Annual Report • Mar 27, 2018
Annual Report
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Annual Report 2017
At a glance Highlights in 2017 and our business model Five-year overview Financial calendar, Legal notice, Contact
– all lithium-ion battery-powered
Jungheinrich share hits all-time high of
– share price quadrupled in 5 years
Global sales and service network expanded:
new companies in Colombia, Peru and Ecuador
produced in 2017
Our integrated business model encompasses the development, production and sale of new trucks, the logistics systems and mail-order businesses, the short-term rental of new and used equipment, the reconditioning and sale of used forklifts and the maintenance, repair and spare parts operations. Combined with comprehensive financial services offers, it is our aim to serve our customers from a single source for the duration of a product's life cycle.
Founded in 1953, Jungheinrich ranks among the world's leading solutions providers for the intralogistics sector. With a comprehensive portfolio of material handling equipment, logistics systems and services, Jungheinrich is able to offer customers tailored solutions for the challenges posed by Industry 4.0. The Group's strategy is based on sustainable and profitable growth and therefore on increasing company value. Our goal is to become the number 1 intralogistics brand in all European markets and to be ranked among the top 3 global suppliers in the long term.
| Jungheinrich Group | 2017 | 2016 | Change % | |
|---|---|---|---|---|
| Incoming orders | units | 123,500 | 109,200 | 13.1 |
| million € | 3,560 | 3,220 | 10.6 | |
| Orders on hand 31/12 | million € | 692 | 610 | 13.4 |
| Production of material handling equipment | units | 120,100 | 106,300 | 13.0 |
| Net sales | million € | 3,435 | 3,085 | 11.3 |
| thereof Germany | million € | 851 | 753 | 13.0 |
| thereof abroad | million € | 2,584 | 2,332 | 10.8 |
| Foreign ratio | % | 75 | 76 | – |
| Earnings before interest and income taxes (EBIT) | million € | 259 | 235 | 10.2 |
| EBIT return on sales (EBIT ROS) | % | 7.5 | 7.6 | – |
| EBIT return on capital employed (ROCE)1 | % | 17.3 | 17.8 | – |
| Earnings before taxes (EBT) | million € | 243 | 216 | 12.5 |
| EBT return on sales (EBT ROS) | % | 7.1 | 7.0 | – |
| Net income | million € | 182 | 154 | 18.2 |
| Capital expenditures2 | million € | 88 | 59 | 49.2 |
| Research and development expenditures | million € | 77 | 62 | 24.2 |
| Balance sheet total 31/12 | million € | 4,130 | 3,643 | 13.4 |
| Shareholders' equity 31/12 | million € | 1,244 | 1,114 | 11.7 |
| thereof subscribed capital | million € | 102 | 102 | – |
| Employees 31/12 | FTE3 | 16,248 | 15,010 | 8.2 |
| thereof Germany | FTE3 | 6,962 | 6,511 | 6.9 |
| thereof abroad | FTE3 | 9,286 | 8,499 | 9.3 |
| Earnings per preferred share | € | 1.80 | 1.52 | 18.4 |
| Dividend per share – ordinary share | € | 0.484 | 0.42 | 14.3 |
| – preferred share | € | 0.504 | 0.44 | 13.6 |
1 EBIT as a percentage of interest-bearing capital employed (cut-off date)
2 Property, plant and equipment and intangible assets without capitalised development expenditures
3 FTE = full-time equivalents
4 Proposal
COMPLEX TASKS. INTELLIGENT CONCEPTS. SUCCESSFUL TECHNOLOGY.
Member of the Board of Management Finance
Chairman of the Board of Management Labour Director
Member of the Board of Management Marketing & Sales
Member of the Board of Management Logistics Systems
Although the earth spins a little more slowly every year, as has been proven, it certainly doesn't feel that way in our daily lives: everything seems to be moving faster. We are living in times of rapid development, driven by technological innovation. We can see it in the immediate availability of goods. Order today and you'll often receive your delivery the same day. At Jungheinrich, we make this happen. With the right drive.
That is why we have made this term, with all its various meanings, the topic of our 2017 annual report: drive, both a force from within and a force externally. We want to show you what drives us every day at Jungheinrich and how we move the world with our products and solutions.
Our inner drive comes from over 16,000 employees around the globe. Our faith in their strength has become one of our principles, based on the "Go for it!" attitude of our founder Dr Friedrich Jungheinrich. With this inner drive we recognised the trends and challenges of Intralogistics 4.0 early on – making us a driving force for our customer's success around the world, with fully automated warehouse solutions, automated trucks and our unique energy expertise. In 2017, we secured the largest single order in Jungheinrich's history – solely for trucks with lithium-ion technology. Our drive sets us apart from the competition.
We have a clear target: we intend to generate annual net sales of €4 billion by 2020. Last year we took another big step towards our target with net sales of €3.4 billion and over 120,000 units manufactured. We produced more battery-powered vehicles than some automobile manufacturers. Over the last four years we have increased net sales by around 50 per cent and grown our workforce by 37 per cent. With our drive and growth strategy we will reach our targets.
But nobody can achieve this sort of thing alone. We would like to thank our employees, the members of the Supervisory Board and in particular our shareholders from the Jungheinrich family. And, of course, you, our dear shareholders – thank you for your continued trust in Jungheinrich. This, too, drives us to keep working hard.
Sincerely yours,
Hans-Georg Frey Chairman of the Board of Management
Drive is key to how we think and act – in all its facets, from technological to human. Without drive, nothing gets done. Global mega trends such as digitalisation, automation and interconnectivity shape and boost our business and the business of our customers. Jungheinrich is in the thick of it. Intralogistics 4.0 means everything is fluid, nothing stands still. Neither for us, nor for our customers.
We rely on advanced technology to power our trucks and constantly increase product performance. We recognise and understand the dynamic forces that drive our customers, and develop intelligent solutions even for very complex tasks.
Our drive – over 16,000 employees who bring our forward-looking "Jungheinrich 4.0" agenda to life with their ability to solve problems, innovate and focus on the customer. Their motivation fuels them to promote Jungheinrich's products and solutions every day all over the world.
4/7 growth strategy: As we strive to achieve our net sales goal of €4 billion by the 2020 financial year, we aim to grow by 7 per cent per annum. With net sales of €3.4 billion in 2017 we're on track to hit our target.
» Driven by a sense of innovation, Jungheinrich is one of the world's leading solutions providers for the intralogistics sector.«
– thanks to our 16,000 employees
DRIVE that can be felt on the OUTSIDE
– with innovative products and intelligent solutions
The forward-looking topic of electric mobility is a reality we have been living with at Jungheinrich for 65 years. We are years ahead of the automotive industry when it comes to building and selling electric vehicles: there are more than one million Jungheinrich electric trucks in use around the world. We are a pioneer in lithium-ion technology in the intralogistics sector. With our years of expertise and custom-made comprehensive solutions we have established ourselves as the market leader for electric drive technology.
One of Jungheinrich's traditional strengths is the development of electric drives. What makes us unique on the market is the interconnectivity of all of our components, from our trucks to our batteries to our charging stations – demonstrating our all-round energy expertise.
The story of electric mobility at Jungheinrich begins in 1953 with the construction of our first electric truck. Sixty-five years later, more than 95 per cent of the trucks we produce, basically our full range of models, are batterypowered.
Over the decades we have continually integrated advances in technology and the resulting innovations into our product portfolio. This includes, for instance, the introduction of three-phase AC technology, energy recovery from breaking and lowering loads, electric steering and the use of lithium-ion batteries instead of lead acid batteries. Our development skills and close proximity to our customers along with a clear understanding of their needs has made us the technology and market leader. We intend not only to keep this position, but to build on it.
Efficiency, in all of its facets, is a high priority for our customers. This means using energy as sparingly as possible and attaining zero emissions to make a positive CO2 balance sheet possible. It means optimising processes by maintaining a wide reach and ensuring material handling equipment is always available. And last but not least, it means reducing the
Jungheinrich's first three-phase AC-powered forklift truck is launched: the electric four-wheel truck EFG-VD 25/30.
The era of electric mobility at Jungheinrich begins with the four-wheel electric truck Ameise 55.
The Ameise Retrak is our first electric reach truck.
overall costs that our customers generate in the operation of their warehouses. In order to provide the highest level of customer benefit, the main focus of our research and development work is on creating energy-efficient products and solutions.
Through the optimisation of existing technology and the introduction of new advances in charging technology, energy storage and drive systems, we were able to reduce CO2e1 emissions in the manufacture and use of our product groups by up to 29 per cent in just ten years. An advantage that the environment in particular benefits from – and with no compromises when it comes to performance. Our latest products show that electric mobility and high performance are absolutely compatible.
1 CO2-equivalent: a unit of measurement that shows the greenhouse effect of various gases as equivalent to CO2
All-round energy expertise – made by Jungheinrich
Our approach of viewing our trucks as part of a holistic system means we can offer the intralogistics industry unique vertical integration for energy solutions, while setting standards. Jungheinrich is the only manufacturer to develop and produce trucks alongside control systems, software, batteries and charging equipment. Our customers have access to a comprehensive system from a single source.
This allows us to fully interconnect all components, improving the performance of our trucks in terms of energy efficiency, handling and availability. Because our system enables the battery, charging equipment and truck to communicate with one another, we can guarantee that the whole system always functions safely and delivers optimal performance. And, as we continue to develop our technology, we keep an eye on the entire system. This allows us to expand our fleet of electric trucks in use around the globe and discover new application areas for electric trucks that are currently still dominated by trucks with IC engines.
batteries are clear to see: high performance levels, no maintenance, three times longer life and consumption of up to 20 per cent less energy. Taking into account the total cost of ownership, there can be no doubt that today they are an economic alternative: the present higher cost of purchase is more than offset by significantly longer operating periods and lower operation costs. At Jungheinrich, we therefore recognised the benefits of lithium-ion technology at an early stage and have managed our portfolio accordingly ever since.
Success story in numbers: Jungheinrich sold approximately 5,800 lithium-ion trucks in 2017. That means sales have tripled each year over the last three years. We expect this trend to continue this year. This steep upward trend confirms our initial estimates on market acceptance and our conviction that lithium-ion technology is the future.
More than 1,000 trucks with lithiumion batteries were ordered at once by a global online retailer for its logistics centres in the UK, Italy, France and Germany. This is not only the largest single order in our company's 65-year history, but also the largest order for trucks with lithium-ion batteries ever placed in the world.
The ETV 216i reach truck is a completely new concept in material handling equipment. Whereas these trucks were previously "built around the battery", the use of lithium-ion technology opens up new kinds of freedom in construction and design. Our latest reach truck is the first to have the battery included as a built-in component. This provides a number of decisive advantages in terms of ergonomics, safety and efficiency.
And because the battery only takes up around half of the space it used to, the driver now has more room and a larger field of vision. The battery's improved capacity results in better handling performance due to faster lifting speeds. Improved residual capacities also mean more flexibility for the warehouse.
Not only was this truck an innovative breakthrough, but so was our journey to produce it. Jungheinrich used an agile project management method for the first time, in which the participants were expected to act on their own initiative and take more responsibility. The customers were also involved from an early stage. We factored in their needs right from the development phase with usability testing and prototypes.
The ETV 216i is characterised by efficiency, safety and ergonomic design. Thanks to the new design approach we were able to focus even more closely on the requirements of our customers.
6 + 1: We have developed a new additional module called "Battery Management" for ISM Online, our web-based system for the holistic management of truck fleets. This enables the user to quickly identify operating errors and take suitable measures, which in turn increases the lifespan of the battery and helps avoid maintenance and replacement costs.
of Jungheinrich trucks are now available with lithium-ion batteries. Models that are already in use can be easily fitted with replacement batteries. There are around 10,000 Jungheinrich lithium-ion powered trucks in use around the world – that's equivalent to more than 7 million operating hours of experience.
LiFePO4, short for lithium iron phosphate, is the material that we use to produce our batteries. While automotive manufacturers usually use nickel manganese cobalt in their cells, we have specifically chosen LiFePO4. The advantages include higher safety, long life and availability as well as environmental aspects. The higher weight of LiFePO4 is due to lower energy density and this is actually a benefit for us in the design of our trucks – think "counterbalance".
The consistent communication between battery, truck and charging station makes for fully interconnected systems, enabling a full range of intelligent solutions, such as for fleet energy management. Because we develop all of the components ourselves, all our device data is combined via high-performance interfaces. This means we have a USP in the industry, and we are currently working on mobile applications that will allow us to meaningfully evaluate this data for our customers.
24/7: Short charging times and quick intermediate charging – the battery is fully charged in just 80 minutes – mean the fleet can be used virtually around the clock. No time-consuming battery change is necessary for lithium-ion batteries. This renders replacement batteries and changing facilities unnecessary. And because neither gases nor acid can leak from these types of battery, there is no need for special charging rooms with expensive extraction equipment. Not only does that make them much safer, they also need less room and cost less to run.
»We are setting milestones in intralogistics with our integrated energy expertise.«
Dr Klaus-Dieter Rosenbach, Member of the Board of Management Logistics Systems
The strongest driving force comes from within. Our company founder Dr Friedrich Jungheinrich knew this. And today, too, our company depends on the drive of each of our employees. A unique culture has flourished at Jungheinrich during its 65-year history. As a globally active Group that has grown exponentially, we have maintained our family-run company spirit – with a common identity, mutual respect and shared values. That is how we shape the digital future.
Over 16,000 people work for Jungheinrich – in various professions, different workspaces and across several locations around the world. This diversity is one factor of our success. Behind this diversity are shared values that connect us wherever we are in the world and drive us forward every day.
Even in the initial years of our company's history, founder Dr Friedrich Jungheinrich employed a cooperative leadership style to motivate employees. Everyone was meant to feel as though the company was their business and their responsibility. Dr Jungheinrich in return rewarded employee dedication – including voluntary social benefits and communityfocused events for employees. He was committed to exchange on equal terms and introduced employee performance reviews as early as 1962. His catchphrase "Go for it!" has become legendary within the Group – a small encouragement with a huge impact, which in just three words sparked the trust of the employees. This saying has evolved to become "Go for it and lead the way!", and it is still representative of the corporate and leadership culture at Jungheinrich, which is based on initiative and complete trust in the ability of our employees.
This tradition is the foundation on which we have chosen to build. In a world that seems to be moving ever faster, we are able to recognise trends first and meet changes head on, transforming them into competitive advantages with our ability to innovate and create solutions. This is how we continue to grow consistently.
What drives people? Behind every action there is a motive. It spurs people on and drives them to act with a purpose. It could be anything – basic needs such as hunger or thirst may be driving us to action. In our modern society, many more needs have joined these more basic ones. Confirmation, praise, recognition: those who have specific goals, a positive attitude and are eager to work will often be relentless in their drive. Motivation is therefore not just a drive vital for life, but also the key to success.
Excellent leadership leads to excellent results. For us this means that in addition to a successful business model, we need clear leadership with a firm grip on our targets in order to successfully implement our 2020 Group strategy. We have therefore transformed our management guide into the "Jungheinrich Way of Leadership". It provides clear entrepreneurial direction and combines efficient and effective conduct with our growth strategy. The integration of this model into the entire Group gives managers a decisive role. They are the ones who figuratively set the tone at Jungheinrich and make sure that everyone is on the same page.
The main values that guide our conduct and management are depicted in the so-called "Jungheinrich Cloud". These values are present in the employees' everyday work and offer a sense of direction. They illustrate our focus on growth, drive and innovation, link entrepreneurship with responsibility, and encourage a culture of providing feedback and thinking out of the box, underscore our result orientation together with open communication and learning from mistakes and clarify that success can only be achieved with passion, trust and courage – and if everyone contributes to the big picture.
Five continents – one highly motivated team. And everyone brings their own personal drive with them every day. That's what makes us stand out. Worldwide.
Production Supervisor, Assembly, Germany
1953
» Go for it! « Dr Friedrich Jungheinrich
»I love establishing contact with clients and helping them find new solutions together every day. As our site is still relatively new, we are all working hard to turn Chile into a strong sales unit. That creates a powerful bond!«
Laura Camacho, Sales Coordinator, Chile
»A dynamic team, smart minds, interactive and continuous learning – that's what drives me forward at Jungheinrich!«
Winnie Kwan, Office Manager, Singapore
»My colleagues are fantastic, something that definitely spurs me on. And with such a wonderful support network behind me, I always feel assured that everything is running smoothly – especially during times of pressure!« Jess Caston,
Financial Accountant, Australia
»We have a fantastic team with experienced technicians, a highly innovative product portfolio and the support of a wonderful management team – we're all on the same page! That motivates me to raise the bar a little higher each day.«
Llewellyn Venter, After-Sales Service Technician, South Africa
We have great plans – that is why we need driven, innovative people who also think entrepreneurially. Investing in training and targeted advancement for young employees is therefore something we do out of both necessity and conviction.
We have a diverse range of training opportunities at Jungheinrich. We offer training places in technical, commercial and business careers as well as dual study courses. Apprenticeships at Jungheinrich are based on a comprehensive concept. Trainees and apprentices are assigned a wide range of tasks and are encouraged by their supervisors to show initiative. We give them both the necessary freedom and responsibility. And it is our aim to take on all trainees, apprentices and students following completion of their training and studies, if possible.
We recognise the managers of tomorrow early on in their careers and provide support with the aim of establishing a longterm relationship with Jungheinrich. With our international trainee programme, the "Jungheinrich International Graduate Program" (JIG), young talents have the opportunity to get to know various departments in Germany and abroad and work on a variety of projects. We currently have 40 trainees in Germany, Italy, Chile, China and elsewhere.
The trainees are motivated from the start to develop management skills by tackling challenging tasks in a global context. The programme, which runs for two years, can be adjusted to suit both the abilities and interests of the participants and our needs. Other focal points of the programme include developing professional expertise, establishing international networks and cooperation beyond specific functions.
Our concept for the development of management successors is paying off. Virtually all trainees that have participated in the JIG programme are still at Jungheinrich – many in management positions. In 2017, we once again received the "Career-enhancing, fair trainee programme" quality certificate
from ABSOLVENTA, a jobs forum for students, schoolleavers and young professionals.
The Dr Friedrich Jungheinrich Foundation, which was founded in 2004, champions science and research as well as education in mathematical and scientific subjects – in light of the looming skills shortage in Germany we see this as an investment in our own future viability. Support is given in the form of grants for
particularly qualified young people as well as cooperation with select professorships at universities in Hamburg, Munich and Shanghai.
» Strong characters with an entrepreneurial approach and thought process fuel our digital agenda.«
Dr Volker Hues, Member of the Board of Management Finance
Faster, more flexible, better performance: the markets are in constant motion, driven by digitalisation and online retail. Our customers have to manage this momentum and deal with increasingly complex challenges. Efficient logistics processes are the key to their success. As a complete provider of intralogistics, Jungheinrich pools and analyses the challenges its customers face in terms of material and information flows, combining them to create individual, intelligently interconnected holistic solutions. And once our systems are put into operation, we remain at our customers' side, offering professional service and support.
Our systems expertise has made us one of the leading solutions providers for the intralogistics sector in the world. We develop holistic solutions that are tailor-made to fit our customers' needs down to the minutest detail with intelligent interconnectivity, individual levels of automation and flexible adjustments for any situation.
Minus 35 degrees Celsius: In Ireland, the pharmaceutical company Grifols operates what may be the coldest warehouse in the world. Grifols relies on Jungheinrich's expertise and technology to ensure that the logistics for the blood plasma stored there run smoothly even under such
Extreme conditions – no problem Stable – even in earthquake zones
extreme conditions. In Austria, automotive parts manufacturer Birner can rely on stable and safe warehouse logistics thanks to our expertise – which is of vital importance at its new distribution centre, located in a level 4 earthquake zone. In 2015, a northern European furniture manufacturer commissioned us as general contractor and system integrator for all intralogistics tasks at its new distribution centre. With its vast dimensions, this was the largest commission for a single project in our company's history. And we have been working with Keller & Kalmbach, one of the leading wholesale companies for joining and fastening technology, for almost a decade
now. Most recently we implemented a comprehensive expansion of the main warehouse during operations. All on schedule and for less than the originally proposed budget. These projects show how diverse our work is. The starting point for each and every one of our projects is always the customer and their warehousing needs. Their drive is our mission. We create a coherent comprehensive
Optimal goods and material flows are decisive factors in intralogistics – as an expert partner we develop custom-made comprehensive solutions for our customers.
plan in which all components and processes run like clockwork.
This is made possible by our range of services that cover every link in the logistics chain. On request, Jungheinrich can handle every part of the project: planning
Scalable whatever the dimension Reliable partner at every stage
and projection of logistical partial or complete processes, custom-made intralogistics solutions from a combination of trucks, racks, stacker cranes, conveyor systems and software, realisation and system integration, and service and support for logistics systems.
For our customers this means: Your professional expert for all intralogistics issues, not forgetting automation, interconnectivity and digitalisation is Jungheinrich. As the leading innovator in this sector, we can support companies with proven solutions – from automated guided vehicles and our smart software interface "Logistik-Interface" to our adjust-
able warehouse management system, Jungheinrich WMS, which intelligently controls all processes. And our intense research and development work never stops; our portfolio continually grows along with our customers' requirements. We bring high-performance, interconnected, optimised solutions and new technology to warehouses around the world.
Monday morning, 7 a.m., in the warehouse of a chemical company north of Hamburg. In the battery hall, a one-year-old EKX 516k high-rack stacker is undergoing regular maintenance. After-sales service technician Svenja Assel is thoroughly checking all functions and wear parts.
The new system truck is representative of the company's positive
development. Along with the rise in demand and production, logistics requirements have also risen over the last few years. Having processes run smoothly in the significantly expanded high-bay warehouse has become a real competitive factor. The fleet of around 40 battery-operated Jungheinrich trucks is a vital element here.
Global spare parts centres Special service and support for logistics systems
Our after-sales service technicians, such as Svenja Assel, make sure that they are always perfectly maintained and ready to roll. The 29-year-old is part of our after-sales service technical team, which consists of around 4,900 people worldwide, and supports companies of various sizes and in various sectors in the Norderstedt region.
For her next job, the qualified industrial mechatronics engineer just has to cross the street. One customer called the central service hotline to report a truck needing
repair. The query landed directly with the Sales Centre North, where the dispatcher placed the job on the route for the day. "In addition to the hotline, customers can also contact us via email, fax or our new Call4Service service app," explains our service technician, while she swiftly fixes an EKS 110 order picker.
Increased operating safety Short down times
On to the next one. Just a few kilometres and she's on the grounds of a plastic packaging manufacturer. A rough driving manoeuvre in the warehouse has left one reach truck with a clipped edge cover. The original replacement part was delivered directly to the service vehicle from the spare parts centre in Kaltenkirchen in the early hours of the morning via courier. "The overnight deliveries are really convenient. It means I can start the day with all the parts I need."
Our service teams are there where our customers need us.
the Jungheinrich after-sales service perfectly. We keep down times to a minimum with excellently trained technicians and ensure the safety of forklift trucks, drivers and warehouses. Being the "face of Jungheinrich" for the customer is both what drives Svenja Assel and makes this her dream job: "It's the perfect combination of working with fascinating technology and contact with people."
Virtual vs augmented reality – what's the difference? With virtual reality (VR) glasses, users can immerse themselves in a digital 3D world, moving through and interacting with the world. They do not perceive their real surroundings. With augmented reality (AR) the real surroundings remain visible to the user and digital information is added through overlays on a mobile phone display or "smart glasses".
Driven by our spirit of innovation we are testing the most promising technology of tomorrow, today. The decisive question we always ask ourselves: what benefits can it offer our customers in the future?
Training with VR – this idea came to two employees from the training centre in Norderstedt while they were playing video games – but it's more than just a game to Jungheinrich. This can be seen in the first
applications developed over just a few months in 2017. They offer a huge range of possibilities from which after-sales service technicians could benefit as much as sales employees and our customers.
But how does VR training work? A special pair of glasses transports the user into a virtual warehouse. In different training units, users can select and view a truck from all angles, try out functions, look inside and, using the right tools, disassemble the engine, for
example. And that is just the beginning. The benefits of this new training format multiply with every addition to the virtual Jungheinrich world:
Simultaneously to the VR training, Jungheinrich has been working in partnership with Hamburg University of Technology on a concept for remote support with the aid of augmented reality. With this digitally supported service, helpful advice and instructions can be displayed on data glasses during truck repair or maintenance, for instance, to make the job easier.
» Our customers' satisfaction is what drives Jungheinrich the most.«
Dr Lars Broszka, Member of the Board of Management Marketing & Sales
Jungheinrich again recorded dynamic net sales and earnings performance in the 2017 financial year. In addition to the excellent figures, Jungheinrich also made great headway in the Group-wide integration of its leadership model, the "Jungheinrich Way of Leadership", signalling its stance on value-oriented leadership.
The Supervisory Board supported the Board of Management's efforts to prepare the Group for new requirements and opportunities. This particularly applies to digitalisation and process automation within intralogistics, technology for energy storage systems and the expansion of the logistics systems business. For upcoming projects and further, largely organic growth, the focus will be on the development of personnel resources, expansion of entrepreneurial leadership, implementation speed and international orientation. The Supervisory Board worked in close cooperation with the Board of Management providing constructive advice on the material direction to take, scenarios and measures.
The Supervisory Board was involved early on and extensively in the relevant matters by the Board of Management, enabling aspects deserving attention to be discussed in good time. Furthermore, the Supervisory Board was constantly updated based on detailed written and oral reports on the current situation on the market, current and expected economic developments in the individual regions around the world, development of business in the individual Group companies and their financial position, specifically following analysis of key indicators such as incoming orders, net sales, EBIT and margin, the headcount trend as well as the status of capital expenditure.
The Supervisory Board and the Finance and Audit Committee also examined the risk and opportunity management system, the effectiveness of the internal control system, the monitoring of accounting and accounting procedures, the internal audit system and compliance within the company. Due to the results of the tender process and following careful deliberation of all factors, the Finance and Audit Committee recommended that the Supervisory Board propose a new audit service for the 2017 financial year to be elected at the Annual General Meeting. The Supervisory Board and Annual General Meeting agreed with this proposal. One of the Finance and Audit Committee's priorities during the audit was to closely support the familiarisation and activities of the newly appointed auditors of the annual financial statements. This was an important task, as the dates for the 2017 financial statements had been brought forward.
The Chairman of the Supervisory Board and the Chairman of the Finance and Audit Committee also reviewed certain topics with the Board of Management outside of meetings and prepared points to be decided on in plenary sessions.
The Supervisory Board convened on five occasions in the 2017 financial year, one of which was extraordinary, and one resolution was passed by written procedure. With the exception of a few individual excused absences, the Supervisory Board always convened in full.
The Supervisory Board met on 21 March 2017 to review and approve the annual financial statements and the consolidated financial statements of Jungheinrich AG as of 31 December 2016. Invitations and the agenda for the Annual General Meeting on 16 May 2017 were also adopted and various Board of Management business items that required approval in the area of company formation for the "Logistics Systems" division, capital expenditure on buildings and new product development were approved.
In the meeting of the Supervisory Board following the Annual General Meeting on 16 May 2017, the Supervisory Board approved proposals by the Board of Management on product innovations, and discussion focussed on a number of topics in relation to production, including quality, considerations of how to structure work and product strategy.
A written resolution in July 2017 dealt with the adjustment of the variable remuneration component in the Board of Management remuneration system.
At the meeting held on 26 September 2017, the Supervisory Board dealt in detail with Dr Oliver Lücke's departure from the Board of Management. The Chairman of the Supervisory Board and the Chairman of the Finance and Audit Committee also reported on the material results of the study commissioned by the Supervisory Board on the vertical and horizontal comparison of Board of Management remuneration. This study confirmed that the remuneration for the Board of Management is appropriate at both levels. Independently of the study, an adjustment to the variable remuneration component of the Board of Management remuneration system was resolved. Approval was also granted for the establishment of companies and the launch of direct sales in certain South American countries, including the necessary takeover of dealership activities. Decisions were also made regarding various real estate projects and stipulations regarding, for instance, the next steps in the company's reporting procedure for non-financial aspects.
An extraordinary meeting of the Supervisory Board on 10 November 2017 dealt almost exclusively and in great detail with the discussion regarding the Group's 2025 strategy drafted by the Board of Management. The Supervisory Board gave the Board of Management advice for successfully implementing the strategy.
Planning for the 2018 financial year was discussed in-depth and adopted at the meeting on 19 December 2017 and the 2025 strategy was approved. The written resolution from the September meeting regarding the adjustment of the Board of Management remuneration system was also extended to cover the next few years. Because the deadlines for the annual financial statements were brought forward for the 2017 financial year, the Chairman of the Supervisory Board was authorised to finalise various statements, documents and reports for the Supervisory Board. Based on the Finance and Audit Committee's recommendation, the Supervisory Board's declaration of compliance was adopted pursuant to Section 161 of the German Stock Corporation Act (AktG) ("Corporate Governance Code declaration").
Jürgen Peddinghaus, Chairman of the Supervisory Board
The Finance and Audit Committee convened four times during the financial year. The committee specifically looked at all topics related to the annual and consolidated financial statements of Jungheinrich AG and the audit services (fee and order preparation, focal points of the audit, audit results, additional audit services). Other focal points of the committee's work included the recommendation to the Supervisory Board regarding the tender of the audit mandate and supporting the familiarisation of the new auditors. The committee also carefully completed the tasks entrusted to it, including monitoring accounting and accounting processes, the effectiveness of the internal control system, risk management and internal auditing, and dealt with compliance topics.
The Personnel Committee convened four times in the reporting year and passed one resolution by written procedure. The committee dealt with all tasks assigned to it on behalf of the entire Supervisory Board – in particular the upcoming contract extensions and remuneration issues for members of the Board of Management. Dr Oliver Lücke's departure from the Board of Management, the provisional performance of his responsibilities and his successor were discussed in detail. The committee again looked at the issue of training successors for management positions within the Group in great detail this year.
The annual financial statements prepared by the Board of Management for the period ending 31 December 2017, the management report of Jungheinrich AG, the accounts for 2017, the consolidated financial statements for the period ending 31 December 2017 and the Group management report of Jungheinrich AG were audited by KPMG AG, Wirtschaftsprüfungsgesellschaft, Hamburg, for the first time. The auditors had no objections regarding the financial statements or the accounting, and confirmed this in their unqualified audit report.
The results of the audit performed by the auditors were the topic of one meeting of the Finance and Audit Committee and one Supervisory Board meeting. The members of the Supervisory Board checked the Board of Management documents for the annual and consolidated financial statements in great detail using KPMG's audit reports. Members of the Supervisory Board attended the Finance and Audit Committee meeting for the preparation of the entire Supervisory Board's resolution regarding the 2017 financial statements. All members of the Supervisory Board approved the Board of Management's proposal for the appraisal of profits for the 2017 financial year. According to the results of the audit, there are no objections to the internal control system, the risk management system or the compliance system. There were also no objections to the declaration of compliance pursuant to Section 161 of the German Stock Corporation Act (AktG).
Following its detailed inspection of the annual financial statements, management report, consolidated financial statements and Group management report, the Supervisory Board had no objections to the financial statements and agreed with the results of the audit performed by the auditors in its accounts meeting on 6 March 2018. The Supervisory Board therefore authorised the annual financial statements of Jungheinrich AG and the consolidated financial statements of Jungheinrich AG for the period ending 31 December 2017. The annual financial statements of Jungheinrich AG as of 31 December 2017 are therefore finalised.
The Supervisory Board seconds the Board of Management's proposal for the appropriation of profits for the 2017 financial year.
There were no personnel changes on the Supervisory Board in the 2017 financial year.
At the meeting held on 16 May 2017, Dr Volker Hues was reappointed for another three years to the Board of Management with responsibility for finances, effective 1 April 2018.
Dr Oliver Lücke informed the Chairman of the Supervisory Board in writing on 4 September 2017 that he would not be available to extend his mandate beyond 30 June 2018 and stepped down from the company's Board of Management on 31 October 2017.
The Supervisory Board would like to thank the Board of Management and all employees for their successful work during the 2017 financial year.
Hamburg, 6 March 2018
On behalf of the Supervisory Board
Jürgen Peddinghaus Chairman
In accordance with Item 3.10 of the current version of the German Corporate Governance Code of 7 February 2017, the Supervisory Board and Board of Management of Jungheinrich AG report on corporate governance at Jungheinrich.
Jungheinrich's understanding of corporate governance is oriented towards the regulatory frameworks of relevance to the company and international best practices. Above and beyond this, the Board of Management and Supervisory Board consider the Code, which was most recently amended by the German Corporate Governance Code Government Commission in February 2017, to be an important guideline for both inwardly and outwardly oriented corporate governance. In the year under review, the Board of Management and the Supervisory Board once again scrutinised the Code's recommendations and suggestions critically, in particular to determine whether they are useful given the nature of the company as a family-run business and with regard to its objectives. As in the past, the Supervisory Board and the Board of Management decided to follow and implement the recommendations and suggestions of the Code almost unreservedly. Only with a few exceptions was this not the case or applicable merely to a limited extent. These deviations were reviewed in depth and communicated following the passage of the resolution.
The foundations of Jungheinrich's entrepreneurial activity include the company's quest to create value as a family-run business, the clear and balanced distribution of tasks, authorities and responsibilities among the company's corporate bodies, the close and efficient cooperation between the offices of the Board of Management as well as between the Board of Management and the Supervisory Board, open internal and external corporate communications, orderly accounting and audits of the financial statements, and responsible risk management.
