 101.1 | 110.5 |
| MSEK | 2008 | 2007 | 2006 | 2005 | 2004 |
|---|---|---|---|---|---|
| Net turnover | 548.4 | 523.2 | 379.1 | 286.1 | 205.9 |
| Operating profit (EBIT) | 70.5 | 78.2 | 62.4 | 48.7 | 30.7 |
| Operating margin (EBIT margin), % | 12.8 | 14.9 | 16.5 | 17.0 | 14.9 |
| Operating income before amortization of intangible fixed assets (EBITA) | 79.8 | 88.3 | 67.6 | 50.8 | 30.7 |
| Operating margin before amortization of intangible fixed assets (EBITA margin), % | 14.6 | 16.9 | 17.8 | 17.7 | 14.9 |
| Profit margin, % | 8.2 | 9.3 | 10.2 | 12.9 | 9.9 |
| Earnings per share, SEK 1 | 2.5 | 2.7 | 2.2 | 2.1 | 1.1 |
| Return on equity, % | 19.9 | 26.1 | 23.6 | 27.4 | 18.5 |
| Return on operational capital, % | 30.6 | 41.4 | 52.7 | 164.7 | 282.9 |
| Operational capital | 266.9 | 193.9 | 184.0 | 52.8 | 6.3 |
| Shareholders´ equity | 250.9 | 198.6 | 174.7 | 151.5 | 116.6 |
| Equity per share 1 | 13.9 | 11.0 | 9.7 | 8.6 | 6.6 |
| Equity/assets ratio, % | 55.6 | 50.1 | 44.9 | 63.8 | 71.1 |
| Dividend per share, SEK 1 | 1.20 | 1.20 | 1.00 | 0.92 | 0.53 |
| Cash flow | -1.6 | -4.6 | -29.1 | -9.3 | 22.4 |
| Liquid assets | 65.9 | 67.5 | 72.1 | 101.1 | 110.5 |
| Number of employees at the end of the year | 267 | 230 | 186 | 150 | 107 |
| Average number of employees | 249 | 211 | 165 | 143 | 104 |
| Annual net turnover per employee | 2.2 | 2.5 | 2.3 | 2.0 | 2.0 |
1) 2003-2005 earnings per share, dividend per share, and equity per share have been adjusted using a correction factor of 0.3333 because of the 3:1 split in May 2006.
Operating profit after depreciation and amortization as a percentage of net turnover.
Operating profit before amortization of intangible assets as a percentage of net turnover.
Profit for the period as a percentage of net turnover.
Earnings attributable to the Parent Company's shareholders divided by the number of shares.
Profit after tax on an annual basis as a percentage of average shareholders´ equity.
Operating profit as a percentage of average operating capital.
Balance sheet total less cash and cash equivalents, other interest-bearing assets and non-interest-bearing liabilities.
Shareholders´ equity excluding minority interest divided by the number of shares at the end of the year.
Shareholders´ equity as a percentage of the balance sheet total.
Dividends proposed or adopted, divided by the number of shares at the end of the year.
Net turnover for the whole year, divided by the average number of employees.
On June 6, 2001, the BTS share was floated on Nasdaq OMX Stockholm, in connection with the issue of new stock, raising capital for the Company of SEK 78.1 million after issue expenses.
The share capital totals SEK 6,016,100, divided among 853,800 Class A shares and 17,194,500 Class B shares, each with a quotient value of SEK 0.33. Each Class A share entitles the holder to ten votes, each Class B share one vote. All shares carry equal rights to participate in the Company's assets and profits.
At December 31, 2008, there were 699 (735) shareholders in the Company. Since 2002, BTS Group AB has worked to promote depth in share trading. As part of this strategy, a market maker has been engaged to work to boost interest and trading in BTS' shares.
The Company's goal is to distribute 30%-50% of profit after tax in the long run.
| Share data | |
|---|---|
| Share price at January 2, 2008 | SEK 41.00 |
| Share price at December 31, 2008 | SEK 22.60 |
| Earnings per share, December 31, 2007 | SEK 2.50 |
| Liquid assets per share, December 31, 2008 | SEK 3.65 |
| Equity per share, December 31, 2008 | SEK 13.90 |
| Year | Transaction | Increase in share capital, SEK |
Share capital, SEK |
Class A shares | Class B shares | Total no. of shares |
Share's par value (SEK) |
|---|---|---|---|---|---|---|---|
| 1999 | Formation of the Company | 100,000 | 100,000 | 439,900 | 560,100 | 1,000,000 | 0.10 |
| 1999 | New issue | 8,200 | 108,200 | 82,000 | 1,082,000 | 0.10 | |
| 2001 | Stock dividend issue | 4,219,800 | 4,328,000 | 1,082,000 | 4.00 | ||
| 2001 | 4:1 split | 4,328,000 | 1,759,600 | 2,568,400 | 4,328,000 | 1.00 | |
| 2001 | Conversion of Class A to Class B shares |
-1,475,000 | 1,475,000 | 4,328,000 | 1.00 | ||
| 2001 | New issue | 1,500,000 | 5,828,000 | 1,500,000 | 5,828,000 | 1.00 | |
| 2002 | New issue | 69,300 | 5,897,300 | 69,300 | 5,897,300 | 1.00 | |
| 2006 | 3:1 split | 69,300 | 5,897,300 | 853,800 | 16,838,150 | 17,691,900 | 0.33 |
| 2006 | New issue | 118,800 | 6,016,100 | 356,400 | 18,048,300 | 0.33 |
| No. of | No. of | ||||
|---|---|---|---|---|---|
| Name | Class A shares | Class B shares | Holding | Holding, % | Votes, % |
| Henrik Ekelund | 816,000 | 3,181,825 | 3,997,825 | 22.15 | 44.08 |
| Stefan af Petersens | 37,800 | 2,348,774 | 2,386,574 | 13.22 | 10.6 |
| Stefan Hellberg | 0 | 1,455,224 | 1,455,224 | 8.06 | 5.66 |
| Alecta Pensionsförsäkring | 0 | 1,400,000 | 1,400,000 | 7.76 | 5.44 |
| Jonas Åkerman | 0 | 913,800 | 913,800 | 5.06 | 3.55 |
| Länsförsäkringar Småbolagsfond | 0 | 864,000 | 864,000 | 4.79 | 3.36 |
| Nordea Bank Finland | 0 | 605,316 | 605,316 | 3.35 | 2.35 |
| Clearstream Banking S.A., W8IMY | 0 | 543,929 | 543,929 | 3.01 | 2.11 |
| Swedbank Robur Småbolagsfond Sverige | 0 | 537,012 | 537,012 | 2.98 | 2.09 |
| Lannebo Småbolag | 0 | 450,000 | 450,000 | 2.49 | 1.75 |
| Total for 10 largest shareholders | 853,800 | 12,299,880 | 13,153,680 | 72.87 | 80.99 |
| Other shareholders | 0 | 4,894,620 | 4,894,620 | 27.13 | 19.01 |
| Total | 853,800 | 17,194,500 | 18,048,300 | 100 | 100 |
BTS Group AB is a public limited liability company headquartered in Stockholm, Sweden. The Company is listed on NASDAQ OMX Stockholm.
The BTS Group AB has applied the Swedish Code of Corporate Governance since July 1, 2008, and is submitting this corporate governance report for 2008.
The Swedish Code of Corporate Governance (the Code) is a set of rules and regulations for listed companies and complements legislation, companies' own articles of association, and other rules by specifying a norm for good corporate governance. The Code deals with the systems and corporate and decision-making bodies through which owners directly or indirectly control their company and is intended to safeguard the investments of shareholders and the assets of the Group as well as to insure that the financial information provided by the company is reliable. Any deviations from the Code are explained in connection with each section.
The corporate governance report does not constitute a part of the formal financial statements and has not been reviewed by the Company's auditors.
The corporate bodies of BTS Group AB comprise the following.
| Annual General Meeting (AGM) |
- highest decision-making body. |
|---|---|
| Board of Directors - has ultimate responsibility for the Company's organization and management. |
|
| Chief Executive Officer (CEO) |
- has responsibility for day-to-day management. |
| Auditors | - audit the Board of Directors' and CEO's management at the request of the shareholders/AGM. |
The total number of shares outstanding is 18,048,300, consisting of 853,800 Class A and 17,194,500 Class B shares. Each Class A share entitles the holder to ten votes per share, each Class B one vote per share.
At December 31, 2008, BTS Group AB had approximately 700 shareholders. The ten largest shareholders had total shareholdings corresponding to 72.9% of shares and 81.0% of votes. A list of the largest shareholders is found on page 7 of the annual report.
BTS's highest decision-making body is the Annual General Meeting (AGM). Notice of the AGM shall be published no earlier than six weeks and no later than four weeks before the Meeting and shall appear in Postoch Inrikes tidningar and Svenska Dagbladet. All shareholders who are entered in the share register on a certain record date and have notified the Company in time of their intention to participate in the meeting may do so. Shareholders unable to attend can be represented by proxy.
The AGM elects the Company's Board and the Chairman of the Board. The business of the AGM includes:
The 2008 Annual General Meeting was held on Wednesday, May 7, 2008, at the Company's offices in Stockholm. Nineteen shareholders attended, representing 47.8% of the number of shares outstanding and 62.7% of the votes. All members of the Board and the Company's auditors participated in the Meeting. Decisions made included the following:
In addition, the AGM was informed that Öhrlings Pricewaterhouse-Coopers had appointed Magnus Thorling as the new managing auditor for the Company's audit.
The nominating committee has the task of preparing and submitting proposals to the AGM concerning the following, when relevant.
Board fees: in total and divided among the Chairman and other members of the Board as well as compensation for work on committees, when relevant.
Audit fees.
A nominating committee for BTS Group AB was appointed on October 27, 2008. BTS's three largest shareholders in consultation with Chairman of the Board Dag Sehlin appointed Anders Dahl, Dag Sehlin, and Stefan af Petersens to the nominating committee; Anders Dahl was appointed chair.
Shareholders in BTS Group AB have been able to contact the nominating committee to propose candidates to the Board.
All of the nominating committee's candidates based on the above will be announced in the notice for the 2009 AGM. The nominating committee's statement supporting its proposal for the Board of Directors of BTS Group AB as well as the information about the candidates recruited by the nominating committee will be published on BTS's web site when its proposal is announced.
The Board of Directors has ultimate responsibility for the Company's organization and management and is appointed by the shareholders at each AGM for the period from that meeting until the end of the next. BTS's Board decides on issues such as strategic direction, acquisitions, investments, financing, and Group-wide policies. BTS's Board shall also insure proper disclosure to BTS's various stakeholders.
The articles of association specify that the Board of Directors of BTS shall consist of no fewer than three and no more than eight members. The AGM held on May 7, 2008, decided that for the period until the next annual meeting the Board would consist of four members and no deputy members.
Once each fiscal year, the work of the Board is assessed, either by the Board itself or with the help of external parties, providing a basis for the Board's procedures in the future.
The Board of Directors is deemed to comply with the NASDAQ OMX Stockholm marketplace rules and the Swedish Code of Corporate Governance as regards requirements on independence of members of the Board to the Company and Company management.
| Member | Position | Elected | Independent | Board meeting attendance |
|---|---|---|---|---|
| Dag Sehlin | Chairman of the Board |
2003 | Yes | 100% |
| Mariana Burenstam Linder | Member | 2004 | Yes | 90% |
| Henrik Ekelund | Member | 1986 | 1 No |
90% |
| Stefan Gardefjord | Member | 2003 | Yes | 100% |
In addition to legislation and recommendations, a written set of procedures adopted annually governs the work of the Board of Directors. The Board's set of procedures is intended to clarify and regulate the Board's tasks and how it works as well as the division of responsibilities among the Chairman, other members of the Board, and the CEO. According to these procedures, the Board shall normally hold a minimum of four ordinary meetings. At each of these meetings, the Board deals with issues of material significance to the Company. In addition, the Board receives reports from senior management about current business conditions in the Group's market segments. Board meetings are held periodically in connection with the Company's financial reports. The Board deals with the year-end report and proposed appropriation of earnings in February, interim reports in April, August, and October, and the budget for the coming year at the December meeting. Occasionally, an issue is delegated to the Chairman of the Board and the CEO for joint deliberation. The Company's Chief Financial Officer (CFO) serves as Board secretary. During the past year, ten meetings were held. Procedures for assessing the work of the Board were determined in November for assessment and discussion in the beginning of 2009.
The AGM held on May 7, 2008, approved a total of SEK 525,000 in fees to be paid to those members of the Board who receive no salary from the Company or any subsidiary, such that SEK 275,000 be paid to the Chairman and SEK 125,000 each to the members who receive no salary from the Company.
Members of the Board in the Parent Company have received compensation only in the form of Board fees. Members of the Board are not included in any incentive programs for the Group related to shares or share prices.
The compensation committee has the task of reviewing and recommending to the Board policies for compensation, including performance-based payments and pension benefits for the Company's senior executives. Issues concerning the CEO's terms of employment, compensation, and benefits are prepared by the compensation committee and decided by the Board. The duties of the compensation committee were performed during the year by the Board as a whole excluding the CEO.