The Board of Management, which is currently composed of four members, runs and assumes responsibility for the company's operations.
Composed of six shareholder representatives and six employee representatives, the Supervisory Board has equal representation and monitors the Board of Management's business management activities, advising it on the Group's strategic and operational matters. Following the most recent elections in 2016, four women now belong to the Supervisory Board, two of whom were elected by the shareholders and two by the employees. The company thus satisfies the legally mandated minimum female quota of 30 per cent on the Supervisory Board. A balance between experience and qualification as well as expertise and diversity is important to the company when filling positions on this corporate body. We take a broad view on diversity, embracing not only age, gender and nationality, but also other factors such as professional qualifications and experience. The company considers a formal skills profile for the entire Supervisory Board that goes beyond this unnecessary.
The Annual General Meeting is the company's highest corporate body. This is a forum where shareholders can exercise their rights.
The newly selected independent auditors, KPMG AG Wirtschaftsprüfungsgesellschaft, Hamburg, assisted the Supervisory Board in performing the tasks entrusted to it by law and the articles of association by way of their work. Compliance with statutory regulations and internal guidelines is important to the company and its committees. Jungheinrich's compliance management system consists of more than ten core elements divided into the categories "Prevention" (particularly Code of Conduct, guidelines, procedures, processes and control, instructions and consulting), "Detection" (particularly reports and confidential reports, business partner checks, monitoring and inspection, business data analysis) and "Reaction" (particularly dealing with faults and incidents, inspections, corrective measures, improvements).
The Board of Management and Compliance Officer regularly reported on the compliance organisation and its work to the Finance and Audit Committee, which promptly discussed compliance issues. The company takes a cautious and restrained approach to risks.
Drive To our shareholders Group management report Consolidated financial statements Addtional information Corporate governance report
In addition to this report, reference is made to the report of the Supervisory Board in this annual report as well as to the declaration of corporate governance, which has been published on the company's website (www.jungheinrich.com). Jungheinrich's website also includes financial publications, documents in relation to the Annual General Meeting, the financial calendar, ad-hoc and press releases as well as legally mandated notifications if applicable – primarily regarding reportable securities transactions (managers' transactions) as well as voting right notifications – and further information on the company.
In December 2017, following the Finance and Audit Committee's preparatory work, the Board of Management and the Supervisory Board's standard annual declaration of compliance with the recommendations and suggestions of the German Corporate Governance Code Government Commission pursuant to Section 161 of the German Stock Corporation Act was adopted and published on the company's website. It reads as follows:
"Jungheinrich AG has complied with the recommendations of the Government Commission's German Corporate Governance Code dated 7 February 2017 and published by the German Federal Ministry of Justice in the official section of the German Federal Gazette on 24 April 2017 since its last declaration of compliance in December 2016, and will continue to do so, with the following exceptions:
The D&O insurance policy is a group insurance policy for the company's board members (Board of Management and Supervisory Board) as well as for a large number of the Group's employees in Germany and abroad. Differentiating between employees and board members in principle was deemed improper in the past. Nevertheless, in view of the German law on the appropriateness of management board compensation, the company's insurance policy was supplemented by a deductible for the members of the Board of Management in line with the sum specified by the law and the Code. However, the legislator expressly renounced mandating the introduction of a corresponding deductible for supervisory board
members. Only the Code includes a recommendation to this effect. Therefore, the Supervisory Board does not see any reason to deviate from its current practice. The Supervisory Board's deliberations in this connection are based on the conviction that the prime objective is to recruit to the Supervisory Board suitable individuals whose experience is beneficial to the Supervisory Board's work in the company's interests. These goals would be counteracted if the recruited Supervisory Board members satisfying these requirements merely had limited insurance coverage for their work.
The company is still not implementing the Code's recommendation to present the remuneration of the members of the Board of Management or Supervisory Board in itemised or individualised form in the notes or the management report. These are corporate bodies and so disclosure by individual board member is irrelevant. Furthermore, the company believes that the benefits of such disclosure to the public and investors are not significant enough to disregard the associated disadvantages – including the right to privacy of each of the board members. Ultimately, per its resolution dated 24 May 2016, the Annual General Meeting again waived the obligation of the members of the Board of Management to provide individualised disclosure for a period of five years.
In light of the company's nature, which can be likened to that of a family-owned company, the Supervisory Board believes that such a committee is dispensable. Two Supervisory Board members are seconded by the registered shareholders. The candidates proposed to the Annual General Meeting for the four remaining shareholder representative positions are chosen in close coordination with the holders of ordinary shares. 4. The company renounces the determination of an age limit and tenure limit for Supervisory Board members (Item 5.4.1 of the Code).
An age limit can lead to rigid rules, which may counteract the company's goal of recruiting extremely experienced individuals to work on the Supervisory Board. Therefore, the flexibility to make decisions on a case-by-case basis has been given preference over a rigid limit. The Supervisory Board deems it inappropriate to limit the tenure of the members of the Supervisory Board.
The Supervisory Board of Jungheinrich AG meets the diversity criteria required by law and the Code. Many of the Supervisory Board members have international business experience. The candidates that will be proposed to the Annual General Meeting for the four shareholder representative positions are determined in close coordination with the holders of ordinary shares, ensuring that only suitable candidates are proposed to the Annual General Meeting, who cover as many of the skills that the company requires as possible. For this reason, the Supervisory Board does not deem it appropriate for Jungheinrich, as a family-owned company, to also create a skills profile for the full Supervisory Board. The CVs of Supervisory Board members are not published in order to protect their privacy.
The Supervisory Board of Jungheinrich AG consists of a total of twelve members, six of whom are elected by the employees. Two Supervisory Board members are seconded by the registered shareholders. The candidates proposed to the Annual General Meeting for the four remaining shareholder representative positions are chosen in close coordination with the holders of ordinary shares. Only the ordinary shareholders are entitled to cast votes at the Annual General Meeting. The process for filling the shareholder representative positions reflects the fact that the company is a family-owned business.
Hamburg, December 2017"
Voting rights are exercised by ordinary shareholders at the Annual General Meeting. However, all shareholders are given an equal right to be heard on all matters.
During the audit of the financial statements, the independent auditors reported all findings and issues material to fulfilling their tasks to the Supervisory Board. This included the finding that internal company practice does not deviate from the declaration concerning the German Corporate Governance Code adopted by the Board of Management and the Supervisory Board. The independent auditors thus confirmed that Jungheinrich adhered to its declaration of compliance. There were no reports from the auditors containing reasons for exclusion or any bias on the part of the auditors before or during the audit of the financial statements.
Hamburg, 6 March 2018
The Supervisory Board The Board of Management
Chairman Management Consultant Membership of other supervisory boards/ regulatory committees: Zwilling J. A. Henckels AG, Solingen
Deputy Chairman Service Consultant at Jungheinrich Vertrieb Deutschland AG & Co. KG Chairman of the Group Works Council
Honorary Professor of Strategy at INSEAD (Fontainebleau/France)
Membership of other supervisory boards/ regulatory committees:
ProSiebenSat.1 Media SE, Unterföhring a.s.r. Nederland N.V., Utrecht/Netherlands Thomas Cook PLC, London/UK ASML N.V., Veldhoven/Netherlands
Head of Product Support for After-Sales Services at Jungheinrich Service & Parts AG & Co. KG Executive Staff Representative
2nd Authorised Representative, IG Metall, Landshut
Senior SAP Developer at Jungheinrich AG Chairman of the Information Technology Works Council of Jungheinrich AG
Business Graduate
Businessman Managing Director of LJH-Holding GmbH, Wohltorf Membership of other supervisory boards/
Hansa-Heemann AG, Rellingen (Chairman) Wintersteiger AG, Ried/Austria (Chairman) WAGO Kontakttechnik GmbH & Co. KG, Minden (until 11 May 2017)
Trade Union Secretary and Lawyer IG Metall for the region of Hamburg Membership of other supervisory boards/ regulatory committees: Körber AG, Hamburg Hauni Maschinenbau GmbH, Hamburg
Business Manager Membership of other supervisory boards/ regulatory committees: tesa SE, Norderstedt (Chairman)
Assembly worker at Jungheinrich Norderstedt AG & Co. KG Deputy Chairman of the Group Works Council
Businessman Managing Director of WJH-Holding GmbH, Aumühle
Membership of other supervisory boards/ regulatory committees:
LACKFA Isolierstoff GmbH & Co., Rellingen (Chairman)
Dr Ulrich Schmidt (Chairman) Antoinette P. Aris (Deputy Chairwoman) Steffen Schwarz1
Jürgen Peddinghaus (Chairman) Markus Haase1 (Deputy Chairman) Rolf Uwe Haschke1 Wolff Lange Franz Günter Wolf
Jürgen Peddinghaus (Chairman) Markus Haase1 (Deputy Chairman) Birgit von Garrel1 Franz Günter Wolf
1 Staff representative
In addition to individual supervisory responsibilities in Group and associated companies, the members of the Jungheinrich Aktiengesellschaft Board of Management also sit on the following supervisory boards, the formation of which is a statutory requirement, and similar regulatory bodies in and outside of Germany:
Chairman of the Board of Management Labour Director Membership of other supervisory boards/ regulatory committees: Fielmann AG, Hamburg HOYER GmbH, Hamburg
Member of the Board of Management Marketing & Sales
Member of the Board of Management Finance Membership of other supervisory boards/ regulatory committees: A.S. Création Tapeten AG, Gummersbach
Member of the Board of Management Engineering (until 31 October 2017)
Member of the Board of Management Logistics Systems
Jungheinrich share
Performance in 2017
2017 was a good year for the Jungheinrich share. It closed the year with a price increase of 44 per cent. The share hit an all-time high in the fourth quarter of 2017 at €40.63. Preferred shareholders shall participate in the company's success with a dividend increase of 14 per cent.
Despite a number of political uncertainties, the international stock markets showed clear upward tendencies and optimism at the beginning of 2017. This continued over the course of the year with sound economical outlooks around the world. The markets were spurred on by capital injections from international central banks. The European financial markets benefited from the expansionary monetary policy of the European Central Bank. The US central bank continued increasing interest-rates. At the end of the year, the US key interest-rate stood at 1.25 per cent to 1.50 per cent. Disappointment in the lack of progress in US tax reforms, the deregulation of financial markets and the European Central Bank's turnaround on interest-rates that never materialised drove the euro up against the US dollar. Over the course of the year, the leading European currency unexpectedly exceeded the 1.20 US dollar mark. By the end of the year, the euro had appreciated around 14 per cent against the US dollar.
The most important German stock market indexes recorded noticeable gains in 2017. The DAX reached a record high of 13,479 points in November. Over the course of the year, the DAX and MDAX rose by 13 per cent and 18 per cent respectively to 12,918 points (previous year: 11,481 points) and 26,201 points (previous year: 22,189 points).
The Jungheinrich share climbed 44 per cent against the 2016 closing price this financial year, significantly exceeding the growth seen in the MDAX and DAX. Starting from its lowest value on 23 January 2017 (€26.00), the price of the share rose sharply and hit a record high on 2 October 2017 of €40.63. The share closed trading at the end of the year at €39.35. The market cap rose accordingly by €1,233 million, from €2,781 million (end of 2016) to €4,014 million (end of 2017). With free-float market capitalisation of €1,825 million, which is relevant for index calculation, the Jungheinrich preferred share climbed to 44th place (previous year: 45th place) in the Deutsche Börse AG ranking in December 2017. Only 48 million no-par-value preferred shares are publicly listed and widely held. The 54 million Jungheinrich AG ordinary shares are held equally by the families of each of the company founder Dr Friedrich Jungheinrich's two daughters. In stock exchange share turnover, the Jungheinrich preferred share moved from the 50th to the 55th rank.
The shareholdings in Jungheinrich AG reportable pursuant to Sections 33 et seq. of the German Securities Trading Act (WpHG) have been published in accordance with Section 40 of the German Securities Trading Act (WpHG) on the company's website (www.jungheinrich.com) in the Investor Relations section and in the notes to the annual financial statements of Jungheinrich AG.
The Jungheinrich share is listed in the Prime Standard quality segment of the Deutsche Börse. It is traded on all German stock exchanges. The trading volume (Xetra and Frankfurt) amounted to 30.5 million shares in 2017, 8 per cent down against the trading volume in 2016 (33.2 million shares). The
Share price development from 2013 to 2017 in €1,2
Jungheinrich DAX MDAX
in €1
Jungheinrich DAX MDAX
1 All figures indexed to the Jungheinrich share.
2 All figures adjusted retroactively due to the 1:3 stock split implemented on 22 June 2016.
average share turnover per trading day (Xetra and Frankfurt) for 120.8 thousand shares was 7 per cent down against the previous year (130.3 thousand shares). In terms of the share's value, this corresponds to higher average trading volume of €4.1 million per day against €3.4 million last year.
Jungheinrich is one of the world's leading intralogistics companies. Reasons to invest in Jungheinrich shares:
| Investment period | 10 years | 5 years |
|---|---|---|
| Investment date | 01/01/2008 | 01/01/2013 |
| Portfolio value at the end of 2017 |
€53,785 | €42,898 |
| Average annual return | 18.3% | 33.8% |
| Comparable return of German share indices |
||
| DAX | 5.0% | 10.7% |
| MDAX | 10.4% | 16.6% |
Please note: based on an initial investment of €10 thousand and assuming that annual dividends received were reinvested in additional preferred shares.
The Jungheinrich share again proved a solid capital investment for long-term investors in 2017. Over a ten-year period the share showed better value appreciation than the two comparison indexes, and significantly better performance over a five-year period.
Dividend development
in €
All figures adjusted retroactively due to the 1:3 stock split implemented on 22 June 2016. 1 Proposal
Since its IPO in 1990, the Jungheinrich share has established itself as a reliable dividend share. The company follows a strict policy of consistent dividend payout. The target is to pay out between 25 per cent and 30 per cent of the net income to shareholders.
The Board of Management and Supervisory Board of Jungheinrich AG intend to propose a dividend payment of €0.50 per no-par-value preferred share and €0.48 per no-par-value ordinary share at the Annual General Meeting on 17 April 2018. This dividend proposal therefore contains a payment increase for preferred shares of 14 per cent. Subject to approval at the Annual General Meeting, this will result in a dividend payment of €50 million.
The payment will be made on the third working day after the Annual General Meeting. The payment ratio, which is the dividend amount as a percentage of net income, is 28 per cent (previous year: 29 per cent). The dividend payment has increased by a factor of 2.5 within ten years.
The availability of share research is an important prerequisite in making investors aware of issuers. It is an important decision aid for investment in securities. At the end of the reporting year, the Jungheinrich share was regularly observed and valued by 17 banks and research companies. Four analysts recommended buy for the share, while twelve recommended hold. One analyst recommended sell. Based on the key analysts' valuations, the average share target was around €37. The lowest value was €32, and the highest was €45.
| Bankhaus Lampe | Landesbank |
|---|---|
| Berenberg | Baden-Württemberg |
| Citigroup | Morningstar |
| Commerzbank | NORD/LB and SRH 1 |
| Deutsche Bank | Jefferies |
| DZ Bank | M.M. Warburg |
| Hauck & Aufhäuser | Main First |
| HSBC Trinkaus & Burkhardt | Metzler |
| Kepler Cheuvreux | Baader Bank |
1 NORD/LB and SRH AlsterResearch undertake joint stock research.
The aim of Jungheinrich's investor relations work is to ensure transparent and ongoing communications with the capital markets, improve understanding of the integrated business model and its potential, and contribute towards a correct valuation of the Jungheinrich share on the capital market.
The Board of Management and the Investor Relations department maintain regular contact with analysts and investors. The business model, value drivers, company performance and company strategy were all presented in detail during conferences and road shows. The company presented itself at a total of eight conferences and six road shows in Europe and the US. In addition, many discussions were held with investors and analysts during company visits and conference calls. With the publication of the quarterly results, Jungheinrich reported on the Group's current business development in detail during conference calls.
In June 2017, Jungheinrich organised a capital market day at the spare parts centre in Kaltenkirchen, near Hamburg, to give analysts and investors an opportunity to take a closer look at highly advanced warehouse logistics. Jungheinrich also discussed specific topics with the visitors, who came from around the world, such as lithium-ion technology.
The Investor Relations team was once again available at all times to help with any queries in 2017, both in writing and over the telephone. Comprehensive information regarding the Jungheinrich share is also published on the Jungheinrich AG website (www.jungheinrich.com). Along with financial publications and presentations, the website also contains a total return calculator, analysts' recommendations, the financial calendar and contact details.
| Securities identification numbers |
ISIN: DE0006219934 WKN: 621993 |
|---|---|
| Ticker abbreviation on Reuters/Bloomberg |
JUNG_p.de / JUN3 GR |
| Stock exchanges | Hamburg and Frankfurt Stock Exchanges and all other German stock exchanges |
| Designated sponsor | Oddo Seydler Bank AG |
| Went public | 30 August 1990 |
| 2017 | 2016 | |||
|---|---|---|---|---|
| Dividend per share | Ordinary share | € | 0.481 | 0.42 |
| Preferred share | € | 0.501 | 0.44 | |
| Dividend yield | Preferred share | % | 1.3 | 1.6 |
| Earnings per share | Ordinary share | € | 1.78 | 1.50 |
| Preferred share | € | 1.80 | 1.52 | |
| Shareholders' equity per share | € | 12.20 | 10.92 | |
| Share price 2 | High | € | 40.63 | 30.92 |
| Low | € | 26.00 | 21.17 | |
| End-of-year | € | 39.35 | 27.26 | |
| Performance over the year | % | 44 | 7 | |
| Market capitalisation | million € | 4,014 | 2,781 | |
| Stock exchange trading volume 3 | million € | 1,025 | 873 | |
| Average daily turnover | thousand shares | 120.8 | 130.3 | |
| P/E ratio 4 | factor | 21.9 | 17.9 | |
| Number of shares | Ordinary share | million shares | 54 | 54 |
| Preferred share | million shares | 48 | 48 | |
| Total | million shares | 102 | 102 | |
1 Proposal
2 Xetra closing price
3 Xetra and Frankfurt
4 P/E ratio = closing price/earnings per preferred share
2017 was another successful year for Jungheinrich with solid growth. Double-digit increases were recorded once again in incoming orders, net sales and EBIT. Production volume amounted to 120 thousand units. The growth regions in the global market for material handling equipment were primarily China and Jungheinrich's core market Europe.
Group principles
Jungheinrich is one of the world's leading manufacturers and service providers for the intralogistics sector. Drawing on an extensive portfolio of material handling equipment, logistics systems and services, Jungheinrich offers its customers comprehensive solutions from a single source. Based on net sales, the Jungheinrich Group is the second-largest manufacturer of material handling equipment in its core market Europe.
The integrated business model encompasses the development, production and sale of new trucks, the logistics systems and mail-order businesses, the short-term rental of new and used forklift trucks, the reconditioning and sale of used forklifts and the maintenance, repair and spare parts operations. The material handling equipment consists almost exclusively of battery-powered trucks. Furthermore, the portfolio is completed by digital products. Combined with a comprehensive financial services offering, Jungheinrich aims to serve its customers from a single source for the duration of a product's life cycle.
Jungheinrich has established a global direct sales and service network with locations in 39 countries. The Group is also represented in more than 80 other countries through partner companies. The Group's core market is Europe, where 88 per cent of consolidated net sales are generated. Of the net European sales, 28 per cent are generated in the domestic market of Germany.
In North America, Jungheinrich cooperates with Mitsubishi Caterpillar Forklift America Inc. (MCFA), a strong sales partner with a comprehensive dealership footprint.
In 2016, MCFA and Jungheinrich founded a joint venture for the production of industrial components in the USA (Industrial Components of Texas, LLC, IC-OTEX), which began operations in 2017. In China, Jungheinrich has entered into a joint venture with Anhui Heli Co. Ltd. (Heli) for the short-term rental of material handling equipment. Jungheinrich covers virtually all demand for electric engines in a joint venture with another manufacturer of material handling equipment in the Czech Republic and China.
Jungheinrich's product portfolio comprises everything from manual to fully automated material handling equipment with load capacities of up to 9 tonnes. Since the end of 2015, the company also supplies stacker cranes and load handling equipment for stacker cranes.
The Group has seven production plants in Germany. In addition to manufacturing trucks, the largest plant, which is in Norderstedt, also produces lithium-ion batteries, electronic control units and chargers. One of the plants exclusively refurbishes material handling equipment. Jungheinrich also operates two production sites in China and one in Hungary.
To cover the growing after-sales services business, Jungheinrich opened a modern spare parts centre in Kaltenkirchen in 2013. In the year under review, construction work began on a large expansion due to be completed in 2018. With this warehouse, and others in Lahr, Bratislava, Moscow, Shanghai and, since the end of 2017, Birmingham, Jungheinrich can guarantee the best-possible global supply of spare parts for its after-sales services.
| Germany | Hungary | China | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Norderstedt | Lüneburg | Moosburg | Degernpoint | Landsberg | Munich | Dresden | Gyöngyös | Qingpu | Kunshan | |
| Low-lift trucks | • | • | ||||||||
| Stacker trucks | • | • | ||||||||
| Battery-powered counterbalanced trucks |
• | • | ||||||||
| IC engine-powered counterbalanced trucks |
• | |||||||||
| Reach trucks | • | • | ||||||||
| Order pickers | • | • | • | |||||||
| Tow tractors and trailers | • | |||||||||
| High-rack stackers | • | |||||||||
| Stacker cranes | • | • | ||||||||
| Load handling equipment | • | • | ||||||||
| Small-series and customised trucks | • | |||||||||
| Control units, batteries and chargers | • | |||||||||
| Reconditioning of used equipment | • | |||||||||
Jungheinrich AG is primarily a management holding company. It is responsible for Group-wide functions such as finances, controlling and auditing. Central research and development and real estate management are also included in the organisational structure of Jungheinrich AG.
The Board of Management is responsible for the strategic management and operational leadership of the Group. This includes determining and monitoring company targets and taking responsibility for leadership, management and controlling processes – including risk and opportunity management – and the distribution of resources. The key figures and reports regularly presented to the entire Board of Management are based on Group-wide, economic performance parameters (see pages 48 and 49).
The advisory and supervisory body for the Board of Management is the Supervisory Board, which consists of twelve people, pursuant to the requirements of the German Co-Determination Act. Shareholders and employees are represented equally in the members of the Supervisory Board.
As the parent company, Jungheinrich AG holds shares directly and indirectly in both domestic and foreign subsidiaries. The managing directors of the subsidiaries are obliged to manage operations at their respective subsidiaries. The companies do receive support from the Group headquarters, but are independent from a legal perspective. The consolidated financial statements cover 84 fully consolidated companies – including Jungheinrich AG. The complete shareholdings in Jungheinrich AG are listed on pages 136 to 138 of the notes to the consolidated financial statements.
The Group's strategy is based on sustainable and profitable growth and therefore on increasing company value. The Group aims for a long-term position among the top 3 global suppliers based on net sales.
This growth strategy includes a net sales target of €4 billion by the 2020 financial year. In addition, the current EBIT return on sales should be maintained or even improved upon. The target for Europe is a market share substantially over 20 per cent, based on incoming orders for units. Jungheinrich follows a one-brand strategy, centred on products and services in the premium segment of the global market for material handling equipment. The Group focus is on organic growth. Targeted acquisitions to complement the product portfolio – particularly the purchase of technologies – and to expand direct sales around the world are certainly a possibility.
The Group is on track to achieve its targets for 2020 with the developments listed on pages 47 and 48 that occurred in the year under review.
With a share of 34 per cent of the global market volume for material handling equipment, the European market is of vital importance. 84 per cent of this share is attributable to Western Europe. Jungheinrich aims to become the number 1 intralogistics brand in all European markets. The company is already the number 1 manufacturer of material handling equipment in many European markets, such as Austria and Switzerland (37 per cent market share in each).
In the 2017 financial year, Jungheinrich was able to stabilise market share in Europe at 21.5 per cent (previous year: 21.6 per cent), despite the fiercely competitive nature of the market.
In order to achieve the market share targets, personnel was increased at the European sales companies in the reporting year, primarily in Germany, Poland and Italy. The short-term rental fleet was also expanded over the course of the year by an average of 4 thousand units to 57 thousand units.
Asia represents 41 per cent of the global market for material handling equipment, China alone represents 27 per cent. This makes the Asia-Pacific (APAC) region the second-most important sales market for material handling equipment and warehousing equipment at Jungheinrich, following its core market of Europe. Jungheinrich has sales companies in China, Thailand, Singapore, India, Malaysia and Australia, and aims to gradually expand business activities in this region.
Incoming orders for warehousing equipment increased by 11 per cent year-on-year in the APAC region. In the year under review, the production plant in Qingpu produced 12.8 thousand units, double the amount it produced in the previous year. This was due to a large number of units being developed on-site before being exported to Europe.
2017 was the first full year of the joint venture with Heli. Jungheinrich has clearly boosted its shortterm rental of material handling equipment on the Chinese market with this joint venture. In the second quarter of 2016, the short-term rental fleet and the personnel from the Jungheinrich sales company in China responsible for the rental business were integrated into Jungheinrich Heli Industrial Truck Rental (China) Co. Ltd., Shanghai, China. The Group now has important subsidiaries in four important Chinese metropolises. On average, the joint venture's short-term rental fleet comprised approximately 5 thousand units.
In line with its growth strategy, Jungheinrich has substantially expanded its logistics systems business over the past years, and successfully positioned itself globally as an innovative solutions provider for the intralogistics sector, with a main focus on Europe. This covers customised planning, projection and implementation of entire warehouses employing the full range of Jungheinrich solutions: partially and fully automated forklift trucks and stacker cranes, software, consulting, service and financial services, alongside racks. Jungheinrich provides customers with comprehensive and fully interconnected solutions. The company also offers general contractor services. The entire logistics sector will be affected by the trends of Industry 4.0, including increased automatisation in warehouses. Jungheinrich believes that this market trend will continue. The company therefore anticipates a considerable increase in demand for logistics systems solutions internationally. The company aims to increase net sales in its "Logistics Systems" division from the current amount of €581 million to over €700 million by 2020.
Incoming orders in the "Logistics Systems" division increased by 17 per cent in the year under review. This figure largely comprises an order for more than 1,000 lithium-ion trucks placed in the 2017 financial year. The large majority of the order consists of vertical order pickers for use in narrow-aisle warehouses. In terms of value, this is the largest truck order in the company's history.
Net sales in the division increased by more than 30 per cent year-on-year. However, a project order from 2015 was also included in this net sales figure, in addition to the large truck order mentioned above.
Counterbalanced forklift trucks constitute 55 per cent of the world market for material handling equipment. Of this figure, 70 per cent is for IC engine-powered trucks and 30 per cent is for battery-powered trucks. The trend towards environmental awareness and sustainability and increasingly strict emission regulations have resulted in a gradual increase in the demand for electric trucks at the expense of IC engine-powered trucks. Regardless of this general trend, Jungheinrich believes that the market for IC engine-powered forklift trucks will face mounting competitive pressure in the medium to long-term from battery-powered counterbalanced trucks with better performance levels. The company is therefore investing heavily in the development of battery-powered counterbalanced trucks. Jungheinrich aims to globally expand its market position in this product segment.
In the year under review, a new EFG model series was added to the product portfolio. Increases were recorded globally in the market share for battery-powered counterbalanced trucks (based on incoming orders for units).
The Jungheinrich Group has tapped into the dynamic B2B e-commerce market with its "Mail Order" division. This division focusses specifically on smalland medium-sized enterprises that cannot be effectively addressed and served by the conventional Jungheinrich sales organisations. The aim is to further expand the successful multi-channel business model, particularly internationally. The division's high-performing, increasingly digital sales processes provide profitable growth alongside a continuous expansion of market presence.
The international expansion continued in the 2017 financial year with the launch of webshops in five more European countries. The product range for the existing mail-order business in France, Belgium, Italy, Spain and Poland was expanded to 5,000 items. The Swiss company established in 2016 performed very well in the past year. The established mail-order units in Germany and Austria and business in the Netherlands also recorded significant increases in net sales and new customer acquisition. They also profited from the continuous rise in sales volumes through electronic procurement systems in transactions with key customers (e-procurement). Net sales for the entire division exceeded the previous year's figure by 24 per cent at €84 million in the year under review.
The Jungheinrich Group uses selected key figures to determine budget targets and medium and longterm company targets. The Board of Management considers key financial indicators first in order to manage the Group. Net debt and return on capital employed (ROCE) are of particular interest for management purposes, in addition to net sales, earnings before interest and taxes (EBIT) or EBIT return on sales (EBIT ROS) and earnings before taxes (EBT) or EBT return on sales (EBT ROS).
Net debt consists of financial liabilities less cash and cash equivalents and securities. Financial liabilities include liabilities due to banks, promissory notes, liabilities from financing trucks for short-term rental, leasing liabilities relating to property, plant and equipment and notes payable, but not liabilities from financial services.
ROCE is the parameter for measuring the profitability of capital employed. This figure is determined by the ratio of EBIT to interest-bearing capital (as at the balance sheet date). Interest-bearing capital consists of shareholders' equity, financial liabilities (excluding liabilities from financial services), provisions for pensions and similar obligations and non-current personnel provisions less cash and cash equivalents and securities.
Other performance parameters are market share by region – particularly in the core market of Europe – and by product segment, based on incoming orders in units.
The Board of Management follows developments in the figures indicated on page 48 as part of the regular reporting process. Appropriate measures are launched if significant deviations are noticed during the constant analysis of target and actual figures.
Changes in various early indicators are monitored and analysed in order to recognise possible future developments within the company in good time and to maintain an additional basis on which to base business policy decisions.
These are primarily prognoses from economic experts on developments in gross domestic product in Jungheinrich's core markets, indices for evaluating the economic situation in the sector, incoming orders in units and orders on hand.
The purchasing volume at the Jungheinrich Group amounted to €2,175 million in 2017 (previous year: €1,885 million). It can be broken down as follows:
All requirements are organised by Group-wide product group management. A long-term purchasing strategy that focusses on sustainability guarantees purchasing conditions at optimal cost. This approach is underscored by well-established cost engineering and a holistic view of costs. Consistent and Group-wide cooperation in all development and procurement processes also enables savings to be made along the entire value chain.
In 2017, just over 90 per cent of the purchasing volume was attributable to Europe. This is partially due to the company's strong presence in this region. Another reason is that seven out of ten production plants are located in Germany.
The strongest groups of goods were batteries at €246 million (previous year: €196 million), warehouse equipment at €150 million (previous year: €116 million), steel components at €125 million (previous year: €114 million), electric drive trains at €115 million (previous year: €112 million) and external services at €111 million (previous year: €104 million).
Batteries and warehouse equipment in particular recorded disproportionate increases. This is due to the company's strategic restructuring in light of the trend towards electric mobility and its focus on positioning itself as a provider of comprehensive logistics systems solutions.
In the year under review, Jungheinrich again expanded its research and development activities. The main focal points were the development of partial and fully automated trucks, the ongoing optimisation of lithium-ion technology for use in material handling equipment and the expansion of product variety. Assistance systems can be combined with partially automated equipment, considerably increasing productivity and safety.
Research and development expenditures in million €
Research and development (R&D) expenditure – including the commission of third-party services – has risen again against the previous year at €77 million (previous year: €62 million). This equates to 5.3 per cent (previous year: 4.9 per cent) of the net sales generated by new trucks relevant to R&D. R&D expenditure primarily comprises essential own services. The number of personnel in R&D increased again in 2017: across the Group an average of 538 employees were involved with R&D (previous year: 458).
Jungheinrich is the intralogistics provider with great experience in lithium-ion technology. The company launched the first mass-produced truck with this technology in 2011. The company has since concentrated on in-house development and the production of intelligent battery management systems. Thanks to this experience, Jungheinrich was able to expand the lithium-ion battery portfolio in 2017 to cover all voltage and power classes, therefore realising diverse and appealing sales and short-term rental offers. Now lithium-ion batteries and corresponding charging technology is available for almost all truck models. Jungheinrich underscores the safety and durability of this technology with a 5-year or 10,000-operating hours guarantee for lithium-ion batteries.
A highlight in 2017 was the launch of a new series of high-frequency chargers. These new chargers substantially increase energy efficiency while batteries are charging and are also equipped to deal with future requirements that this digitally connected era might bring, such as internet connectivity. Furthermore, they fulfil tomorrow's lithium-ion technology demands today. This includes controlling charging periods, high-current intermediate charging and communication with the battery, for example.
| in million € | 2017 | 2016 | Change % |
|---|---|---|---|
| Total R&D expenditures | 77 | 62 | 24.2 |
| thereof capitalised development expenditures | 21 | 15 | 40.0 |
| Capitalisation ratio | 27% | 24% | – |
| Amortisation of capitalised development expenditures | 13 | 9 | 44.4 |
| R&D costs (statement of income) | 68 | 56 | 21.4 |
| R&D expenditure/net sales from new trucks | 5.3% | 4.9% | – |
| Average number of R&D employees (FTE) | 538 | 458 | 17.5 |
| Number of patent applications | 99 | 117 | –15.4 |
| Number of patents granted | 80 | 88 | –9.1 |
Table contains rounding differences.
The easyPILOT assistance system was introduced at the CeMAT 2016. Together with ECE horizontal order pickers, the system supports manual order processing and leads to a significant improvement in order picking efficiency while also making the driver's work easier. The newly developed easyPILOT Follow function further increases productivity in the order picking process: the truck automatically follows the user and recognises which side will be picked from regardless of the user's position. This saves time during the order picking process and reduces the number of operational steps as well as the susceptibility to errors in the picking process.
Completing the development of a new series of low-platform trucks was another focal point in the 2017 financial year. Over the course of the year, various new equipment was introduced to the EJE and ERE series, which both set the standards in their product category.
The launch of the EZS 7280, a 28-tonne tow tractor, was also an important event in the reporting year. This newly developed tractor clearly outstrips the competition in terms of performance and its highly sophisticated ergonomic design. Jungheinrich was able to impress customers with the introduction of this tractor and set a new benchmark in this important truck class.
With the EZS 350a tow tractor, Jungheinrich was able to add a new truck to its automated guided vehicle (AGV) portfolio. The EZS 350a is equipped with the proven and, since its introduction in 2012, continually updated Jungheinrich AGV series automatic components.
The series 4 of the EKX high-rack stacker was also launched in the year under review. It has all the benefits introduced with the series 5: better lifting capacity thanks to the use of high-strength and therefore lighter steel in the driver's cabin, up to 16 per cent higher handling performance due to optional vibration dampening for the truck and longer operational times on the same battery size. These improvements now allow the company to offer the 2Shifts1Charge guarantee for this truck, too. With this guarantee, Jungheinrich ensures that one forklift truck can operate for two shifts with just one charge – without a battery change or intermediate charging.
The number of awards received in 2017 once again confirmed that Jungheinrich's products are not just technologically advanced but also prominent when it comes to truck design. The ERE and the ECE received the prestigious German Design Award. Other products, including the EKX 516 high-rack stacker, received the Red Dot Design Award and the iF Design Award.
The regional focus of Jungheinrich's activities lies in Europe. Outside of Europe, the main focus is on the Asia-Pacific region and the USA. The gross domestic product (GDP) of each country as an economic indicator is key to evaluating business developments in these regions. Around a third of the global demand for material handling equipment originates in Europe; economic developments in the European member states are therefore very important.
The global economy saw steady growth in 2017. The increase in GDP in the USA and the euro area was noticeably higher than in the previous year. The Chinese economy performed similarly to the previous year.
| Gross domestic product in % | 2017 | 2016 |
|---|---|---|
| World | 3.7 | 3.2 |
| USA | 2.3 | 1.5 |
| China | 6.8 | 6.7 |
| Eurozone | 2.4 | 1.8 |
| Germany | 2.5 | 1.9 |
Source: International Monetary Fund
(as of January 2018 with updated prior-year figures)
Despite the ongoing preparations for the UK's exit from the European Union, the eurozone recorded solid growth with a 2.4 per cent increase in GDP (previous year: 1.8 per cent). The European Central Bank's continued expansionary monetary policy had positive effects on the economy. The German economy showed a pleasing upturn in 2017 (2.5 per cent; previous year: 1.9 per cent). At 1.8 per cent, growth in the French economy was stronger than in 2016 (1.2 per cent). At 1.6 per cent, Italy saw noticeably higher growth in the year under review compared to the previous year (0.9 per cent), while economic momentum in UK was somewhat sluggish with a 1.7 per cent increase in GDP (previous year: 1.9 per cent). Jungheinrich generates approximately half of its consolidated net sales in these four countries. Russia's economic output rose by 1.8 per cent in 2017. In the previous year, output had fallen 0.2 per cent. GDP in Poland rose by 3.8 per cent, substantially more than in 2016 (2.6 per cent).
In 2017, the global market for material handling equipment recorded very strong year-on-year growth of 18 per cent, or 213 thousand units. Half of this was due to the extremely high demand from the Chinese market, which soared by 39 per cent. Of particular importance here was the steep rise in the number of orders for IC engine-powered counterbalanced trucks. Excluding China, the global market grew by 12 per cent. And just over 50 per cent of the 11 per cent rise in market volume in North America was also due to higher demand for IC engine-powered forklift trucks.
Demand in Europe, Jungheinrich's core market, rose by 12 per cent, with Western Europe up by 10 per cent and Eastern Europe up by 20 per cent. With 470 thousand units, the record achieved in 2007 (before the financial crisis) was beaten by 14 per cent. The biggest markets in Western Europe are Germany, France, Italy and the UK. In Eastern Europe, the Russian market, after the slumps seen in 2014 and 2015 and following the high increase in demand seen in 2016 (+ 37 per cent), continued its growth trajectory with growth of 17 per cent. After Poland, where market volume rose steeply to 29 per cent, Russia is the second-largest market in the region, followed by the Czech Republic. Global demand in the warehousing equipment product
| 2017 | 2016 | Change % | |
|---|---|---|---|
| World | 1,395 | 1,182 | 18.0 |
| Europe | 470 | 421 | 11.6 |
| thereof Eastern Europe |
77 | 64 | 20.3 |
| Asia | 568 | 444 | 27.9 |
| thereof China | 378 | 272 | 39.0 |
| North America | 267 | 241 | 10.8 |
| Other regions | 90 | 76 | 18.4 |
Source: WITS (World Industrial Truck Statistics),
SIMHEM (Society of Indian Materials Handling Equipment Manufacturers)
segment increased by 17 per cent, which represents almost 91 thousand forklifts. Of this figure, 46 per cent is attributable to Asia, primarily China, followed by Europe. Europe accounted for 36 per cent of the increase. The 14 per cent increase in global market volume of battery-powered counterbalanced forklift trucks was driven by greater demand from Europe (+ 15 per cent) and considerably more new orders from China (+ 31 per cent). Although approximately two-thirds of the 21 per cent global increase in demand for IC engine-powered trucks was due to the noticeable increase in orders from China, the IC engine-powered truck product segment is still successively losing market share. In 2007, the market share was 45 per cent of the total market for material handling equipment. By 2017 this figure had dropped to 39 per cent. In Europe, IC engine-powered counterbalanced trucks held just a 15 per cent share of the total market. Ten years ago the market share was 28 per cent.
Source: WITS (World Industrial Truck Statistics),
SIMHEM (Society of Indian Materials Handling Equipment Manufacturers)
Economic report
Economic report
In light of the favourable overall conditions on the market, the 2017 financial year was a very successful one. Incoming orders, production, net sales, EBIT, EBT and net income all reached new highs. With 120 thousand units, production volume exceeded the previous year's figure by 13 per cent. Incoming orders in units also outstripped the previous year's figure by 13 per cent and, in an alwayschallenging competitive environment, amounted to 123 thousand units. We have once again expanded our short-term rental fleet considerably. By the end of the reporting year, the fleet consisted of approximately 60 thousand trucks. €692 million worth of orders on hand at the end of 2017 provide a solid foundation for the planned growth in the financial year ahead.
In addition to the positive operational performance, the Jungheinrich Group also made some strategic progress. Jungheinrich is the only manufacturer to offer trucks, energy storage and charging systems from a single source, and since 2017, almost all new trucks have been available with lithium-ion batteries. The company also received a large order for more than 1,000 lithium-ion trucks. It is the largest truck order in the company's 65-year history. More than 700 of the trucks ordered are vertical order pickers for use in narrow-aisle warehouses.
With the acquisition of retail business in Colombia, Peru and Ecuador in mid-January 2018, we have expanded our international direct sales presence to 39 countries. These three countries represent 12 per cent of the South American market.
2017 was the first full year of operations for the joint venture with Heli for the short-term rental of trucks on the Chinese market. The collaboration with our partner in China is going well.
In North America, MCFA and Jungheinrich have expanded their existing strategic partnership to cover the production of industrial components with the joint venture ICOTEX. MCFA has been producing material handling equipment developed by Jungheinrich in the USA for several years now.
We were able to further optimise the maturity profile for non-current borrowings through the successful placement of a second promissory note of over €100 million with long-term favourable financing conditions.
Overall we believe the Jungheinrich Group's financial and balance sheet ratios are very solid. The Group has the necessary financial foundation to finance its growth plans and to continue in the long term.
| Forecast | ||||
|---|---|---|---|---|
| March 2017 | August 20171 | November 20172 | 2017 actual | |
| Incoming orders in billion € | 3.4 to 3.5 | 3.45 to 3.55 | 3.56 | |
| Net sales in billion € | 3.3 to 3.4 | 3.35 to 3.45 | 3.44 | |
| EBIT in million € | 250 to 260 | at the upper end of the range from 250 to 260 | 259 | |
| EBIT ROS in % | in the order of the previous year's level (7.6) | 7.5 | ||
| EBT in million € | 230 to 245 | 235 to 245 | 243 | |
| EBT ROS in % | in the order of the previous year's level ( (7.0) | 7.1 | ||
| Net credit in million € | in the mid two-digit million euro range |
in the low double digit million euro range |
–7.0 | |
| ROCE in % | in the order of the previous year's level (17.8) | 17.3 | ||
| Market share in Europe in % | slight improvement vs. 2016 (21.6) | 21.5 |
1 Interim report as of 30 June 2017
2 Interim statement as of 30 September 2017
The Jungheinrich Group developed better in 2017 than expected at the beginning of the year in terms of incoming orders and net sales. At €3.56 billion, the value of incoming orders exceeded the upper forecast by €10 million. At €3.44 billion, net sales were at the top end of the expected range. Along with the half-year report in August 2017, we published increases to the first forecast from March 2017 for both of these figures. This was due to the unexpectedly steep rise in demand for material handling equipment, particularly in Jungheinrich's core market of Europe over the full course of the year.
When evaluating the results, it should be taken into consideration that these contain the positive nonrecurring effect originating in 2016 from the deconsolidation of UK-based Boss Manufacturing Ltd., which amounted to €4.7 million. The reported EBIT for 2017 reached the upper end of the range communicated in the revised forecast from August 2017. At 7.5 per cent, the 7.6 per cent EBIT return on sales target was just missed. In contrast to the forecast from November 2017, low net debt of €7 million was reported due to the great expansion of the short-term rental fleet at the end of the year.
Incoming orders in the new truck business, based on units, which includes orders for both new forklifts and trucks for short-term rental, totalled 123 thousand units, 13 per cent above the previous year (109 thousand units). This was the result of the sharp rise in demand, particularly in Europe. Truck orders for the short-term rental fleet went up particularly strongly. Overall, Jungheinrich was able to stabilise its market share in Europe at 21.5 per cent (previous year: 21.6 per cent). The global market share stood at 8.7 per cent (previous year: 9.1 per cent).
At €3,560 million, the value of incoming orders, which covers the new truck business, short-term rental, used equipment and after-sales services business fields, exceeded the previous year's figure (€3,220 million) by 11 per cent, or €340 million. Around a quarter of this was due to the increase in demand for logistics systems solutions.
Orders on hand in the new truck business amounted to €692 million as of 31 December 2017 (previous year: €610 million). These orders account for four months of production.
The production volume follows developments in incoming orders, with a delay. At 120 thousand units, the production volume in the reporting year exceeded the previous year's figure of 106 thousand units by 13 per cent. The increase in the production volume was due to the increase in warehousing equipment units. With a share of 80 per cent of the total product volume, they constitute the company's largest product segment. In 2017, production in the Qingpu plant amounted to 12.8 thousand units (previous year: 6.3 thousand units). Around two-thirds of the equipment produced in the Chinese plant is now developed locally and exported to Europe. The Degernpoint plant increased the production of system trucks by 20 per cent to almost 3.4 thousand units.
Economic report
Consolidated net sales exceeded the prior-year figure (€3,085 million) by 11 per cent, or €350 million, and hit a record high at €3,435 million. Europe accounted for 88 per cent (previous year: 87 per cent) of net sales. This growth was the result of increases in Germany, France, Russia and Italy. International sales increased by 11 per cent to €2,584 million (previous year: €2,332 million); the foreign ratio was therefore 75 per cent (previous year: 76 per cent).
Net sales generated outside of Europe amounted to €415 million (previous year: €403 million). This represents 12 per cent of consolidated net sales (previous year: 13 per cent). Last year's net sales included a non-recurring effect from the transfer of the short-term rental equipment of the Chinese Jungheinrich sales company to the joint venture with Heli (operating launch in the second quarter of 2016). On a like-for-like basis, net sales from outside Europe would have risen by 9 per cent and its share of consolidated net sales would have remained stable at 12 per cent.
The growth in consolidated net sales was primarily the result of developments in new truck business. The contribution from this field rose particularly strongly by 19 per cent from €1,763 million in the previous year to €2,099 million in the reporting period. Net sales in the new truck business consisted of €581 million (previous year: €441 million) from the "Logistics Systems" division and €84 million (previous year: €68 million) from the "Mail Order" division. The extraordinarily strong growth recorded in the logistics systems business of over 30 per cent was in part due to two large orders. The "Mail Order" division expanded by 24 per cent. Short-term rental and used equipment business increased by €14 million, or 3 per cent, to €570 million (previous year: €556 million). In the previous year, the transfer of the Chinese sales company's trucks for short-term rental to the joint venture with Heli resulted in a one-off contribution to sales in the short-term rental and used equipment business fields. On a like-forlike basis, growth in this business field would be 7 per cent. The expansion of the short-term rental fleet by an average of 4 thousand units to 57 thousand units (previous year: 53 thousand units) also
| in million € | 2017 | 2016 | Change % |
|---|---|---|---|
| New truck business | 2,099 | 1,763 | 19.1 |
| Short-term rental and used equipment | 570 | 556 | 2.5 |
| After-sales services | 923 | 852 | 8.3 |
| "Intralogistics" segment | 3,592 | 3,171 | 13.3 |
| "Financial Services" segment | 840 | 737 | 14.0 |
| Reconciliation | –997 | –823 | 21.1 |
| Jungheinrich Group | 3,435 | 3,085 | 11.3 |
Table contains rounding differences.
had an impact. Net sales generated by after-sales services rose by 8 per cent to €923 million (previous year: €852 million), recording very strong growth once more. The after-sales services share of consolidated net sales amounted to 27 per cent (previous year: 28 per cent). With net sales of €840 million, the financial services business exceeded the previous year's figure (€737 million) by 14 per cent.
Good utilisation of capacities at the production plants and continued strong growth in after-sales services led to a €76 million increase in gross profit to €1,028 million (previous year: €952 million). At 29.9 per cent, the gross margin, however, remained behind the previous year's figure (30.9 per cent). This was primarily influenced by the increase in the share of sales from the low-margin new truck business. Both comprehensive strategic contracts with selected key customers and the increase in the price of raw materials had a negative impact in the period under review.
| in million € | 2017 | 2016 | Change % |
|---|---|---|---|
| Cost of sales | 2,407 | 2,133 | 12.8 |
| Selling expenses | 609 | 584 | 4.3 |
| Research and development costs |
68 | 56 | 21.4 |
| General administra tive expenses |
95 | 89 | 6.7 |
The increase in selling expenses against the previous year was significantly disproportionate to sales growth. The modest expansion in expert consultants led to a relatively minor rise in personnel expenses. Following 18.9 per cent in the previous year, selling expenses represented 17.7 per cent of consolidated net sales in 2017.
Administration expenses represented 2.8 per cent of consolidated net sales, remaining on a par with the prior-year figure.
EBIT increased by €24 million, or 10 per cent, to €259 million (previous year: €235 million). The previous year's EBIT included a positive non-recurring effect of €4.7 million from the deconsolidation of UK-based Boss Manufacturing Ltd. At 7.5 per cent, EBIT return on sales did not quite reach the level recorded in the previous year (7.6 per cent).
In 2017, ROCE amounted to 17.3 per cent (previous year: 17.8 per cent).
At €–15 million, the financial loss improved significantly (previous year: €–19 million). This was mainly due to improved results from derivative financial instruments and lower expenses from changes in currency exchange rates. At €243 million, EBT was up 13 per cent against the previous year (€216 million). EBT return on sales came to 7.1 per cent (previous year: 7.0 per cent).
Despite the noticeable rise in EBT, at €61 million, income tax liability remained on par with the previous year. The Group tax rate fell to 25 per cent from 28 per cent in the previous year. This was primarily due to tax reliefs in Italy and France in the 2017 financial year. Net income increased by €28 million, or 18 per cent, to €182 million (previous year: €154 million) and a corresponding increase was recorded in the earnings per preferred share, which rose to €1.80 (previous year: €1.52).
.
Economic report
Due to the positive earnings performance, the Jungheinrich AG Board of Management proposes a substantially higher dividend payout of €0.48 per ordinary share (previous year: €0.42) and €0.50 per preferred share (previous year: €0.44). This proposal would result in a total dividend payout of €50 million (previous year: €44 million) and a payout ratio of 28 per cent (previous year: 29 per cent). Jungheinrich follows a policy of consistent dividend payouts. The target is to pay out between 25 and 30 per cent of the net income to shareholders.
As the parent company, Jungheinrich AG is responsible for the Group's financial management. It ensures that sufficient financial resources are available to cover strategic and operative requirements.
The central treasury is primarily responsible for cash and currency management. It aims to provide Group companies with financial resources at the best interest and currency conditions, and to control cash flows. All financing possibilities provided by international money and capital markets are exploited in order to procure the short, medium and longterm financial resources that are required.
Ensuring that the Group has sufficient liquidity reserves is particularly important so that the Group is able, even in economically difficult times, to implement whatever strategic measures are necessary and guarantee financial independence.
The Group takes a conservative approach when investing surplus liquidity. It does not aim to maximise profits, but rather to maintain assets.
A central working capital management system is in place to strengthen internal financing that stipulates the optimisation and standardisation of material processes and systems.
Capital requirements are covered through operating cash flows and short and long-term financing. As of 31 December 2017, the medium-term credit agreements in place amounted to €275 million. Individual foreign subsidiaries also have short-term bilateral credit lines in place.
| in million € | 31/12/2017 | 31/12/2016 | Change % |
|---|---|---|---|
| Shareholders' equity | 1,244 | 1,114 | 11.7 |
| Non-current liabilities | 1,611 | 1,413 | 14.0 |
| Provisions for pensions and similar obligations | 220 | 223 | –1.3 |
| Financial liabilities | 299 | 216 | 38.4 |
| Liabilities from financial services | 946 | 820 | 15.4 |
| Other liabilities | 146 | 154 | –5.2 |
| Current liabilities | 1,274 | 1,116 | 14.2 |
| Other provisions | 188 | 186 | 1.1 |
| Financial liabilities | 151 | 104 | 45.2 |
| Liabilities from financial services | 369 | 335 | 10.1 |
| Trade accounts payable | 367 | 287 | 27.9 |
| Other liabilities | 199 | 204 | –2.5 |
| Balance sheet total | 4,130 | 3,643 | 13.4 |
Table contains rounding differences.
In the year under review, a second promissory note was issued amounting to €100 million with favourable long-term financing conditions. We therefore further improved the maturity profile of our noncurrent borrowings. The resources were transferred in October 2017. The promissory note consists of several tranches of various sizes with maturities of five, seven and ten years, and the average interestrate is 1.2 per cent p.a.
None of the credit or promissory note agreements contain financial covenants.
At €443 million, cash and cash equivalents and securities were substantially higher at the end of 2017 than in the previous year (€375 million). Nevertheless, the Group reported low net debt of €7 million (previous year: net credit of €56 million) in the reporting year. This is principally due to the growthrelated increase in working capital and the expansion of the short-term rental fleet. The debt ratio, which is net debt in relation to EBITDA, was therefore just above zero. The underlying EBITDA was adjusted for depreciation on trucks for lease from financial services, and improved due to the positive earnings performance to reach €439 million (previous year: €398 million).
The main factor in the €130 million increase in shareholders' equity was the positive earnings trend. This was offset mainly by the dividend payment of €44 million (previous year: €39 million). At 30 per cent, the equity ratio remained similar to the prioryear figure (31 per cent). Adjusted for all effects from the "Financial Services" segment, the equity ratio for the "Intralogistics" segment amounts to 48 per cent.
Provisions for pensions and similar obligations decreased by €3 million to €220 million (previous year: €223 million). This was mainly due to positive effects from the valuation of German pension plans as at the balance sheet date, resulting in turn from a slight rise in the discount rate. The increase in non-current and current financial liabilities from €320 million to €450 million was primarily the result of a second promissory note amounting to €100 million issued in October 2017. Non-current and current liabilities from financial services of €1,315 million rose by €160 million compared with 31 December 2016 (€1,155 million) due to the substantial increase in financing new contracts. Trade accounts payable were €80 million higher than in the previous year due to the expansion of business.
Economic report
| in million € | 2017 | 2016 |
|---|---|---|
| Net income | 182 | 154 |
| Depreciation | 285 | 254 |
| Changes in trucks for short-term rental and trucks for lease (excluding depreciation) and receivables from financial services |
–458 | –298 |
| Changes in liabilities from financing trucks for short-term rental and financial services |
148 | 101 |
| Changes in working capital | –69 | –100 |
| Other changes | –18 | 31 |
| Cash flows from operating activities | 70 | 142 |
| Cash flows from investing activities1 | –107 | –100 |
| Cash flows from financing activities | 101 | –59 |
| Net cash changes in cash and cash equivalents1 | 64 | –17 |
1 Excluding the balance of payments for the purchase/proceeds from the sale of securities of €–8 million (previous year: €+20 million).
At €70 million, cash flows from operating activities were noticeably below the level seen in the previous year (€142 million). The substantially higher volumes of trucks for short-term rental and lease and of receivables from financial services added were the main causes of the decrease in cash flows. These resulted in a €113 million rise in cash outflow compared with the previous year, taking account of the corresponding increase in financing of this equipment. Only just over half of this amount was offset by the €59 million increase in cash flow from net income plus depreciation and amortisation. Unlike the positive effects recorded in the previous year, other changes in the year under review resulted in negative effects on cash outflow amounting to €18 million. These effects were offset by a lower increase in working capital of €31 million, primarily due to the lower increase in trade accounts receivable.
Cash flows from investing activities were adjusted to exclude payments made for the purchase of securities and proceeds from the sale of securities totalling €–8 million (previous year: €+20 million) that are included in this item. The resulting cash flows from investing activities of €–107 million were therefore on a par with the cash flows in the previous year, which included considerable payments for company acquisitions in addition to investments in property, plant and equipment and intangible assets.
Cash flows from financing activities amounted to €+101 million (previous year: €–59 million). This was mainly due to taking out a second promissory note worth €100 million and an additional long-term loan of €50 million. The €44 million dividend payment (previous year: €39 million) had the opposite effect.
in million €
Intangible assets and property, plant and equipment were up against the previous year at €604 million due to the higher volume of capital expenditure (previous year: €579 million).
The value of trucks for short-term rental was up by €49 million to €357 million due to the significant expansion of the short-term rental fleet (previous year: €326 million).
| in million € | 31/12/2017 | 31/12/2016 | Change % |
|---|---|---|---|
| Non-current assets | 2,259 | 2,016 | 12.1 |
| Intangible assets and property, plant and equipment | 604 | 579 | 4.3 |
| Trucks for short-term rental and lease | 823 | 721 | 14.1 |
| Receivables from financial services | 649 | 537 | 20.9 |
| Other assets (including financial assets) | 151 | 149 | 1.3 |
| Securities | 32 | 30 | 6.7 |
| Current assets | 1,871 | 1,627 | 15.0 |
| Inventories | 481 | 396 | 21.5 |
| Trade accounts receivable | 658 | 600 | 9.7 |
| Receivables from financial services | 242 | 215 | 12.6 |
| Other assets | 79 | 71 | 11.3 |
| Cash and cash equivalents and securities | 411 | 345 | 19.1 |
| Balance sheet total | 4,130 | 3,643 | 13.4 |
Thanks to the expansion of the financial services business, the value of trucks for lease rose by €53 million to €448 million (previous year: €395 million) and non-current and current receivables from financial services by €139 million to €891 million (previous year: €752 million).
Inventories were up by €85 million to €481 million (previous year: €396 million), whereby the increase of €41 million in finished products, goods and down payments in sales was primarily due to customer orders that had not yet been invoiced. Current trade accounts receivable were up against the previous year at €658 million due to the large volume of invoices in the last two months of the reporting period (previous year: €600 million). Cash and cash equivalents and current securities rose by €66 million to €411 million (previous year: €345 million).
Jungheinrich regularly invests in maintenance and replacements. The company also invests in future growth and the expansion of the sales infrastructure. The focal points of capital expenditure in the reporting year were the expansion of the spare parts centre in Kaltenkirchen and the head office in Hamburg. As at the balance sheet date, capital commitments for property, plant and equipment alone amounted to €44 million. Financing for investments comes mainly from borrowed capital.
in million €; property, plant and equipment and intangible assets excluding capitalised development expenditures
Economic report
| in million € | 31/12/2017 | 31/12/2016 | Change % |
|---|---|---|---|
| Original value of new contracts1 | 719 | 603 | 19.2 |
| Original value of contracts on hand | 2,486 | 2,232 | 11.4 |
| Trucks for lease from financial services | 540 | 474 | 13.9 |
| Receivables from financial services | 891 | 752 | 18.5 |
| Shareholders' equity | 89 | 82 | 8.5 |
| Liabilities | 1,650 | 1,413 | 16.8 |
| Net sales1 | 840 | 737 | 14.0 |
| EBIT1 | 12 | 12 | – |
1 1 January –31 December
All of the company's financial services activities are pooled in the "Financial Services" segment. This segment provides individual transfer of use and sales financing offers to promote the sale of trucks. The financial service agreements offered are always combined with full-service or maintenance agreements. The aim of this business model is to provide customer service for the entire duration of a truck's use and secure long-term customer loyalty.
All risks and opportunities that result from the financial service agreements are assigned to the "Intralogistics" segment, with the exception of customer receivable default risks.
Jungheinrich has financial service companies in eight countries. In Europe there are companies in Germany, Italy, France, the UK, Spain, the Netherlands and Austria. There is also a company in Australia.
The Group-wide structural and procedural organisation of the "Financial Services" segment ensures a financing structure and form with powerful domestic and foreign banks. The refinancing company Elbe River Capital S.A., Luxembourg, also enables us to take advantage of refinancing through the capital market. The volume placed through this financing platform amounted to €304 million as of 31 December 2017.
All software components of the software used in the financial services business, primarily SAP, were updated to a better-performing version in the year under review. These have so far been implemented in Germany, Austria and Belgium. Almost 40,000 customer agreements of varying types are covered by this new software.
Jungheinrich companies conclude financial service agreements either directly with customers or indirectly via leasing companies or banks (also known as vendor contracts). Agreements concluded directly with customers are reported as leased equipment (operating leases) or as receivables from financial services (finance leases) pursuant to IFRS accounting regulations. The average term of the financial service agreements is five years. Around three quarters of all agreements are finance leases. These long-term customer agreements are refinanced with matching terms and interest-rates and are reported under liabilities from financial services. Payments from customer agreements at least cover the refinancing payments to credit institutes for the transactions. For vendor agreements, deferred sales stemming from sales proceeds already generated with an intermediate leasing company are stated under deferred income.
New long-term financial service agreements rose by €116 million in 2017. The best-performing regions were Spain and France with an increase in new agreements of 40 and 39 per cent. 73 per cent of the increase in agreements was attributable to the eight countries with Jungheinrich financial services companies (previous year: 75 per cent).
Employees
At the end of 2017, existing agreements totalled 155 thousand units, 13 per cent above the previous year (137 thousand units). This represents an original value of €2,486 million (previous year: €2,232 million).
In numeric terms, 42 per cent of new truck sales were sold with financial service agreements (previous year: 40 per cent). The lease rate was different in each of the countries. In Italy and Norway, Jungheinrich recorded lease rates of over 60 per cent for new trucks.
In the year under review, Jungheinrich once again increased its personnel capacities, with the primary focus on European sales. As of 31 December 2017, the Group had 16,248 employees (previous year: 15,010). This equates to an increase of 8 per cent, or 1,238 employees. The largest number of new employees in Europe joined the sales companies in Germany, Poland, Italy, the UK and France. Outside of Europe, the Brazilian sales team saw a particular rise in personnel.
In order to be able to react more flexibly to workload fluctuation, temporary workers are employed alongside the permanent workforce in production plants. Due to the noticeable increase in the number of units produced in the reporting year, the annual average of temporary workers rose from 580 to 632. As of 31 December 2017, the Group had 737 temporary workers (previous year: 623).
The after-sales services organisation accounted for 43 per cent of the workforce, as in the year before, or 6,973 employees (previous year: 6,495). Of this figure, 4,892 were service engineers located around the world (previous year: 4,584). This expansion of capacities reflects the importance of the highmargin service business.
| 2017 | 2016 | Change % | |
|---|---|---|---|
| Germany | 6,962 | 6,511 | 6.9 |
| France | 1,116 | 1,063 | 5.0 |
| Italy | 957 | 895 | 6.9 |
| United Kingdom | 880 | 823 | 6.9 |
| Poland | 523 | 434 | 20.5 |
| Russia | 479 | 442 | 8.4 |
| Rest of Europe | 3,490 | 3,181 | 9.7 |
| China | 756 | 704 | 7.4 |
| Other countries | 1,085 | 957 | 13.4 |
| Total | 16,248 | 15,010 | 8.2 |
1 Basis: 277 apprentices in Germany
Dr Oliver Lücke, member of the Board of Management of Jungheinrich AG responsible for Engineering, informed the Chairman of the Supervisory Board in writing on 4 September 2017 that he would not be available to extend his mandate beyond 30 June 2018 and stepped down from the Board of Management on 31 October 2017. Responsibility for
the individual functions of the Engineering area will be divided amongst the four members of the Board of Management until further notice.
As of 31 December 2017, the company had 446 (previous year: 415) trainees and apprentices, of which 277 (previous year: 275) are based in Germany. The Jungheinrich Group offers 18 different apprenticeships in Germany, and dual study courses in cooperation with universities. The amount of trainees and apprentices on dual study courses was 14 per cent in 2017 – based on the number of trainees and apprentices in Germany.
The fluctuation rate remained low in the period under review at 5.5 per cent. The employee sickness rate in Germany was also 5.5 per cent and in line with the rate at comparable companies that are members of the employers' association Nordmetall. The ratio of women in the workforce rose from 19.6 per cent to 19.9 per cent, again exceeding the comparison figure for the mechanical engineering sector (German Federal Employment Agency, 2016) of 16.6 per cent.
| 2017 | 2016 | ||
|---|---|---|---|
| Average age | years | 41 | 41 |
| Time with company | years | 10 | 11 |
| Fluctuation | % | 5.5 | 4.7 |
| Sickness rate1 | % | 5.5 | 5.9 |
| Reportable accidents at work and while commuting1, 2 | number | 25 | 29 |
| Female staff ratio | % | 19.9 | 19.6 |
1 Domestic employees
2 Per 1,000 employees
The principle of corporate governance aimed at increasing the company's success in a value-oriented, sustainable manner applies to all managers at Jungheinrich. This principle is the basis for individual remuneration systems, which follow the key Group management performance parameters. There are growth, market share and earnings components, although the market share component has been dropped for the Board of Management. When setting targets, greater emphasis will be placed on the earnings component.
The remuneration of the Board of Management, which consists virtually exclusively of cash payments, includes one fixed and one variable component and takes into consideration the legally required remuneration components measured over a number of years. The variable part of the remuneration should be equal to the fixed salary, but can be over 50 per cent of the total remuneration in cases of outstanding target achievement. The separately recorded achievement parameters of the variable component consist of net sales growth in the Jungheinrich Group and EBT return on sales. The third component, market share in the European core market, was dropped until further notice in the year under review, after the statistic foundation for evaluating remuneration aspects, at least for upper management, was deemed unclear and unreliable. In line with the Group's strategic direction, the targets are regularly reviewed by the Supervisory Board and adjusted where necessary based on multi-year targets and annual planning. Payment of the variable remuneration component is staggered over a period of three years.
The Board of Management employment contracts include the normal provisions for upper limits to severance payments and changes in company control. These provisions are in line with the recommendations of the German Corporate Governance Code.
Pensions for the Board of Management are based purely on the individual's years of service with a lead-in period until the member has a right of nonforfeiture. It does not take salaries into account.
In addition to the reimbursement of out-of-pocket expenses, the remuneration system for the Supervisory Board stipulates that each Supervisory Board member receive €20,000 in fixed annual compensation as well as a variable annual remuneration, which depends on the return on equity achieved by the Jungheinrich Group in the three preceding financial years (including the baseline year). The threshold for this average is 10 per cent. Variable annual remuneration is increased by €4,000 for every half percentage point by which the threshold is exceeded, the maximum annual variable remuneration being capped at €40,000. The Chairman receives three times and the Deputy Chairman oneand-a-half times the aforementioned sums. Furthermore, members of Supervisory Board committees receive an additional fixed annual compensation, amounting to €25,000 for every member of the Personnel Committee or one of the ad-hoc committees of the Supervisory Board. The chairmen of these committees receive twice this remuneration. Every member of the Finance and Audit Committee receives €30,000. The Chairman of the Finance and Audit Committee receives two-and-a-half times this compensation.
Pursuant to Section 315d of the HGB, as a listed stock corporation, Jungheinrich AG is obligated to issue a declaration on corporate governance for the Group in accordance with Section 289f of the HGB. This declaration has been published on the company's website (www.jungheinrich.com).
Non-financial aspects according to the CSR Guideline Implementation Act
According to the CSR Guideline Implementation Act, which came into force on 10 March 2017 and aims to regulate non-financial corporate reporting, Jungheinrich was obliged to report on non-financial aspects, including at least environmental, employee and social aspects, along with respect for human rights and combating corruption and bribery, for the first time in 2017.