At the AGM to be held on April 29, 2009, the Board of Directors will present its proposed policies for compensation and other conditions of employment for executive management for the approval of the AGM.
More information about compensation to senior executives is found in the annual report, Note 7.
The task of the audit committee is to prepare the work of the Board of Directors to assure the quality of the Company's financial reports. The audit committee also adopts guidelines on the other services in addition to auditing that the Company may procure from the Company's auditors. 1Henrik Ekelund is the largest shareholder and is President and CEO of BTS Group. The committee is also tasked with providing the nominating committee with an assessment of the audit work and of assisting the nominating committee in preparing the nominating committee's proposal to the AGM for the election of auditors as well as the size of the audit fees.
During the year, the duties of the audit committee were performed by the Board as a whole. The Company's CFO, also the Board secretary, prepared the business for the Board's meetings. During specific parts of the auditor's review with the audit committee, neither the CEO nor the Board secretary participates, allowing the Board to have private discussions with the auditor in compliance with the Code. In addition, each member of the Board can contact the auditors directly.
The auditors examine the management of the Company by the Board of Directors and CEO and the quality of the Company's accounts and they report the results of their audit to the shareholders through the auditors' report, which is submitted at the AGM. In addition, the auditor participates in the Board meeting when the final accounts are presented and submits a report on the audit of the Company's earnings, financial position, and internal audit. The Company's auditor may also submit a statement of his/her findings directly to the Chairman of the Board, if deemed necessary.
The auditor is selected by the AGM for a period of four years. The 2005 AGM re-elected the registered public accounting firm Öhrlings PricewaterhouseCoopers and managing auditor Lars Berglund for the period until the 2009 AGM. Lars Berglund resigned at the 2008 AGM, and Magnus Thorling was elected the new managing auditor.
More information about compensation to auditors is found in the annual report, Note 4.
For 2008, the Company's auditors did not audit BTS's semiannual report or the nine-month interim report, which deviates from the rules of the Code. The Board of Directors has determined, after checking with the Company's external auditors and others, that to date the additional costs of such audits have not been justifiable.
Henrik Ekelund, President & CEO of BTS Group AB, Stefan Brown, CFO and Vice President of BTS Group AB, and Jonas Åkerman, President of BTS USA, Inc.
More information about senior executives is found on page 40 of the annual report.
The AGM held on May 7, 2008, adopted policies for compensation to senior executives such that BTS shall employ persons on terms and at salaries commensurate with the market to be able to recruit and retain employees with excellent skills and of a high caliber to reach the Company's goals. When employing persons outside Sweden, the
Company shall comply with each country's generally accepted forms of employment and good practice.
Forms of compensation are intended to achieve a consensus on the longterm view of operations by rewarding performance that benefits the Company and thus the shareholders. Compensation paid to individual employees will be based on their position and tasks, performance, skills, and experience. Compensation will normally consist of a fixed basic salary and defined-contribution pension benefits, the latter no more than 30% of the fixed basic salary. When deemed appropriate, the basic salary and pension benefit can be augmented by variable compensation, other benefits, and participation in incentive programs. Only the CEO in the Parent Company is entitled to a severance package, corresponding to 12 months' salary if the Company terminates his employment contract.
The Board is entitled to deviate from the principles above in individual cases under special circumstances.
The overall goal of BTS's communication is to provide shareholders and employees, actors in the market, and other stakeholders with an up-todate, true, and fair view of the Company and its operating activities. Communication shall be correct, credible, characterized by close relationships with the Company's stakeholders, and based on frequent contact, clarity, and good ethics. BTS believes that high-quality efforts in communication actively contribute to strengthening confidence in the Company and management, making it easier to achieve business objectives.
BTS publishes up-to-date information about the Company on its web site. Interim reports and annual reports are published in Swedish and English. Events that could be expected to affect the share price are announced in press releases. In addition, the Company communicates with mass media, capital markets, and shareholders when interim reports are published and also participates in other activities on an ongoing basis.
Good corporate governance is about organization and routine, the proper handling of financial information, and minimizing risk. A good control environment is also based on an organizational structure with explicit and documented delegation of decision-making authority, straightforward guidelines and policies, and a corporate culture with common values.
Internal control at BTS is based on a control environment embracing the organization, lines of decision-making, authority, and responsibility. The Board of Directors has a written set of procedures that clarifies the Board's responsibility and regulates how Board tasks are delegated. The set of procedures also specifies which issues are submitted to the Board for a decision. How roles are divided between the Board and the CEO is described in the Board's set of procedures and its instructions to the CEO. The CEO also manages the business with reference to the Companies Act, other laws and regulations, rules and regulations for stock market companies, the Swedish Code of Corporate Governance, and the like.
The Company has established policies regarding financial reporting, IT and IT security, human resource issues (compensation to senior executives, the work environment, equal opportunity), and the like. The Board's instructions to the CEO specify financial responsibilities and authority as do procedures adopted for signing off. To limit and control financial risk, the Board has adopted a financial policy.
The Company's operating organization is communicated through an organization chart and the delegation of roles or responsibilities.
The Board of Directors follows up to insure that policies adopted for financial reporting and internal control are adhered to and maintains appropriate relationships with the Company's auditors. Company management is responsible for the system of internal controls required for managing significant material risks in operating activities.
The Board of Directors has ultimate responsibility for risk management. A well-defined organization and decision-making procedure are intended to foster prudent risk taking and good awareness of risk among employees. To insure that internal routines and controls have worked adequately and uniformly, the most important processes have procedural descriptions. Built-in checkpoints also minimize the risk of errors in accounting. Likewise, procedures for the Company's accounting and consolidation systems have been documented. Ongoing activities aim at maintaining good internal control, thus avoiding and detecting risks.
Significant guidelines, manuals, and such that affect financial reporting are updated and communicated on an ongoing basis to personnel in the Group who are concerned. Formal as well as informal channels to Company management and the Board of Directors exist to convey significant information from employees. For external communication, the Company follows the controlling regulations discussed above.
The Board of Directors continuously evaluates the information provided by Company management. The work of the Board includes insuring that actions are taken concerning any deficiencies and proposals for measures found in the external audit.
BTS has no internal audit unit of its own, based on the assessment that there are no special circumstances in operating activities or other conditions to justify such a unit.
The Board of Directors and CEO of BTS Group AB (publ), corporate identity number 556566-7119, hereby submit their annual accounts and consolidated financial statements for the fiscal year 2008. The consolidated income statement and balance sheet as well as the Parent Company's income statement and balance sheet are submitted to the Annual General Meeting for adoption.
BTS Group AB is an international learning and development consultancy company. BTS uses customized simulation models to support executive management in making change and improving profitability. BTS solutions and services train the entire organization to analyze and make decisions centered on the factors that promote growth and profitability. This enhances the market focus and profit awareness in day-to-day decision-making, which leads to measurable, sustainable improvement in profit. Most BTS clients are major corporations.
BTS's net turnover grew 5% in 2008, to SEK 548.4 million (523.2). Adjusted for changes in exchange rates, growth was 8%.
Operating profit before amortization of intangible assets (EBITA) declined 10% during the year, to SEK 79.8 million (88.3). SEK 9.3 million (10.1) in amortization of intangible assets attributable to acquisitions was charged to 2008 operating profit. Operating profit (EBIT) declined 10%, to SEK 70.5 million (78.2).
The operating margin before amortization of intangible assets (EBITA margin) was 15% (17). The profit margin (EBIT margin) was 13% (15). Profit before tax for the year declined 7%, to SEK 67.6 million (72.8), agreeing with earnings guidance of a profit before tax in line with the preceding year's.
Net turnover for BTS's operations in North America totaled SEK 254.2 million (219.4) in 2008. Adjusted for changes in exchange rates, revenues advanced 19%. The operating profit before amortization of intangible assets (EBITA) totaled SEK 43.8 million (47.8) for 2008. The operating margin before amortization of intangible assets (EBITA margin) was 17% (22).
Net turnover for APG ended at SEK 115.2 million (149.0) in 2008. Adjusted for changes in exchange rates, revenues dropped 21%. The operating profit before amortization of intangible assets (EBITA) totaled SEK 2.9 million (13.4) for 2008. The operating margin before amortization of intangible assets (EBITA margin) was 3% (9).
Net turnover for Europe totaled SEK 138.2 million (117.0) in 2008. Adjusted for changes in exchange rates, revenues advanced 21%. The operating profit before amortization of intangible assets (EBITA) totaled SEK 30.5 million (21.1) for 2008. The operating margin before amortization of intangible assets (EBITA margin) was 22% (18).
Net turnover for BTS's other markets totaled SEK 40.8 million (37.8) in 2008. Adjusted for changes in exchange rates, revenues grew 14%. The operating profit before amortization of intangible assets (EBITA) totaled SEK 2.6 million (6.0) for 2008. The operating margin before amortization of intangible assets (EBITA margin) was 6% (16).
At year-end, liquid assets were SEK 65.9 million (67.5). Interest-bearing liabilities totaled SEK 81.9 million (62.8). Shareholders' equity totaled SEK 250.9 million (198.6) at year-end, and the equity/assets ratio was 56% (50). BTS's cash flow from operating activities for the year was SEK 37.5 million (42.8). The increase in goodwill was solely the effect of changes in exchange rates. At December 31, 2008, trade and other receivables had increased SEK 31.2 million, chiefly as a result of changes in exchange rates and more invoicing than normal in December.
The Board of Directors proposes that the 2009 Annual General Meeting not change the guidelines for determining salaries and other compensation to the CEO and other senior executives. For the guidelines decided by the 2008 AGM, see Note 7.
The number of employees in BTS Group AB at December 31 was 267 (230). The average number of employees during the year was 249 (211).
The total number of shares outstanding is 18,048,300, consisting of 853,800 Class A and 17,194,500 Class B shares. Each Class A share entitles the holder to ten votes per share, each Class B one vote per share. The Company's articles of association contain no restrictions on the transfer of shares. The Company has two shareholders, Henrik Ekelund and Stefan af Petersens, who had holdings exceeding 10% at year-end 2008. Some employees own shares in the Company, but the employees as a whole have no investment through a pension fund or the like. The Company is not aware of any agreements between shareholders that would restrict the right to transfer shares. Neither is there any agreement to which the Company is a party that would come into effect, be changed, or cease to apply if control of the Company were to change as a result of a public takeover bid.
The activities of the Parent Company, BTS Group AB, consist exclusively of tasks internal to the Group. The assets of the Parent Company consist primarily of shares in subsidiaries and liquid assets. The Company's net turnover totaled SEK 2.2 million (2.6), and profit after financial items SEK 10.3 million (11.9). Cash and cash equivalents ended at SEK 0 (0).
The state of the economy makes forecasts for 2009 more uncertain than normal. Profit before tax is expected to be in line with the preceding year.
Demand for training and consultancy services weakened in the fourth quarter of 2008. Nevertheless, demand for BTS's services remained healthy with the exception of APG, which reported a negative trend in the fourth quarter of 2008. APG has been more exposed, through its customer and product mix, to the weaker market than other Group units have been.
The severe recession is having a significant impact on many BTS clients. BTS considers its position significantly better than its competitors' as a consequence of a well-diversified customer base, underweighting of clients in the most vulnerable industries, and extremely competitive solutions and customer projects of a strategic and long-term nature.
BTS has a small market share, and the Company sees ample opportunity for growth during the recession. BTS's strategy for the recession is based on:
This strategy worked during 2008, when the overall market was estimated to have shrunk while BTS continued to grow.
BTS has considerably broadened its range of services and products through product development and acquisitions, so that the range now includes, in addition to the world's leading business simulation models, leading solutions in strategically key fields such as sales and leadership development and web-based training solutions.
Today BTS has the market's most complete range of customized simulation models as well as a well-developed sales organization while it is the only company that can serve major international corporations globally in these fields. BTS can satisfy customers' needs for additional services and solutions to a greater degree, generating significant opportunities for growth in the short and long run.
Training is sensitive to economic conditions. Cost-cutting programs and slower growth affect corporate training budgets. Similarly, economic recovery increases willingness to invest in training.
BTS's 10 largest customers accounted for 22% of sales in 2008. By striving for a broad customer base, BTS limits its dependence on individual customers.
BTS customers are mainly active in nine business sectors: Manufacturing, Telecommunications, Information Technology, Financial Services, Pharmaceuticals & Biotechnology, Retail & Distribution, Services, Energy, and Fast-Moving Consumer Goods (FMCG). The global distribution of the business activities of its customers helps BTS reduce exposure to fluctuating conditions in specific industries.
Most of BTS's sales in 2008 were in North America 68%, while Europe represented 25%, and other markets 7%. In recent years, BTS has enhanced its presence in the markets of Asia, Australia, South Africa, and China, which in the long run will reduce dependency on North American and European markets.
The market for corporate training and management is fragmented. BTS encounters different competitors in different markets and has no global competitors.
BTS bases its marketing on network-based sales and good customer relations, which make high demands on the quality of BTS deliveries. BTS minimizes the risk of dissatisfied customers by recruiting and cultivating qualified consultants and by ensuring that all development and all deliveries adhere to established processes. BTS also follows up on quality in all projects.
BTS owns all rights to the business simulations it develops for clients. Thus BTS has the right to reuse general skills and intellectual property, such as software and adaptations, when developing new business simulations. For license-based products and solutions, the client purchases the number of licenses needed for the employees participating; that is, when more employees participate, additional licenses must be purchased from BTS.
Rapid growth requires intensive recruiting and training of employees. At the same time, it is essential to retain competent and motivated personnel. To meet these requirements, BTS follows an established recruiting and skills development model.
To reduce dependence on individual employees and to insure the longterm quality of BTS training courses, methods, technologies, and business simulations are well documented.
Effective and systematic assessments of financial and commercial risks are vital to BTS. The Group's financial policy specifies guidelines and objectives for managing financial risks within the Group. Financing and risk management have been gathered under the Group finance function. The subsidiaries manage all foreign exchange dealings and credit to clients within the framework of a fixed policy. For details, see Note 2, Accounting policies, and Note 20, Financial instruments and financial risk management.
The currencies with the greatest impact on BTS's earnings are the U.S. dollar (USD), the euro (EUR), and the pound Sterling (GBP). The day-to-day exposure to fluctuations in exchange rates is limited, as revenues and expenses are primarily in the same currency in each market. BTS does not normally hedge its foreign exchange exposure. The sensitivity analysis below shows the effects on operating profits of changes in the value of USD, EUR, and GBP in relation to the Swedish krona (SEK).
| Exchange rate |
Percentage change |
Change, full-year 2008 SEK thousands |
|---|---|---|
| SEK/USD | +/- 10% | +/- 3,241 |
| SEK/EUR | +/- 10% | +/- 485 |
| SEK/GBP | +/- 10% | +/- 1,638 |
BTS only accepts creditworthy counterparties. BTS's accounts receivable are distributed among a large number of companies operating in different sectors. The maximum credit risk at year-end was SEK 5,821 thousands (7,270), corresponding to the largest total credit exposure to a single counterparty.
Performance for the past five fiscal years is presented below.
BTS manages liquidity risk by maintaining sufficient liquid assets and a reserve as an approved overdraft facility. BTS may borrow funds only upon the approval of the Board of Directors. Any excess liquidity in subsidiaries is initially to be used to amortize loans. Interest rates on the Group's financial assets and liabilities are usually fixed for short periods. Interest rate risk refers to changes in market rates that could adversely affect BTS, either through increased costs of borrowing for the Company or through fluctuations in returns on the funds invested at variable interest rates.
The development conducted by BTS during the year centered on customer-specific product development and was therefore expensed directly. No research as defined in IAS 38 has been carried out. For details, see Note 2, Accounting policies.
| SEK thousands | 2008 | 2007 | 2006 | 2005 | 2004 |
|---|---|---|---|---|---|
| Net turnover | 548,370 | 523,161 | 379,097 | 286,119 | 205,944 |
| Operating expenses | -466,183 | -432,693 | -309,345 | -233,582 | -174,123 |
| Depreciation of tangible fixed assets | -2,369 | -2,174 | -2,127 | -1,772 | -1,098 |
| Amortization of intangible assets | -9,356 | -10,107 | -5,270 | -2,069 | - |
| Operating profit | 70,462 | 78,187 | 62,355 | 48,696 | 30,723 |
| Operating margin, % | 13 | 15 | 16 | 17 | 15 |
| Number of employees at year-end | 267 | 230 | 186 | 150 | 107 |
| Average number of employees | 249 | 211 | 165 | 143 | 104 |
| Net turnover per employee | 2,202 | 2,479 | 2,298 | 2,001 | 1,980 |
No material events occurred after the close of the fiscal year up until the Board's signing of the annual report, and so none have affected the preparation of the balance sheets and income statements.
The following funds are at the disposal of the Annual General Meeting:
| SEK | |
|---|---|
| Profit carried forward | 43,258,663 |
| Profit for the year | 10,305,784 |
| Total | 53,564,447 |
The proposed dividend to shareholders will reduce the Parent Company's equity/assets ratio 6%, to 45%, and the Group's equity/assets ratio 3%, to 53%. The equity/assets ratio is considered sound, as the Company's business activities are running profitably. The Board also considers the Company's liquidity satisfactory.
The Board of Directors is of the opinion that the proposed dividend will not prevent the Company from fulfilling its obligations in the short or long run nor from making the requisite investments. Thus the proposed dividend is justifiable in terms of the provisions of Chapter 17, section 3, paragraphs 2–3 of the Swedish Companies Act (prudence rule).
The Board of Directors proposes that earnings be appropriated as follows.
| SEK | |
|---|---|
| To be distributed to shareholders: SEK 1.20 per share totaling | 21,657,960 |
| To be carried forward to the 2009 accounts | 31,906,487 |
| Total | 53,564,447 |
As regards the operations of the Group and the Parent Company in other respects, please refer to the following income statements and balance sheets as well as to the cash flow statement and accompanying notes.
It is proposed that the dividend be paid on May 8, 2009.
| CONSOLIDATED INCOME STATEMENTS | |||
|---|---|---|---|
| SEK thousands | NOTES | 2008 | 2007 |
| Net turnover | 10 | 548,370 | 523,161 |
| Operating expenses | |||
| Other external expenses | 3, 4, 5, 6 | -233,110 | -244,767 |
| Personnel expenses | 7 | -233,073 | -187,926 |
| Depreciation/Amortization of tangible and intangible fixed assets | 8, 9 | -11,725 | -12,281 |
| Total operating expenses | -477,908 | -444,974 | |
| OPERATING PROFIT | 10 | 70,462 | 78,187 |
| Financial items | 11 | ||
| Financial income | 848 | 756 | |
| Financial expenses | -3,724 | -6,177 | |
| Total profit/loss from financial items | -2,876 | -5,421 | |
| PROFIT AFTER FINANCIAL ITEMS | 67,586 | 72,766 | |
| Tax on profit for the year | 12 | -22,548 | -23,937 |
| PROFIT FOR THE YEAR | 45,038 | 48,829 | |
| Profit for the year attributable to: | |||
| Parent Company shareholders | 45,038 | 48,829 | |
| Earnings per share (profit for the year attributable to Parent Company shareholders) | 13 | ||
| Basic earnings per share, SEK | 2.50 | 2.71 | |
| Number of shares at year-end | 18,048,300 | 18,048,300 | |
| Diluted earnings per share, SEK | 2.50 | 2.70 | |
| Proposed dividend per share | 14 | 1.20 | 1.20 |
| CONSOLIDATED BALANCE SHEETS | |||
|---|---|---|---|
| SEK thousands | NOTES | 12-31-2008 | 12-31-2007 |
| ASSETS | |||
| Fixed assets | |||
| Intangible fixed assets | |||
| Goodwill | 8 | 161,216 | 145,093 |
| Other intangible fixed assets | 8 | 28,612 | 33,048 |
| Tangible fixed assets | |||
| Equipment | 9 | 8,727 | 5,317 |
| Financial fixed assets | |||
| Deferred tax receivables | 17 | 1,926 | 2,384 |
| Other long-term receivables | 20 | 3,077 | 1,959 |
| Total fixed assets | 203,558 | 187,801 | |
| Current assets | |||
| Current receivables | |||
| Accounts receivable | 20 | 147,184 | 115,955 |
| Other receivables | 20 | 6,228 | 3,899 |
| Prepaid expenses and accrued income | 18 | 28,676 | 21,288 |
| Total current receivables | 182,088 | 141,142 | |
| Liquid assets | 65,887 | 67,473 | |
| Total current assets | 247,975 | 208,615 | |
| TOTAL ASSETS | 451,533 | 396,416 |
| CONSOLIDATED BALANCE SHEETS | |||
|---|---|---|---|
| SEK thousands | NOTES | 12-31-2008 | 12-31-2007 |
| SHAREHOLDERS´ EQUITY AND LIABILITIES | |||
| Shareholders´ equity | 19 | ||
| Share capital | 6,016 | 6,016 | |
| Other contributed capital | 39,547 | 39,547 | |
| Reserves | 85 | -28,257 | |
| Profit brought forward, including profit for the year | 205,260 | 181,297 | |
| Total shareholders´ equity | 250,908 | 198,603 | |
| Long-term liabilities | |||
| Other liabilities | 20 | 616 | 368 |
| Current liabilities | |||
| Accounts payables | 20 | 17,712 | 23,017 |
| Tax liabilities | 6,029 | 9,281 | |
| Other current liabilities | 20, 21 | 93,520 | 96,977 |
| Accrued expenses and prepaid income | 22 | 82,748 | 68,170 |
| Total current liabilities | 200,009 | 197,445 | |
| TOTAL SHAREHOLDERS´ EQUITY AND LIABILITIES | 451,533 | 396,416 | |
| Pledged assets and contingent liabilities | 23, 24 |
| CONSOLIDATED CASH FLOW STATEMENTS | |||
|---|---|---|---|
| SEK thousands | NOTES | 2008 | 2007 |
| Current operations | |||
| Operating profit | 70,462 | 78,186 | |
| Adjustments for items not included in cash flow, etc. | |||
| Depreciation | 11,749 | 12,312 | |
| Other items | 16 | 5,357 | -1,144 |
| Financial income | 16 | 848 | 756 |
| Financial expences | 16 | -3,724 | -6,177 |
| Paid tax for the year | -22,838 | -23,890 | |
| Cash flow from current operations before changes in working capital | 61,854 | 60,043 | |
| Cash flow from changes in working capital | |||
| Change in accounts receivable | -17,831 | -30,514 | |
| Change in other operating receivables | -7,315 | -4,720 | |
| Change in accounts payables and other operating liabilities | 798 | 18,004 | |
| Cash flow from changes in working capital | -24,348 | -17,230 | |
| Cash flow from current operations | 37,506 | 42,813 | |
| Investing activities | |||
| Acquisition of shares, participations, and operations | 16 | -23,111 | -3,394 |
| Acquisition of tangible fixed assets | 9 | -5,461 | -2,252 |
| Acquisition of intangible fixed assets | 8, 16 | - | -6,573 |
| Cash flow from investing activities | -28,572 | -12,219 | |
| Financing activities | |||
| Changes in loans | 16, 21 | 5,634 | -14,549 |
| Change in deposits | 57 | -205 | |
| Dividends to shareholders | -21,658 | -18,048 | |
| Cash flow from financing activities | -15,967 | -32,802 | |
| Cash flow for the year | -7,033 | -2,208 | |
| Liquid assets, start of the year | 67,473 | 72,054 | |
| Exchange rate differences in liquid assets | 5,447 | -2,373 | |
| Liquid assets, end of the year | 16 | 65,887 | 67,473 |
| PARENT COMPANY'S INCOME STATEMENTS | |||
|---|---|---|---|
| SEK thousands | NOTES | 2008 | 2007 |
| Net turnover | 3 | 2,215 | 2,551 |
| Operating expenses | |||
| Other external expenses | 3,4,6 | -1,371 | -2,084 |
| Personnel expenses | 7 | -737 | -844 |
| Total operating expenses | -2,108 | -2,928 | |
| OPERATING PROFIT | 107 | -377 | |
| Financial items | 11 | ||
| Profit from other securities and receivables treated as fixed assets | 13,526 | 17,719 | |
| Interest income and similar profit/loss items | 5 | 84 | |
| Interest expenses and similar profit/loss items | -3,288 | -5,546 | |
| Total profit/loss on financial items | 10,243 | 12,257 | |
| PROFIT AFTER FINANCIAL ITEMS | 10,350 | 11,880 | |
| Tax on profit for the year | 12 | -44 | - |
| PROFIT FOR THE YEAR | 10,306 | 11,880 |
| PARENT Company 's BALANCE SHEETS |
|||
|---|---|---|---|
| SEK thousands | NOTES | 12-31-2008 | 12-31-2007 |
| ASSETS | |||
| Fixed assets | |||
| Financial fixed assets | |||
| Participations in Group companies | 15 | 110,503 | 108,816 |
| Receivables from Group companies | 83,181 | 66,811 | |
| Total fixed assets | 193,684 | 175,627 | |
| Current assets | |||
| Current receivables | |||
| Receivables from Group companies | 1,270 | 1,359 | |
| Other receivables | 8 | 76 | |
| Prepaid expenses and accrued income | 18 | 114 | 126 |
| Total current receivables | 1,392 | 1,561 | |
| Liquid assets | 3 | 14 | |
| Total current assets | 1,395 | 1,575 | |
| TOTAL ASSETS | 195,079 | 177,202 |
| PARENT Company 's BALANCE SHEETS |
|||
|---|---|---|---|
| SEK thousands | NOTES | 12-31-2008 | 12-31-2007 |
| SHAREHOLDERS´ EQUITY AND LIABILITIES | |||
| Shareholders´ equity | 19 | ||
| Restricted shareholders´ equity | |||
| Share capital | 6,016 | 6,016 | |
| Reserve fund | 40,726 | 40,726 | |
| Total restricted equity | 46,742 | 46,742 | |
| Non-restricted equity | |||
| Profits carried forward | 43,259 | 51,291 | |
| Profit for the year | 10,306 | 11,880 | |
| Total non-restricted equity | 53,565 | 63,171 | |
| Total shareholders´ equity | 100,307 | 109,913 | |
| Current liabilities | |||
| Accounts payables | 170 | 283 | |
| Liabilities to Group companies | 6,705 | 3,634 | |
| Tax liabilities | 40 | 1 | |
| Other current liabilities | 21 | 87,569 | 63,086 |
| Accrued expenses and prepaid income | 22 | 288 | 285 |
| Total current liabilities | 94,772 | 67,289 | |
| TOTAL SHAREHOLDERS´ EQUITY AND LIABILITIES | 195,079 | 177,202 | |
| Pledged assets and contingent liabilities | 23, 24 |
| PARENT COMPANY'S CASH FLOW STATEMENTS | |||
|---|---|---|---|
| SEK thousands | NOTES | 2008 | 2007 |
| Current operations | |||
| Operating profit | 107 | -378 | |
| Financial income and expenses | 16 | 52 | 202 |
| Paid tax for the year | -723 | - | |
| Cash flow from current operations before changes in working capital | -564 | -176 | |
| Cash flow from changes in working capital | |||
| Change in other operating receivables | 210 | 204 | |
| Change in accounts payable and other operating liabilities | 8,360 | -1,148 | |
| Cash flow from changes in working capital | 8,570 | -944 | |
| Cash flow from current operations | 8,006 | -1,120 | |
| Investing activities | |||