The company has met this obligation in the form of a separate non-financial report for the 2017 financial year, which will be published no later than 30 April 2018 on the company's website (www.jungheinrich.com). Jungheinrich has used the so-called "Core" option of the current G4 guidelines published by the Global Reporting Initiative (GRI). This is an internationally recognised reporting standard.
Risk and opportunity report
The Jungheinrich Group's internal control and risk management system encompasses principles, methods and measures for ensuring the effectiveness of management decisions, the economic viability of business activities and the correctness of accounting, in addition to ensuring compliance with applicable statutory regulations and in-house policies.
The following is a description of the key features of the internal control and risk management system with respect to the Group accounting process:
The holistic analysis and management of earnings-critical risk factors and risks jeopardising the company's existence are handled by Group-wide governance, budgeting and controlling processes as well as an early risk detection system.
The functions of all Group accounting process departments (e.g. financial accounting, controlling and the treasury) are clearly assigned.
A comprehensive Group accounting manual regulates the Group accounting process of the individual companies and consolidation at Group level, ensuring that business transactions are accounted for, measured and reported uniformly throughout the Group. The manual is updated regularly and made available to the areas involved in the Group accounting process. Regular sample inspections and plausibility checks are performed both decentrally as well as centrally to verify the completeness and correctness of Group accounting data. This is done either manually or using software.
Material processes of relevance to accounting are subject to regular analytical reviews. The establishment of the early risk-detection system is examined as part of the statutory annual audit of the financial statements. Findings derived from this audit are taken into account when considering the continual improvement of the Group-wide, Jungheinrich-specific system. The Corporate Audit department reviews the effectiveness of the accounting-related internal controls.
The early identification of risks and opportunities and the steps to be taken in response are an important element of corporate governance at Jungheinrich. The risk management system has resulted in basic principles and courses of action being defined in a Group guideline.
Jungheinrich's risk management system is an integral part of the management, planning and controlling processes. Measures for mitigating risks are incorporated in the Jungheinrich Group's risk management system. Precautionary risk measures are duly identified and reported to the Group Controlling department as part of the risk reporting procedure. This ensures a close working relationship between Group reporting and risk management. The Group-wide risk management system is constantly adapted and refined as well as continually reviewed. Adjustments may include organisational measures, changes in risk quantification methods and constant updates of relevant parameters.
The risk management system consists of the following elements:
The managers of the local operating companies (sales and production) are responsible for risk management within their units. Besides discussing issues pertaining to risks and opportunities at regular management meetings, the unit managers are obliged to take inventory of risks four times a year as part of the risk management process. The aim is to identify and assess the risk position as realistically as possible. When taking inventory for the first time in a year, opportunities and risks are assessed based on the planned business trend. Inventories taken thereafter are assessed on the basis of the latest earnings forecast. The values determined in this way are condensed into a total value – broken down by risks and opportunities – as part of a Group risk inventory, taking into account appropriate value thresholds and their probabilities of occurrence. The Group risk inventory is discussed and suitable measures are developed in the Group Risk Committee's quarterly meetings, which the Board of Management attends. A summary, which forms an integral part of the latest forecast, is regularly made available to the Supervisory Board. Reporting units must immediately submit quick risk reports to the Group Risk Committee whenever they identify risks or opportunities exceeding certain value thresholds between the inventory cut-off dates. The Corporate Audit department is also involved in the risk management process through its audits. An additional, stringent risk management system specifically designed for financial services is in place in order to be able to identify the financial service business' potential risk exposure and assess it on an ongoing basis. A central Europe-wide contracts database running on SAP ERP software enables financial service agreements to be recorded and the risks arising from them to be assessed uniformly throughout the Group.
Risk and opportunity report
The analysis of the finalised risk inventory, compiled in 2017 by the Group Risk Committee, revealed that none of the quantified risks are material. There are no risks that could jeopardise the Jungheinrich Group's continued existence in the 2018 financial year. Risks and opportunities that are most important to the Jungheinrich Group and generally valid given the business model are listed hereinafter.
The Jungheinrich Group is exposed to general risks arising from the world's economic developments. Cyclical fluctuations in the core European markets in particular may pose risks to business development. Experts currently anticipate global growth of 3.9 per cent in 2018. A 2.2 per cent increase in economic output is forecast for the euro area. This economic stability could, however, be adversely affected by emerging debt problems in individual countries or geopolitical uncertainties. It remains to be seen whether some states will experience new crises or to what extent reform efforts will have a lasting impact on individual economies.
Sector-specific risks are posed primarily by changes in market volumes, the competitive environment, technological changes and advancing digitalisation in intralogistics. In the year under review, the market volume for material handling equipment in Europe rose by 12 per cent, while the global market volume rose by 18 per cent. Significantly lower GDP growth, particularly in Europe, could lead to a noticeable reduction in the number of trucks produced, or in attainable margins.
The market for material handling equipment is characterised by intense competition and a continuing trend towards consolidation.
Economic developments are continually observed and analysed – particularly in Europe – based on the regular evaluation of the market for material handling equipment, the competitive environment and capital markets, especially regarding fluctuations in exchange rates and interest-rates. The aim is to discover information that could be relevant to future order development. Production planning is adapted to the incoming orders expected on an ongoing basis. This reduces the risk arising from the underutilisation of production capacities. This risk observation process includes any possible changes to the financial situation of subsidiaries resulting from market developments.
Jungheinrich counters the risk of losing market shares and/or a downturn in business by continually developing its product portfolio, expanding the scope of services, further increasing sales personnel, offering attractive financing solutions and underscoring its differentiation strategy – by expanding the logistics systems business, for example.
Operational risks originate from the business model. For example, from the range of new trucks as well as short-term rental and used equipment on offer and from the company's back-office functions such as purchasing, IT or human resources.
The consolidation of demand, as has been witnessed over several years, causes the pressure on market prices to rise and thus constitutes an operational risk. The Group mitigates this risk primarily by continually expanding its product and service offerings and supplementing it by adding tailor-made customer solutions. This improves market penetration and customer loyalty. Furthermore, there is a constant drive to enhance productivity throughout the Group.
Jungheinrich protects itself against general credit risks from accounts receivables by using an ITbased system to constantly monitor outstanding receivables and their structure, and regularly analysing them. The majority of the foreign net sales generated from business with third parties is covered by credit insurance policies.
The company manages potential purchasing risks that may arise from increasing commodity and material costs, disruptions in the supply chain and quality-related problems via its risk management system. Among other things, Jungheinrich employs control systems to monitor and analyse the development of the price of relevant commodities. These systems help the management to detect developments significantly affecting procurement prices early on in order to be able to act accordingly. No unusual risks are currently expected to arise in 2018 from the development of the price of commodities.
Information technology systems are constantly reviewed and refined in order to limit IT risks and ensure that business processes are carried out securely, reliably and efficiently. Besides its effective IT emergency management system, Jungheinrich uses industry standards, redundant network connections and a mirror computing centre with a view to limiting failures of application-critical systems and infrastructure components. Jungheinrich mitigates the risk of unauthorised access to corporate data and of tampering with or sabotaging IT systems with Group-wide information security standards, the use of modern backup systems, and regular reviews of the effectiveness of the protective measures. The Group's information security management system uses the international ISO/IEC 27001 standard as a reference.
Highly qualified personnel and executives are the foundation of any company's success. Personnel risks may arise if a company fails to recruit or retain qualified staff in sufficient numbers – especially those in managerial and key positions. As part of its national and international university marketing campaigns, the company nurtures close ties to technical universities and works closely together with them, with a view to recruit young talented engineers who are so important to the company. Jungheinrich reacts to the fierce competition for skilled labour and executives and mitigates the associated risk of a loss of know-how caused by staff turnover by offering attractive qualification options and a performance-based remuneration system. For instance, executives and employees with special skill sets are identified at an international level and given special training through our talent management program. This enables us to staff key functions at various management levels from within our own ranks over the long term. The expansion of the international trainee program to include engineers is a further step in this direction. The number of trainee positions will be kept high throughout the Group in order to ensure that all future needs for skilled workers can be met. From 2018, Jungheinrich will, for example, recruit successors for after-sales technicians in Germany through its own apprenticeship programme. Recruitment remains difficult for certain specialised engineering positions and IT specialists due to the high amount of demand in the industry. Jungheinrich employs temporary workers in order to avoid capacity utilisation risks and uses location-specific flexible working time accounts.
Service data and information pertaining to unusual incidents involving forklift trucks are evaluated in order to mitigate product risks. Processes designed for this purpose have been established in Groupwide guidelines and receive the efficient support of the direct sales organisation and of the rapid notification system it implements regarding product safety behaviour. Anomalies are immediately examined together by the people responsible for the product line in question, after-sales services and the quality unit, and in the case of safety concerns the Legal department, too. If any action is necessary, measures such as preventative modifications, for example, will be decided upon immediately and implemented internationally. There are also pilot customers involved in order to recognise technical risks early on and therefore reduce them in the product development process. Such technical risks may endanger the marketability of the product. Jungheinrich of course protects product knowledge with patent registrations. .
Risk management has to address residual value, refinancing and default risks on customer receivables due to the business policies of Jungheinrich's financial service business. Detailed rules governing the identification and assessment of risks are documented in Group-wide guidelines and the financial service companies' internal process descriptions.
The internal residual value guarantee offered by sales to the "Financial Services" segment gives rise to opportunities and risks from the resale of truck returns by the operating sales units. These residual value guarantees are calculated by sales on the basis of a conservative uniform Group standard for maximum permissible residual values. The residual values of all individual contracts are subjected to a quarterly evaluation using the central financial services contracts database on the basis of their current fair value. If the current fair value is lower than the residual value of a contract, a suitable provision for this risk is recognised on the balance sheet. If the current fair value exceeds the residual value of a contract then it represents an economic opportunity.
The refinancing risk is limited by resolutely applying the principle of matching maturities and interestrates for customer and refinancing agreements (no risk of a change in interest-rates during the term of the contract) when refinancing financial service agreements. The Group-wide structural and procedural organisation of the "Financial Services" segment ensures a financing structure or form with powerful domestic and foreign refinancing banks. In addition, an established financing platform enables us to obtain refinancing on the capital market. Sufficient lines of credit are at the company's disposal for financing the growing new truck business.
Comprehensive system-reported creditworthiness checks performed before contracts are concluded as well as revolving inspections during the terms of agreements help keep default levels on receivables from customers very low. Jungheinrich's default risk exposure again remained far below the sector average during the reporting year. Forklift trucks recovered from customers prematurely are handed over to the operational sales units of the "Intralogistics" segment for marketing. The return conditions are determined centrally. The professional external marketing of used equipment via the Europe-wide direct sales network minimises exploitation risks.
Due to its international activities and dynamic developments on the financial markets, the Jungheinrich Group is subject to risks arising from changes to interest and exchange rates. This in turn results in operational risks that are regularly monitored and managed through risk management. Jungheinrich also employs financial instruments, such as currency forwards, currency swaps, currency options and interest-rate swaps. Building on statutory corporate risk management requirements, Jungheinrich has laid out control mechanisms for the use of financial instruments in a procedural guideline. This includes clear differentiation between trading, processing, accounting and controlling.
Jungheinrich's financing situation is comfortable. The company's good credit rating and solid balance sheet structure proved very valuable in the last financial year both during credit negotiations and bilateral credit negotiations on the capital market. As of 31 December 2017, Jungheinrich had confirmed medium-term credit facilities amounting to €275 million, of which around 60 per cent remained unused, and two promissory notes worth a total of €200 million. The maturities for the credit lines and promissory notes are very spread out, giving the company plenty of long-term leeway for arranging financing. In addition, none of the credit agreements or promissory note agreements contain financial covenants.
The company's cash and cash equivalents and existing credit agreements ensure that it can always fulfil its payment obligations. There is therefore no liquidity risk. The central cash and currency management for the Jungheinrich Group enables the Group-wide, international provision of financial resources at the best-possible interest and currency exchange rates and cash flow management for domestic and foreign Group companies.
Throughout the Group, Jungheinrich takes a conservative approach to investment and only invests in certain asset classes with flawless credit ratings. Part of the liquid funds is invested in a special fund designed to protect assets. It limits risks from market price fluctuations, primarily from changes to interest-rates and share prices.
The Jungheinrich Group is exposed to risks from having contractual partners, which arise when contractual agreements are not fulfilled by partners – usually international financial institutes. Due to the risk indicators employed within the Group – especially ratings determined by recognised ratings agencies that are regularly updated – and spreads for credit default swaps, there is no significant risk from dependence on individual contractual partners. The general credit risk from the derivative financial instruments employed is considered negligible. Derivative financial instruments are used exclusively to hedge against changes to interestrates and exchange rates in existing underlying transactions.
Further information regarding financial instruments can be found in the Jungheinrich AG consolidated financial statement.
Due to regulations governing the international financial markets, such as the European Market Infrastructure Regulation (EMIR), Jungheinrich must observe comprehensive guidelines and reporting duties for all financial transactions. A Group-wide process is in place to ensure that regulations are observed. This process guarantees that reporting obligations and risk mitigation requirements are met.
The Group is exposed to the legal risks customary in commercial enterprises, in particular regarding the liability for alleged non-compliance with contractual obligations or public law and for allegedly faulty products. Material general contract risks are eliminated by applying Group-wide policies whenever possible. In addition, central support and legal advice is available to the individual departments for material contracts and other transactions with significant legal aspects. Some Group companies are parties to or involved in legal procedures, the outcomes of which cannot be predicted with certainty. Appropriate provisions have been established to cover potential financial burdens resulting from risks relating to these lawsuits. The Group has adequate insurance coverage for claims filed against Group companies on grounds of allegedly faulty products.
The general, economic environment and the development of the material handling equipment market affect the Jungheinrich Group's business activity as well as its earnings and financial position. Therefore, the greatest opportunity for Jungheinrich would present itself if Europe's economy developed noticeably more positively than currently expected.
The outlook for 2018 is based on expert assessments of economic trends and our own assessments of the market.
Should the global economy – especially the European economy – perform better than anticipated, this would have a positive impact on the global sales market for material handling equipment. Consequently, incoming orders, net sales and EBIT may exceed the forecast.
The development of Jungheinrich's business could be presented with opportunities arising from a reduction in procurement costs resulting from decreases in commodity and material prices and from the appreciation of main currencies, e.g. the US dollar, over the euro.
Opportunities may also arise from new products and services as well as from the ongoing trend towards digitalisation, automation and interconnectivity in the field of intralogistics. For example, service offerings in the field of fleet management and the expansion of business activities in the field of integrated holistic solutions for intralogistics may present additional opportunities.
Beyond this, technological developments in energy storage systems may also create new opportunities for Jungheinrich to expand its already strong position on the market for electric material handling equipment even further.
Material and controllable risks have been identified and evaluated with our risk management system. These are limited – to the extent possible – by taking appropriate measures. The development of material risks over time is regularly monitored at Group level.
There are currently no risks that could in 2018, either individually or in combination with other risks, jeopardise the Jungheinrich Group's earnings, financial or asset position in the long term or pose a threat to its existence.
All regions will contribute to global economic growth in 2018, and the economy is expected to show more momentum than in 2017. For the coming year, the International Monetary Fund (IMF) anticipates a rise in global economic output of 3.9 per cent (2017: 3.7 per cent), despite uncertainties regarding the future economic policy of the USA and its consequences for the global economy. GDP in the USA is expected to increase by 2.7 per cent, partially due the recently adopted American tax reform. This would be slightly higher than the growth seen in the previous year (2017: 2.3 per cent). The forecast for the Chinese economy indicates a slight slowdown in growth (6.6 per cent; 2017: 6.8 per cent).
Solid economic growth of 2.2 per cent is anticipated in the eurozone in 2018 (2017: 2.4 per cent). With a 2.3 per cent increase, growth in Germany will remain below the previous year's figure (2.5 per cent). The Deutscher Maschinen- und Anlagenbau e.V. trade association (VDMA) expects a 3.0 per cent increase in production in 2018. France's GDP is forecast to grow 1.9 per cent (2017: 1.8 per cent). Italy is expected to record 1.4 per cent growth, following 1.6 per cent last year. A decline against the previous year is expected in the UK at 1.5 per cent (2017: 1.7 per cent). Economic growth is also expected to slow in Poland (3.3 per cent; 2017: 3.8 per cent). GDP growth of 1.7 per cent is forecast for Russia in 2018 (2017: 1.8 per cent).
France, Italy and the UK represent the most important markets for material handling equipment in Western Europe after Germany. In Eastern Europe, Poland and Russia represent the most important markets.
| Gross domestic product in % | 2018 forecast |
|---|---|
| World | 3.9 |
| USA | 2.7 |
| China | 6.6 |
| Eurozone | 2.2 |
| Germany | 2.3 |
Source: International Monetary Fund (as of January 2018)
In light of the positive economic indicators on a global scale, we anticipate that growth in the global market for material handling equipment in 2018 will be in the mid-to-high single-digit percent range. We believe higher growth levels are also a possibility in certain markets. For our core market Europe, we also anticipate growth in the mid-to-high singledigit percent range.
Taking into account the economic and sector forecast above, Jungheinrich anticipates incoming orders worth between €3.75 billion and €3.85 billion in 2018 (previous year: €3.56 billion). We are also aiming for a slight increase in market share in Europe (2017: 21.5 per cent). Consolidated net sales are expected to fall between €3.6 billion and €3.7 billion (2017: €3.44 billion).
In 2017, 88 per cent of consolidated net sales was generated in Europe. That is why economic developments in the euro area play such an important role in achieving the figures forecast. Around 8 per cent of European sales were generated in the UK in 2017. Jungheinrich does not expect Brexit to have any substantial impact on business activities or the company forecast this financial year.
According to current estimates, EBIT should amount to a value between €270 million and €280 million (2017: €259 million) in 2018. We expect EBIT return on sales at around the same level as last year (7.5 per cent). We do not expect any particular changes in the development of the cost of materials. EBT is expected to amount to between €250 million and €260 million (2017: €243 million). EBT return on sales should also be on par with last year's figure (7.1 per cent).
To ensure our financial independence and to uphold an appropriate amount of financial leeway, we continue to maintain a high level of liquidity. Due to growth, we expect net debt in the mid two-digit million euro range by the end of 2018 (2017: €7 million).
In light of the disproportionate increase in interest-bearing capital compared with the increase in EBIT, ROCE is expected to range between 16.5 per cent and 17.5 per cent (2017: 17.3 per cent).
We expect the economic environment to be positive overall in the 2018 financial year. However, political uncertainties have increased. We expect further growth in the global market volume for material handling equipment. Political risks as well as terror attacks and armed conflict can lead to significant and unexpected impact changes to the general conditions under which we operate. Global developments in intralogistics, such as the trend towards the modernisation of warehouses, employing automation solutions, customers' focus on intralogistics and electric trucks, and the development of digital products, all represent opportunities for our business model.
The Jungheinrich Group is well prepared for the future. We are on track to achieve our growth target of €4 billion in net sales by the year 2020. With our integrated business model, including the new truck business, short-term rental and used equipment business fields, after-sales services and a solid financial services portfolio, we have built a sound foundation on which to work. We will continue to push the company's strategic development.
We therefore anticipate growth in incoming orders, net sales and earnings in the current financial year. This is based on the assumption that the economy and the material handling equipment market will develop as anticipated and there will be no drastic downturns in our sales markets. In light of this, we also expect a slight improvement in our market share in Europe.
Jungheinrich has a solid balance sheet structure and sufficient financial resources to implement any measures necessary to achieve its long-term strategic goals if the economy and market do not perform as well as anticipated. At 30 per cent, or 48 per cent adjusted for impacts from the "Financial Services" segment, shareholders' equity remains very high. This will continue to be of the utmost importance in the future. We follow a policy of consistent dividend payouts.
Overall, we expect we will be able to build on the success of the year under review in the 2018 financial year.
Unforeseeable developments may cause the actual business trend to differ from expectations, assumptions and estimates of the management of Jungheinrich that are reproduced in this Group management report. Factors that may lead to such deviations include changes in the economic environment, within the material handling equipment sector as well as to exchange and interest-rates. No responsibility is therefore taken for the forward-looking statements in this Group management report.
Consolidated statement of income
| in thousand € | Notes | 2017 | 2016 |
|---|---|---|---|
| Net sales | (3) | 3,435,325 | 3,084,849 |
| Cost of sales | (4) | 2,407,046 | 2,132,699 |
| Gross profit on sales | 1,028,279 | 952,150 | |
| Selling expenses | 608,709 | 583,625 | |
| Research and development costs | (12) | 68,096 | 56,253 |
| General administrative expenses | 95,505 | 88,573 | |
| Other operating income | (7) | 2,690 | 6,951 |
| Other operating expenses | (8) | 2,076 | 1,466 |
| Income (loss) from companies accounted for using the equity method | (16) | 2,028 | 5,785 |
| Earnings before interest and income taxes | 258,611 | 234,969 | |
| Interest income | (9) | 1,138 | 175 |
| Interest expenses | (9) | 8,788 | 8,096 |
| Other financial income (loss) | (10) | –7,563 | –11,323 |
| Financial income (loss) | –15,213 | –19,244 | |
| Earnings before taxes | 243,398 | 215,725 | |
| Income taxes | (11) | 61,252 | 61,370 |
| Net income | 182,146 | 154,355 | |
| thereof attributable to the shareholders of Jungheinrich AG | 182,146 | 154,355 | |
| Earnings per share in € (diluted/undiluted) |
(38) | ||
| Ordinary shares | 1.78 | 1.50 | |
| Preferred shares | 1.80 | 1.52 |
| in thousand € | 2017 | 2016 |
|---|---|---|
| Net income | 182,146 | 154,355 |
| Items which may be reclassified to the consolidated statement of income in the future |
||
| Income (loss) from the measurement of financial instruments with a hedging relationship |
–1,009 | –1,933 |
| Income (loss) from the measurement of available-for-sale financial instruments | 581 | 495 |
| Income (loss) from currency translation | –5,590 | |
| Items which will not be reclassified to the consolidated statement of income | ||
| Income (loss) from the measurement of pensions | 7,912 | –20,043 |
| Other comprehensive income (loss) | –8,274 | –27,071 |
| Comprehensive income (loss) | 127,284 | |
| thereof attributable to the shareholders of Jungheinrich AG | 173,872 | 127,284 |
The consolidated statement of comprehensive income (loss) is explained in note 24.
| in thousand € | Notes | 31/12/2017 | 31/12/2016 |
|---|---|---|---|
| Non-current assets | |||
| Intangible assets | (12) | 151,905 | 148,757 |
| Property, plant and equipment | (13) | 451,922 | 430,482 |
| Trucks for short-term rental | (14) | 374,861 | 326,416 |
| Trucks for lease from financial services | (15) | 448,314 | 394,667 |
| Investments in companies accounted for using the equity method | (16) | 27,095 | 26,204 |
| Other financial assets | 83 | 83 | |
| Trade accounts receivable | (18) | 9,968 | 13,488 |
| Receivables from financial services | (19) | 649,359 | 537,024 |
| Derivative financial assets | (36) | 442 | 319 |
| Other receivables and other assets | (20) | 6,567 | 2,433 |
| Securities | (21) | 32,505 | 30,021 |
| Prepaid expenses | (23) | 49 | 1 |
| Deferred tax assets | (11) | 105,920 | 106,380 |
| 2,258,990 | 2,016,275 | ||
| Current assets | |||
| Inventories | (17) | 481,290 | 395,650 |
| Trade accounts receivable | (18) | 658,039 | 600,299 |
| Receivables from financial services | (19) | 241,370 | 214,818 |
| Income tax receivables | 11,550 | 5,971 | |
| Derivative financial assets | (36) | 2,314 | 6,136 |
| Other receivables and other assets | (20) | 51,300 | 45,494 |
| Securities | (21) | 137,931 | 131,369 |
| Cash and cash equivalents | (22) | 272,803 | 214,087 |
| Prepaid expenses | (23) | 13,957 | 12,879 |
| 1,870,554 | 1,626,703 | ||
| 4,129,544 | 3,642,978 |
| in thousand € | Notes | 31/12/2017 | 31/12/2016 |
|---|---|---|---|
| Shareholders' equity | (24) | ||
| Subscribed capital | 102,000 | 102,000 | |
| Capital reserves | 78,385 | 78,385 | |
| Retained earnings | 1,138,059 | 999,713 | |
| Accumulated other comprehensive income (loss) | (74,239) | (65,965) | |
| 1,244,205 | 1,114,133 | ||
| Non-current liabilities | |||
| Provisions for pensions and similar obligations | (25) | 219,927 | 222,690 |
| Other provisions | (26) | 42,184 | 55,140 |
| Deferred tax liabilities | (11) | 19,698 | 19,289 |
| Financial liabilities | (27) | 299,332 | 215,557 |
| Liabilities from financial services | (28) | 945,880 | 820,463 |
| Derivative financial liabilities | (36) | 868 | 2,101 |
| Other liabilities | (30) | 874 | 1,692 |
| Deferred income | (31) | 82,374 | 76,270 |
| 1,611,137 | 1,413,202 | ||
| Current liabilities | |||
| Income tax liabilities | 16,489 | 16,407 | |
| Other provisions | (26) | 188,222 | 186,364 |
| Financial liabilities | (27) | 150,547 | 103,938 |
| Liabilities from financial services | (28) | 369,262 | 335,277 |
| Trade accounts payable | (29) | 367,127 | 287,034 |
| Derivative financial liabilities | (36) | 4,493 | 2,915 |
| Other liabilities | (30) | 137,950 | 146,585 |
| Deferred income | (31) | 40,112 | 37,123 |
| 1,274,202 | 1,115,643 | ||
| 4,129,544 | 3,642,978 |
| in thousand € | 2017 | 2016 |
|---|---|---|
| Net income | 182,146 | 154,355 |
| Depreciation and amortisation/impairment of property, plant and equipment and intangible assets |
77,853 | 72,397 |
| Depreciation of trucks for short-term rental and lease | 206,778 | 181,976 |
| Changes in provisions | –13,861 | 33,499 |
| Changes in trucks for short-term rental and trucks for lease (excluding depreciation) | –318,936 | –247,470 |
| Changes in property, plant and equipment under finance leases (excluding depreciation) | –19 | –2,678 |
| Income (loss) from the disposal of property, plant and equipment and intangible assets | 255 | 224 |
| Changes deriving from companies accounted for using the equity method and of other financial assets |
–891 | 120 |
| Changes in deferred tax assets and liabilities | 869 | –9,847 |
| Changes in | ||
| Inventories | –85,640 | –77,649 |
| Trade accounts receivable | –54,220 | –85,566 |
| Receivables from financial services | –138,887 | –50,159 |
| Trade accounts payable | 80,093 | 43,898 |
| Liabilities from financial services | 159,402 | 83,563 |
| Liabilities from financing trucks for short-term rental | –11,773 | 17,894 |
| Other operating assets | –1,957 | 10,013 |
| Other operating liabilities | –10,711 | 17,546 |
| Cash flow from operating activities | 70,501 | 142,116 |
| Payments for investments in property, plant and equipment and intangible assets | –109,328 | –71,548 |
| Proceeds from the disposal of property, plant and equipment and intangible assets | 2,122 | 1,728 |
| Payments for investments in companies accounted for using the equity method | – | –15,604 |
| Payments for the acquisition of companies and business areas net of acquired cash and cash equivalents |
– | –14,562 |
| Payments for the purchase of securities | –99,283 | –100,875 |
| Proceeds from the sale/maturity of securities | 91,324 | 121,057 |
| Cash flow from investing activities | –115,165 | –79,804 |
| Dividends paid | –43,800 | –39,380 |
| Changes in short-term liabilities due to banks | 6,419 | –16,544 |
| Proceeds from obtaining long-term financial loans | 154,575 | 11,418 |
| Repayments of long-term financial loans | –16,333 | –14,272 |
| Cash flow from financing activities | 100,861 | –58,778 |
| Net cash changes in cash and cash equivalents | 56,197 | 3,534 |
| Changes in cash and cash equivalents due to changes in exchange rates | 2,103 | 154 |
| Changes in cash and cash equivalents | 58,300 | 3,688 |
| Cash and cash equivalents on 01/01 | 205,272 | 201,584 |
| Cash and cash equivalents on 31/12 | 263,572 | 205,272 |
| in thousand € | 2017 | 2016 |
|---|---|---|
| Interest paid | 33,452 | 35,023 |
| Interest received | 51,498 | 47,716 |
| Dividends received | 2,093 | 3,330 |
| Income taxes | 66,745 | 56,183 |
The consolidated statement of cash flows is explained in note 33.
| Subscribed capital |
Capital reserves |
Retained earnings |
Accumulated other comprehensive income (loss) |
|||||
|---|---|---|---|---|---|---|---|---|
| Measurement of financial instruments |
||||||||
| in thousand € | Currency trans lation |
Remeasure ment of pensions |
available for sale |
with a hedging relationship |
Total1 | |||
| Balance on 01/01/2017 |
102,000 | 78,385 | 999,713 | 16,110 | –82,345 | 485 | –215 | 1,114,133 |
| Dividend for the previous year |
– | – | –43,800 | – | – | – | – | –43,800 |
| Net income | – | – | 182,146 | – | – | – | – | 182,146 |
| Other compre hensive income (loss) |
– | – | – | –15,758 | 7,912 | 581 | –1,009 | –8,274 |
| Comprehensive income (loss) |
– | – | 182,146 | –15,758 | 7,912 | 581 | –1,009 | 173,872 |
| Balance on 31/12/2017 |
102,000 | 78,385 | 1,138,059 | 352 | –74,433 | 1,066 | –1,224 | 1,244,205 |
| Balance on 01/01/2016 |
102,000 | 78,385 | 884,738 | 21,700 | –62,302 | –10 | 1,718 | 1,026,229 |
| Dividend for the previous year |
– | – | –39,380 | – | – | – | – | –39,380 |
| Net income | – | – | 154,355 | – | – | – | – | 154,355 |
| Other compre hensive income (loss) |
– | – | – | –5,590 | –20,043 | 495 | –1,933 | –27,071 |
| Comprehensive income (loss) |
– | – | 154,355 | –5,590 | –20,043 | 495 | –1,933 | 127,284 |
| Balance on 31/12/2016 |
102,000 | 78,385 | 999,713 | 16,110 | –82,345 | 485 | –215 | 1,114,133 |
1 Group shareholders' equity is fully attributable to the shareholders of Jungheinrich AG.
The consolidated statement of changes in shareholders' equity is explained in note 24.
Jungheinrich AG is headquartered at Friedrich-Ebert-Damm 129 in Hamburg (Germany) and is registered with the commercial register kept at the Hamburg District court under HRB 44885.
The Jungheinrich Group operates on an international level – with a main focus on Europe – as a manufacturer and supplier of products in the fields of material handling equipment and warehousing technology as well as of all services connected with these activities. These encompass the lease/ short-term rental and sales financing of products, the maintenance and repair of forklift trucks and equipment, the reconditioning and sale of used equipment as well as project planning and general contracting for complete logistics systems. The product range extends from simple hand pallet trucks to complex, integrated complete logistics systems.
Material handling equipment is manufactured at the production plants in Norderstedt, Moosburg, Degernpoint, Landsberg and Lüneburg (all in Germany) as well as at the production plant in Qingpu/ Shanghai (China). Hand pallet trucks are still sourced from third parties in China.
Used equipment is reconditioned in the used equipment centre in Klipphausen/Dresden (Germany).
Jungheinrich maintains a large and close-knit direct marketing network with 27 proprietary sales companies in European countries. Additional foreign companies are located in Australia, Brazil, Chile, China, India, Malaysia, Singapore, South Africa and Thailand. Jungheinrich product distribution in North America is handled by an exclusive distribution partner.
Furthermore, Jungheinrich products are also distributed via local dealers – especially overseas.
Stacker cranes and load handling technology are manufactured in plants in Munich (Germany), Gyöngyös (Hungary) and Kunshan (China) and sold under the MIAS brand all over the world.
Jungheinrich AG prepared the consolidated financial statements for the financial year ending on 31 December 2017 in compliance with the International Financial Reporting Standards (IFRS). All standards and interpretations of the IFRS Interpretations Committee endorsed by the EU and effective as at the balance sheet date were applied. Regulations under commercial law pursuant to Section 315a of the German Commercial Code (HGB) were complementarily taken into account.
The consolidated financial statements have been prepared in euros (€). Unless indicated otherwise, disclosure is in thousands of euros. The statement of income has been prepared using the cost of sales accounting method.
The consolidated financial statements for the period ended 31 December 2017 were approved for publication by the Board of Management on 27 February 2018.
Subsidiaries including structured entities over which Jungheinrich AG, Hamburg, can exercise direct or indirect control are included in the consolidated financial statements. Control can be exercised if the parent company has control over the subsidiary on the basis of voting rights or other rights, participates in the variable returns and can use its control to influence these returns. Structured entities which are controlled are also included in the scope of consolidation. Structured entities are companies in which the voting rights or comparable rights are not definitive for the determination of control. For example, this is the case if the voting rights only pertain to the administrative responsibilities and the material activities are regulated by way of contractual agreements.
Joint ventures are reported using the equity method. A joint venture is a joint arrangement, according to which Jungheinrich exercises control together with a partner company and has rights in the net assets of the investment together with this partner.