| Dividends received from subsidiaries | 10,191 | 12,055 | |
| Acquisition of shares and participations | 15, 16 | - | -3,394 |
| Cash flow from investing activities | 10,191 | 8,661 | |
| Financing activities | |||
| Paid shareholders' contribution | 15 | -1,687 | - |
| Group contributions | 2,425 | 2,002 | |
| Changes in loans | 2,712 | 34 | |
| Dividends to shareholders | -21,658 | -18,048 | |
| Cash flow from financing activities | -18,208 | -16,013 | |
| Cash flow for the year | -11 | -8,472 | |
| Liquid assets, start of the year | 14 | 8,486 | |
| Liquid assets, end of the year | 16 | 3 | 14 |
| Group | |||||||
|---|---|---|---|---|---|---|---|
| NOTE | Share | Other | Retained | Minority | Total | ||
| SEK thousands | 19 | capital | paid-in capital | Reserves | earnings | interest | equity |
| Opening balance at January 1, 2007 | 6,016 | 39,547 | -20,243 | 149,343 | 508 | 175,171 | |
| Exchange rate differences | -8,073 | -8,073 | |||||
| Total transactions reported directly in shareholders´equity | 6,016 | 39,547 | -28,316 | 149,343 | 508 | 167,098 | |
| Profit for the year | 48,829 | 48,829 | |||||
| Total income and expenses in shareholders´ equity | 6,016 | 39,547 | -28,316 | 198,172 | 508 | 215,927 | |
| Change in minority interest | 16 | -508 | -508 | ||||
| Share-based payment as per IFRS 2 | 1,232 | 1,232 | |||||
| Other adjustments | 59 | -59 | 0 | ||||
| Dividends to shareholders | -18,048 | -18,048 | |||||
| Closing balance at December 31, 2007 | 6,016 | 39,547 | -28,257 | 181,297 | 0 | 198,603 | |
| Opening balance at January 1, 2008 | 6,016 | 39,547 | -28,257 | 181,297 | 0 | 198,603 | |
| Exchange rate differences | 28,342 | 28,342 | |||||
| Total transactions reported directly in shareholders´equity | 6,016 | 39,547 | 85 | 181,297 | 0 | 226,945 | |
| Profit for the year | 45,038 | 45,038 | |||||
| Total income and expenses in shareholders´equity | 6,016 | 39,547 | 85 | 226,335 | 0 | 271,983 | |
| Share-based payment as per IFRS 2 | 583 | 583 | |||||
| Dividends to shareholders | -21,658 | -21,658 | |||||
| Closing balance at December 31, 2008 | 6,016 | 39,547 | 85 | 205,260 | 0 | 250,908 |
| Share | Statutory | Retained | Profit for | Total | ||
|---|---|---|---|---|---|---|
| SEK thousands | NOTE 19 | capital | reserve | earnings | the year | equity |
| Opening balance at January 1, 2007 | 6,016 | 40,726 | 55,204 | 12,101 | 114,047 | |
| Appropriation of earnings according to AGM | ||||||
| Transfer to retained earnings | 12,101 | -12,101 | 0 | |||
| Dividends to shareholders | -18,048 | -18,048 | ||||
| Group contributions | 2,780 | 2,780 | ||||
| Tax effect of Group contributions | -746 | -746 | ||||
| Profit for the year | 11,880 | 11,880 | ||||
| Closing balance at December 31, 2007 | 6,016 | 40,726 | 51,291 | 11,880 | 109,913 | |
| Opening balance at January 1, 2008 | 6,016 | 40,726 | 51,291 | 11,880 | 109,913 | |
| Appropriation of earnings according to AGM | ||||||
| Transfer to retained earnings | 11,880 | -11,880 | 0 | |||
| Dividends to shareholders | -21,658 | -21,658 | ||||
| Group contributions | 2,425 | 2,425 | ||||
| Tax effect of Group contributions | -679 | -679 | ||||
| Profit for the year | 10,306 | 10,306 | ||||
| Closing balance at December 31, 2008 | 6,016 | 40,726 | 43,259 | 10,306 | 100,307 |
The Parent Company is a public limited liability company registered and headquartered in Stockholm, Sweden, at Grevgatan 34. The Parent Company is listed on NASDAQ OMX Stockholm.
The annual report and consolidated financial statements were approved by the Board of Directors on April 8, 2009.
Amounts are stated in SEK thousands unless otherwise indicated.
BTS prepares its consolidated financial statements in compliance with the Annual Accounts Act (ÅRL) and the Swedish Financial Reporting Board's recommendation RFR 1, Supplementary Accounting Regulations for Groups, and, since January 1, 2005, in compliance with International Financial Reporting Standards (IFRS) as approved by the EU. Unless otherwise stated, these principles have also been applied to the multiple-year reviews presented.
The Parent Company has followed the provisions of the Annual Accounts Act and RFR 2, Accounting for Legal Entities. The Parent Company's shareholdings in subsidiaries are reported using the cost method.
The Group's accounting policies were applied consistently in reporting and consolidating the Parent Company and subsidiaries.
When the consolidated financial statements of December 31, 2008, were prepared, several standards and interpretations had been published that are mandatory for the Group's accounts and apply from January 1, 2009, or later.
IFRS 8 – Operating Segments. This standard applies to fiscal years beginning on or after January 1, 2009. The new standard stipulates that segment information be presented from management's perspective, that is, in the manner used for internal reports. The Group's risks and opportunities are affected its being active in different countries and in different geographic markets. BTS's operations are managed and reported by geographic market only. BTS's operating segments consist of the operating units BTS North America, BTS Europe, and BTS Other Markets. Operations are managed and reported within the Group based on these segments. Consequently, BTS's reporting to date does not deviate from the standard. The application of IFRS 8 will not cause any change in the classification of operating segments from the previous accounts based on IAS 14.
IAS 1 (Amendment) – Presentation of Financial Statements. The revisions to this standard apply to fiscal years beginning on or after January 1, 2009. The revised standard will not allow the presentation of revenue and expense items in the statement of changes in equity. Consequently, all changes in equity not related to owners must be disclosed in a separate report covering profit and loss. BTS will apply IAS 1 (Amendment) effective January 1, 2009.
IFRS 2 (Revision) – Share-based Payment. The revisions to this standard apply to fiscal years beginning on or after January 1, 2009. The amended standard clarifies that vesting conditions comprise only service conditions and performance conditions. The Group will apply IFRS 2 (Revision) effective January 1, 2009. However, it is not expected to have any material impact on the Group's financial reporting.
IFRS 3 (Revision) – Business Combinations. The revisions to this standard apply to fiscal years beginning on or after July 1, 2009. The revised standard prescribes that the acquisition method be applied for business combinations but with a few significant changes. One consequence of this is that all payments for acquisitions be recognized at fair value on the acquisition date, while subsequent additional contingent consideration shall be classified as a liability and revalued in the income statement. Also, all transaction costs referring to acquisitions shall be expensed. The Group will apply the standard starting in the fiscal year beginning January 1, 2010. The revisions apply prospectively for acquisitions after the date that the revisions take effect and thus will impact accounting for future acquisitions but will not have any impact on acquisitions made previously.
An assessment of other standards and interpretations has so far not found any impact on accounting or any need for further information.
The consolidated financial statements include the final accounts for all subsidiaries. A subsidiary is a company in which the Parent Company directly or indirectly holds shares that represent more than 50% of the votes or otherwise exercises control. All subsidiaries are wholly owned. Subsidiaries are included in the consolidated financial statements effective the date that control is transferred to the Group.
The Group's final accounts are prepared using the acquisition method, which means that each subsidiary's equity at the time of its acquisition, defined as the difference between the fair value of assets and liabilities, is eliminated in full. Thus consolidated equity contains only that part of subsidiaries' equity that was earned after the acquisition. The surplus corresponding to the difference between the acquisition cost and the fair value of the Group's share of identifiable acquired assets, liabilities, and contingent liabilities is reported as goodwill.
All intercompany transactions and balance sheet items have been eliminated.
Subsidiaries are run with a high degree of independence, and transactions with the Parent Company account for only a small part of their business. The profits, or losses, and financial positions of all Group companies that have a functional currency different from the presentation currency are translated into the Group's presentation currency as follows.
When a subsidiary is acquired, additional consideration may be paid. The anticipated additional consideration is set based on assessments of whether or not the conditions for payment will be satisfied.
Exchange rates for currencies relevant to the Group
| Average 2008 |
December 31 2008 |
Average 2007 |
December 31 2007 |
|
|---|---|---|---|---|
| USD | 6.58 | 7.75 | 6.76 | 6.47 |
| GBP | 12.09 | 11.25 | 13.53 | 12.91 |
| EUR | 9.61 | 10.94 | 9.25 | 9.47 |
| ZAR | 0.80 | 0.82 | 0.96 | 0.94 |
| AUD | 5.53 | 5.36 | 5.66 | 5.66 |
| CHF | 605.86 | 734.55 | 563.31 | 569.85 |
Other currencies have not had a material effect on the consolidated balance sheets or income statements.
Income is recognized on delivery of services to clients based on agreements signed. Sales are recognized at net value after value-added tax and any resulting exchange rate differences on sales denominated in a foreign currency.
Income from completed customization/development assignments and the expenses attributable to these assignments are recognized as income and expenses, respectively, in proportion to the degree of completion of the assignment at the balance sheet date (percentage of completion method). The degree of completion of an assignment is determined by comparing the expenses paid up to the balance sheet date with the estimated total expenses. If the outcome of a service assignment cannot be calculated in a reliable manner, the income from that assignment is recognized only to the extent that it corresponds to the assignment expenses that have arisen and that are likely to be covered by the client. Anticipated losses on assignments are recognized directly as expenses.
Expenditure for customer-specific product development are expensed directly. Expenditure related to development projects (attributable to the development and testing of new or improved products) is capitalized as an intangible asset to the extent such expenditure can be expected to generate future economic benefits. The Company has not conducted any research or development according to the definition in IAS 38. The development normally conducted by BTS is customer-specific product development.
The Group has different pension plans in different countries. All are defined-contribution plans, and the assets are managed by external parties. The Company pays fixed fees and has thereby fulfilled its obligations. The expenses are charged to consolidated earnings as pension rights are vested.
BTS Group AB issued employee stock options to the Group's employees in 2006. The plan enables employees to acquire stock in the Company. The fair value of the allocated stock options has been recognized as an employee benefit expense with a corresponding increase in equity. The fair value is
calculated at the time of allocation and is distributed over the vesting period. The fair value of the allocated stock options is calculated using the Black & Scholes model and taking into consideration the conditions prevailing at the time of allocation. The expenses recognized correspond to the fair value of an estimate of the number of stock options and shares expected to be vested. Social security contributions attributable to share-based payments to employees as compensation for purchased services are expensed and distributed over the periods during which the services are performed. Provisions for social security contributions are based on the stock options' fair value at the time of the report. The fair value is calculated using the same valuation model and parameter values used when the stock options were issued.
A provision is posted when the Company has a legal or other obligation that it deems will need to be settled, the amount can be estimated reliably, and settlement is likely to require resources. Any provision will be measured at the present value of what is deemed to be required to settle the obligation. For this, a discount rate before tax is used that reflects a current market assessment of the time value of money and the risks associated with the obligation.
Borrowing expenses are charged to earnings for the period to which they refer, except if the funds were borrowed to acquire an asset, in which case borrowing expenses are included in the asset's acquisition cost.
Borrowings are recognized initially at the amount received less transaction costs. After the date of acquisition, the loan is measured at amortized cost as per the effective interest method. Non-current liabilities are liabilities with an anticipated duration longer than 12 months. All others are current liabilities.