Subsidiaries and joint ventures, which are of subordinated importance to the Group and the presentation of the actual assets, liabilities, financial position and profit or loss due to dormancy or minimal business activity, are carried at their acquisition cost since they do not have a quoted market price and their fair value cannot be determined reliably.
Subsidiaries are included in the consolidated financial statements starting from the point in time at which Jungheinrich AG obtains control over the company until the point in time at which control by Jungheinrich AG ends.
The financial statements of Jungheinrich AG as the parent company and of included subsidiaries that are to be consolidated, are prepared using uniform accounting and valuation methods as at the balance sheet date of the parent company.
The same accounting and valuation methods are used to determine the pro rata shareholders' equity of companies accounted for using the equity method.
Business combinations, in other words, acquisitions of companies and business areas, are accounted for using the acquisition method in compliance with IFRS 3. Accordingly, the consideration transferred at the acquisition date is offset against the net assets measured at their fair values as of the date of acquisition. Transaction costs associated with business combinations generally have an effect on profit or loss. If the consideration transferred includes conditional consideration, the latter is measured at its fair value at the acquisition date. Identifiable assets acquired and liabilities assumed are also measured at their fair values at the acquisition date. If the acquisition costs are higher than the fair value of the identified net asset, the positive balance is capitalised as goodwill. If the fair value of the acquired net asset is higher than the acquisition costs, the negative balance is recognised as a negative goodwill. This is recognised immediately in profit or loss in the year of acquisition. If the fair values of the business combination on the acquisition date can only be determined provisionally until their initial reporting date, the business combination is accounted for on the basis of these provisional figures. In accordance with IFRS 3.45, initial accounting observes the twelve-month measurement period from the acquisition date. All necessary adjustments to the determined fair values are booked against the provisional goodwill or negative goodwill within this measurement period.
All receivables and liabilities, expenses and income as well as interim results within the scope of consolidation are eliminated within the framework of the consolidation.
Investments in companies accounted for using the equity method are initially recognised at their acquisition cost. Changes in the pro rata shareholders' equity of the investments following acquisition are offset against the investments' carrying amount. The Jungheinrich Group's investments in companies accounted for using the equity method include goodwill arising at the time of their acquisition. Since this goodwill is not stated separately, it does not have to be separately tested for impairment pursuant to IAS 36. Instead, the investment's entire carrying amount is tested for impairment in accordance with IAS 36 as soon as there are indications of the recoverable amount dropping below the investment's carrying amount. If the realisable amount is lower than the carrying amount of a company accounted for using the equity method, an impairment loss in the amount of the difference is recognised. Write-ups in subsequent reporting periods are recognised with an effect on profit or loss.
Cash and cash equivalents, receivables and liabilities in foreign currency in the Group companies' annual financial statements are translated at the exchange rate valid at the balance sheet date and any differences resulting from such translation are recognised in profit and loss.
| Mean exchange rate at the balance sheet date |
Annual average exchange rate |
||||
|---|---|---|---|---|---|
| Currency | Basis 1 € | 31/12/2017 | 31/12/2016 | 2017 | 2016 |
| AUD | 1.53460 | 1.45960 | 1.47320 | 1.48860 | |
| BRL | 3.97290 | 3.43050 | 3.60540 | 3.86163 | |
| CHF | 1.17020 | 1.07390 | 1.11170 | 1.09018 | |
| CLP | 737.78000 | 705.78000 | 732.18773 | 748.65048 | |
| CNY | 7.80440 | 7.32020 | 7.62900 | 7.34958 | |
| CZK | 25.53500 | 27.02100 | 26.32600 | 27.03431 | |
| DKK | 7.44490 | 7.43440 | 7.43860 | 7.44536 | |
| GBP | 0.88723 | 0.85618 | 0.87667 | 0.81890 | |
| HUF | 310.33000 | 309.83000 | 309.19000 | 311.45933 | |
| INR | 76.60550 | 71.59350 | 73.53240 | 74.35528 | |
| MYR | 4.85360 | 4.72870 | 4.85270 | 4.58418 | |
| NOK | 9.84030 | 9.08630 | 9.32700 | 9.29269 | |
| PLN | 4.17700 | 4.41030 | 4.25700 | 4.36363 | |
| RON | 4.65850 | 4.53900 | 4.56880 | 4.49075 | |
| RUB | 69.39200 | 64.30000 | 65.93830 | 74.22236 | |
| SEK | 9.84380 | 9.55250 | 9.63510 | 9.46731 | |
| SGD | 1.60240 | 1.52340 | 1.55880 | 1.52776 | |
| THB | 39.12100 | 37.72600 | 38.29600 | 39.04226 | |
| TRY | 4.54640 | 3.70720 | 4.12060 | 3.34274 | |
| UAH | 33.81415 | 28.58510 | 30.02750 | 28.27278 | |
| USD | 1.19930 | 1.05410 | 1.12970 | 1.10660 | |
| ZAR | 14.80540 | 14.45700 | 15.04900 | 16.27720 |
The annual financial statements of the foreign subsidiaries included in the consolidated financial statements are translated according to the functional currency concept. In each case, this is the local currency if the subsidiaries are integrated into the currency area of the country in which they are domiciled as commercially independent entities. As regards the companies of the Jungheinrich Group, the functional currency is the local currency.
To prepare the consolidated financial statements, assets and liabilities reported in local currency are converted to euros at the mean exchange rate as at the balance sheet date. Changes during the year, the items on the statement of income and the components of the other comprehensive income (loss) are translated at the annual average exchange rate for the financial year. Shareholders' equity is carried at historic exchange rates. Translation differences are recognised under shareholders' equity in the "other comprehensive income" item until the subsidiary is removed from the scope of consolidation. The respective cumulative translation differences are reversed with an effect on profit or loss when Group companies are deconsolidated.
Revenue is recognised after deduction of bonuses, discounts or rebates when the significant risks and rewards of ownership have been transferred to the customer. In general, this is the case when the delivery has been made or the service has been rendered, the selling price is fixed or determinable and when the receipt of payment is reasonably certain.
If the result of long-term construction contracts can be estimated reliably, contract revenue and costs associated with these construction contracts are recognised under net sales and the cost of sales in accordance with their degree of completion (referred to as the "percentage of completion" method) on the balance sheet date. The degree of completion of automation projects in the field of logistic systems is determined using the milestone method, in other words, work performed is recognised in relation to total work. The degree of completion of construction contracts for MIAS stacker cranes is determined using the "cost-to-cost" method. Rev enue realised corresponds to the sum of the costs incurred for the contracts and the pro rata profit achieved due to the percentage of completion. If the earnings from a construction contract cannot be determined reliably, contract revenue is only recognised in the amount of the costs incurred that are likely profitable. Contract-related costs are recognised as an expense in the period in which they are incurred.
Net sales from financial services transactions are recognised on a straight-line basis over the term of the contracts if the contract is classified as an operating lease in the amount of the lease payments. For contracts classified as a finance lease, net sales are recognised in the amount of the net investment value of the leased item at the beginning of the contract. The interest income is realised over the terms of the contracts using the effective interest method. If a leasing company acts as an intermediary, the proceeds from the sale of contracts with an agreed residual value guarantee that amounts to more than 10 per cent of the sales value are deferred and recognised over time affecting sales until the residual value guarantee matures.
Expenses for advertising and sales promotion as well as other sales-related expenses affect profit or loss when they are incurred. Freight and dispatch costs are carried under the cost of sales.
Product-related expenses also include additions to provisions for warranty obligations as well as to provisions for onerous contracts.
Research costs and development expenses that cannot be capitalised are stated affecting profit or loss in the period in which they are incurred.
Investment allowances and subsidies are recognised if there is sufficient certainty that Jungheinrich can satisfy the associated conditions and that the benefits are granted. They do not reduce the assets' acquisition and manufacturing costs. Instead, they are generally recognised as deferred income and distributed on schedule over the subsidised assets' useful lives. The reversals are recognised as other operating income on a pro rata temporis basis in the statement of income.
Earnings per share are based on the average number of the respective shares outstanding during a financial year. In the 2017 and 2016 financial years, no shareholders' equity instruments diluted the earnings per share on the basis of the respective shares issued.
Purchased intangible assets are measured at acquisition costs and reduced by straight-line amortisation over their useful lives insofar as their useful lives are limited. The useful lives used as a basis for software licences are 3 to 8 years. Intangible assets with limited useful lives acquired as part of business combinations primarily relate to customer relationships, technologies and customer contracts. The economic useful lives determined are between 6 and 20 years for these customer relationships and technologies and between 15 to 20 years for the customer contracts. Usage rights in land acquired in China and Singapore are limited to 50 and 36 years, respectively.
Development expenses are capitalised if the manufacture of the developed products is expected to result in an economic benefit for the Jungheinrich Group, is technically feasible and if the costs can be determined reliably. Capitalised development expenses comprise all costs directly allocable to the development process, including developmentrelated overheads. From the beginning of production, capitalised development expenses are amortised using the straight-line method over the series production's expected duration, which is normally between 4 and 7 years.
At initial recognition, goodwill from business combinations is measured at acquisition cost and classified as an intangible asset. Acquisition costs are the positive balance of the consideration transferred and the fair value of the acquired net asset. In subsequent periods, goodwill is accounted for at acquisition cost less – if necessary – accumulated impairments. Goodwill is tested for impairment at least once a year. If the carrying amount of a cash-generating unit (CGU) exceeds the recoverable amount, an impairment loss in the amount of the difference is recognised immediately in the statement of income. An impairment, including impairments recognised during the current financial year, will not be reversed in subsequent reporting periods. For the purpose of impairment testing, the recoverable amount of the CGU, to which the goodwill is allocated, needs to be determined. The CGUs are generally identical to the legal Group companies. The MIAS Group is the designated CGU to which goodwill from the acquisition of MIAS has been assigned. The recoverable amount is the higher of the fair value less selling costs and the value in use. The impairment test is performed on the basis of the determined value in use of a CGU using the discounted cash flow method. As a rule, the cash flows budgeted for in the bottomup five-year budget made plausible by Jungheinrich AG management are used. Forecasts for long-term net sales and returns form the basis for cash flows beyond the budget period. A pre-tax interest rate in line with the conditions prevailing on the market is used as the discount rate. The total cost of capital is based on the risk-free interest rate and risk premiums for equity and debt specific to the Group units and countries. If the value in use is lower than the carrying amount, the recoverable amount is also calculated on the basis of fair value less selling costs.
Property, plant and equipment are measured at historical acquisition and manufacturing costs, less accumulated depreciation. The manufacturing costs for self-produced equipment contain not only the direct material and manufacturing expenses, but also attributable material and production overheads as well as production-related administrative expenses and depreciation. Maintenance and repair expenses are stated as costs. All costs for measures that lead to an extension of the useful life or a widening of the future possibilities for use of the assets
are capitalised. Depreciable objects are reduced by scheduled straight-line depreciation. If objects are sold or scrapped, property, plant and equipment and intangible assets are retired; any resulting profits or losses are considered on the statement of income.
| Buildings | 10 – 50 years |
|---|---|
| Land improvement, improvements in buildings |
10 – 50 years |
| Plant facilities | 8 – 15 years |
| Technical equipment and machinery | 5 – 10 years |
| Factory and office equipment | 3 – 10 years |
Intangible assets and property, plant and equipment with undeterminable or unlimited useful lives are not reduced using depreciation or amortisation.
Jungheinrich rents trucks to customers on the basis of short-term agreements. These trucks for shortterm rental are capitalised at historical acquisition or manufacturing costs and depreciated over their economic useful lives which are set at 6 and 9 years, respectively, according to product group. Depending on the product group, they are depreciated at 30 or 20 per cent of their costs in each of the first two years, after which they are reduced using the straightline method until the end of their useful lives.
The impairment test for goodwill is explained in the section headed "Intangible and property, plant and equipment".
All other intangible assets, property, plant and equipment and trucks for short-term rental are tested for impairment at least once a year or whenever there is an indication of a potential reduction in value. In such cases, the recoverable amount of the asset is compared with its carrying amount. The recoverable amount is determined for each individual asset unless an asset generates cash flows that are not largely independent of those of other assets or other groups of assets (cash-generating units). The recoverable amount is the higher of fair value of the asset less selling costs and value in use, which is the estimated discounted future cash flow. If the carrying amount exceeds the recoverable amount of the asset, an impairment is performed.
If the reason for an impairment carried out in previous years no longer exists, a write-up to amortised acquisition and manufacturing costs is performed.
Within the framework of their financial services business, Jungheinrich Group companies conclude contracts with customers either directly or with a leasing company acting as an intermediary.
The classification of the leasing transactions, and thus the way they are reported in the accounts, depends on the attribution of the economic ownership of the lease object. In the case of "finance lease" contracts, the economic ownership lies with the lessee. At the Jungheinrich Group companies, as the lessor, this leads to a statement of future lease instalments as receivables from financial services in the amount of their net investment value. Interest income realised in instalments over the term to maturity ensures that a stable return on outstanding net investments is achieved.
If economic ownership is attributed to Jungheinrich as the lessor, the agreement is classified as an "operating lease" and the trucks are capitalised as "trucks for lease from financial services" at acquisition or manufacturing costs and depreciated over their economic useful lives of 6 or 9 years, respectively and according to product group. Depending on the product group, they are depreciated at 30 or 20 per cent of their costs in each of the first two years, after which they are reduced using the straight-line method until the end of their useful lives. Lease income is recorded with an effect on profit or loss during the contracts' terms using the straight-line method. Upon termination of the customer lease contract, the trucks are transferred to inventories at their carrying amounts.
These long-term customer contracts ("finance leases" and "operating leases") are financed by loans with maturities identical to those of the contracts. They are recorded on the liabilities side under liabilities from financing as part of the item "liabilities from financial services". In addition to truck-related loan financing, proceeds from the sale of future lease instalments from intragroup usage right agreements in the Jungheinrich Group are deferred as liabilities from financing and released over the period of the usage right using the effective interest method. In addition, Jungheinrich finances itself via Elbe River Capital S.A., Luxembourg, an affiliated company established exclusively for this purpose. This refinancing firm buys all lease instalments from intragroup usage right agreements that mature in the future and refinances itself through issuance of promissory notes. Furthermore, trucks for lease are financed using the sale and leaseback method. Resulting gains from sales are deferred correspondingly and distributed over the period of the lease agreement with an effect on net income.
In the case of customer contracts with a leasing company acting as intermediary, economic ownership lies with Jungheinrich Group companies due to a repurchase obligation with an agreed residual value guarantee that accounts for more than 10 per cent of the value of the truck. This means the trucks sold to leasing companies must be capitalised as trucks for lease from financial services in accordance with IFRS. When they are capitalised as trucks for lease from financial services, sales proceeds are recorded as "deferred sales from financial services" under deferred income on the liabilities side. Trucks for lease are depreciated over the term of the underlying leases between the leasing companies and the end customer. The deferred sales proceeds are released using the straight-line method with an effect on sales until the residual value guarantee expires. The repurchase obligations are reported in the amount of the agreed residual value guarantees under the item "liabilities from financial services".
Outside of their financial services business, Jungheinrich Group companies act as lessee to lease property, plant and equipment as well as customer trucks for short-term rental. In the event of a "finance lease", the assets are capitalised upon conclusion of the contract as intangible assets, property, plant and equipment or trucks for short-term rental and are entered on the liabilities side in the same amount as the leasing liabilities with the present value of the lease instalments. Leasing liabilities are recognised as "financial liabilities". Intangible assets, property, plant and equipment and trucks for short-term rental as well as the repayment of liabilities are depreciated over the basic period for which the contract is agreed. In the event of an "operating lease", rental and lease instalments paid by Jungheinrich are recorded as an expense over the contractual period using the straight-line method.
In accordance with IAS 32 and IAS 39, financial instruments are defined as contracts that lead to financial assets in one company and financial liabilities or equity instruments in the other.
Pursuant to IAS 39, financial instruments are classified in the following four categories:
Original financial instruments are recognised at settlement date, i.e. the time when the asset is delivered to or by Jungheinrich.
Jungheinrich accounts for loans, receivables and liabilities at amortised cost. Financial instruments carried at amortised cost are primarily non-derivative financial instruments such as trade accounts receivable and payable, other receivables and financial assets, other payables and financial liabilities, receivables and liabilities from financial services as well as financial liabilities.
Securities classified as financial investments "held to maturity" are accounted for at amortised cost using the effective interest method or, in the event of an impairment, at the present value of their expected future cash flows. Differences between the original amount and the amount repayable at maturity are distributed over their terms and recognised in financial income (loss). If there are material objective indications of an impairment, the impairment expenses calculated are recognised in financial income (loss).
Securities classified as financials assets "available for sale" upon their initial recognition are measured at fair value. The fair value corresponds to the market prices quoted on active markets. Unrealised gains and losses on changes in fair value are recognised in shareholders' equity (accumulated other comprehensive income) without an effect on profit or loss until the securities are derecognised. The accumulated gains and losses generated by shareholders' equity previously recognised in other comprehensive income are transferred to the statement of income at the time of sale of the securities. In the event of a significant or sustained reduction in fair value, an impairment of the underlying asset is recognised in the statement of income even if the security has not yet been derecognised. Write-ups of debt instruments in subsequent reporting periods are recognised with an effect on profit or loss.
Receivables are measured at amortised cost using the effective interest method.
Amortised cost for trade accounts receivable correspond to the nominal value after the deduction of individual valuation allowances. Individual valuation allowances are only made if receivables are wholly or partially uncollectable or likely to be uncollectable, in which case it must be possible to determine the amount of the valuation allowances with sufficient accuracy.
Further information on receivables from financial services can be found in the notes on the treatment of lease agreements.
Liabilities are measured at amortised cost using the effective interest method. The interest cost is recognised in accordance with the effective interestrate.
Liabilities from finance leases and financial services are measured at the present value of the lease instalments. Further information can be found in the notes on the treatment of lease arrangements.
Investments in affiliated companies stated under financial assets are accounted for at acquisition cost since they do not have listed market prices and their fair value cannot be reliably determined. Investments in companies accounted for using the equity method are measured using the equity method.
Financial investments presented as securities include all "held-to-maturity financial investments". This item also includes securities in the special fund, all of which are classified as available for sale at their time of purchase.
At Jungheinrich, derivative financial instruments are mainly used for hedging purposes.
Derivative financial instruments are recognised at trade date, i.e. the time when the obligation to buy or sell the asset was entered into.
IAS 39 requires all derivative financial instruments to be accounted for at fair value as assets or liabilities. Depending on whether the derivative is a fair value hedge or a cash flow hedge, gains and losses arising from changes in the fair value of the derivative are recognised in profit or loss or are otherwise recognised in shareholders' equity (accumulated other comprehensive income). In the case of a fair value hedge, the results from changes in the fair value of derivative financial instruments are recognised with an effect on profit or loss. The changes in the fair value of derivatives that are to be classified as cash flow hedges are entered on the balance sheet under shareholders' equity in the amount of the hedge-effective part not affecting profit or loss. These amounts are transferred to the statement of income at the same time as the effect on the result of the underlying transaction. The hedge-ineffective part is directly recognised in the financial result.
Derivative financial instruments that are not designated as hedges are classified as "financial assets and liabilities measured at fair value through profit or loss". Gains and losses from these derivative financial instruments resulting from measurement at fair value have a direct effect on profit or loss.
Financial instruments measured at fair value are classified and assigned to measurement categories according to the significance of the factors considered in their measurement. Financial instruments are assigned to levels depending on the significance their input factors have on their overall measurement. Assignments are based on the lowest level of substantial or main relevance for the measurement. The fair value hierarchy is based on the input factors used:
Level 1 – (unchanged) market prices quoted on active markets for identical assets or liabilities
Level 2 – input data other than listed market prices, which can be observed either directly (as a price) or indirectly (derived from prices) for the asset or liability
Level 3 – referenced input factors used for the measurement of the asset or liability that are not based on observable market data.
Jungheinrich records reclassifications between these different measurement levels at the end of the reporting period in which the change occurred.
Cash and cash equivalents are cash balances, checks and immediately available credit balances at banks with an original term of up to three months.
Inventories are measured at the lower of acquisition or manufacturing cost and net realisable value. Manufacturing costs include not only the direct material and manufacturing expenses, but also the attributable material and production overhead costs as well as production-related administrative expenses and depreciation. The average cost method is applied to calculate the acquisition and manufacturing costs of inventories of the same type.
Usage risks resulting from storage time are taken into account by way of value reductions on the basis of historical usage. Once the reason for the write-downs ceases to exist, a reversal of the writedown is carried out.
Deferred tax assets and liabilities are recognised in accordance with the balance sheet-orientated method for all temporary differences between Group and tax-based valuation. This procedure is generally applicable for all assets and liabilities with the exception of goodwill from the consolidation of investments. In addition, deferred tax assets are stated on the balance sheet to carry forward unused tax losses and unused tax credits if it is probable that they can be utilised. Deferred taxes are valued at the current rates of taxation. If it is expected that the differences will be offset in years with different rates of taxation, then the latter rates valid at that time are applied. In case there are any changes in the tax rates, these changes are taken into account in the years in which the relevant changes in tax rates are approved.
An impairment is recognised for deferred tax assets, the recovery of which is improbable.
Stated in this item are changes in the shareholders' equity not affecting profit or loss insofar as these are not based on capital transactions with shareholders. These include the currency translation adjustment as well as differences resulting from the remeasurement of defined benefit pension plans and from the measurement of financial instruments at fair value. Changes in the year under review are presented in the statement of comprehensive income.
Provisions for pensions and similar obligations are valued on the basis of actuarial calculations in accordance with IAS 19 by applying the projected unit credit method for defined benefit obligations from pensions. This method takes into account pensions and vested future benefits known as at the balance sheet date, expected increases in salaries and pensions as well as demographic calculation principles. Remeasurements relating to actuarial gains and losses and the return on plan assets at Jungheinrich (excluding amounts included in the net interest on the net defined benefit liability) are
recognised in other comprehensive income as soon as they occur and are thus disclosed directly on the balance sheet. Remeasurements recognised in other comprehensive income are a component of accumulated other comprehensive income and are not transferred to the statement of income in subsequent periods. The cost component "service cost" is recognised in the personnel costs of the corresponding functional areas with an effect on profit or loss. Net interest on the net liability from defined benefit pension plans is recognised in financial income (loss) in the statement of income. Pension obligations and similar obligations of some foreign companies are financed by pension funds. These pension funds are qualifying plan assets pursuant to IAS 19.
The defined benefit obligation stated on the consolidated balance sheet represents the current funding gap of the Jungheinrich Group's defined benefit pension plans.
Termination benefits are recognised if the employee's employment contract is terminated before reaching the normal pension age or if an employee volunteers to terminate the employment contract in exchange for severance benefits. The Group recognises such benefits only if Jungheinrich is obliged to terminate the employment contract and provide the benefits due to a detailed formal plan, which cannot be revised, or if there is an individual agreement. Termination benefits are accounted for in accordance with IAS 19.
Furthermore, provisions have been accrued to cover employee benefits due pursuant to local statutory regulations in the event of their departure as well as other employee benefits due over the short or long term. These obligations are accounted for in accordance with IAS 19.
Other provisions are accrued in accordance with IAS 37 if a past event results in a present obligation to third parties. It is probable that resources will be used to meet this obligation and the anticipated amount of the required provision can be reliably estimated. Other provisions are accounted for based on the best possible estimate of costs required to meet the present obligation as at the balance sheet date. If the amount of the necessary provision can only be determined within a certain bandwidth, the most probable value is stated. If all amounts are of equal probability, the mean value is stated.
Provisions for restructuring measures are accrued pursuant to IAS 37 if a detailed, formal plan has been established and all involved parties have been informed of said plan. The measures are implemented without undue delay.
Non-current provisions are discounted and stated at the present value of the expected expense. Provisions are not offset against claims under rights of recourse.
Current and non-current assets as well as current and non-current liabilities are stated on the balance sheet as separate classification groups. Assets and liabilities are classified as being current if their realisation or repayment is expected within twelve months from the balance sheet date. Accordingly, assets and liabilities are classified as being noncurrent if they have a remaining term to maturity of more than one year. Pension provisions are stated in line with their nature under non-current liabilities as benefits due to employees in the long term. Deferred tax assets and liabilities are classified as non-current assets and non-current liabilities.
Individual items in the statement of income as well as on the balance sheet are summarised. They are shown separately in the notes.
In the consolidated financial statements, it is necessary to a certain degree to make estimates and assumptions that have an impact on the level and recognition of assets and liabilities stated on the balance sheet as at the balance sheet date and of income and expenses during the reporting period. Estimates and assumptions must be made primarily to determine the economic useful lives of property, plant and equipment, trucks for short-term rental and leased equipment uniformly throughout the Group, to conduct impairment tests on assets and to account for and measure provisions, including those for pensions, risks associated with residual value guarantees, warranty obligations and legal disputes. Estimates and assumptions are made on the basis of the latest knowledge available, historical experience as well as on additional factors such as future expectations.
The amounts which actually materialise may deviate from the estimates. When the actual course of events deviates from the expectations, the premises, and if necessary, the carrying amounts of the affected assets and liabilities are adjusted accordingly.
To identify any impairment of goodwill, it is necessary to calculate the value in use of the cash-generating unit (CGU) to which the goodwill has been allocated. Calculating the value in use involves estimating future cash flows from the CGU, a longterm growth rate and an appropriate discount rate for the calculation of the net present value. Any change in these and other influential factors may lead to an impairment. Further information can be found in note 12.
At the time the consolidated financial statements were prepared, the underlying assumptions and estimates were not subject to any significant risk.
Estimates of future costs for legal disputes and warranty obligations are subject to a number of uncertainties.
It is often impossible to predict the outcome of individual lawsuits with certainty. It cannot be ruled out that, due to the final ruling on some of the outstanding lawsuits, Jungheinrich may be faced with costs that exceed the provisions accrued for this purpose; the timing and extent of which cannot be predicted with certainty.
Warranty obligations are subject to uncertainties surrounding the enactment of new laws and regulations, the number of affected trucks and the nature of measures to be initiated. It cannot be ruled out that the expenses actually incurred for these measures may exceed the provisions accrued for them to an unpredictable extent. Further information can be found in note 26.
Although the expenses resulting from a necessary adjustment in provisions in the reporting period can have a significant impact on Jungheinrich's results, it is expected that – including provisions already accrued for this purpose – potentially ensuing obligations will not have a material effect on the Group's economic situation.
Annual Report 2017 • Jungheinrich AG
Notes to the consolidated financial statements
The standards which became mandatory in the EU for the first time as of 1 January 2017, did not have a material effect on the consolidated financial statements.
In May 2014, the IASB published the standard IFRS 15 "Revenue from Contracts with Customers". This replaces the regulations governing the recognition of revenue contained in the previous IAS 18 "Revenue" and IAS 11 "Construction Contracts". IFRS 15 stipulates to what amount and at what point in time net sales are to be recognised and expands the disclosure requirements. The new standard introduces a single, five-step model for realising revenue from contracts with customers. Initially, the customer contract and the separate performance obligations contained therein must be identified. Subsequently, the transaction price of the customer contract must be determined and allocated to the individual performance obligations. As soon as the agreed performance is rendered, net sales in the amount of the pro rata transaction price are to be recognised for each performance obligation.
Jungheinrich conducted an impact analysis to determine the effects of the application of IFRS 15 on the consolidated financial statements with respect to the current material types of contracts with customers.
In the Jungheinrich Group, net sales from the sale of material handling equipment and the provision of after-sales services are currently recognised when the significant risks and rewards of ownership have been transferred to the customer. In general, this is the case when the delivery has been made or a service has been rendered, the selling price is fixed or determinable and when the receipt of payment is reasonably certain. According to IFRS 15, revenue is realised upon the change of control, i.e. as soon as a customer has gained control over the goods. Furthermore, IFRS 15 requires that contracts concluded with the same customer at or around the same time must be examined to determine whether they should be treated as a single contract. This is the case if the contracts were negotiated as a package with a single commercial objective, if the amount
of the consideration for a contract depends on the price or performance of another contract or if the goods or services that are promised in the contracts constitute a single contractual obligation. Recognition of revenue in the Jungheinrich Group is currently based on individual contracts. Under IFRS 15, Jungheinrich will continue to recognise net sales separately based on individual contracts as none of the criteria which requires the combination of contracts are currently fulfilled.
When the outcome of a long-term construction contract can be estimated reliably, Jungheinrich recognises contract revenue and contract costs as net sales and cost of sales respectively with reference to the stage of completion of the contract activity (referred to as the "percentage of completion" method). Revenue recognition for construction contracts relating to MIAS stacker cranes will change under IFRS 15. The stacker cranes are manufactured in MIAS production halls and are installed on customer premises afterwards. Since the transfer of control to the customer is decisive pursuant to IFRS 15, Jungheinrich will recognise revenue and costs of construction contracts relating to MIAS-branded stacker cranes at a certain point in time, after customer acceptance. The recognition of revenue and the cost of sales for automation projects in the field of logistics systems remain unchanged under IFRS 15 and thus fulfil the conditions for revenue recognition over time.
Jungheinrich concludes financial service agreements with customers either directly or indirectly via leasing companies or banks (vendor contracts). If a leasing company acts as an intermediary, contracts with repurchase obligations and an agreed residual value guarantee that amounts totalling more than 10 per cent of the sales value are currently accounted for as "operating leases". The sales proceeds are deferred and released using the straight-line method with an effect on sales until the residual value guarantee expires. All other vendor contracts are currently recognised as sales, which means that the net sales are recognised in full at the net realisable value at the time of the sale of the truck to the leasing company or bank with an effect on profit or loss. IFRS 15 refers to the rules of IAS 17 "Leases" when the contract concluded includes a repurchase obligation. Jungheinrich anticipates that applying IFRS 15 will cause all vendor contracts with agreed repurchase obligations to be classified and
Notes to the consolidated financial statements
measured in accordance with IAS 17. With the application of IFRS 15, Jungheinrich will classify and measure all vendor contracts with agreed buyback obligations in accordance with IAS 17. The application of the classification criteria will result in shifts in revenue recognition. Vendor contracts that are currently accounted for as "operating leases" could be classified as and accounted for as "finance leases" in the future due to the application of classification criteria from IAS 17. In this event, in the future, revenue will be fully recognised based on the net sales value at the beginning of the contract.
The application of IFRS 15 is not expected to have a material impact on the consolidated financial statements. Group shareholders' equity in the opening balance sheet of the Group as of 1 January 2018 is reduced by a low single-digit million euro amount compared to the value published as of 31 December 2017.
The IASB completed its project for the replacement of IAS 39 "Financial Instruments: Recognition and Measurement" in July 2014 with publication of the final version of IFRS 9 "Financial Instruments". The new standard regulates the accounting treatment of financial assets and financial liabilities with respect to their classification, recognition and measurement, including the recognition of impairments. IFRS 9 also contains rules for the treatment of hedge accounting. The regulations on the classification and measurement of financial assets were thoroughly revised, while the regulations governing the accounting treatment of financial liabilities were taken over from IFRS 9 with virtually no changes. Furthermore, the recognition of impairments on financial assets was fundamentally changed, as expected losses must now be recognised alongside actual losses. In addition, the treatment of hedge accounting was changed, in order to more strongly align hedge accounting with the company's economic risk management activities. The regulations issued in IFRS 9 take new approaches to and facilitate designation options, effectiveness checks and the termination of hedging relationships.
The new classification statements of IFRS 9 will have no material effects on the accounting treatment of the Jungheinrich Group's financial assets. All financial assets currently accounted for at fair value will continue to be measured at fair value. Marketable securities in the special fund are currently classified exclusively as financial assets available for sale and are thus accounted for at fair value. Unrealised gains and losses from changes in fair value are recognised in shareholders' equity (accumulated other comprehensive income) until the securities are derecognised. The accumulated gains and losses generated by shareholders' equity previously recognised in other comprehensive income are transferred to the statement of income at the time of sale of the securities. In the event of a significant or sustained reduction in fair value, an impairment of the underlying asset is recognised in the statement of income even if the security has not yet been derecognised. The special fund contains both shareholders' equity and debt instruments. With the application of IFRS 9, the from securities resulting gains and losses, which arise from the measurement at fair value, are recognised directly in the statement of income.
The effects of the application of IFRS 9 on Jungheinrich will primarily result from the fact that the new rules for recognising impairments also consider expected future losses, whereas IAS 39 only takes account of the recognition of impairments that have already occurred. This primarily affects trade accounts receivable.
When applying IFRS 9 for the first time, Jungheinrich will have the option to continue applying the accounting rules of IAS 39 for hedges instead of the requirements of IFRS 9. Jungheinrich will continue applying the rules of IAS 39.
The transition to IFRS 9 will not result in any material effects on the earnings, financial or asset position.
IFRS 15 and IFRS 9 were adopted by the EU in September 2016 and become effective for the first time for financial years beginning on or after 1 January 2018.