Income taxes reported comprise taxes for the current year that are to be paid or received as well as changes in deferred tax. All tax liabilities and claims are measured at their nominal amounts according to the tax rules and tax rates that have been decided or announced and that most probably will be adopted. Items in the income statement are thus reported along with their associated tax effects in the income statement. The tax effects of items reported directly in equity are reported in equity.
Current tax is the tax to be paid or received for the year in question. This includes adjustments of current tax attributable to prior periods.
According to the balance sheet method, deferred tax is calculated on all temporary differences arising between the carrying amount and tax base of assets and liabilities. Deferred tax assets relating to loss carryforwards or other future tax-effective deductions are recognized to the extent that it is likely they can be used to offset profits for future taxation.
The Group's risks and opportunities are affected by its being active in different countries. BTS's operations are managed and reported by geographic market. BTS's operating segments consist of the operating units BTS North America, BTS Europe, and BTS Other Markets. Operations are managed and reported within the Group based on these segments. See also the Standards that BTS is applying in advance section regarding IFRS 8 – Operating Segments. Each subsidiary's share of total Group sales is used as a weight for allocating Groupwide overhead.
When a lease entitles the Company as lessee to all financial benefits and risks attributable to the leased asset, the asset is recognized as a non-current asset in the balance sheet. The corresponding obligation to pay lease charges in the future is recognized as a liability. Assets are depreciated at a rate corresponding to their expected period of use.
A lease in which a material portion of the risks and benefits associated with ownership are retained by the lessor is classified as an operating lease. Payments made during the term of the lease are expensed in the income statement on a straight-line basis over the period of the lease.
Tangible assets are recognized at acquisition cost less accumulated depreciation and impairment losses, if any. The acquisition cost includes expenses directly attributable to the acquisition of the asset. Planned depreciation is charged on a straight-line basis based on the acquisition cost and the estimated period of use. The following depreciation periods are applied to existing assets.
• Equipment and installations, 3–6 years.
The residual value and period of use of the assets are tested annually and adjusted as necessary.
Goodwill consists of the amount by which the acquisition cost of the Group's share of an acquired subsidiary's identifiable net assets at the time of the acquisition exceeds those assets' fair value. The acquisition cost of a subsidiary includes additional contingent consideration only after it is deemed probable that the contingencies will occur. Goodwill is tested annually for any indication of impairment and recognized at acquisition cost less accumulated impairment losses. Gains or losses on the divestment of a unit include the residual carrying amount of the goodwill related to the divested unit.
Acquired products, technology, and software have a limited period of use and are recognized at acquisition cost less accumulated amortization and any impairment losses. Amortization is charged on a straight-line basis during the estimated period of use (2-9 years).
Acquired franchise-holder contracts have a limited period of use and are recognized at acquisition cost less accumulated amortization and any impairment losses. Amortization is charged on a straight-line basis during the estimated period of use (10 years).
Acquired customer contracts have a limited period of use and are recognized at acquisition cost less accumulated depreciation and any impairment losses. Amortization is charged on a straight-line basis during the estimated period of use (2-15 years).
Acquired brands with an indefinite period of use are recognized at acquisition cost less any accumulated impairment losses as appropriate. Impairment tests are performed annually or more frequently if impairment is indicated.
Acquired brands with a limited period of use are recognized at acquisition cost less accumulated amortization and any impairment losses. Amortization is charged on a straight-line basis during the estimated period of use (10 years).
When there are indications that the carrying amount of any property, plant, equipment, intangible asset, or financial asset exceeds its recoverable amount, an impairment test is performed. The recoverable amount is the higher of an asset's net realizable value and value in use. If this cannot be determined for an individual asset, the recoverable amount of the smallest cash-generating unit to which the asset belongs is calculated.
Each year the Group performs impairment tests on goodwill or brands based on the following principle.
The recoverable amounts are based on value in use, calculated as the present value of future growth and earnings forecasts over a multiple of years, taking into account extrapolated cash flows beyond the multiyear period. Initially impairment tests are performed solely on the acquired cash-generating unit. If it transpires that the amount recognized exceeds the value in use of the unit, the test is performed on the segments to which goodwill has been allocated.
To prepare the financial statements in accordance with IFRS, executive management must make judgments, estimates, and assumptions that affect the application of the accounting policies and the amounts recognized as assets, liabilities, income, and expenses. The estimates and assumptions are based on historical experience and a number of other factors that appear reasonable in the prevailing circumstances. The results of these estimates and assumptions are then used to judge the carrying amounts of assets and liabilities that would not be evident from other sources. Actual outcomes may deviate from these estimates and judgments. Estimates and judgments are periodically reviewed. Changes in estimates are recognized in the period in which the changes are made if the changes affected only that period.
Each year the Group performs impairment tests on goodwill and intangible assets with indefinite periods of use in accordance with the principle described above. Recoverable amounts for cash-generating units have been determined by calculating the value in use. Certain estimates must be made for these calculations; please see Note 8.
To determine anticipated additional consideration, the Group makes realistic estimates of future growth and earnings forecasts for multiple years, separately for each subsidiary acquired.
Financial assets and liabilities are recognized in the balance sheets whenever there is a contractual right or obligation to receive or remit cash or other financial assets from or to another party, or to exchange one financial instrument for another that proves favorable or unfavorable.
The Group classifies and measures financial instruments in the following categories.
Refers to non-derivative financial assets that are not listed on an active market but have payments that can be determined. They are posted in current assets with the exception of items due more than 12 months after the balance sheet date, which are recognized as fixed assets. BTS's loan and accounts receivable are recognized at amortized cost using the effective interest method, less any provisions for impairment. The effective interest method distributes interest income and expense over the relevant period. The effective interest is the interest rate that exactly discounts the estimated future receipts and disbursements to the financial asset's or liability's net carrying amount. Current receivables such as accounts receivable are deemed reasonably approximate to their fair value, so they are not discounted to present value.
A provision is made for impairment of a trade receivable when objective evidence indicates that BTS will not be able to secure payment of the entire amount due as per the original terms of the receivable. Significant financial difficulties of a debtor or the probability of the debtor declaring bankruptcy or undergoing a financial reconstruction are regarded as indicators of the possible impairment of a trade receivable. The size of the provision is based on the difference between the carrying amount of the asset and the estimated future cash flows. Provisions are made for doubtful accounts receivable after tests in each individual case.
Liquid assets are cash and demand deposits at banks and similar institutions, plus current liquid investments with a duration less than three months from the date of acquisition.
Financial liabilities held during the year are measured at the amortized cost using the effective interest method. Current liabilities such as trade payables are deemed reasonably approximate to their fair value, so they are not discounted to present value.
Items in the financial statements for Group companies are measured in the currency used where each respective subsidiary conducts its main business activities (functional currency). Swedish krona (SEK), the Parent Company's functional currency and presentation currency, is used in the consolidated accounts.
Receivables and liabilities denominated in foreign currency are valued at the exchange rate on the balance sheet date, and any exchange rate differences are recognized in the income statement. Exchange rate differences on operating receivables and liabilities are recognized in operating profit, while exchange rate differences attributable to financial assets and liabilities are recognized as financial income and expenses.
The cash flow statement is prepared using the indirect method. The reported cash flow includes only transactions that result in payments or receipts. Cash flow from operating activities, investing activities, and financing activities are presented separately.
The category of liquid assets includes, apart from cash and bank balances, current financial investments that are exposed to only insignificant risk of fluctuation in value and are traded in an open market at known amounts, or that have a duration less than three months from the balance sheet date.
Market terms and conditions apply to the supply of services between subsidiaries. There have been no other transactions with related parties.
Of the Parent Company's total purchasing expenses and sales income, 0% (0) of purchases and 100% (100) of sales refer to other Group companies.
| Group | Parent Company | |||
|---|---|---|---|---|
| SEK thousands | 2008 | 2007 | 2008 | 2007 |
| ÖhrlingsPricewaterhouseCoopers | ||||
| Audit assignments | 469 | 455 | 202 | 283 |
| Other assignments | - | - | - | - |
| Other auditors | ||||
| Audit assignments | 429 | 581 | - | - |
| Other assignments | 24 | 40 | - | - |
| 922 | 1,076 | 202 | 283 |
"Audit assignments" refers to audits of the annual report, accounting records, and management by the Board of Directors and CEO, other tasks that are the duty of the Company's auditor, and advice in such tasks. All other work is "Other assignments."
The Group has no financial leases. Expenses for operating leases totaled 17,024 (15,642) for the year. Future leasing and rental fees for operating leases expiring more than one year hence are as follows.
| SEK thousands | |
|---|---|
| 2009 | 14,528 |
| 2010 | 10,219 |
| 2011 | 7,273 |
| 2012 | 4,090 |
| 2013 | 2,156 |
| Later | 2,108 |
| Total | 40,374 |
| Group | Parent Company | |||
|---|---|---|---|---|
| SEK thousands | 2008 | 2007 | 2008 | 2007 |
| Impact of exchange rate differences | ||||
| on operating profit: | 1,123 | -415 | 107 | -65 |
| Group | |||||
|---|---|---|---|---|---|
| 2008 | 2007 | ||||
| No. of employees |
Of which men |
No. of employees |
Of which men |
||
| Subsidiaries | |||||
| Sweden | 36 | 23 | 31 | 17 | |
| Finland | 13 | 12 | 12 | 12 | |
| Belgium | 6 | 3 | 6 | 4 | |
| Switzerland | 2 | 1 | 2 | 1 | |
| Spain | 18 | 10 | 14 | 8 | |
| U.K. | 10 | 7 | 10 | 7 | |
| United States | 133 | 83 | 114 | 71 | |
| Australia | 20 | 16 | 14 | 11 | |
| Mexico | 1 | 1 | - | - | |
| Singapore | 1 | 1 | - | - | |
| South Africa | 9 | 4 | 8 | 6 | |
| Total for the Group | 249 | 161 | 211 | 137 | |
| 2008 | 2007 | ||||
|---|---|---|---|---|---|
| Women | Men Women | Men | |||
| CEO and other senior executives (excl. the Board) | 0 | 3 | 0 | 5 | |
| Board | 1 | 3 | 1 | 4 |
In this context, "other senior executives" refers to the two people who, together with the CEO, constitute Group management.
The Parent Company had no employees in 2008.
| SEK thousands | 2008 | 2007 | |||
|---|---|---|---|---|---|
| Salaries and compensation |
Social security contributions of which pension expenses |
Salaries and compensation |
Social security contributions of which pension expenses |
||
| Subsidiaries | 196,327 | 29,435 | 16,206 | 25,503 | |
| 8,937 | 8,693 |
Pension expenses for employees who are president of or a member of the board of a Group company total 1,595 (1,656). All pension plans are definedcontribution plans.
The CEO is a member of the Board of Directors but receives no Board fee. Other members of the Board in the Parent Company have received compensation only in the form of Board fees.
| SEK thousands | 2008 | 2007 | |
|---|---|---|---|
| Dag Sehlin | Chairman of the Board | 275 | 270 |
| Mariana Burenstam Linder | Member | 125 | 123 |
| Stefan Gardefjord | Member | 125 | 123 |
| Tomas Franzén | Member | 31 | 123 |
| 556 | 639 |
For the CEO, see the figures for compensation to senior executives below.
Group
| SEK thousands | 2008 | 2007 | ||
|---|---|---|---|---|
| Board and CEO |
Other employees |
Board and CEO |
Other employees |
|
| In Sweden | ||||
| Parent Company | 556 | - | 639 | - |
| Subsidiaries | 3,229 | 22,982 | 3,149 | 20,163 |
| Total Sweden | 3,785 | 22,982 | 3,788 | 20,163 |
| Outside Sweden | ||||
| United States | 6,662 | 116,066 | 7,725 | 92,003 |
| Europe | 10,800 | 19,210 | 8,231 | 17,932 |
| Other | 1,370 | 15,452 | 1,234 | 11,130 |
| Total outside Sweden | 18,832 | 150,728 | 17,190 | 121,065 |
| Total for the Group | 22,617 | 173,710 | 20,978 | 141,228 |
Generally accepted forms of employment and good practice shall be observed in each country of operations with regard to employment benefits. Forms of compensation are intended to achieve a consensus on the long-term view of operations by rewarding performance that benefits the Company and thus the shareholders. Compensation paid to individual employees will be based on their position and tasks, performance, skills, and experience. Compensation will normally consist of a fixed basic salary and defined-contribution pension benefits, the latter no more than 30% of the fixed basic salary. When deemed appropriate, the basic salary and pension benefit can be augmented by variable compensation, other benefits, and participation in incentive programs. Only the CEO of the Parent Company is entitled to a severance package.
The Board is entitled to deviate from the policies above in individual cases under special circumstances. The Board intends to propose to the AGM that the policies remain unchanged in 2009.
"Other senior executives" refers to the three (four in 2007) people who together with the CEO constitute the Group management team. The sum includes basic salary, other benefits, variable compensation, and pension expenses.
Other benefits consist exclusively of company cars. The sum total of compensation paid to senior executives was 10,229 (11,876), of which pension expenses were 1,167 (1,441). All pension plans are defined-contribution plans.
The CEO was paid salary and other benefits totaling 2,468 (2,805), including 114 (638) in variable compensation. Variable compensation is calculated using a model that triggers payment when Group earnings exceed predefined profitability targets. The CEO has a defined-contribution pension entitlement equal to 25% (25) of his fixed salary, paid in the form of pension insurance entitling the CEO to a pension from the age of 65.
The CEO's employment contract states a mutual period of notice of six months. In addition, if the Company terminates the CEO's employment contract, the CEO is entitled to a severance package corresponding to 12 months' salary. None of the other senior executives is entitled to a severance package.
Other senior executives have been paid salaries and other benefits totaling 6,594 (7,630), of which variable remuneration was 2,770 (2,466). Variable compensation is based on targets achieved by the Company and the individual. Provisions to pensions are made individually at 13%–20% of the fixed salary and paid in the form of pension insurance entitling the executive to a pension from the age of 65.
In 2006, the BTS Group issued employee stock options to the Group's employees. The employee stock option plans comprise a maximum of 840,000 employee stock options, entitling employees in the United States to acquire a maximum of 495,000 Class B shares and employees in other countries, including Sweden, a maximum of 345,000 Class B shares.
Each employee stock option allocated to employees in the United States gives the holder the right to acquire one Class B share in BTS at an exercise price of SEK 46.50. Each employee stock option allocated to employees in other countries, including Sweden, gives the holder the right to acquire one Class B share in BTS at an exercise price of SEK 55.00. Each employee stock option is valid for four years. The options have vesting conditions, such that a portion can be exercised each of the three years following allocation. Normally one-third of the total number allocated vests each year, provided that certain financial goals set by the Company's Board have been attained. Holders must be employed by the Company when they exercise their stock options.
Changes in the number of options on issue and their average exercise price are as follows.
| 2007 | ||||
|---|---|---|---|---|
| Average exercise price per share, SEK |
Options (thousands) |
Average exercise price per share, SEK |
Options (thousands) |
|
| At January 1 | 49.82 | 775 | 50.21 | 784 |
| Allocated | - | - | 46.50 | 30 |
| Forfeited | 55.00 | -39 | 55.00 | -39 |
| At December 31 | 49.55 | 736 | 49.82 | 775 |
Employee stock options that have vested can be exercised during the following periods.
A maximum of 24,300 employee stock options per person may be allocated to senior executives, and a maximum of 9,000 per person to other employees. However, a few senior executives in the United States may be allocated a maximum of 99,000 options per person. No individual is guaranteed allocation of employee stock options. No options shall be allocated to Board members appointed by the AGM who are not employees of the Company or any other Group company or to the CEO of the Parent Company. Allocation of employee stock options will take into account an employee's performance, position, and significance to the future development of BTS.
Expenses, primarily for social security contributions, may be incurred when employee stock options are exercised by employees outside the United States. The U.S. options are incentive stock options (ISOs), so that under current legislation they are not subject to social security expenses. Social security contributions are expensed on an ongoing basis during the term of the options and based on the fair value of the options.
The value of the employee stock options was calculated using the Black & Schole's valuation model based on the share price and other market conditions at May 5, 2006, without taking into account vesting limitations. In view of the performance conditions, and assuming annual staff turnover of 5%, the accounting charge was estimated at a total of SEK 3.4 million, which is being expensed in annual installments over the vesting period in line with IFRS 2. The expense for the fiscal year was 583 (1,232). Other important parameters in the model are the price paid on the allocation date (SEK 42.30), the exercise price stated above, volatility of 30%, the anticipated dividend of SEK 0.92 (and thereafter dividend growth of 10% per year), and risk-free interest rates of 3.0%, 3.2%, and 3.3% for two, three, and four-year maturities, respectively.
To be able to carry out the employee stock option plans in a cost-effective and flexible manner and to cover future expenses, mainly social security contributions, the AGM of April 7, 2006, also approved a private placement of warrants with BTS Sverige AB, corp. id. no. 556566-7127. These warrants entitle BTS Sverige AB to subscribe for a maximum of 943,500 Class B shares, with the company having the right and obligation to transfer or in some other way dispose of the warrants in order to secure the Company's obligations in the employee stock option plans and to cover the resulting future expenses.
Assuming that all warrants as above are exercised to subscribe for new shares, the Company's share capital will increase 314,500, resulting in dilution of no more than approximately 5% of the share capital and no more than approximately 4% of the number of votes for all shares.
| Group | ||
|---|---|---|
| SEK thousands | 12-31-2008 | 12-31-2007 |
| Opening accumulated acquisition cost | 145,093 | 149,873 |
| Purchases | - | 2,547 |
| Translation difference | 16,123 | -7,327 |
| Closing accumulated acquisition cost | 161,216 | 145,093 |
| Closing carrying amount | 161,216 | 145,093 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Franchise contracts | ||
| Opening accumulated acquisition cost | 7,996 | 8,497 |
| Purchases | - | - |
| Translation difference | 1,589 | -501 |
| Closing accumulated acquisition cost | 9,585 | 7,996 |
| Opening accumulated amortization | -677 | -153 |
| Amortization for the year | -639 | -533 |
| Translation difference | -135 | 9 |
| Closing accumulated amortization | -1,451 | -677 |
| Closing carrying amount | 8,134 | 7,319 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
| Products, technology, and software | ||
| Opening accumulated acquisition cost | 28,153 | 29,763 |
| Purchases | - | - |
| Translation difference | 5,531 | -1,610 |
| Closing accumulated acquisition cost | 33,684 | 28,153 |
| Opening accumulated amortization | -13,696 | -5,834 |
| Amortization for the year | -9,138 | -8,177 |
| Translation difference | -2,707 | 315 |
| Closing accumulated amortization | -25,541 | -13,696 |
| Closing carrying amount | 8,143 | 14,457 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
| Customer contracts | ||
| Opening accumulated acquisition cost | 3,864 | 4,066 |
| Purchases | - | - |
| Translation difference | 750 | -202 |
| Closing accumulated acquisition cost | 4,614 | 3,864 |
| Opening accumulated amortization | -972 | -692 |
| Amortization for the year | -337 | -282 |
| Translation difference | -175 | 2 |
| Closing accumulated amortization | -1,484 | -972 |
| Closing carrying amount | 3,130 | 2,892 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Brands | ||
| Opening accumulated acquisition cost | 9,244 | 9,762 |
| Purchases | - | - |
| Translation difference | 1,812 | -518 |
| Closing accumulated acquisition cost | 11,056 | 9,244 |
| Opening accumulated amortization | -864 | -196 |
| Amortization for the year | -815 | -680 |
| Translation difference | -172 | 12 |
| Closing accumulated amortization | -1,851 | -864 |
| Closing book value | 9,205 | 8,380 |
| Total closing carrying amount, other intangible assets |
28,612 | 33,048 |
Goodwill and other intangible assets are allocated among the cash-generating units expected to benefit from the synergies of business acquisitions. The recoverable amounts are based on the value in use, calculated as the present value of future growth and earnings forecasts during a four-year period, and on cash flows extrapolated beyond the four-year period. Initially impairment tests are performed solely on the acquired cash-generating unit. If it transpires that the amount recognized exceeds the value in use of the unit, the test is performed on the primary segments to which goodwill has been allocated.
Material assumptions used to calculate values in use:
The budgeted operating margin has been determined based on previous performance and expectations of future market trends. To extrapolate cash flows beyond the budget period, a growth rate of 3%-5% was assumed, which is judged to be a conservative estimate. Furthermore, an average discount rate in local currency after tax was used for the calculations. Altogether the discount rate used is in the interval of 9.4%-11.1%.
Impairment tests indicated no impairment at December 31, 2008.
A sensitivity analysis was performed for each cash-generating unit, the results of which are shown below.
Impairment tests using the assessments above did not indicate impairment.
| SEK thousands | 12-31-2008 | |||
|---|---|---|---|---|
| North America |
Europe | Other markets |
Total | |
| Goodwill | 148,174 | 10,731 | 2,311 | 161,216 |
| Products, technology, and software |
8,143 | - | - | 8,143 |
| Franchise contracts | 8,134 | - | - | 8,134 |
| Customer contracts | 3,130 | - | - | 3,130 |
| Brands | 8,549 | 656 | - | 9,205 |
| Total | 176,130 | 11,387 | 2,311 | 189,828 |
| SEK thousands | 12-31-2007 | |||
|---|---|---|---|---|
| North America |
Europe | Other markets |
Total | |
| Goodwill | 123,614 | 19,168 | 2,311 | 145,093 |
| Products, technology, and software |
13,540 | 917 | - | 14,457 |
| Franchise contracts | 7,319 | - | - | 7,319 |
| Customer contracts | 2,786 | 106 | - | 2,892 |
| Brands | 7,587 | 793 | - | 8,380 |
| Total | 154,846 | 20,984 | 2,311 | 178,141 |
| Group | ||
|---|---|---|
| SEK thousands | 12-31-2008 | 12-31-2007 |
| Opening accumulated acquisition cost | 16,925 | 15,895 |
| Purchases | 5,759 | 2,567 |
| Sales and disposals | -547 | -983 |
| Translation difference | 1,215 | -554 |
| Closing accumulated acquisition cost | 23,352 | 16,925 |
| Opening accumulated depreciation | -11,608 | -10,515 |
| Sales and disposals | 256 | 673 |
| Depreciation for the year | -2,665 | -2,146 |
| Translation difference | -608 | 380 |
| Closing accumulated depreciation | -14,625 | -11,608 |
| Closing carrying amount | 8,727 | 5,317 |
The Group's operations are managed and reported by geographic market, based on the location of the main operating unit. BTS's operating segments consist of the operating units BTS North America, BTS Europe, and BTS Other Markets, which mainly develop and deliver the solutions sold in each market. The exceptions are web solutions developed by BTS Interactive. Operating units invoice one another for services based on time expended and on market terms.
Shared Group expenses are invoiced, and amortization of intangible assets is distributed among the operating units.
| SEK thousands | 2008 | 2007 | 2008 | 2007 | 2008 | 2007 | 2008 | 2007 | 2008 | 2007 |
|---|---|---|---|---|---|---|---|---|---|---|
| North America | Europe | Other markets | Eliminations & unallocated | Group | ||||||
| Income | ||||||||||
| External sales | 369,468 | 368,403 | 138,205 | 116,980 | 40,697 | 37,778 | 548,370 | 523,161 | ||
| Internal sales | 15,612 | 6,363 | 33,400 | 28,196 | 2,656 | 1,829 | -51,668 | -36,388 | 0 | 0 |
| Total income | 385,080 | 374,766 | 171,605 | 145,176 | 43,353 | 39,607 | -51,668 | -36,388 | 548,370 | 523,161 |
| Operating profit | 37,871 | 51,734 | 30,018 | 20,454 | 2,573 | 5,999 | 70,462 | 78,187 | ||
| Financial income | 848 | 756 | 848 | 756 | ||||||
| Financial expenses | -3,724 | -6,177 | -3,724 | -6,177 | ||||||
| Tax on profit for the year | -22,548 | -23,937 | -22,548 | -23,937 | ||||||
| Profit for the year | 45,038 | 48,829 | ||||||||
| Other information | ||||||||||
| Assets | 337,333 | 283,969 | 90,613 | 86,890 | 23,461 | 23,903 | 126 | 1,654 | 451,533 | 396,416 |
| Liabilities | 79,617 | 91,293 | 30,372 | 10,568 | 5,477 | 5,144 | 85,159 | 90,807 | 200,625 | 197,812 |
| Investments | 25,750 | 7,788 | 1,108 | 4,148 | 1,714 | 283 | 28,572 | 12,219 | ||
| Depreciation of tangible assets | 1,235 | 1,178 | 785 | 716 | 349 | 280 | 2,369 | 2,174 | ||
| Amortization of intangible assets | 8,855 | 9,369 | 501 | 738 | - | - | 9,356 | 10,107 |
| SEK thousands | 2008 | 2007 |
|---|---|---|
| Interest income | 1,098 | 574 |
| Foreign exchange gains | - | 182 |
| Foreign exchange losses | -250 | - |
| 848 | 756 | |
| Interest expenses | -3,724 | -6,177 |
| Total gain/loss on financial items | -2,876 | -5,421 |
| SEK thousands | 2008 | 2007 |
|---|---|---|
| Gains/Losses on other securities and receivables held as fixed assets |
||
| Dividends from subsidiaries | 10,191 | 12,055 |
| Interest income from subsidiaries | 3,585 | 5,482 |
| Foreign exchange gains | - | 182 |
| Foreign exchange losses | -250 | - |
| 13,526 | 17,719 | |
| Interest income and similar income statement items | 5 | 84 |
| Interest expenses and similar income statement items | -3,288 | -5,546 |
| Total gain/loss on financial items | 10,243 | 12,257 |
| SEK thousands | 2008 | 2007 |
|---|---|---|
| Current tax for the year | -21,679 | -23,901 |
| Deferred tax relating to temporary differences | -869 | -36 |
| Total | -22,548 | -23,937 |
| Parent Company | ||
| SEK thousands | 2008 | 2007 |
| Current tax for the year | -723 | -746 |
| Tax effect of Group contributions | 679 | 746 |
| Total | -44 | - |
Deferred tax consists of temporary differences between the carrying amount and tax base of intangible assets.