In January 2016, the IASB published the standard IFRS 16 "Leases". It replaces the regulations for the accounting of leases included in IAS 17 "Leases" and in the associated interpretations IFRIC 4, SIC-15 and SIC-27. The new regulations primarily concern the accounting treatment of lessees, who will be required to record all leases, including all associated rights and liabilities, on their balance sheets. Exceptions are made for leases with a maximum term of twelve months – as long as the leases do not contain a purchase option – and for low-value leased items, which may continue to be accounted for as operating leases. The accounting policies for lessors are largely unchanged – especially regarding the continued need to classify leases. The new leasing standard requires more extensive disclosures for the lessee and the lessor. The analysis of the effects of the application of IFRS 16 on the consolidated financial statements has not yet been completed. The most significant effect identified so far has been that the Group has to recognise new assets (usage rights) and liabilities for existing operating leases, primarily relating to property, buildings and office space as well as for trucks for which Jungheinrich is the lessee. Furthermore, the recognition of expenses associated with these leases will change. The short-term rental and lease instalments relating to operating lease contracts are currently recognised as expenses during the contract's term using the straight-line method. The application of IFRS 16 results in the recognition of depreciation relating to usage rights as well as interest expenses using the effective interest method for the corresponding lease liabilities in the income statement over the lease term.
IFRS 16 was adopted by the EU in October 2017 and became effective for the first time for financial years beginning on or after 1 January 2019. Earlier application of IFRS 16 is possible. Jungheinrich will apply IFRS 16 for the first time for the financial year beginning on 1 January 2019. Jungheinrich currently plans the modified retrospective transition to IFRS 16, i.e. to waive the restatement of the previous year's figures and to report the accumulated transitional effects in retained earnings. If relevant, Jungheinrich will provide the additional disclosures required by IFRS 16 in the notes to the annual consolidated financial statements starting from the 2019 financial year.
The other amended standards published but not adopted by the EU are not expected to have a material impact on the Jungheinrich Group's assets, liabilities, financial position and profit or loss. Jungheinrich does not currently plan to apply these standards, which have been endorsed by the EU, until they become mandatory in later financial years.
In addition to the parent company, Jungheinrich AG, Hamburg, the consolidated financial statements include 74 (previous year: 74) foreign and 19 (previous year: 16) domestic companies. The scope of consolidation includes 83 (previous year: 80) fully consolidated subsidiaries, including one structured entity, which are directly or indirectly controlled by Jungheinrich AG. 10 (previous year: 10) joint ventures have been stated on the balance sheet through application of the equity method.
Universal-FORMICA-Fonds, Frankfurt/Main, in which Jungheinrich holds 100 per cent of the shares, is included in the scope of consolidation as a structured entity. On the basis of contractual agreements, Jungheinrich is able to steer the activities of the special fund and thus influence the amount of return. The purpose of investments in funds is to take advantage of opportunities to earn returns on the capital market while limiting risk. The special fund is managed to maintain value in order to limit risks.
All of the shareholdings of Jungheinrich AG, Hamburg, are disclosed in note 43.
| Jungheinrich AG | Subsidiaries | Joint ventures | ||||
|---|---|---|---|---|---|---|
| Germany | Germany | Abroad | Germany | Abroad | Total | |
| Balance on 01/01/2017 | 1 | 15 | 65 | 1 | 9 | 91 |
| Additions | – | 3 | – | – | – | 3 |
| Disposals | – | – | – | – | – | – |
| Balance on 31/12/2017 | 1 | 18 | 65 | 1 | 9 | 94 |
| Balance on 01/01/2016 | 1 | 15 | 64 | 1 | 2 | 83 |
| Additions | – | – | 3 | – | 7 | 10 |
| Disposals | – | – | 2 | – | – | 2 |
| Balance on 31/12/2016 | 1 | 15 | 65 | 1 | 9 | 91 |
Jungheinrich Projektlösungen AG & Co. KG, Offenbach am Main, was established in Germany in the second quarter of 2017. The company develops products for the logistics systems business.
The independent Jungheinrich Degernpoint AG & Co. KG, Moosburg, was founded in Germany in the second quarter of 2017 from the assets of Jungheinrich Moosburg AG & Co. KG, Moosburg, for the purpose of deconsolidation. Deconsolidation took place with economic effect as of 1 May 2017 with no change to the existing assets and liabilities in the Group.
With Jungheinrich Digital Solutions AG & Co. KG, Hamburg, a company was established in the fourth quarter of 2017 for the development, integration and sale of digital solutions in the areas of material handling equipment, logistics systems and other industrial trucks and machines. The company assumed its operating activities in January 2018.
The first-time consolidation of these companies did not result in any goodwill.
| in thousand € | 2017 | 2016 |
|---|---|---|
| New truck business | 2,099,129 | 1,762,790 |
| Short-term rental and used equipment |
569,885 | 555,663 |
| After-sales services | 922,555 | 852,303 |
| Intralogistics | 3,591,569 | 3,170,756 |
| Financial services | 840,284 | 737,190 |
| Segment total | 4,431,853 | 3,907,946 |
| Reconciliation | –996,528 | –823,097 |
| Jungheinrich Group | 3,435,325 | 3,084,849 |
Net sales generated by the "Intralogistics" segment includes €108,628 thousand in contract revenue calculated using the percentage of completion method (previous year: €69,411 thousand).
Net sales generated by the "Financial Services" segment includes €50,422 thousand in interest income from finance lease customer contracts (previous year: €47,422 thousand).
The cost of sales includes the cost of materials consisting of expenses for raw materials and supplies as well as for purchased goods and services totalling €1,791,003 thousand (previous year: €1,554,035 thousand).
The cost of materials includes €4,189 thousand in currency losses (previous year: currency gains of €13,022 thousand) primarily resulting from purchases by non-German sales companies in Group currency and the associated currency hedges.
The cost of sales includes €24,351 thousand (previous year: €25,986 thousand) in interest expenses associated with the matching-term refinancing of long-term customer contracts in the "Financial Services" segment.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Salaries | 797,353 | 740,316 |
| Social security contributions | 158,919 | 146,501 |
| Cost of pensions and other benefits |
||
| Defined benefit plans | 12,526 | 12,083 |
| Defined contribution plans | 9,104 | 7,787 |
| Other costs for pensions and other benefits |
829 | 845 |
| 978,731 | 907,532 |
| 2017 | 2016 | |
|---|---|---|
| Hourly-paid employees | 7,323 | 6,835 |
| Salaried employees | 7,841 | 7,299 |
| Trainees and apprentices | 400 | 402 |
| 15,564 | 14,536 |
In addition to personnel expenses, functional costs include the cost of temporary workers amounting to €37,947 thousand (previous year: €29,843 thousand).
Depreciation, amortisation, impairment losses and write-ups are shown in the development of intangible assets, property, plant and equipment, trucks for short-term rental and leased equipment as well as investments in companies accounted for using the equity method. All the depreciation, amortisation, impairment losses and write-ups are included in the functional costs.
Other operating income of the year being reviewed includes €869 thousand (previous year: €490 thousand) in income from the disposal of property, plant and equipment, intangible assets as well as €240 thousand (previous year: €813 thousand) in reversals of deferred government grants.
Other operating income from 2016 included income from the deconsolidation of Boss Manufacturing Ltd., Leighton Buzzard (UK), totalling €4,725 thousand.
Other operating expenses in the reporting year include €1,124 thousand (previous year: €714 thousand) in losses from the disposal of property, plant and equipment and intangible assets.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Interest and similar income on securities |
370 | –820 |
| Other interest and similar income |
768 | 995 |
| Interest income | 1,138 | 175 |
| Interest expenses | 8,788 | 8,096 |
| Net interest | –7,650 | –7,921 |
97
Drive To our shareholders Group management report Consolidated financial statements Addtional information
| in thousand € | 2017 | 2016 |
|---|---|---|
| Income (loss) from derivatives |
–2,874 | –5,694 |
| Net interest on defined benefit pension plans |
–3,588 | –4,200 |
| Sundry financial income (loss) | –1,101 | –1,429 |
| Other financial income (loss) | –7,563 | –11,323 |
Income (loss) from derivatives includes all income (loss) from derivative financial instruments that do not relate to supplies and services and were not designated as hedges as at the balance sheet date. These primarily include derivative financial instruments used to hedge foreign exchange rates when concluding intragroup financial transactions as well as derivatives in the special fund. Income (loss) from derivatives also include changes in currency exchange rates pertaining to financing. Income (loss) from derivatives in connection with supplies and services is stated as part of the cost of sales.
Other financial income (loss) includes €334 thousand (previous year: €610 thousand) in interest accretions to non-current provisions for personnel.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Current taxes | ||
| Germany | 41,041 | 35,288 |
| Abroad | 22,503 | 29,981 |
| Deferred taxes | ||
| Germany | 2,508 | 2,290 |
| Abroad | –4,800 | –6,189 |
| Tax expenses | 61,252 | 61,370 |
The current tax expenses in Germany increased compared to the previous year due to the positive earnings trend. It includes income from the preceding year's taxes in the amount of €0.1 million (previous year: tax expenses of €1.7 million).
The current foreign tax expenses decreased compared to the previous year as depreciation rules for capital goods designed to boost the economy were applied and tax rates lowered. The sum for 2017 includes tax income for previous years totalling €2.7 million (previous year: €2.2 million).
Deferred taxes of foreign and German origin remained virtually unchanged in profit or loss compared to the previous year. The deferred tax income of €2.3 million (previous year: €3.9 million) in the year under review was attributable to an expense of €2.1 million (previous year: €1.1 million) from the use of loss carryforwards and tax income of €4.4 million (previous year: €5.0 million) arising from changes in temporary differences.
The domestic corporate income tax rate for the 2017 financial year was 30.0 per cent (previous year: 30.0 per cent). It comprises the corporate income tax burden of 15.0 per cent along with the solidarity surcharge of 5.5 per cent of the corporate income tax burden and a trade tax rate of 14.2 per cent.
The applied local income tax rates for foreign companies varied between 9.0 per cent (previous year: 9.0 per cent) and 35.0 per cent (previous year: 35.0 per cent).
As of 31 December 2017, the Group had approximately €51 million in corporate tax loss carryforwards (previous year: €64 million). The loss carried forward (US) amounted to approximately €31 million as of 31 December 2017 (previous year: €38 million). The change is due to currency exchange rates. The reduction in the tax rate due to the US tax reform was not recognised in profit or loss as deferred tax assets were not recognised in view of future utilisation options as in the previous year. The loss carryforward (US) can essentially be carried forward until 2026.
As of 31 December 2017, the Group had around €19.5 million in utilisable corporate tax loss carryforwards (previous year: €26 million). They could be carried forward indefinitely. An impairment of €0.1 million (previous year: €0.1 million) was recognised for deferred tax assets in connection with these loss carryforwards. As of 31 December 2017, trade tax loss carryforwards also amounted to €1.3 million (previous year: €2.3 million).
Notes to the consolidated financial statements
| Deferred tax assets | Deferred tax liabilities | ||||
|---|---|---|---|---|---|
| in thousand € | 31/12/2017 | 31/12/2016 | 31/12/2017 | 31/12/2016 | |
| Property, plant and equipment and intangible assets | 186,178 | 163,593 | 91,771 | 74,508 | |
| Inventories | 29,589 | 15,839 | 10,979 | 7,847 | |
| Receivables and other assets | 115,369 | 77,515 | 330,130 | 306,613 | |
| Tax loss carryforwards | 4,949 | 7,038 | – | – | |
| Provisions for pensions | 31,806 | 34,080 | 1,216 | 531 | |
| Other provisions | 22,917 | 16,472 | 6,070 | 332 | |
| Liabilities | 175,061 | 177,132 | 59,778 | 35,815 | |
| Deferred income | 9,519 | 11,503 | – | – | |
| Other | 21,080 | 17,852 | 10,302 | 8,287 | |
| Deferred taxes prior to offsetting | 596,468 | 521,024 | 510,246 | 433,933 | |
| Offsetting | –490,548 | –414,644 | –490,548 | –414,644 | |
| Balance sheet recognition | 105,920 | 106,380 | 19,698 | 19,289 |
When stating deferred tax assets on the balance sheet, the extent to which future effective tax relief might result from existing tax loss carryforwards and the differences in accounting and valuation must be assessed. In this context, all positive and negative influential factors have been taken into account. The assessment has not changed compared to the previous year. The current assessment of this point may alter depending on changes to the earnings position in future years and may therefore result in a higher or lower valuation allowance.
€86,222 thousand (previous year: €87,091 thousand) of the net amount of the deferred taxes of €27,321 thousand (previous year: €30,170 thousand) was recognised directly in shareholders' equity.
The following table shows the reconciliation of the expected amount to the disclosed tax expenses. The expected tax expenses reported is the resulting amount from applying the total tax rate of 30.0 per cent (previous year: 30.0 per cent) applicable to the parent company to consolidated earnings before income taxes.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Expected tax expenses | 73,019 | 64,718 |
| Change in the tax rate | 828 | 1,772 |
| Foreign tax differentials | –4,426 | –821 |
| Change in valuation allowances |
22 | 19 |
| Change in taxes from the previous year |
–2,424 | –586 |
| Non-deductible operating expenses and tax-free gains |
–6,410 | –4,901 |
| Miscellaneous | 643 | 1,169 |
| Actual tax expenses | 61,252 | 61,370 |
In 2017, the Group's tax quota was 25.2 per cent (previous year: 28.4 per cent).
| Internally | ||||
|---|---|---|---|---|
| in thousand € | Acquired intangible assets |
generated intangible assets |
Goodwill | Total |
| Acquisition and manufacturing costs Balance on 01/01/2017 |
113,287 | 113,602 | 38,356 | 265,245 |
| Changes in currency exchange rates | –1,779 | –112 | –84 | –1,975 |
| Additions | 6,464 | 21,350 | – | 27,814 |
| Disposals | 2,390 | 18,879 | – | 21,269 |
| Balance on 31/12/2017 | 115,582 | 115,961 | 38,272 | 269,815 |
| Amortisation/impairment Balance on 01/01/2017 |
45,450 | 67,939 | 3,099 | 116,488 |
| Changes in currency exchange rates | –344 | –9 | – | –353 |
| Amortisation in the financial year | 10,079 | 8,814 | – | 18,893 |
| Impairment in the financial year | – | 3,984 | 152 | 4,136 |
| Accumulated amortisation/impairment on disposals |
2,375 | 18,879 | – | 21,254 |
| Balance on 31/12/2017 | 52,810 | 61,849 | 3,251 | 117,910 |
| Carrying amount on 31/12/2017 | 62,772 | 54,112 | 35,021 | 151,905 |
| Internally | ||||
|---|---|---|---|---|
| in thousand € | Acquired intangible assets |
generated intangible assets |
Goodwill | Total |
| Acquisition and manufacturing costs Balance on 01/01/2016 |
101,854 | 98,379 | 33,479 | 233,712 |
| Changes in currency exchange rates | 679 | –14 | 14 | 679 |
| Additions due to business combinations | 5,876 | – | 4,863 | 10,739 |
| Additions | 5,564 | 15,237 | – | 20,801 |
| Disposals | 1,687 | – | – | 1,687 |
| Transfers | 1,001 | – | – | 1,001 |
| Balance on 31/12/2016 | 113,287 | 113,602 | 38,356 | 265,245 |
| Amortisation/impairment Balance on 01/01/2016 |
36,643 | 58,528 | 3,015 | 98,186 |
| Changes in currency exchange rates | –20 | – | –3 | –23 |
| Additions due to business combinations | 10 | – | – | 10 |
| Amortisation in the financial year | 10,226 | 8,409 | – | 18,635 |
| Impairment in the financial year | – | 1,002 | 87 | 1,089 |
| Accumulated amortisation on disposals | 1,409 | – | – | 1,409 |
| Balance on 31/12/2016 | 45,450 | 67,939 | 3,099 | 116,488 |
| Carrying amount on 31/12/2016 | 67,837 | 45,663 | 35,257 | 148,757 |
Notes to the consolidated financial statements
Internally generated intangible assets include the Jungheinrich Group's capitalised development expenditures. €21,350 thousand in development expenditures (previous year: €15,237 thousand) met the capitalisation criteria under IFRS.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Research costs and uncapitalised development expenditure |
55,298 | 46,842 |
| Amortisation of capitalised development expenditure |
8,814 | 8,409 |
| Impairment of capitalised development expenditure |
3,984 | 1,002 |
| 68,096 | 56,253 |
The impairment test performed on the carrying amounts of capitalised development expenditures is broken down by product line on the basis of estimated discounted future cash flows. The impairment test conducted as of 31 December 2017 resulted in an impairment loss of €3,984 thousand for four truck model series. The impairment test conducted in the previous year resulted in an impairment loss of €1,002 thousand for three truck model series.
In the fourth quarter of 2017, Jungheinrich performed the annual impairment tests on the goodwill assigned to the CGUs. The main assumptions on which the calculation of the value in use of a CGU was based were free cash flows, the discount rate and the long-term growth rate.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| MIAS Group | 24,109 | 24,109 |
| Sales company in: | ||
| Australia | 4,151 | 4,151 |
| Romania | 2,958 | 3,036 |
| Chile | 1,819 | 1,819 |
| Austria | 1,771 | 1,771 |
| Other | 111 | 269 |
| Jungheinrich Systemlösungen GmbH, |
||
| Graz (Austria) | 102 | 102 |
| 35,021 | 35,257 |
An impairment was recognised when reviewing the South African goodwill in the reporting year. The CGU's carrying amount was higher than its calculated recoverable amount, resulting in an impairment loss of €152 thousand recognised in 2017 in other operating expenses. The impairment loss of €87 thousand recorded in the previous year related to the impairment of Malaysian goodwill. The impairment losses were allocated in full to goodwill.
The impairment tests conducted on the other goodwill did not result in an impairment loss. A 0.5 per cent increase in the applied discount rates in each case or a 0.5 per cent decrease in the growth rates would not have resulted in an impairment loss.
| Pre-tax discount rate | Sustainable growth rate | |||
|---|---|---|---|---|
| in % | 30/09/2017 | 30/09/2016 | 30/09/2017 | 30/09/2016 |
| MIAS Group | 12.2 | 11.2 | 1.2 | 1.0 |
| Sales company in: | ||||
| Australia | 12.2 | 10.9 | 1.2 | 1.2 |
| Romania | 15.3 | 13.5 | 1.3 | 1.0 |
| Technical | ||||
|---|---|---|---|---|
| including buildings on third-party land |
and machinery |
office equipment |
Construction in progress |
Total |
| 431,517 | 160,999 | 271,720 | 10,967 | 875,203 |
| –2,363 | –731 | –2,046 | –86 | –5,226 |
| 11,782 | 12,312 | 33,091 | 24,348 | 81,533 |
| 1,171 | 6,901 | 21,010 | – | 29,082 |
| 3,486 | 3,626 | 1,768 | –8,880 | – |
| 443,251 | 169,305 | 283,523 | 26,349 | 922,428 |
| 147,580 | 115,946 | 181,195 | – | 444,721 |
| –750 | –392 | –1,177 | – | –2,319 |
| 14,761 | 13,084 | 26,979 | – | 54,824 |
| 521 | 6,369 | 19,830 | – | 26,720 |
| 161,070 | 122,269 | 187,167 | – | 470,506 |
| 282,181 | 47,036 | 96,356 | 26,349 | 451,922 |
| Land and buildings | equipment | Factory and |
| Land and buildings | Technical equipment |
Factory and | |||
|---|---|---|---|---|---|
| in thousand € | including buildings on third-party land |
and machinery |
office equipment |
Construction in progress |
Total |
| Acquisition and manufacturing costs Balance on 01/01/2016 |
419,008 | 153,474 | 248,600 | 13,824 | 834,906 |
| Changes in currency exchange rates | –1,649 | 59 | 118 | –2 | –1,474 |
| Additions due to business combinations | 46 | 121 | 448 | – | 615 |
| Additions | 7,549 | 8,861 | 27,245 | 9,769 | 53,424 |
| Disposals | 273 | 3,570 | 7,424 | – | 11,267 |
| Transfers | 6,836 | 2,054 | 2,733 | –12,624 | –1,001 |
| Balance on 31/12/2016 | 431,517 | 160,999 | 271,720 | 10,967 | 875,203 |
| Depreciation Balance on 01/01/2016 |
133,792 | 106,673 | 161,332 | – | 401,797 |
| Changes in currency exchange rates | –617 | 3 | 318 | – | –296 |
| Additions due to business combinations | 13 | – | 127 | – | 140 |
| Depreciation in the financial year | 14,655 | 13,081 | 24,937 | – | 52,673 |
| Accumulated depreciation on disposals | 273 | 3,373 | 5,947 | – | 9,593 |
| Transfers | 10 | –438 | 428 | – | – |
| Balance on 31/12/2016 | 147,580 | 115,946 | 181,195 | – | 444,721 |
| Carrying amount on 31/12/2016 | 283,937 | 45,053 | 90,525 | 10,967 | 430,482 |
Additions to property, plant and equipment included €12,667 thousand (previous year: €13,266 thousand) in leased real estate, which classify the Group as commercial owner due to the nature of the underlying leases (finance leases). Depreciation on leased property in the year under review totalled €571 thousand (previous year: €701 thousand).
As at the balance sheet date, land and buildings were put up as mortgage to back €34,766 thousand (previous year: €31,356 thousand) in liabilities due to banks.
(14) Trucks for short-term rental
| in thousand € | 2017 | 2016 |
|---|---|---|
| Acquisition and manufacturing costs Balance on 01/01 |
588,765 | 534,022 |
| Changes in currency exchange rates |
–10,164 | 5,955 |
| Additions due to business combinations |
– | 8,236 |
| Additions | 239,088 | 174,333 |
| Disposals | 157,762 | 133,781 |
| Balance on 31/12 | 659,927 | 588,765 |
| Depreciation Balance on 01/01 Changes in currency |
262,349 | 234,757 |
| exchange rates | –4,134 | 3,388 |
| Additions due to business combinations |
– | 4,248 |
| Depreciation in the financial year |
102,928 | 90,675 |
| Accumulated depreciation on disposals |
76,077 | 70,719 |
| Balance on 31/12 | 285,066 | 262,349 |
| Carrying amount on 31/12 | 374,861 | 326,416 |
The total fleet of trucks for short-term rental includes leased trucks for short-term rental amounting to €4,550 thousand (previous year: €13,546 thousand), which classify the Group as commercial owner due to the nature of the underlying leases (finance leases). Corresponding depreciation on these trucks in the financial year amounts to €2,974 thousand (previous year: €2,564 thousand).
Trucks for short-term rental with a total carrying amount of €66,633 thousand (previous year: €62,779 thousand) were put up as collateral for their associated financial liabilities within the scope of the financing of receivables from intragroup rentalpurchase agreements.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Acquisition and manufacturing costs Balance on 01/01 |
602,065 | 534,947 |
| Changes in currency exchange rates |
–6,060 | –7,559 |
| Additions | 194,984 | 182,302 |
| Disposals | 96,523 | 107,625 |
| Balance on 31/12 | 694,466 | 602,065 |
| Depreciation Balance on 01/01 |
207,398 | 180,464 |
| Changes in currency exchange rates |
–2,024 | –2,845 |
| Depreciation in the financial year |
103,850 | 91,301 |
| Accumulated depreciation on disposals |
63,072 | 61,522 |
| Balance on 31/12 | 246,152 | 207,398 |
| Carrying amount on 31/12 | 448,314 | 394,667 |
Notes to the consolidated financial statements Drive To our shareholders Group management report Consolidated financial statements Addtional information
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| "Operating lease" contracts with customers |
404,980 | 354,432 |
| Contracts concluded with a leasing company acting as |
||
| an intermediary | 43,334 | 40,235 |
| 448,314 | 394,667 |
Within the framework of financial services offered by Jungheinrich Group companies acting as lessors, trucks for which a lease classified as an "operating lease" in accordance with IFRS has been concluded with the end customer are capitalised as trucks for lease.
Trucks for lease with a carrying amount of €240,017 thousand (previous year: €218,492 thousand) were put up as collateral for the liabilities from financial services as at the balance sheet date.
Customer contracts concluded with a leasing company acting as an intermediary are also capitalised under the item "Trucks for lease from financial services" on the basis of the amount of an agreed residual value guarantee at more than 10 per cent of the fair value of the equipment for lease.
The "operating leases" existing on the balance sheet date included €65,010 thousand (previous year: €59,882 thousand) in truck fleets, which are made available to key accounts so that they can make flexible use of them. They also included a truck fleet in the amount of €12,097 thousand (previous year: €10,695 thousand) which are made available to customers in Australia so that they can make flexible use of them.
In relation to the remaining non-cancellable operating leases valid as at the balance sheet date, the future lease payments to be paid to Jungheinrich are presented in the following table, broken down by maturity.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Due within one year | 109,871 | 96,152 |
| Due in one to five years | 195,177 | 168,366 |
| Due in more than five years | 2,007 | 1,560 |
| Balance on 31/12 | 307,055 | 266,078 |
Trucks for lease with carrying amounts of €102,912 thousand (previous year: €87,891 thousand) are financed using the sale and leaseback method. Future minimum lease payments from sublease arrangements total €76,282 thousand (previous year: €59,070 thousand).
| in thousand € | 2017 | 2016 |
|---|---|---|
| Balance on 01/01 | 26,204 | 10,695 |
| Additions | – | 15,604 |
| Pro rata earnings | 2,028 | 5,785 |
| Dividend payments | 2,093 | 3,330 |
| Consolidation | 956 | –2,550 |
| Balance on 31/12 | 27,095 | 26,204 |
| Share of capital in % | ||||
|---|---|---|---|---|
| Company | Main business | 31/12/2017 | 31/12/2016 | |
| JULI Motorenwerk s.r.o., Moravany (Czech Republic) | Development, production and distribution of electric motors |
50 | 50 | |
| Jungheinrich Heli Industrial Truck Rental (China) Co., Ltd., Shanghai (China) |
Short-term rental of material handling equipment on the Chinese market |
50 | 50 |
Information on the other companies accounted for using the equity method can be found in note 43.
The following table contains summarised financial information on the individual significant joint ventures, whereby the disclosures do not represent Jungheinrich AG's share, but rather the entire entity.
| JULI Motorenwerk s.r.o., Moravany (Czech Republic)1 |
Jungheinrich Heli Industrial Truck Rental (China) Co., Ltd., Shanghai (China)1 |
|||
|---|---|---|---|---|
| in thousand € | 2017 | 2016 | 2017 | 20162 |
| Net sales | 149,490 | 133,383 | 22,115 | 10,904 |
| Net income | 6,367 | 12,525 | 433 | –348 |
| in thousand € | 31/12/2017 | 31/12/2016 | 31/12/2017 | 31/12/2016 |
|---|---|---|---|---|
| Non-current assets | 22,686 | 20,298 | 49,376 | 40,129 |
| Current assets | 30,424 | 27,632 | 12,026 | 12,357 |
| Non-current liabilities | 993 | 682 | 9,994 | 14,207 |
| Current liabilities | 18,364 | 17,145 | 25,536 | 11,389 |
| Shareholders' equity | 33,753 | 30,103 | 25,872 | 26,890 |
1 Including subsidiaries
2 The disclosures for the statement of income related to the short financial year from 1 May to 31 December 2016.
| JULI Motorenwerk s.r.o., Moravany (Czech Republic)1 |
Jungheinrich Heli Industrial Truck Rental (China) Co., Ltd., Shanghai (China)1 |
|||
|---|---|---|---|---|
| in thousand € | 31/12/2017 | 31/12/2016 | 31/12/2017 | 31/12/2016 |
| Shareholders' equity | 33,753 | 30,103 | 25,872 | 26,890 |
| Pro rata shareholders' equity | 16,877 | 15,052 | 12,936 | 13,445 |
| Consolidation/other | –2,561 | –1,826 | –778 | –2,451 |
| Carrying amount of the Group's interests in joint venture | 14,316 | 13,226 | 12,158 | 10,994 |
1 Including subsidiaries
The following table contains aggregated financial information on the individual immaterial joint ventures, whereby the disclosures represent the Jungheinrich Group's share in each case.
| Other joint ventures | ||
|---|---|---|
| in thousand € | 2017 | 2016 |
| Net income | –1,406 | –318 |
| Comprehensive income (loss) | –1,406 | –318 |
| Carrying amount of the Group's interests in joint ventures on 31/12 | 621 | 1,984 |
The Group did not recognise pro rata losses of a total of €43 thousand (previous year: €– thousand) in respect of its shares in joint ventures. The cumulative losses not recognised in the carrying amount calculated using the equity method amounted to €43 thousand as of 31 December 2017 (previous year: €– thousand).
The impairment test performed on investments in companies accounted for using the equity method as at the balance sheet date in 2017 did not result in any impairment losses.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Raw materials and supplies | 94,157 | 74,005 |
| Work in progress | 24,280 | 24,232 |
| Finished goods | 168,487 | 135,039 |
| Merchandise | 111,804 | 96,044 |
| Spare parts | 57,867 | 51,022 |
| Advance payments | 24,695 | 15,308 |
| 481,290 | 395,650 |
€39,624 thousand (previous year: €30,497 thousand) of the inventories are carried at their net realisable value. Write-downs recognised for inventories as at the balance sheet date amounted to €45,613 thousand (previous year: €41,400 thousand).
Annual Report 2017 • Jungheinrich AG
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Trade accounts receivable (excluding receivables from construction contracts) |
662,915 | 610,865 |
| Receivables from construction contracts |
20,372 | 17,744 |
| Valuation allowances | –15,280 | –14,822 |
| 668,007 | 613,787 |
Trade accounts receivable include notes receivable in the amount of €6,593 thousand (previous year: €9,038 thousand). €254 thousand in notes receivable presented for a discount (previous year: €1,159 thousand) were not derecognised from the accounts because Jungheinrich was exposed to the risk of default as at the balance sheet date. The related notes payable are recognised as financial liabilities.
Trade accounts receivable included €98 thousand (previous year: €96 thousand) in receivables from affiliated companies and €8,786 thousand (previous year: €5,165 thousand) in receivables from companies accounted for using the equity method.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Valuation allowances on 01/01 |
14,822 | 14,083 |
| Changes in currency exchange rates |
–231 | –93 |
| Utilisations | 1,713 | 1,201 |
| Releases | 471 | 837 |
| Additions | 2,873 | 2,870 |
| Valuation allowances on 31/12 |
15,280 | 14,822 |
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Less than 30 days overdue | 76,293 | 61,902 |
| Between 30 and 60 days overdue |
20,146 | 18,657 |
| Between 61 and 90 days overdue |
8,773 | 8,291 |
| Between 91 and 180 days overdue |
8,968 | 7,529 |
| More than 180 days overdue | 298 | 358 |
| Total overdue trade accounts receivable without valuation allowances |
114,478 | 96,737 |
As at the balance sheet date, no valuation allowances had been made for €512,152 thousand in trade accounts receivable (previous year: €474,657 thousand), nor were they past due. As at the balance sheet date, there was no indication that the debtors could not meet their payment obligations.
Credit insurance was in place as at the balance sheet date for trade accounts receivable in a two-digit million euro amount.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Costs incurred and profits stated (less recognised losses) |
149,133 | 70,061 |
| Advance payments received | –128,761 | –52,317 |
| Receivables from construction contracts |
20,372 | 17,744 |
Within the framework of the financial services business in which Jungheinrich Group companies act as lessors, the net investment values of customer leases classified as finance leases in accordance with IFRS are capitalised as receivables from financial services from the beginning of the lease onwards. Only lease payments due in the future and non-guaranteed residual values are recognised as receivables from financial services. Amounts past due and valuation allowances for amounts transferred to trade accounts receivable when the lease payments fall due are therefore recognised in note 18.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Total minimum lease payments |
1,010,613 | 851,380 |
| Due within one year | 287,969 | 255,256 |
| Due in one to five years | 668,681 | 561,812 |
| Due in more than five years | 53,963 | 34,312 |
| Present value of minimum lease payments |
890,729 | 751,842 |
| Due within one year | 241,370 | 214,818 |
| Due in one to five years | 597,972 | 504,520 |
| Due in more than five years | 51,387 | 32,504 |
| Unearned interest income | 119,884 | 99,538 |
Receivables from financial services include minimum lease payments from sublease arrangements amounting to €240,421 thousand (previous year: €211,548 thousand).
Receivables from financial services with carrying amounts of €506,485 thousand (previous year: €448,747 thousand) were pledged as collateral for liabilities from financial services as at the balance sheet date.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Receivables from other taxes | 43,740 | 37,145 |
| Assets from the measure ment of funded pension plans |
4,070 | 1,482 |
| Receivables from loans and advances granted to employees |
1,070 | 916 |
| Other assets | 8,987 | 8,384 |
| 57,867 | 47,927 |
Other receivables and other assets include receivables from companies accounted for using the equity method in the amount of €20 thousand (previous year: €– thousand).
As at the balance sheet date, there were no other receivables and other assets past due or value adjusted. As at the balance sheet date, there was no indication that the debtors could not meet their payment obligations.
| in thousand € | 31/12/2017 | 31/12/2016 | ||
|---|---|---|---|---|
| Bonds and debenture bonds | 129,455 | 141,766 | ||
| Promissory notes | 15,000 | – | ||
| Shares | 11,908 | 6,356 | ||
| Covered bonds | 11,428 | 4,569 | ||
| Investment funds | 2,645 | 8,699 | ||
| 170,436 | 161,390 |
€52,010 thousand (previous year: €40,521 thousand) of the securities are financial instruments classified as "held-to-maturity financial assets". Jungheinrich intends to, and can, hold these securities until they mature. Jungheinrich's securities on 31 December 2017 will mature in the years from 2018 to 2019. The impairment test carried out on the securities as at the balance sheet date did not result in any impairment losses in 2017. All of Jungheinrich's securities on 31 December 2016 which were due to mature 2017, were redeemed when they matured.