| SEK thousands | 2008 | 2007 |
|---|---|---|
| Profit before tax | 67,586 | 72,766 |
| Tax expenses based on Swedish income tax rates |
-18,924 | -20,374 |
| Effects of different tax rates | -2,689 | -4,370 |
| Non-deductible expenses | -310 | -389 |
| Non-taxable income | 529 | 137 |
| Tax attributable to previous years | -285 | 1,095 |
| Reported effective tax | -21,679 | -23,901 |
| Effective tax rate | 32.1% | 32.8% |
| SEK thousands | 2008 | 2007 |
|---|---|---|
| Profit before tax | 10,350 | 11,880 |
| Tax expenses based on Swedish income tax rates |
-2,898 | -3,326 |
| Dividends from subsidiaries | 2,854 | 3,375 |
| Non-deductible expenses | - | -49 |
| Reported effective tax | -44 | - |
| Effective tax rate | 0.0% | 0.0% |
Basic earnings per share are calculated by dividing the profit attributable to Parent Company shareholders with the weighted average number of common stock on issue during the period.
| 2008 | 2007 | |
|---|---|---|
| Profit for the year attributable to Parent Company shareholders, SEK thousands |
45,038 | 48,829 |
| Average number of shares before dilution (thousands) |
18,048 | 18,048 |
| Basic earnings per share, SEK | 2.50 | 2.71 |
In calculating the diluted earnings per share, the weighted average number of common stock on issue is adjusted for the dilution effect of all potential common stock. The Parent Company has stock options as potential stock with a dilution effect. The stock options give rise to a dilution effect when the average price of common stock during the period exceeds the exercise price for the options.
| 2008 | 2007 | |
|---|---|---|
| Profit for the year attributable to Parent Company shareholders, SEK thousands |
45,038 | 48,829 |
| Average number of shares after dilution (thousands) |
18,048 | 18,075 |
| Diluted earnings per share, SEK | 2.50 | 2.70 |
The average price of common stock during 2008 was SEK 29.66 per share, which was less than the exercise price for the options, thus causing no dilution.
Dividends paid in 2008 and 2007 totaled SEK 21,658 thousand (SEK 1.20 per share) and SEK 18,048 thousand (SEK 1.00 per share), respectively. At the AGM to be held April 29, 2009, a dividend for fiscal 2008 of SEK 1.20 per share, totaling SEK 21,658 thousand, will be proposed. The proposed dividend was not recognized as a liability in these financial statements.
| No. of shares |
Percent age equity |
Book value 12-31-2008 |
Book value 12-31-2007 |
|
|---|---|---|---|---|
| Parent Company holdings | SEK thousands |
SEK thousands |
||
| BTS Sverige AB | 5,000 | 100 | 7,838 | 7,838 |
| Corp. id. no. 556566-7127 | ||||
| Domicile: Stockholm | ||||
| BTS USA, Inc. | 1,000 | 100 | 78,396 | 78,396 |
| Corp. id. no. 06-1356708 | ||||
| Domicile: Connecticut | ||||
| BTS in London Ltd. | 5,000 | 100 | 6,901 | 6,901 |
| Corp. id. no. 577 1376 13 | ||||
| Domicile: London | ||||
| Business Training Systems A/S | 100 | 100 | 94 | 94 |
| Corp. id. no. 957 694 187 | ||||
| Domicile: Oslo | ||||
| Catalysts for profitability and growth Ltd |
1,000 | 100 | 1 | 1 |
| Corp. id. no. 1998/010779/07 | ||||
| Domicile: Centurion | ||||
| BTS Finland AB | 1,000 | 100 | 100 | 100 |
| Corp. id. no. 556583-1673 | ||||
| Domicile: Stockholm | ||||
| BTS Australasia Pty Ltd | 45,050 | 100 | 3,092 | 3,092 |
| Corp. id. no. 099 066 501 | ||||
| Domicile: Sydney | ||||
| Business Training Solutions S.L. | 1,031 | 100 | 7,979 | 7,979 |
| Corp. id. no. B95138160 | ||||
| Domicile: Bilbao | ||||
| BTS Management SA | 1,000 | 100 | 673 | 673 |
| Corp. id. no. 01 73.802 11 | ||||
| Domicile: Geneva | ||||
| Business Game Factory Oy | 90,750 | 100 | 4,841 | 3,154 |
| Corp. id. no. 1807788-2 | ||||
| Domicile: Helsinki | ||||
| BTS Brussels NV | 620,000 | 100 | 587 | 587 |
| Corp. id. no. 878.155.648 | ||||
| Domicile: Brussels | ||||
| Total shares in subsidiaries | 110,503 | 108,816 | ||
| Opening acquisition cost | 108,816 | 105,422 | ||
| Investments/Acquisitions | 1,687 | 3,394 | ||
| Closing acquisition cost | 110,503 | 108,816 | ||
| Group SEK thousands |
2008 | 2007 |
|---|---|---|
| Other items | ||
| Share-based payment as per IFRS 2 | 583 | 1,232 |
| Exchange rate differences recognized directly in equity | 4,774 | -2,376 |
| Total | 5,357 | -1,144 |
| Group | Parent Company | |||
|---|---|---|---|---|
| SEK thousands | 2008 | 2007 | 2007 | |
| Financial income and expense | ||||
| Interest income | 1,098 | 574 | 3,590 | 5,566 |
| Foreign exchange gains | - | 182 | - | 182 |
| Foreign exchange losses | -250 | - | -250 | - |
| 848 | 756 | 3,340 | 5,748 | |
| Interest expenses | -3,724 | -6,177 | -3,288 | -5,546 |
| Total | -2,876 | -5,421 | 52 | 202 |
| SEK thousands | 2008 | 2007 |
|---|---|---|
| Investing activities | ||
| Additional consideration, APG & RLC | -23,111 | -6,573 |
| Additional consideration, BTS Spain | - | -536 |
| Purchase price, acquisition of minority interest, BTS Australasia |
- | -2,858 |
| Total | -23,111 | -9,967 |
In September 2006, BTS completed the acquisition of all business operations in the Advantage Performance Group (APG) and the Real Learning Company (RLC). The initial purchase price was paid as cash consideration and a private placement of shares with the sellers of the companies at the time of the acquisitions. Additional consideration was paid in 2007, and the final additional consideration was paid in 2008.
Internet Simulations Consulting, S.L., now called Business Training Solutions S.L., was acquired in July 2003. The initial purchase price was paid as cash consideration, in part on acquisition and in part as performance-based additional consideration in 2003. Further additional consideration was paid in 2004, 2005, and 2006, and the final additional consideration was paid in 2007.
In 2002, BTS Australasia PTY Limited was acquired, with 90.1% of the subsidiary owned. In 2007, the remaining 9.9% of the company was acquired, and BTS Australasia PTY Limited is now wholly owned, as the other subsidiaries are.
Group
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Deferred tax assets that can be utilized within 12 months |
793 | 1,541 |
| Deferred tax assets that can be utilized after more than 12 months |
1,133 | 843 |
| Total deferred tax assets | 1,926 | 2,384 |
No deferred tax liabilities were recognized for temporary differences attributable to shares or participations in subsidiaries, because BTS can control the date of reversal of such temporary differences, and it is likely that such reversals will not occur within the foreseeable future.
Group
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Accrued income | 13,648 | 11,254 |
| Prepaid rent | 1,701 | 684 |
| Other items | 13,327 | 9,350 |
| Total | 28,676 | 21,288 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Other items | 114 | 126 |
The share capital consists of 853,800 Class A shares and 17,194,500 Class B shares, totaling 18,048,300 shares with a quotient value of SEK 6,016,100. Each share has a quotient value of SEK 0.33. Each Class A share entitles the holder to ten votes per share, each Class B one vote per share.
Closing accumulated exchange rate differences recognized directly in equity totaled -1,252. Opening accumulated differences totaled -29,594. The change resulted from the translation of foreign subsidiaries.
The Board directs and monitors BTS's financing activities and financial risks. Financing and risk management are gathered under the Group finance function and conducted in compliance with a financial policy adopted by the Board of Directors that stresses low risk. The aim of the Company's risk management is to optimize the Group's cost of capital and, in a deliberate manner, to manage and control the Group's financial risks. Hedging instruments may be used within given parameters. Future payments are not normally hedged. Cash and cash equivalents may be invested in interest-bearing accounts or in interestbearing securities carrying low credit risk. The duration of the investment portfolio must not exceed nine months. During the year, BTS's holdings of financial instruments were limited to primary instruments such as accounts receivable,
trade payables, and the like. Customer contracts contain no currency clauses or anything that could be considered embedded derivatives. No hedging instruments are held or have been purchased or sold during the year.
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Other non-current receivables | 3,077 | 1,959 |
| Accounts receivable | 147,339 | 116,084 |
| Provisions for doubtful accounts receivable | -155 | -129 |
| Other current receivables | 903 | 325 |
| Liquid assets | 65,887 | 67,473 |
| Total financial assets | 217,051 | 185,712 |
| Other non-current liabilities | 523 | 263 |
| Accounts payables | 17,712 | 23,017 |
| Other current liabilities | 85,096 | 72,320 |
| Total financial liabilities | 103,331 | 95,600 |
During the year, BTS held no non-derivative financial assets with payments that can be determined and that were not listed on an active market.
Other non-current receivables chiefly comprise rental deposits and interestbearing financial claims on franchisees of the Group company APG in the United States. Rental deposits have a maturity corresponding to their respective leases. Financial claims on franchisees consist of non-current and current parts, where the non-current part has more than 12 months to maturity.
Accounts receivable denominated in foreign currencies are measured at the closing rate. Trade payables in the BTS North America operating unit constitute 58% (58) of the Group's total accounts receivable. The table below shows the distribution of accounts receivable by currency.
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| SEK | 5,493 | 7,385 |
| USD | 86,966 | 68,125 |
| GBP | 11,098 | 9,711 |
| EUR | 26,414 | 19,273 |
| Other currencies | 17,213 | 11,461 |
| Total accounts receivable | 147,184 | 115,955 |
Accounts receivable are recognized after deductions for doubtful and uncollectible debts. Provisions are made for doubtful receivables after testing in each individual case. During the year, credit losses on accounts receivable had an impact of 707 (522) on earnings. Provisions for doubtful accounts receivable totaled 155 (129) and were offset against accounts receivable.
At December 31, 2008, accounts receivable totaling 34,663 (18,280) were more than 30 days past due; this excludes accounts receivable for which provisions were made. The structure of due dates is shown in the table below.
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Total accounts receivable | 147,184 | 115,955 |
| due more than 30 days previous | 14,881 | 11,553 |
| due more than 60 days previous | 19,782 | 6,727 |
Other current receivables mainly consist of the current part of financial claims on franchisees.
At the balance sheet date, there was only cash in hand and bank balances.
Financial liabilities held during the year are measured at the amortized cost using the effective interest method.
Other non-current liabilities consist of interest-bearing loans. These loans consist of non-current and current parts, where the non-current part has more than 12 months to maturity.
Accounts receivable are deemed reasonably approximate to their fair value, so they are not discounted to present value. All accounts receivable fall due within 12 months.
Other current liabilities chiefly consist of the Group's bank overdraft facility (attributable to acquisitions previously completed) totaling 81,690 (62,608). The USD exchange rate at December 31 increased the debt expressed in Swedish krona year-on-year, which was the main reason for the change from the preceding year.
The Group is exposed to foreign exchange risks linked to the translation of foreign subsidiaries, which influences consolidated profit and equity. The currencies that have the greatest influence are USD, EUR, and GBP. The sensitivity analysis below shows the effects on operating profit/loss based on BTS's 2008 income statement and should only be seen as an indication of the significance of the different currencies.
| Exchange rate | Percentage change |
Change, full-year 2008, SEK thousands |
|---|---|---|
| SEK/USD | +/-10% | +/-3,241 |
| SEK/EUR | +/-10% | +/-485 |
| SEK/GBP | +/-10% | +/-1,638 |
Credit risk refers to companies not getting paid for their accounts receivable from customers. BTS only accepts creditworthy counterparties in financial transactions, and the amount is determined individually for each customer. The intention is for credit limits to reflect the solvency of each customer. BTS's sales are sufficiently spread among a large number of companies operating in a variety of sectors.
The maximum credit risk at year-end was 5,821 (7,270), which corresponds to the largest credit exposure to any single group.
BTS manages liquidity risk by maintaining sufficient cash and cash equivalents and an unutilized approved overdraft facility. Interest rates on the Group's financial assets and liabilities are usually fixed for short periods. Interest rate risk refers to changes in the market interest rate that affect BTS negatively by increasing the cost of the Company's borrowing. The sensitivity analysis below shows the increase and decrease in interest expense resulting from a change in the market interest rate.
| Percentage change in market interest rate |
Change in interest expense 2008, SEK thousands |
|
|---|---|---|
| Interest on bank overdraft facility |
+/- 10% | +/- 297 |
BTS's policy is to allow borrowing with the Board's approval. Excess liquidity in subsidiaries is initially to be used to amortize loans. Interest risk is limited to the fluctuating return on cash and cash equivalents invested at variable rates.
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Liquid assets | 65,887 | 67,473 |
| Approved bank overdraft facility | 115,046 | 104,435 |
| Unutilized portion of bank overdraft facility | -33,356 | -41,827 |
| Liquidity available | 147,577 | 130,081 |
BTS's goal for its capital structure is to safeguard the Group's ability to continue and expand its operations, so that they continue to generate a return for shareholders and benefit other stakeholders at the same time as the cost of capital is kept at a reasonable level.
To maintain or change the capital structure, the dividend can be raised or lowered, shares can be issued, shares can be repurchased, and assets can be sold.
BTS's financial objective – and a measure of its capital risk – is that its equity/ assets ratio never remains less than 50%. At year-end, the Company's equity/ assets ratio was 56% (50).
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Approved credit | 115,046 | 104,435 |
| Unutilized portion | -33,356 | -41,827 |
| Utilized credit amount | 81,690 | 62,608 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Approved credit | 99,232 | 89,584 |
| Unutilized portion | -17,542 | -26,976 |
| Utilized credit amount | 81,690 | 62,608 |
| 12-31-2008 | 12-31-2007 |
|---|---|
| 44,855 | 31,917 |
| 4,070 | 2,658 |
| 19,635 | 22,318 |
| 14,188 | 11,277 |
| 82,748 | 68,170 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Other items | 288 | 285 |
| Group | ||
|---|---|---|
| SEK thousands | 12-31-2008 | 12-31-2007 |
| Assets pledged for debts to credit institutions | ||
| Company mortgages | 10,000 | 10,000 |
| SEK thousands | 12-31-2008 | 12-31-2007 |
|---|---|---|
| Guarantee commitments on behalf of subsidiaries | 4,361 | 3,638 |
The Board of Directors and Chief Executive Officer affirm that the consolidated financial statements were prepared in accordance with International Financial Reporting Standards (IFRS) and that the annual report was prepared in accordance with generally accepted accounting principles in Sweden. The annual report and consolidated financial statements provide a true and fair view, respectively, of the Parent Company's and the Group's financial positions and earnings.
The management report for the Parent Company and the Group provides a fair review of developments in the Parent Company's and the Group's operations, financial position, and earnings and describes the material risks and uncertainties facing the Parent Company and the companies that are part of the Group.
The consolidated income statement and balance sheet as well as the Parent Company's income statement and balance sheet will be submitted for adoption to the Annual General Meeting of April 29, 2009.
Stockholm, Sweden, April 8, 2009
Dag Sehlin Chairman of the Board
Henrik Ekelund Chief Executive Officer
Mariana Burenstam Linder Stefan Gardefjord
Our audit report was submitted on April 14, 2009 Öhrlings PricewaterhouseCoopers AB
Magnus Thorling Authorized Public Accountant
To the Annual General Meeting of BTS Group AB (publ) Corp. id. no. 556566-7119
We have reviewed the annual report, consolidated financial statements, accounting records, and management by the Board of Directors and the Chief Executive Officer (CEO) of BTS Group AB (publ) for 2008. The Company's annual report and consolidated financial statements are included in the printed version of this document on pages 12-37. The Board of Directors and the CEO are responsible for the accounting records and management of the Company, the application of the Annual Accounts Act in preparing the annual report, the application of International Financial Reporting Standards (IFRS) as adopted by the European Union, and for the application of the Annual Accounts Act in preparing the consolidated financial statements. Our responsibility is to express an opinion on the annual report, the consolidated financial statements, and management based on our audit.
The audit was conducted in accordance with generally accepted auditing standards in Sweden. This means that we planned and performed the audit to obtain reasonable assurance that the annual report and the consolidated financial statements contain no material misstatements. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the accounting records. An audit also includes assessing the accounting principles and their application by the Board and the CEO, evaluating the significant estimates made by the Board and CEO when preparing the annual report and consolidated financial statements, and assessing the overall presentation of information in the annual report and the consolidated financial statements. We have examined significant decisions, actions taken, and the circumstances of the Company in order to determine the liability for damages, if any, to the Company of any member of the Board or the CEO. We have also examined whether any member of the Board or the CEO has in any other way acted contrary to the Swedish Companies Act, the Annual Accounts Act, or the Company's articles of association. We believe that our audit provides us with a reasonable basis for our opinion as set forth below.
The annual report was prepared in accordance with the Annual Accounts Act and provides a true and fair view of the Company's earnings and financial position, in accordance with generally accepted accounting principles in Sweden. The consolidated financial statements were prepared in compliance with IFRS, as approved by the EU, and the Annual Accounts Act and provide a true and fair view of the Group's earnings and financial position. The management report is consistent with the rest of the annual report and the consolidated financial statements.
We recommend that the Annual General Meeting adopt the income statements and balance sheets of the Parent Company and the Group, appropriate the earnings in the Parent Company as proposed in the management report, and discharge the members of the Board and the CEO from liability for the fiscal year.
Stockholm, Sweden, April 14, 2009
Öhrlings PricewaterhouseCoopers AB
Magnus Thorling Authorized Public Accountant Managing Auditor
Born 1957.
Member of the Board of BTS Group AB since 2004. Managing Partner in Burenstam & Partners AB.
Other assignments: Chairman of the boards of Kontanten AB and Sweden-America Foundation. Member of the boards of TietoEnator Oy and SäKi AB. Options and shareholdings in BTS Group AB: 12,100 Class B shares.
Mariana Burenstam Linder has wide experience from management positions in several Swedish companies. Former positions include president of Ainax, Head of Enskilda Banken with global responsibility for Private Banking, Vice President of SEB, CIO of Trygg-Hansa and later the SEB group, president of ABB Financial Consulting, and president of Nordic Management AB. Mariana Burenstam Linder graduated in business administration at the Stockholm School of Economics.
Independent of the Company and its major shareholders.
Born 1955. President and CEO of BTS Group AB.
Options and shareholdings in BTS Group AB: 816,000 Class A shares and 3,181,825 Class B shares.
Henrik Ekelund is BTS's founder and has been CEO since its inception in 1986. Henrik Ekelund has comprehensive experience as a board member and owner of high-growth enterprises, including Jobline AB, Image Publications AB, Strandfastigheter AB (now Klövern AB), and Universum AB. Henrik Ekelund graduated in business administration at the Stockholm School of Economics.
Not independent of the Company and its major shareholders.
Born 1958.
Member of the Board of BTS Group AB since 2003. President of Logica Sverige AB.
Other assignments: Member of the board of Logica Sverige AB.
Options and shareholdings in BTS Group AB: 5,000 Class B shares.
Stefan Gardefjord has held several senior positions since 1987 in the WM-data group, including president of different subsidiaries, business area head, and group director of marketing, sales, and information. In 2001, he was president and CEO of M2S Sverige AB. Former positions include head of consulting at Consab Consult AB, and prior to that he worked with accounting and IT at Dow Chemical AB. Stefan Gardefjord graduated upper secondary school in business.
Independent of the Company and its major shareholders.
Born 1945.
Chairman of the Board of BTS Group AB since 2003.
Other assignments: Member of the board of ProAct IT Group AB. Options and shareholdings in BTS Group AB: 6,000 Class B shares.
Dag Sehlin has long-term experience in senior positions in the Swedish financial sector. Former positions include CFO and acting president of Posten AB, vice president of OM-Gruppen, and prior to this he held various positions in accounting and finance at several Swedish companies. Dag Sehlin graduated in business administration at the Stockholm School of Economics.
Independent of the Company and its major shareholders.
Öhrlings PricewaterhouseCoopers AB.
Managing auditor:
Magnus Thorling Authorized Public Accountant.
The data on options and shareholdings above was correct at December 31, 2008.
Born 1955. President and CEO of BTS Group AB. See Board of Directors on the preceding page.
Born 1963. CFO and Vice President of BTS Group AB. Employed by BTS since 1990. Options and shareholdings in BTS Group AB: 16,500 Class B shares and employee stock options for 22 500 Class B shares.
Born 1955. President and CEO of BTS Group AB. See Board of Directors on the preceding page.
Stefan af Petersens Born 1955. Acquisitions and key accounts. Employed by BTS since 1986.
Jonas Åkerman Born 1963. President of BTS USA Inc. Employed by BTS since 1991.
Annika McCrea Born 1968. President of APG. Employed by BTS since 1995. Employed by APG since 2007.
Born 1963. President of BTS USA Inc. Employed by BTS since 1991. Options and shareholdings in BTS Group AB: 913,800 Class B shares and employee stock options for 75 000 Class B shares.
The data on options and shareholdings above was correct at December 31, 2008.
Rommin Adl Born 1964. Executive Vice President and Managing Director of BTS Interactive. Employed by BTS since 1994.
Born 1968. Executive Vice President and Managing Director of BTS New York. Employed by BTS since 1997.
Born 1968. Executive Vice President and Managing Director of BTS San Francisco. Employed by BTS since 1995.
Executive Vice President and Global Partner. Employed by RLC since 1994.
BTS GROUP AB Grevgatan 34 114 53 Stockholm Sweden Phone: +46 8 58 70 70 00 Fax: +46 8 58 70 70 01
BTS SWEDEN Grevgatan 34 114 53 Stockholm Sweden Phone: +46 8 58 70 70 00 Fax: +46 8 58 70 70 01
BTS NORWAY c/o Saga Corporate Advisors AS Rådhusgaten 27 0158 Oslo Norway Phone: +47 24 14 54 60 Fax. +47 24 14 54 59
BTS FINLAND Eriksgatan 7C 00100 Helsinki Finland Phone: +358 9 68 11 270 Fax: +358 9 68 11 2716
(From 1 July) Kalevankatu 3 00100 Helsinki Finland Phone: +358 9 68 11 270 Fax: +358 9 68 11 2716
BTS BELGIUM Rue Breydelstraat 40 1040 Brussels Belgium Phone: +32 2 235 8604 Fax: +32 2 235 8610
BTS UNITED KINGDOM 346 Kensington High Street London W14 8NS England Phone: +44 207 348 1800 Fax: +44 207 348 1801
BTS SPAIN Paseo General Martínez Campos, 53 - semisótano derecho 28010 Madrid Spain Phone: +34 91 417 5327 Fax: +34 91 555 2433
Bilbao c/ Simon Bolivar 27 1a plta, dpt. 19 48010 Bilbao Spain Phone: +34 94 423 5594 Fax: +34 94 423 6897
BTS Mexico Av. Presidente Masaryk 111, Piso 1 Col. Polanco C.P. 11560 Mexico, D.F. Mexico Phone: +52 (55) 3300 5800 Fax: +52 (55) 3300 5999
BTS UNITED STATES 300 First Stamford Place Stamford, CT 06902 USA Phone: +1 203 316 2740 Fax: +1 203 316 2750
Chicago 33 N. LaSalle Street Suite 1210 Chicago, IL 60602 USA Phone: +1 312 263 6250 Fax: +1 312 263 6110
New York 60 East 42nd Street Suite 2434 New York, NY 10165 USA Phone: +1 646 378 3730 Fax: +1 646 378 3731
San Francisco 456 Montgomery Street Suite 900 San Francisco, CA 94104-2808 USA Phone: +1 415 362 4200 Fax: +1 415 362 4270
Philadelphia 181 Washington Street Suite 540 Conshohocken, PA 19428 USA Phone: +1 484 391 2900 Fax: +1 484 391 2901
Scottsdale 9455 E. Ironwood Square Drive Scottsdale, AZ 85258 USA Phone: +1 800 500 0024
Phone: +1 480 948 2777 Fax: +1 480 948 2928
ADVANTAGE PERFORMANCE GROUP 700 Larkspur Landing Circle Ste.125 Larkspur, CA 94939 USA
Phone: +1 800 494 6646 Phone: +1 415 925 6832 Fax: +1 800 578 8587 Fax: +1 415 925 9512
BTS SOUTH AFRICA Lakefield Office Park Building C, 272 West Avenue Centurion, Gauteng South Africa Phone: +27 126 636 909 Fax: +27 126 636 887
BTS AUSTRALIA Level 4 61 York Street Sydney NSW 2000 Australia Phone: +61 2 9299 6435 Fax: +61 2 9299 6629
Melbourne Suite 404 198 Harbour Esplande Docklands, VIC 3008 Australia Phone: +61 3 9670 9850 Fax: +61 3 9670 9569
BTS Singapore BTS Asia Pte Ltd 37B Kreta Ayer Road 089001 Singapore Singapore Phone: +65 6221 2870
BTS BANGKOK
BTS Business Consulting (Thailand) Co., Ltd. 23/F Thaniya Plaza Building 52 Silom Road Bangrak, Bangkok Thailand Phone: +66 2 235 4177 Fax: +66 2 236 7334
www.bts.com
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