The securities held in the special fund on 31 December 2017 had a carrying amount of €118,426 thousand (previous year: €120,869 thousand) and were designated as "available for sale".
Cash and cash equivalents include bank balances, cash balances and checks. They have an original maturity of three months or less. Cash and cash equivalents include €13,642 thousand (previous year: €7,376 thousand) in bank balances of the special fund. As at the balance sheet date, the Jungheinrich Group's bank balances totalled €9,231 thousand (previous year: €8,815 thousand), which were pledged to banks.
Prepaid expenses consist mainly of advance payments on short-term rents, lease payments, interest and insurance premiums.
The subscribed capital of Jungheinrich AG, Hamburg (Germany) was fully paid up as at the balance sheet date and amounted to €102,000 thousand (previous year: €102,000 thousand). As in the previous year, it was divided among 54,000,000 ordinary shares and 48,000,000 preferred shares, each accounting for an imputed €1.00 share of the subscribed capital. All of the shares had been issued as at the balance sheet date.
Holders of non-voting preferred shares will receive a preferential share of the profit of €0.04 per preferred share from the distributable profit which is distributed. On payment of a €0.04 share of the profit per ordinary share, the distributable profit remaining for distribution will be distributed among ordinary and preferred shareholders in line with the pro rata share of subscribed capital attributable to their shares, whereby unlike ordinary shareholders, preferred shareholders are entitled to an additional dividend of €0.02 per preferred share.
Capital reserves include premiums from the issuance of shares and additional income from the sale of own shares in previous years.
Retained earnings contain undistributed earnings generated by Jungheinrich AG and consolidated subsidiaries in previous years as well as net income for the period under review.
Jungheinrich AG pays its dividend from the distributable profit stated in the annual financial statements of Jungheinrich AG, which are prepared in accordance with the German Commercial Code. The Board of Management of Jungheinrich AG proposes to use the €57,351 thousand distributable profit for the 2017 financial year to make a dividend payment of €49,920 thousand, corresponding to a dividend of €0.48 per ordinary share and a dividend of €0.50 per preferred share, as well as to transfer €7,431 thousand to other retained earnings.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Income (loss) from the measurement of financial instruments with a hedging |
||
| relationship | –1,009 | –1,933 |
| Unrealised income (loss) | –408 | 8,378 |
| Realised income (loss) | –1,120 | –10,609 |
| Deferred taxes | 519 | 298 |
| Income (loss) from the measurement of available |
||
| for-sale financial instruments | 581 | 495 |
| Unrealised income (loss) | 1,395 | –111 |
| Realised income (loss) | –565 | 818 |
| Deferred taxes | –249 | –212 |
| Income (loss) from currency translation |
–15,758 | –5,590 |
| Unrealised income (loss) | –15,758 | –865 |
| Realised income (loss) | – | –4,725 |
| Income (loss) from the measurement of pensions |
7,912 | –20,043 |
| Income (loss) from the remeasurement of defined |
||
| benefit pension plans | 11,031 | –26,904 |
| Deferred taxes | –3,119 | 6,861 |
| Other comprehensive income (loss) |
–8,274 | –27,071 |
Jungheinrich is not subject to any minimum capital requirements pursuant to its articles of association.
The Group manages the way in which its capital is used commercially via the return on interest-bearing capital employed (ROCE). ROCE in the year under review was 17.3 per cent (previous year: 17.8 per cent).
| in thousand € | 2017 | 2016 |
|---|---|---|
| Interest-bearing capital 31/12 | 1,496,683 | 1,318,212 |
| EBIT | 258,611 | 234,969 |
| ROCE in % |
17.3 | 17.8 |
The capital and finance structure of the Group and its companies is managed primarily using the "debt ratio" as a key ratio. The debt ratio is defined as the ratio of net debt to earnings before interest, taxes, depreciation and amortisation (EBITDA) adjusted to exclude depreciation on trucks for lease from financial services.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Financial liabilities | 449,879 | 319,495 |
| Cash and cash equivalents and securities |
–443,239 | –375,477 |
| Net debt | 6,640 | –55,982 |
The Jungheinrich Group reported net debt of €6,640 thousand (previous year: €55,982 thousand net credit) as at the balance sheet date. The debt ratio remained at a good level.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Net debt | 6,640 | –55,982 |
| EBITDA (adjusted to exclude depreciation on trucks for lease from financial services) |
439,392 | 398,041 |
| Debt ratio in years |
0.02 | < 0 |
Jungheinrich determines the key ratios when preparing its quarterly financial statements. They are reported to the Board of Management once a quarter, in order to enable it to introduce measures if necessary.
Jungheinrich Group company pension schemes are either defined contribution or defined benefit plans. In defined contribution plans, Jungheinrich does not assume any obligation in addition to the contributions made to state-owned or private pension insurers. Ongoing contributions are recorded as a pension cost of the corresponding year.
In Germany, major obligations have been assumed for defined benefit pension commitments regulated in individual and collective agreements for members of the Board of Management, managing directors and employees of Jungheinrich AG and its German subsidiaries. When pension benefits are committed within the framework of collective agreements, the amount of the pension claim depends on the number of eligible years of service when the pension payment is scheduled to start as well as on the monthly average salary of the beneficiary. German pension plans are funded by provisions. The company pension plans of Jungheinrich AG and of Jungheinrich Moosburg AG & Co. KG have been closed to employees and managing directors since 1 July 1987 and 14 April 1994 respectively.
In the United Kingdom, major obligations have been assumed to fulfil defined benefit pension commitments regulated in shop agreements to employees of Jungheinrich UK Ltd. and former employees of the Boss Manufacturing Ltd. production plant which was closed in 2004. The pension plans of these companies were merged in 2003. The level of the committed benefits depends on the average compensation received by the beneficiaries during their years of service. The pension plan is funded by an outsourced fund and has been closed to new employees since 1 October 2002 and 18 January 2003. Jungheinrich UK Ltd. and employee contributions are still being paid for beneficiaries of the pension plan.
In other countries outside of Germany, several companies have pension plans for managing directors and employees. The principle foreign pension claims are covered by insurance contracts.
According to Italian law, existing severance obligations to managing directors and employees were reclassified by Jungheinrich in the year under review. The benefit obligations recognised under provisions for personnel at their present value of €9,205 thousand as of 31 December 2016, have been recorded as part of the "provisions for pensions and similar obligations" balance sheet line item since 1 January 2017.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Present value of funded defined benefit obligations |
295,587 | 309,207 |
| Fair value of plan assets | 285,080 | 295,329 |
| Funding gap | 10,507 | 13,878 |
| Present value of unfunded defined benefit obligations |
205,350 | 207,330 |
| Net defined benefit liability |
215,857 | 221,208 |
| Germany | 187,317 | 197,683 |
| United Kingdom | –4,070 | –1,482 |
| Other countries | 32,610 | 25,007 |
Of the net defined benefit liability from defined benefit pension plans, €219,927 thousand (previous year: €222,690 thousand) is recorded under the item "provisions for pensions and similar obligations" and €4,070 thousand (previous year: €1,482 thousand) is stated under "other assets".
| in thousand € | 2017 | 2016 |
|---|---|---|
| Present value of defined benefit obligations on 01/01 |
516,537 | 496,200 |
| Changes in currency exchange rates |
–13,398 | –34,798 |
| Current service cost | 7,691 | 7,491 |
| Settlement gains | – | –304 |
| Past service cost | 480 | –122 |
| Interest cost | 10,442 | 13,025 |
| Actuarial gains (–)/ losses (+) on |
||
| changes in financial assumptions |
–3,446 | 73,013 |
| changes in demographic assumptions |
425 | –1,009 |
| experience adjustments | –3,935 | 2,105 |
| Employee contributions | 1,883 | 1,962 |
| Pension payments made using company assets |
–8,874 | –10,029 |
| Pension payments made using plan assets |
–15,537 | –9,246 |
| Other changes | 8,669 | –21,751 |
| Present value of defined benefit obligations on 31/12 |
500,937 | 516,537 |
| Germany | 187,317 | 197,683 |
| United Kingdom | 244,339 | 255,417 |
| Other countries | 69,281 | 63,437 |
Other changes in the reporting year included the addition of the present value of the Italian benefit obligations in the amount of €9,205 thousand.
Other changes in the previous year included the removal of the present value of the Dutch benefit obligations of €–28,275 thousand from the books and the addition of the present value of the French benefit obligations of €7,383 thousand.
| Significant financial assumptions (weighted average) for determining |
|---|
| the present value of defined benefit obligations |
| Germany | United Kingdom | Other countries | ||||
|---|---|---|---|---|---|---|
| in % | 31/12/2017 | 31/12/2016 | 31/12/2017 | 31/12/2016 | 31/12/2017 | 31/12/2016 |
| Discount rate | 1.9 | 1.7 | 2.6 | 2.7 | 1.2 | 1.0 |
| Expected rate of pension increase | 1.5 | 1.5 | 3.0 | 3.1 | 0.1 | – |
In the 2017 and 2016 financial years, demographic assumptions for Germany were based on Prof. Klaus Heubeck's 2005G reference tables. The life expectancies used to measure plans in the United Kingdom and other countries were based on local mortality tables.
Jungheinrich primarily derives the interest-rate risk, the pension increase risk and the longevity risk from the pension plans. The sensitivity analyses presented below were performed on the basis of reasonable potential changes in the assumptions as at the balance sheet date, while the other assumptions remained unchanged.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Discount rate 0.5% higher | –37,975 | –41,444 |
| Discount rate 0.5% lower | 42,881 | 43,648 |
| Expected rate of pension increase 0.5% higher |
26,319 | 27,664 |
A one-year increase in life expectancy would cause the present value of the defined benefit obligations in Germany and the United Kingdom to rise by approximately 4.5 per cent and 3.7 per cent, respectively.
The actual change in the present value of defined benefit obligations cannot be derived from the aforementioned sensitivity analysis. It is not expected that the deviations will occur in isolation from one another as some of the assumptions are related to each other.
Furthermore, Jungheinrich is not exposed to any material risks arising from pension obligations.
The weighted average duration of defined benefit obligations on the balance sheet date was around 13 years in Germany (previous year: 14 years), around 19 years in the United Kingdom (previous year: 19 years) and around 17 years in other countries (previous year: 19 years).
Jungheinrich expects to make approximately €9.2 million (previous year: €8.6 million) in pension payments using company assets in the 2018 financial year.
| 2017 | 2016 |
|---|---|
| 295,329 | 305,979 |
| –12,200 | –36,240 |
| 6,854 | 8,825 |
| 4,075 | 47,205 |
| 5,985 | 6,796 |
| 1,883 | 1,962 |
| –15,537 | –9,246 |
| –1,309 | –29,952 |
| 285,080 | 295,329 |
| 248,409 | 256,899 |
| 36,671 | 38,430 |
In the year under review, the actual return on plan assets amounted to €10,162 thousand (previous year: €55,212 thousand). As in the previous year, there were no effects from the limitation to the asset ceiling.
Plan assets largely comprise the outsourced fund set up to cover pension obligations in the UK. The assets and income from the pension fund are intended exclusively for benefits and for administrative expenses for the pension plan. Jungheinrich works with external asset managers to invest in the plan assets.
Our long-term investment strategy complies with, among other things, minimum capital cover requirements and the goal of maximising income from the plan assets while keeping volatility at a reasonable level in order to minimise the long-term costs of defined benefit pension plans.
Plan asset investments are made while ensuring that cash and cash equivalents are sufficient to cover benefits that fall due.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Cash and cash equivalents | 388 | 514 |
| Equity instruments | 45,971 | 41,746 |
| Stock index funds in the United Kingdom |
28,029 | 25,561 |
| Stock index funds in Europe (excluding the UK) |
17,942 | 16,185 |
| Debt instruments | 202,050 | 214,639 |
| UK government bonds | 180,682 | 193,316 |
| Corporate bonds | 21,368 | 21,323 |
| Fair value on 31/12 | 248,409 | 256,899 |
The fair values of the aforementioned equity and debt instruments were determined on the basis of prices quoted on active markets.
The fair value of plan assets in the other countries totalled €36,671 thousand (previous year: €38,430 thousand) and cannot be broken down into asset classes as these plan assets are qualifying insurance policies.
As in the previous year, the outsourced pension funds did not include any own financial instruments or property used by Group companies as at the balance sheet date.
Jungheinrich expects to make cash-effective employer contributions totalling approximately €6.0 million for the 2018 financial year (previous year: €6.2 million) in order to comply with minimum statutory and contractual requirements.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Current service cost | –7,691 | –7,491 |
| Settlement gains | – | 304 |
| Past service cost | –480 | 122 |
| Net interest | –3,588 | –4,200 |
| Plan administration cost | –767 | –818 |
| Income (loss) before taxes | –12,526 | –12,083 |
| Remeasurement of defined benefit obligations |
6,956 | –74,109 |
| Remeasurement of plan assets |
4,075 | 47,205 |
| Other comprehensive income (loss) before taxes |
11,031 | –26,904 |
| Comprehensive income (loss) before taxes from defined benefit pension plans |
–1,495 | –38,987 |
Current service costs, settlement gains and past service costs were recognised in the personnel costs of the corresponding functional areas. The net interest and the plan administration costs were included in financial income (loss).
| in thousand € | As of 01/01/2017 |
Changes in currency ex change rates |
Additions | Utilisations | Releases | As of 31/12/2017 |
|---|---|---|---|---|---|---|
| Provisions for personnel | 152,999 | –1,307 | 106,462 | 107,253 | 3,157 | 147,744 |
| Provisions for warranty obligations |
29,424 | –393 | 43,662 | 38,115 | 2,603 | 31,975 |
| Provisions for onerous contracts | 34,834 | –745 | 12,994 | 9,684 | 5,719 | 31,680 |
| Others | 24,247 | –249 | 14,213 | 13,677 | 5,527 | 19,007 |
| Other provisions | 241,504 | –2,694 | 177,331 | 168,729 | 17,006 | 230,406 |
Provisions for personnel primarily relate to provisions for obligations arising from phased retirement agreements, anniversary obligations, performancebased compensation and holiday entitlements.
As at the balance sheet date, obligations arising from phased retirement agreements amounted to €19,187 thousand (previous year: €16,701 thousand), which were netted against €8,678 thousand in financial assets (previous year: €8,023 thousand). Cash and cash equivalents were transferred to an external trust in order to finance these obligations. These trust assets are being exclusively held to secure long-term benefits due to employees within the scope of phased retirement agreements and qualify as plan assets in accordance with IAS 19. The cash and cash equivalents are not freely available due to the hedging role they play for these agreements. Furthermore, €6,219 thousand in provisions were accrued to cover the claims of candidates potentially qualifying for future phased retirement work arrangements commensurate to their probability of occurrence (previous year: €7,460 thousand).
Additions to provisions for personnel included a total of €334 thousand in interest accretions (previous year: €610 thousand). €29,981 thousand (previous year: €38,853 thousand) of the provisions for personnel had a remaining maturity of more than one year.
The Group recognises provisions for warranty obligations based on past experience when products are sold or when new guarantee measures are initiated. These provisions relate to the assessment of the extent to which warranty obligations must be met in the future and to the cost involved. Provisions for warranty obligations contain the expected expense of statutory and contractual warranty claims as well as the expected expense of voluntary concessions and recall actions. Additions to warranty obligations cover the product-related guarantee expenses for the 2017 financial year for material handling equipment sold in the year under review.
Provisions for onerous contracts primarily relate to the provision for risks from residual value guarantees issued within the scope of the financial services business to leasing companies in particular. Impending losses from cancellations of contracts and other contractual risks are also recognised. €10,755 thousand (previous year: €14,621 thousand) of the provisions for onerous contracts had a remaining term to maturity of more than one year.
Other provisions include provisions for customer bonuses, legal disputes, environmental risks and other obligations.
| in thousand € | Liabilities due to banks |
Promissory notes |
Liabilities from financing trucks for short-term rental |
Lease liabil ities from property, plant and equipment and intan gible assets |
Notes payable |
Financial liabilities |
|---|---|---|---|---|---|---|
| 31/12/2017 | ||||||
| Total future cash flows | 170,165 | 214,110 | 75,721 | 16,699 | 1,930 | 478,625 |
| Due within one year | 78,283 | 2,517 | 71,686 | 2,167 | 1,930 | 156,583 |
| Due in one to five years | 72,352 | 130,732 | 4,026 | 6,448 | – | 213,558 |
| Due in more than five years | 19,530 | 80,861 | 9 | 8,084 | – | 108,484 |
| Present value of future cash flows | 160,215 | 200,000 | 73,884 | 13,850 | 1,930 | 449,879 |
| Due within one year | 76,280 | – | 70,730 | 1,607 | 1,930 | 150,547 |
| Due in one to five years | 67,514 | 123,000 | 3,146 | 4,808 | – | 198,468 |
| Due in more than five years | 16,421 | 77,000 | 8 | 7,435 | – | 100,864 |
| Future interest expenses | 9,950 | 14,110 | 1,837 | 2,849 | – | 28,746 |
| 31/12/2016 | ||||||
| Total future cash flows | 129,463 | 105,297 | 87,608 | 16,466 | 2,180 | 341,014 |
| Due within one year | 78,432 | 1,272 | 25,662 | 1,624 | 2,180 | 109,170 |
| Due in one to five years | 28,707 | 104,025 | 61,938 | 5,500 | – | 200,170 |
| Due in more than five years | 22,324 | – | 8 | 9,342 | – | 31,674 |
| Present value of future cash flows | 118,531 | 100,000 | 85,657 | 13,127 | 2,180 | 319,495 |
| Due within one year | 75,983 | – | 24,723 | 1,052 | 2,180 | 103,938 |
| Due in one to five years | 24,045 | 100,000 | 60,926 | 3,717 | – | 188,688 |
| Due in more than five years | 18,503 | – | 8 | 8,358 | – | 26,869 |
| Future interest expenses | 10,932 | 5,297 | 1,951 | 3,339 | – | 21,519 |
Financial liabilities that can be repaid any time are disclosed as being "due within one year".
| Currency | Interest-rate conditions |
Remaining term of the fixed interest rate as of 31/12/2017 |
Nominal volumes as of 31/12/2017 in thousand € |
Range of effective interest rates 2017 |
Carrying amounts as of 31/12/2017 in thousand € |
Nominal volumes as of 31/12/2016 in thousand € |
Range of effective interest rates 2016 |
Carrying amounts as of 31/12/2016 in thousand € |
|---|---|---|---|---|---|---|---|---|
| EURIBOR + | EURIBOR + | |||||||
| EUR | variable | < 1 year | 9,235 | margin | 9,235 | 24,937 | margin | 24,937 |
| GBP | variable | < 1 year | 11,305 | LIBOR + margin |
11,305 | 11,655 | LIBOR + margin |
11,655 |
| CNY | variable | < 1 year | 5,752 | LIBOR + margin |
5,752 | – | LIBOR + margin |
– |
| SGD | variable | < 1 year | 1,685 | LIBOR + margin |
1,685 | 1,808 | LIBOR + margin |
1,808 |
| PLN | variable | < 1 year | 15,802 | LIBOR + margin |
15,802 | 11,354 | LIBOR + margin |
11,354 |
| Other | variable | < 1 year | 23,159 | LIBOR + margin |
23,159 | 12,858 | LIBOR + margin |
12,858 |
| EUR | fixed | 1–14 years | 114,817 | 0.65 % – 5.2 % |
79,438 | 67,992 | 1.9 % – 5.3 % |
34,787 |
| SGD | variable | > 15 years | 8,387 | SIBOR + margin |
7,890 | 8,822 | SIBOR + margin |
8,631 |
| Other | fixed | < 1–5 years | 10,236 | 6.0 % – 6.6 % |
5,949 | 26,289 | 5.2 % – 20.8 % |
12,501 |
| Total liabilities due to banks | 200,378 | 160,215 | 165,715 | 118,531 |
| Maturity in year |
Nominal interest rate | Nominal amount in thousand € |
|
|---|---|---|---|
| Jungheinrich AG 2014 (I) | 2019 | Fixed interest | 25,000 |
| Jungheinrich AG 2014 (II) | 2019 | EURIBOR + margin | 25,000 |
| Jungheinrich AG 2014 (III) | 2021 | Fixed interest | 50,000 |
| Jungheinrich AG 2017 (I) | 2022 | Fixed interest | 13,000 |
| Jungheinrich AG 2017 (II) | 2022 | EURIBOR + margin | 10,000 |
| Jungheinrich AG 2017 (III) | 2024 | Fixed interest | 30,000 |
| Jungheinrich AG 2017 (IV) | 2024 | EURIBOR + margin | 17,000 |
| Jungheinrich AG 2017 (V) | 2027 | Fixed interest | 30,000 |
An interest-rate hedge was used for the variable interest of the promissory note arranged in 2014. The nominal volume of this loan corresponds to its carrying amount.
A further promissory note amounting to €100,000 thousand was taken out in the year under review with maturity tranches of five, seven and ten years. The nominal volume of this loan corresponds to its carrying amount.
Liabilities from financing trucks for short-term rental amount to €69,395 thousand (previous year: €70,076 thousand) and result from refinancing receivables from intragroup rental-purchase agreements. Jungheinrich was given access to a credit facility, which could only be utilised up to the amount of the residual debt from rental-purchase agreements.
Furthermore, €4,489 thousand (previous year: €15,581 thousand) in liabilities relate to the refinancing of trucks for short-term rental based on sale and leaseback agreements. €5,684 thousand (previous year: €16,876 thousand) in future minimum lease payments for these leases classified as finance lease agreements under IFRS are included in cash flows for liabilities from financing of trucks for short-term rental. Jungheinrich must therefore capitalise these assets in its capacity as lessee. Leasing liabilities are repaid over the non-cancellable lease periods.
The aforementioned accounting method also applies to lease liabilities from financing property, plant and equipment and intangible assets, which are almost all based on property lease agreements. Some of the property lease agreements included purchase options at agreed residual values.
€19,689 thousand (previous year: €18,787 thousand) of the liabilities from financial services consisted of residual value guarantees relating to lease contracts with a leasing company acting as intermediary and with residual values exceeding 10 per cent of the truck value.
This item also contained €1,295,453 thousand (previous year: €1,136,953 thousand) in liabilities from financing. They result from the financing of longterm customer contracts with identical maturities. Depending on whether commercial ownership is attributed to Jungheinrich Group companies, these contracts are capitalised under receivables from financial services ("finance leases") or under trucks for lease from financial services ("operating leases").
Liabilities from financing included €266,403 thousand (previous year: €245,003 thousand) in liabilities from the issuance of promissory notes via the consolidated securitisation vehicle in Luxembourg.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Total future cash flows | 1,354,591 | 1,187,495 |
| Due within one year | 388,929 | 353,484 |
| Due in one to five years | 911,249 | 797,145 |
| Due in more than five years | 54,413 | 36,866 |
| Present value of future cash flows |
1,295,453 | 1,136,953 |
| Due within one year | 365,170 | 331,632 |
| Due in one to five years | 876,820 | 769,107 |
| Due in more than five years | 53,463 | 36,214 |
| Future interest expenses | 59,138 | 50,542 |
Liabilities from financing include future minimum lease payments from refinancing using the sale and leaseback method in the amount of €341,917 thousand (previous year: €292,238 thousand).
Trade accounts payable include €31 thousand (previous year: €31 thousand) in payables to affiliated companies and €3,798 thousand (previous year: €4,856 thousand) in payables to companies accounted for using the equity method.
All trade accounts payable are due within one year.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Liabilities from other taxes | 65,304 | 63,003 |
| Advance payments received on account of orders |
43,217 | 34,536 |
| Social security liabilities | 11,267 | 10,986 |
| Liabilities from construction contracts |
3,582 | 21,898 |
| Employee liabilities | 3,403 | 2,819 |
| Other liabilities | 12,051 | 15,035 |
| 138,824 | 148,277 |
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Costs incurred and profits stated (less recognised losses) |
2,323 | 15,962 |
| Advance payments received | –5,905 | –37,860 |
| Liabilities from construction contracts |
–3,582 | –21,898 |
Other liabilities contained accounts payable to affiliated companies amounting to €– thousand (previous year: €2 thousand) and to companies accounted for using the equity method amounting to €60 thousand (previous year: €60 thousand).
Other liabilities included the estimated fair value of €1,865 thousand (previous year: €2,687 thousand) of the contingent consideration in connection with the business combination in Romania. The payment of the contingent consideration from 2018 to 2019 is linked to the achievement of agreed key operating figures. Jungheinrich expects to make a purchase price payment of €990 thousand in the 2018 financial year.
All other liabilities are due within one year.
Deferred sales from financial services relate to lease agreements concluded via a leasing company. In such cases, due to the agreed residual value guarantee of more than 10 per cent of the truck value, Jungheinrich Group companies have commercial ownership despite the sale of the trucks to the leasing company. The resultant IFRS obligation to capitalise this ownership leads to the deferral of the sales proceeds that have already been received from the leasing company. This deferred income is released using the straight-line method with an effect on sales until the residual value guarantee expires.
Deferred profit from financial services includes deferred profit from the refinancing of leased equipment. Deferred profit is reduced over the terms of the leases.
Other deferrals in the reporting year include €3,575 thousand (previous year: €3,815 thousand) in government grants.
| in thousand € | Deferred sales from financial services |
Deferred profit from financial services |
Other deferrals | Deferred income |
|---|---|---|---|---|
| 31/12/2017 | 38,852 | 71,894 | 11,740 | 122,486 |
| Thereof maturities of up to one year |
13,652 | 21,147 | 5,313 | 40,112 |
| Thereof maturities of more than one year |
25,200 | 50,747 | 6,427 | 82,374 |
| 31/12/2016 | 35,571 | 59,097 | 18,725 | 113,393 |
| Thereof maturities of up to one year |
12,838 | 17,607 | 6,678 | 37,123 |
| Thereof maturities of more than one year |
22,733 | 41,490 | 12,047 | 76,270 |
| 31/12/2017 | 31/12/2016 | ||||
|---|---|---|---|---|---|
| in thousand € | Valuation category pursuant to IAS 39 |
Carrying amount |
Fair value | Carrying amount |
Fair value |
| Assets | |||||
| Cash and cash equivalents | LaR | 272,803 | 272,803 | 214,087 | 214,087 |
| Trade accounts receivable | LaR | 668,007 | 668,007 | 613,787 | 613,787 |
| Receivables from financial services | n.a. | 890,729 | 901,365 | 751,842 | 765,053 |
| Securities | HtM | 52,010 | 52,107 | 40,521 | 40,609 |
| Securities | AfS | 118,426 | 118,426 | 120,869 | 120,869 |
| Investments in affiliated companies | AfS | 83 | 83 | 83 | 83 |
| Investments in companies accounted for using the equity method |
AfS | 27,095 | 27,095 | 26,204 | 26,204 |
| Derivative financial assets | |||||
| Derivatives without a hedging relationship | FAHfT | 2,053 | 2,053 | 4,050 | 4,050 |
| Derivatives with a hedging relationship | n.a. | 703 | 703 | 2,405 | 2,405 |
| Other financial assets | LaR | 1,090 | 1,090 | 916 | 916 |
| Shareholders' equity and liabilities | |||||
| Trade accounts payable | FLAC | 367,127 | 367,127 | 287,034 | 287,034 |
| Liabilities due to banks | FLAC | 160,215 | 162,824 | 118,531 | 123,238 |
| Promissory notes | FLAC | 200,000 | 198,301 | 100,000 | 99,034 |
| Liabilities from financing trucks for short-term rental |
FLAC | 69,395 | 69,395 | 70,076 | 70,076 |
| Liabilities from financing trucks for short-term rental |
n.a. | 4,489 | 4,489 | 15,581 | 15,581 |
| Lease liabilities from property, plant and equipment and intangible assets |
n.a. | 13,850 | 15,891 | 13,127 | 14,393 |
| Notes payable | FLAC | 1,930 | 1,930 | 2,180 | 2,180 |
| Liabilities from financial services | FLAC | 992,659 | 1,003,002 | 880,814 | 889,056 |
| Liabilities from financial services | n.a. | 322,483 | 329,568 | 274,926 | 281,479 |
| Derivative financial liabilities | |||||
| Derivatives without a hedging relationship | FLHfT | 3,036 | 3,036 | 2,517 | 2,517 |
| Derivatives with a hedging relationship | n.a. | 2,325 | 2,325 | 2,499 | 2,499 |
| Other financial liabilities | FLAC | 3,937 | 3,937 | 4,395 | 4,395 |
| Of which aggregated by valuation category pursuant to IAS 39: |
|||||
| Loans and receivables (LaR) | 941,900 | 941,900 | 828,790 | 828,790 | |
| Held-to-maturity financial investments (HtM) | 52,010 | 52,107 | 40,521 | 40,609 | |
| Available-for-sale financial assets (AfS)1 | 145,604 | 145,604 | 147,156 | 147,156 | |
| Financial assets held for trading (FAHfT) | 2,053 | 2,053 | 4,050 | 4,050 | |
| Financial liabilities measured at amortised cost (FLAC) |
1,795,263 | 1,806,516 | 1,463,030 | 1,475,013 | |
| Financial liabilities held for trading (FLHfT) | 3,036 | 3,036 | 2,517 | 2,517 |
1 Includes €83 thousand (previous year: €83 thousand) in equity interests measured at acquisition costs and €27,095 thousand
(previous year: €26,204 thousand) in equity interests accounted for using the equity method, for which fair values cannot be determined reliably.
The carrying amounts of the financial instruments measured at fair value in the consolidated financial statements as at the balance sheet date have been categorised in the table below by their fair value hierarchy level pursuant to IFRS 13 and based on the information and input factors used to determine them.
No transfers between Levels 1 and 2 took place in the reporting period.
The fair value of Level 1 financial instruments was determined on the basis of stock market quotations as at the balance sheet date.
The fair value of Level 2 financial instruments was determined in line with generally acknowledged valuation models based on discounted cash flow analyses and using observable current market prices for similar instruments. The fair value of currency forwards is determined using the mean spot rate on the balance sheet date, adjusted up or down to reflect the remaining term of the futures contract. The fair value of interest-rate derivatives is determined on the basis of the market interest rates and interest-rate curves on the balance sheet date, taking their maturities into account. Jungheinrich has taken counterparty risks into consideration when measuring fair value.
| 31/12/2017 | ||||||
|---|---|---|---|---|---|---|
| in thousand € | Level 1 | Level 2 | Total | Level 1 | Level 2 | Total |
| Assets | ||||||
| Securities (AfS) | 118,426 | – | 118,426 | 120,869 | – | 120,869 |
| Derivatives without a hedging relationship (FAHfT) |
– | 2,053 | 2,053 | 256 | 3,794 | 4,050 |
| Derivatives with a hedging relationship (n.a.) |
– | 703 | 703 | – | 2,405 | 2,405 |
| Shareholders' equity and liabilities | ||||||
| Derivatives without a hedging relationship (FLHfT) |
– | 3,036 | 3,036 | 75 | 2,442 | 2,517 |
| Derivatives with a hedging relationship (n.a.) |
– | 2,325 | 2,325 | – | 2,499 | 2,499 |
Currency options have been valued on the basis of option pricing models using current market data.
Further information on measurement levels is provided in the chapter on accounting principles.
Current interest rates at which comparable loans with identical maturities as at the balance sheet date could have been taken out were used to determine fair values of liabilities due to banks and promissory notes as well as of receivables and liabilities from financial services.
The fair values of interest-bearing securities with maturities designated as "held-to-maturity financial investments" corresponded to the fair values available as at the balance sheet date.
Cash and cash equivalents, trade accounts receivable and other financial assets primarily have short terms of maturity. Their carrying amounts as at the balance sheet date therefore roughly corresponded to their fair values.
Investments in affiliated companies were measured at acquisition costs in the consolidated financial statements. They did not have a listed market price and their fair value could not be reliably determined.
Investments in companies accounted for at equity were measured using the equity method. They did not have a listed market price and their fair value could not be reliably determined.
It was assumed that the fair values of trade accounts payable and other financial liabilities corresponded to the carrying amounts of these financial instruments owing to their short remaining terms to maturity.
As regards liabilities from the financing of trucks for short-term rental with variable interest rates, for reasons of simplicity, it was assumed that their fair values corresponded to their carrying amounts since the interest rates agreed and realisable on the market were almost identical.
The carrying amounts of current, interest-bearing financial liabilities corresponded almost exactly to their fair values.
| 31/12/2017 | 31/12/2016 | |||||
|---|---|---|---|---|---|---|
| in thousand € | Level 1 | Level 2 | Total | Level 1 | Level 2 | Total |
| Assets | ||||||
| Receivables from financial services | – | 901,365 | 901,365 | – | 765,053 | 765,053 |
| Securities (HtM) | 52,107 | – | 52,107 | 40,609 | – | 40,609 |
| Shareholders' equity and liabilities | ||||||
| Liabilities due to banks | – | 162,824 | 162,824 | – | 123,238 | 123,238 |
| Promissory notes | – | 198,301 | 198,301 | – | 99,034 | 99,034 |
| Lease liabilities from property, plant and equipment |
||||||
| and intangible assets | – | 15,891 | 15,891 | – | 14,393 | 14,393 |
| Liabilities from financial services | – | 1,332,570 | 1,332,570 | – | 1,170,535 | 1,170,535 |
| From interest and dividends |
From subsequent measurement |
Net result | ||||
|---|---|---|---|---|---|---|
| in thousand € | At fair value | Valuation allowances |
2017 | 2016 | ||
| Loans and receivables (LaR) | 768 | – | –2,402 | –1,634 | –1,169 | |
| Held-to-maturity financial investments (HtM) | 78 | – | – | 78 | 125 | |
| Available-for-sale financial assets (AfS) | –273 | 565 | – | 292 | –945 | |
| Financial assets and financial liabilities held for trading (FAHfT/FLHfT) |
– | 3,787 | – | 3,787 | 11,288 | |
| Financial liabilities measured at amortised cost (FLAC) |
–23,839 | – | – | –23,839 | –25,364 |
The net results of financial instruments recognised in the statement of income are presented by valuation category in the table above.
Interest and dividends from financial instruments are stated as part of interest income and interest expenses in financial income (loss) and in cost of sales.
Net results from the subsequent measurement of securities classified as financial assets available for sale (AfS) recognised at fair value are reclassified from shareholders' equity to the statement of income on the date of their sale. These net results are recognised as part of interest income in financial income (loss).
Net results from the subsequent measurement of derivative financial instruments (FAHfT/FLHfT) recognised at fair value are included in the cost of sales and in other financial income (loss).
Valuation allowances recognised for loans and receivables (LaR) are stated as part of the cost of sales.
| Cash | |||||
|---|---|---|---|---|---|
| in thousand € | As of 01/01/2017 |
Currency differences |
As of 31/12/2017 |
||
| Liabilities due to banks | 118,531 | 44,661 | –2,977 | 160,215 | |
| Short-term bank liabilities | 62,612 | 6,419 | –2,093 | 66,938 | |
| Long-term financial loans | 55,919 | 38,242 | –884 | 93,277 | |
| Promissory notes | 100,000 | 100,000 | – | 200,000 | |
| Total financial liabilities from financing activities | 218,531 | 144,661 | –2,977 | 360,215 |
Additional information
Cash flows have been presented independently of the balance sheet structure in the statement of cash flows and are broken down into cash flow from operating activities, investing activities and financing activities. Cash flows from investing and financing activities were directly attributed to corresponding cash flows. Cash flow from operating activities was derived indirectly.
Cash flow from operating activities was derived from net income, which was adjusted to exclude non-cash income and expenses – mainly consisting of depreciation – and taking changes in working capital into account. Cash flow from operating activities also included changes in the carrying amounts of trucks for short-term rental, leased equipment and of certain property, plant and equipment from finance leases primarily consisting of property as well as liabilities and deferred sales and income stemming from the financing of these assets.
Cash flow from investing activities comprised additions and disposals of property, plant and equipment not financed via "finance lease contracts", of intangible assets primarily consisting of additions to capitalised development costs, purchases and sales of securities, purchase price payments for acquisitions of companies and payments made for investments in companies accounted for using the equity method.
Cash flow from financing activities included capitalrelated measures, dividend payments, cash flows from obtaining and repaying long-term financial loans including promissory notes and changes in short-term liabilities due to banks.
Cash and cash equivalents at the end of the year corresponded to the amount disclosed for cash and cash equivalents on the balance sheet, minus the cash and cash equivalents not freely available to Jungheinrich. As at the balance sheet date, €9,231 thousand (previous year: €8,815 thousand) in bank balances were pledged to banks. As before, cash and cash equivalents consisted almost exclusively of bank balances as at the balance sheet date.
124
No Group companies are involved in ongoing legal or arbitration proceedings that could have a considerable impact on the Group's economic situation, are likely to become involved in such litigation, or had done so within the last two years.
The respective Group companies have accrued provisions sufficient to cover financial burdens potentially resulting from other legal or arbitration proceedings.
As at the balance sheet date, Jungheinrich had issued letters of comfort for joint ventures to secure €5,475 thousand in credit lines (previous year: €925 thousand). Furthermore, there was a guarantee for the pro rata rent instalments payable by a joint venture amounting to €2,988 thousand on 31 December 2017 (previous year: €3,795 thousand).
Against the backdrop of the companies' appropriate funding, it was assumed that the underlying obligations would be met; no withdrawals were anticipated.
Capital commitments for capital expenditures exclusively on property, plant and equipment totalled €44 million as at the balance sheet date (previous year: €16 million).
At its various locations, Group companies have entered into rental agreements and leases (operating leases) for land and business premises, data processing equipment, office equipment and trucks. The agreements include extension and purchase options, as well as price adjustment clauses. The maturities of future minimum lease payments up to the first contractually agreed termination date are shown in the following table.
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Due within one year | 54,104 | 46,037 |
| Due in one to five years | 92,469 | 70,682 |
| Due in more than five years | 26,969 | 25,047 |
| 173,542 | 141,766 |
Recognised expenses of rental and lease instalments from operating leases in 2017 totalled €53,950 thousand (previous year: €49,637 thousand).
The Jungheinrich Group's risk management system is designed to enable the company to identify developments in financial price risks – resulting primarily from interest-rate and currency risks – early on and react to them via systematic courses of action both rapidly and effectively. Furthermore, it ensures that the Group only concludes financial transactions for which it possesses the necessary expertise and technical preconditions.
Financial markets present the opportunity to transfer risks to other market participants who have a comparative advantage or a higher capacity for accepting risks. The Jungheinrich Group makes use of these opportunities solely to hedge risks arising from underlying operating transactions and to invest or raise liquidity. Group guidelines do not allow the conclusion of financial transactions that are speculative in nature. As a rule, the Jungheinrich Group's financial transactions may only be concluded with banks or leasing companies as contractual partners. The Board of Management as a whole bears responsibility for the initiation of organisational measures required to limit financial price risks. Jungheinrich has established a risk controlling and risk management system that enables it to identify, measure, monitor and control its risk positions. Risk management encompasses the development and determination of methods to measure risk and performance, monitor established risk limits and set up the associated reporting system.
Jungheinrich controls financial risks arising from its core business centrally as part of the Group strategy. Risks stemming from the Jungheinrich Group's financial services operations are subject to a separate risk management system.
Risks specific to the financial services business are determined by residual value risks, refinancing risks and counterparty default risks.
A Europe-wide contract database running on an SAP platform enabling the uniform recording, analysis and measurement of risks associated with financial service agreements throughout the Group is a key element of risk management in the financial services business.
Financial service agreements are refinanced in accordance with the principle of matching maturities and interest rates for customer and refinancing contracts.
Reference is made to the commentary on credit risks as regards general creditworthiness and contingent loss risks in connection with customers.
Group-wide sales guidelines are applied to establish Group-wide parameters concerning maximal allowable residual values for calculating residual value guarantees. Financial service agreements are subjected to a risk assessment once a quarter. This mainly involves measuring all individual agreements at residual value based on current market prices. If a residual value exceeds the current market price, an appropriate provision is accrued to cover the associated risk.
Break clauses agreed on in customer contracts are limited by central parameters and linked to riskminimising performance targets. The earnings risk potentially resulting from break clauses is also covered by accruing suitable provisions.
Market price risks are risks arising from changes in an item's realisable income or value, with the item being defined as an item on the assets or liabilities side of the balance sheet. These risks result from changes in interest rates, foreign exchange rates, share prices and other items and factors affecting the formation of prices. These parameters are used to determine the interest-rate risk, the currency risk and the share price risk exposure of the Jungheinrich Group. There were no noteworthy risk concentrations in the year under review, as was the case in the previous year.
Interest-rate risks result from the Group's financing and cash investment activity. Fixed and variableinterest items are regarded separately in order to determine this risk. Net positions are formed from interest-bearing instruments on the assets and liabilities sides and hedges are concluded to cover these net positions, if necessary. Interest-rate swaps were used to hedge interest rates in the reporting period.
The Jungheinrich Group's interest-rate risks include cash flow risks arising from variable-interest financial instruments for which no interest-rate hedges have been concluded. These financial instruments were analysed as follows based on the assumption that the amount of liabilities outstanding at the end of the reporting period was outstanding for the full year.
If going interest rates had been 100 basis points higher (lower) on 31 December 2017, income would have been €669 thousand (previous year: €626 thousand) lower (higher).
For interest-rate swaps with an existing hedge relationship as at the balance sheet date, such an increase (decrease) in the market interest level would have resulted in a change in fair value of €+5,239 thousand (€–5,790 thousand) recognised in other comprehensive income.
When calculating this risk position, the Jungheinrich Group considers foreign currency inflows and outflows, primarily from net sales and purchases based on firm and flexible contracts. This risk position reflects the net currency exposure resulting from balancing counteracting cash flows in individual currencies while taking hedges already concluded for the period in question into account. Jungheinrich used foreign currency forwards and currency swaps to manage risks in the reporting period.
The Jungheinrich Group applies the value-at-risk approach to quantify the risk position. The valueat-risk indicates the maximum loss that may not be exceeded before the end of a predetermined holding period with a certain probability (confidence level). Parameters and market volatility, which are used to quantify risk, are calculated based on the standard deviation of logarithmic changes in the last 180 trading days and converted to a one-day holding period with a one-sided confidence level of 95 per cent.
To manage risk, a loss limit for the entire Group is determined based on the company's planning. Furthermore, corresponding lower limits are determined at the individual Group company level. These limits are compared to the current value-at-risk for all open positions as part of monthly reporting.
By applying the value-at-risk method as of 31 December 2017, the maximum risk did not exceed €1,266 thousand (previous year: €821 thousand) based on a holding period of one day and a confidence level of 95 per cent. In the reporting period, the value-at-risk was between a minimum of €1,004 thousand (previous year: €821 thousand) and a maximum of €1,522 thousand (previous year: €1,432 thousand). The average for the year was €1,259 thousand (previous year: €1,177 thousand).
Jungheinrich has invested €125,000 thousand in cash and cash equivalents in a special fund. Shares, stock index funds and share derivatives held in this fund expose the Jungheinrich Group to share price risks. On 31 December 2017, the fund contained a total share exposure of €29,406 thousand (previous year: €27,131 thousand). If the share price had been 10 per cent higher (lower) on 31 December 2017, shareholders' equity would have been €2,941 thousand (previous year: €2,713 thousand) higher (lower).
The special fund is managed to maintain value in order to limit share price risks.
Jungheinrich's exposure to credit risks stems almost exclusively from its core business. Trade accounts receivable from operations are constantly monitored by the business units responsible for them. Credit risks are managed by recognising valuation allowances triggered by events and also by recognising valuation allowances in general.
The entire business is continuously subjected to creditworthiness checks. Given the overall exposure to credit risks, accounts receivable from major customers are not substantial enough to give rise to extraordinary risk concentrations. Agreements made with customers and measures taken within the scope of risk management that minimise the creditworthiness risk largely consist of agreements on prepayments made by customers, the sharing of risks with financers, the permanent monitoring of customers via information portals and the purchase of credit insurance.
The maximum credit risk is reflected by the carrying amounts of the financial assets recognised on the balance sheet. As at the balance sheet date, there were no major agreements that reduced the maximum credit risk such as offsetting arrangements.
A liquidity reserve consisting of lines of credit and of cash is kept in order to ensure that the Jungheinrich Group can meet its payment obligations and maintain its financial flexibility at all times. Medium-term credit lines have been granted by the Group's principal banks and are supplemented by short-term credit lines of individual Group companies awarded by local banks.
The Group is exposed to counterparty risks that arise from the non-fulfilment of contractual agreements by counterparties. To mitigate these risks, such contracts are only concluded with selected financial institutions, which meet the internal demands placed on the creditworthiness of business partners. The creditworthiness of contractual partners is constantly monitored on the basis of their credit rating, which is determined by reputable rating agencies, as well as on the basis of additional risk indicators. No major risks ensued for Jungheinrich from its dependence on individual counterparties as at the balance sheet date. The market values of derivative financial instruments are adjusted by the risk values calculated using analytical tools (credit value adjustment/debit value adjustment).
The general liquidity risk from the financial instruments used, which arises if a counterparty fails to meet its payment obligations or only meets them to a limited extent, is considered to be negligible.
The Jungheinrich Group concludes cash flow hedges to secure, among other things, future cash flows resulting from net sales and purchases of materials that are partially realised and partially forecasted, but highly probable. Comprehensive documentation ensures the clear assignment of hedges and underlying transactions. No more than 75 per cent of the hedged amounts are designated as underlying transactions, which, in turn, can be fully hedged.
To hedge against interest-rate risks, cash flows from the variable tranche of the promissory note (term 2014 to 2019) are hedged via corresponding interest-rate swaps with identical maturities and for the same nominal amount.
When trucks for short-term rental are refinanced by means of credit, an interest-rate swap in the amount of the financing volume is concluded on a rolling basis in order to hedge interest-rate risks.
Furthermore, the variable-interest liabilities existing for the purpose of financing the financial services business via the Group's financing company Elbe River Capital S.A., Luxembourg, are hedged against interest-rate risks via interest-rate swaps.
The hedging relationships can prospectively be classified as highly effective. An assessment of the retrospective effectiveness of hedging relationships is conducted at the end of every quarter.
| Nominal volume of hedging instruments for cash flow hedges |
Nominal volume of other derivatives | ||||
|---|---|---|---|---|---|
| in thousand € | Currency hedges | Interest-rate swaps | Other | ||
| 31/12/2017 | |||||
| Total nominal volume | 174,825 | 266,403 | 228,281 | 116,319 | |
| Maturities of up to one year | 160,400 | 75,755 | 228,281 | 91,319 | |
| Maturities of one to five years | 14,425 | 188,571 | – | 25,000 | |
| Maturities of more than five years | – | 2,077 | – | – | |
| 31/12/2016 | |||||
| Total nominal volume | 139,534 | 251,684 | 195,066 | 127,668 | |
| Maturities of up to one year | 123,372 | 68,928 | 195,066 | 102,668 | |
| Maturities of one to five years | 16,162 | 179,891 | – | 25,000 | |
| Maturities of more than five years | – | 2,865 | – | – |
The nominal values of the currency hedging contracts primarily contain currency forwards that are used to hedge against rolling twelve-month exposure in individual currencies.
The nominal values of the interest hedges include interest-rate hedges largely concluded to hedge longterm interest rates for variable-interest financing.
The nominal volumes of other derivative financial instruments included futures held in the special fund and interest hedges not accounted for as hedging relationships.
The transactions underlying the cash flow hedges are expected to be realised in line with the maturities of the hedges shown in the table.
Hedging measures were not associated with any material ineffectiveness until the balance sheet date.
The fair value of a derivative financial instrument is the price at which the instrument could have been sold on the market as at the balance sheet date. Fair values were calculated on the basis of market-related information available as at the balance sheet date and on the basis of measurement methods stated in note 32 that are based on specific prices. In view of the varying influencing factors, the values stated here may differ from the values realised later on the market.
| Derivative financial assets Derivatives with a hedging |
2,756 | 6,455 |
|---|---|---|
| relationship | 703 | 2,405 |
| Currency forwards/ currency swaps |
283 | 2,275 |
| Interest-rate swaps | 420 | 130 |
| Derivatives without a hedging relationship |
2,053 | 4,050 |
| Currency forwards/ currency swaps |
1,803 | 3,794 |
| Currency options | 18 | – |
| Futures | 232 | 256 |
| Derivative financial liabilities | 5,361 | 5,016 |
| Derivatives with a hedging relationship |
2,325 | 2,499 |
| Currency forwards/ currency swaps |
1,841 | 767 |
| Interest-rate swaps | 484 | 1,732 |
| Derivatives without a hedging relationship |
3,036 | 2,517 |
| Currency forwards/ currency swaps |
2,544 | 2,053 |
| Interest-rate swaps | 284 | 389 |
| Futures | 208 | 75 |
Jungheinrich operates at an international level – with the main focus on Europe – as a manufacturer and supplier of products in the fields of forklift trucks, warehousing and material flow technology as well as of all services connected with these activities.
The Board of Management of Jungheinrich AG acts and makes decisions with overall responsibility for all the Group's business areas. Jungheinrich's business model is designed to serve customers from a single source over a product's entire life cycle.
Segment reporting is in line with the internal organisational and reporting structure, thus encompassing the two reportable segments, i.e. "Intralogistics" and "Financial Services".
The "Intralogistics" segment encompasses the development, production, sale and short-term rental of new material handling equipment and warehousing technology products including logistics systems as well as the sale and short-term leasing of used equipment and after-sales services, consisting of maintenance, repair and spare parts.
Activities undertaken by the "Financial Services" segment encompass the Europe-wide sales financing and usage transfer of forklift truck and warehousing technology products. In line with Jungheinrich's business model, this independent business area supports the operating sales units of the "Intralogistics" segment. In this context, the "Financial Services" segment finances itself autonomously.
Segment information is generally subject to the disclosure and measurement methods applied in the consolidated financial statements. Business segments were not aggregated.
The segment income (loss) is presented as earnings before interest and taxes (EBIT). The reconciliation of consolidated earnings before taxes is an integral part of the presentation. Earnings generated by the "Intralogistics" segment include all of the pro rata earnings for the year of companies accounted for using the equity method, amounting to €2,028 thousand (previous year: €5,785 thousand). Income taxes are not included in the presentation since they are not reported or managed by segment at Jungheinrich. Income taxes are therefore only stated as a summarised item at the Group level. Accordingly, net income is only stated for the Jungheinrich Group.
Capital expenditures, depreciation and amortisation and impairments concern property, plant and equipment and intangible assets, excluding capitalised development expenses. Segment assets and segment liabilities encompass all assets and liabilities allocable to the segment in question. All balance sheet items relating to effective and deferred income taxes are therefore also included.
Notes to the consolidated financial statements
The reconciliation items include the intragroup net sales, interest and interim profits as well as receivables and liabilities that must be eliminated within the scope of consolidation.
| in thousand € | Intralogistics | Financial services |
Segment total |
Recon ciliation |
Jungheinrich Group |
|---|---|---|---|---|---|
| External net sales | 2,714,768 | 720,557 | 3,435,325 | – | 3,435,325 |
| Intersegment net sales | 876,801 | 119,727 | 996,528 | –996,528 | – |
| Total net sales | 3,591,569 | 840,284 | 4,431,853 | –996,528 | 3,435,325 |
| Segment income (loss) (EBIT) | 287,944 | 11,967 | 299,911 | –41,300 | 258,611 |
| Interest income | 1,907 | 96 | 2,003 | –865 | 1,138 |
| Interest expenses | 8,795 | 858 | 9,653 | –865 | 8,788 |
| Other financial income (loss) | –7,390 | –173 | –7,563 | – | –7,563 |
| Earnings before taxes (EBT) | 273,666 | 11,032 | 284,698 | –41,300 | 243,398 |
| Income taxes | 61,252 | ||||
| Net income | 182,146 | ||||
| Non-current assets | |||||
| Capital expenditures | 87,994 | 3 | 87,997 | – | 87,997 |
| Depreciation and amortisation/impairment |
64,530 | 525 | 65,055 | – | 65,055 |
| Intangible assets and property, plant and equipment |
602,465 | 8,782 | 611,247 | –7,420 | 603,827 |
| Trucks for short-term rental | 374,861 | – | 374,861 | – | 374,861 |
| Trucks for lease from financial services | – | 539,761 | 539,761 | –91,447 | 448,314 |
| Receivables from financial services | – | 890,729 | 890,729 | – | 890,729 |
| Cash and cash equivalents and securities | 421,727 | 21,512 | 443,239 | – | 443,239 |
| Other assets | 1,464,255 | 277,960 | 1,742,215 | –373,641 | 1,368,574 |
| Assets 31/12 | 2,863,308 | 1,738,744 | 4,602,052 | –472,508 | 4,129,544 |
| Shareholders' equity 31/12 | 1,361,083 | 88,620 | 1,449,703 | –205,498 | 1,244,205 |
| Provisions for pensions | 219,839 | 88 | 219,927 | – | 219,927 |
| Financial liabilities | 448,322 | 1,557 | 449,879 | – | 449,879 |
| Liabilities from financial services | – | 1,315,142 | 1,315,142 | – | 1,315,142 |
| Other liabilities | 834,064 | 333,337 | 1,167,401 | –267,010 | 900,391 |
| Liabilities 31/12 | 1,502,225 | 1,650,124 | 3,152,349 | –267,010 | 2,885,339 |
| Shareholders' equity and liabilities 31/12 | 2,863,308 | 1,738,744 | 4,602,052 | –472,508 | 4,129,544 |
Drive To our shareholders Group management report Consolidated financial statements Addtional information
| in thousand € | Intralogistics | Financial services |
Segment total |
Recon ciliation |
Jungheinrich Group |
|---|---|---|---|---|---|
| External net sales | 2,459,758 | 625,091 | 3,084,849 | – | 3,084,849 |
| Intersegment net sales | 710,998 | 112,099 | 823,097 | –823,097 | – |
| Total net sales | 3,170,756 | 737,190 | 3,907,946 | –823,097 | 3,084,849 |
| Segment income (loss) (EBIT) | 247,858 | 11,511 | 259,369 | –24,400 | 234,969 |
| Interest income | 815 | 191 | 1,006 | –831 | 175 |
| Interest expenses | 8,196 | 731 | 8,927 | –831 | 8,096 |
| Other financial income (loss) | –11,321 | –2 | –11,323 | – | –11,323 |
| Earnings before taxes (EBT) | 229,156 | 10,969 | 240,125 | –24,400 | 215,725 |
| Income taxes | 61,370 | ||||
| Net income | 154,355 | ||||
| Non-current assets | |||||
| Capital expenditures | 58,988 | – | 58,988 | – | 58,988 |
| Depreciation and amortisation/impairment | 62,167 | 819 | 62,986 | – | 62,986 |
| Intangible assets and property, plant and equipment |
576,899 | 9,760 | 586,659 | –7,420 | 579,239 |
| Trucks for short-term rental | 326,416 | – | 326,416 | – | 326,416 |
| Trucks for lease from financial services | – | 474,165 | 474,165 | –79,498 | 394,667 |
| Receivables from financial services | – | 751,842 | 751,842 | – | 751,842 |
| Cash and cash equivalents and securities | 356,560 | 18,917 | 375,477 | – | 375,477 |
| Other assets | 1,263,182 | 239,622 | 1,502,804 | –287,467 | 1,215,337 |
| Assets 31/12 | 2,523,057 | 1,494,306 | 4,017,363 | –374,385 | 3,642,978 |
| Shareholders' equity 31/12 | 1,206,655 | 81,663 | 1,288,318 | –174,185 | 1,114,133 |
| Provisions for pensions | 222,597 | 93 | 222,690 | – | 222,690 |
| Financial liabilities | 314,637 | 4,858 | 319,495 | – | 319,495 |
| Liabilities from financial services | – | 1,155,740 | 1,155,740 | – | 1,155,740 |
| Other liabilities | 779,168 | 251,952 | 1,031,120 | –200,200 | 830,920 |
| Liabilities 31/12 | 1,316,402 | 1,412,643 | 2,729,045 | –200,200 | 2,528,845 |
| Shareholders' equity and liabilities 31/12 | 2,523,057 | 1,494,306 | 4,017,363 | –374,385 | 3,642,978 |
Alongside the scheduled depreciation of property, plant and equipment as well as trucks for short-term rental, the main non-cash items stated as part of "Intralogistics" segment income are changes in provisions for pensions and provisions for personnel with an effect on profit or loss.
The following tables report net sales by region and show non-current assets affecting intangible assets and property, plant and equipment, broken down by region.
| 2017 | 2016 | ||
|---|---|---|---|
| Net income | in thousand € | 182,146 | 154,355 |
| Shares outstanding1 | |||
| Ordinary shares | in thousand units |
54,000 | 54,000 |
| Preferred shares | in thousand units |
48,000 | 48,000 |
| Earnings per share (diluted/undiluted) |
|||
| Earnings per ordinary share |
in € | 1.78 | 1.50 |
| Earnings per preferred share |
in € | 1.80 | 1.52 |
1 Weighted average
In the 2017 and 2016 financial years, no equity instruments diluted the earnings per share on the basis of the respective shares issued.
In January 2018, Jungheinrich acquired Grupo Agencia Alemana, its long-standing distribution partner in South America, to process the markets in Colombia, Peru and Ecuador in direct sales. The provisional consideration transferred consists of a fixed purchase price of a two-digit million euro amount. Due to the short space of time between the date of acquisition and the date of completion of these consolidated financial statements, no fair value adjustments can currently be quantified and no additional disclosures required under IFRS 3 regarding the acquisition of Grupo Agencia Alemana can be made.
There were no further transactions or events of material importance for Jungheinrich after the close of the 2017 financial year.
| in thousand € | 2017 | 2016 |
|---|---|---|
| Germany | 851,331 | 753,175 |
| Italy | 350,235 | 321,442 |
| France | 349,298 | 300,670 |
| United Kingdom | 237,665 | 227,407 |
| Other Europe | 1,232,113 | 1,079,505 |
| Other countries | 414,683 | 402,650 |
| 3,435,325 | 3,084,849 |
| in thousand € | 31/12/2017 | 31/12/2016 |
|---|---|---|
| Germany | 400,114 | 378,959 |
| Other Europe | 111,779 | 107,242 |
| Other countries | 61,643 | 62,747 |
| Consolidation | 30,291 | 30,291 |
| 603,827 | 579,239 |
There were no relations with individual external customers accounting for a material share of net sales with respect to consolidated net sales in the 2017 or 2016 financial years.
The basis for calculation is net income as reported in the consolidated statement of income, as this is attributable in full to the shareholders of Jungheinrich AG.
Details on the fees charged by the auditor of the consolidated financial statements, KPMG AG Wirtschaftsprüfungsgesellschaft, Hamburg, for the year under review are presented in the following table.
| in thousand € | 2017 |
|---|---|
| Audit services | 477 |
| Other assurance services | – |
| Tax services | – |
| Other services | 31 |
| Total | 508 |
The other services related to two projects on data protection and IT security.
Jungheinrich AG's major ordinary shareholders are LJH-Holding GmbH, Wohltorf, and WJH-Holding GmbH, Aumühle.
In addition to the subsidiaries included in the consolidated financial statements, Jungheinrich has business relationships with joint ventures and affiliated, non-consolidated subsidiaries. All the relationships with these companies are the result of normal business activities and are conducted on arm's length terms. The transactions with non-consolidated subsidiaries were of minor amounts.
The volume of trade between fully consolidated companies of the Jungheinrich Group and joint ventures are presented in the following table.
| Products and services provided | Products and services received | |||
|---|---|---|---|---|
| in thousand € | 2017 | 2016 | 2017 | 2016 |
| JULI Motorenwerk s.r.o., Czech Republic1 |
85 | 24 | 60,084 | 59,611 |
| Jungheinrich Heli Industrial Truck Rental (China) Co., Ltd., China1 |
12,585 | 29,214 | 2,969 | 6,462 |
| Other joint ventures | 183 | 74 | 223 | 219 |
| 12,853 | 29,312 | 63,276 | 66,292 | |
| Trade accounts receivable from | Trade accounts payable to | |||||
|---|---|---|---|---|---|---|
| in thousand € | 31/12/2017 | 31/12/2016 | 31/12/2017 | 31/12/2016 | ||
| JULI Motorenwerk s.r.o., Czech Republic1 |
– | – | 3,794 | 3,636 | ||
| Jungheinrich Heli Industrial Truck Rental (China) Co., Ltd., China1 |
8,786 | 5,165 | – | 1,220 | ||
| Other joint ventures | – | – | 4 | – | ||
| 8,786 | 5,165 | 3,798 | 4,856 |
1 Including subsidiaries
On 31 December 2017, other liabilities from financing vis-à-vis Irapol Sp. z o.o., Łódź (Poland) amounted to €20 thousand (previous year: €– thousand).
On 31 December 2017, other liabilities from financing vis-à-vis Supralift GmbH & Co. KG, Hofheim am Taunus (Germany) amounted to €60 thousand (previous year: €60 thousand).
Members of the Board of Management or Supervisory Board of Jungheinrich AG are members of supervisory boards or comparable committees of other companies with which Jungheinrich AG has relations as part of its operating activities. All transactions with these companies are conducted on arm's length terms.
Information about the remuneration of the Supervisory Board and the Board of Management can be found in note 42.
Post-employment benefits include the current service cost resulting from the defined benefit obligations to the members of the Board of Management.
Remuneration of the Board of Management itemised by member, divided according to basic and performance-related components in accordance with Section 314, Paragraph 1, Item 6a, Sentences 5 to 8 of the German Commercial Code (HGB) has not been disclosed because the Annual General Meeting on 24 May 2016 passed a resolution to this effect for a period of five years.
Total remuneration of the members of the Board of Management pursuant to Section 315e HGB in connection with Section 314 Paragraph 1 Item 6a Sentence 1 HGB amounted to €8,659 thousand in 2017 (previous year: €7,206 thousand).
No advances or loans to members of the Board of Management or the Supervisory Board of Jungheinrich AG existed on 31 December 2017, as in previous years.
Emoluments of former members of the Board of Management amounted to €1,613 thousand (previous year: €788 thousand).
As of 31 December 2017, Jungheinrich AG had accrued a €12,767 thousand (previous year: €13,312 thousand) provision for pensions for former members of the Board of Management.
| Board of Management | Supervisory Board | ||||
|---|---|---|---|---|---|
| in thousand € | 2017 | 2016 | 2017 | 2016 | |
| Short-term benefits | 6,244 | 5,002 | 1,097 | 1,130 | |
| Termination benefits | 927 | – | – | – | |
| Post-employment benefits | 365 | 563 | – | – | |
| Other long-term benefits | 2,415 | 2,204 | – | – | |
| Total | 9,951 | 7,769 | 1,097 | 1,130 |
As of 31 December 2017, the following companies were included in the consolidated financial statements of Jungheinrich AG, Hamburg, by way of full consolidation:
| Name and domicile | Share of voting rights and capital in % |
|---|---|
| Jungheinrich Vertrieb Deutschland AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Norderstedt AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Export AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Service & Parts AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Beteiligungs-GmbH, Hamburg | 100.0 |
| Jungheinrich Moosburg AG & Co. KG, Moosburg | 100.0 |
| Jungheinrich Degernpoint AG & Co. KG, Moosburg | 100.0 |
| Jungheinrich Logistiksysteme GmbH, Moosburg | 100.0 |
| Jungheinrich Projektlösungen AG & Co. KG, Offenbach am Main | 100.0 |
| Jungheinrich Digital Solutions AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Landsberg AG & Co. KG, Landsberg/Saalekreis | 100.0 |
| Jungheinrich Financial Services AG & Co. KG (previously: GmbH), Hamburg | 100.0 |
| Jungheinrich Rental International AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Financial Services International GmbH, Hamburg | 100.0 |
| Elbe River Capital S.A., Luxembourg, Luxembourg | 100.0 |
| Jungheinrich PROFISHOP AG & Co. KG, Hamburg | 100.0 |
| Jungheinrich Profishop GmbH, Vienna, Austria | 100.0 |
| Jungheinrich PROFISHOP AG, Hirschthal, Switzerland | 100.0 |
| Gebrauchtgeräte-Zentrum Dresden AG & Co. KG (previously: GmbH & Co. KG), Klipphausen/Dresden | 100.0 |
| Jungheinrich Finances Holding SAS, Vélizy-Villacoublay, France | 100.0 |
| Jungheinrich France SAS, Vélizy-Villacoublay, France | 100.0 |
| Jungheinrich Finance France SAS, Vélizy-Villacoublay, France | 100.0 |
| Jungheinrich Financial Services SAS, Vélizy-Villacoublay, France | 100.0 |
| Jungheinrich UK Holdings Ltd., Milton Keynes, United Kingdom | 100.0 |
| Jungheinrich UK Ltd., Milton Keynes, United Kingdom | 100.0 |
| Jungheinrich Lift Truck Finance Ltd., Milton Keynes, United Kingdom | 100.0 |
| Jungheinrich Financial Services Ltd., Milton Keynes, United Kingdom | 100.0 |
| Jungheinrich Italiana S.r.l., Rosate/Milan, Italy | 100.0 |
| Jungheinrich Rental S.r.l., Rosate/Milan, Italy | 100.0 |
| Jungheinrich Fleet Services S.r.l., Rosate/Milan, Italy | 100.0 |
| Jungheinrich de España S.A.U., Abrera/Barcelona, Spain | 100.0 |
| Jungheinrich Rental S.L., Abrera/Barcelona, Spain | 100.0 |
| Jungheinrich Fleet Services S.L., Abrera/Barcelona, Spain | 100.0 |
| Jungheinrich Nederland B.V., Alphen a. d. Rijn, Netherlands | 100.0 |
| Jungheinrich Finance B.V., Alphen a. d. Rijn, Netherlands | 100.0 |
| Jungheinrich Financial Services B.V., Alphen a. d. Rijn, Netherlands | 100.0 |
| Notes to the consolidated financial statements | |
|---|---|
| ------------------------------------------------ | -- |
| Name and domicile | Share of voting rights and capital in % |
|---|---|
| Jungheinrich AG, Hirschthal, Switzerland | 100.0 |
| Jungheinrich n.v./s.a., Leuven, Belgium | 100.0 |
| Jungheinrich Austria Vertriebsges. m.b.H., Vienna, Austria | 100.0 |
| Jungheinrich Fleet Services GmbH, Vienna, Austria | 100.0 |
| Jungheinrich Polska Sp. z o.o., Ozarow Mazowiecki/Warsaw, Poland | 100.0 |
| Jungheinrich Norge AS, Oslo, Norway | 100.0 |
| Jungheinrich (ČR) s.r.o., Ricany/Prague, Czech Republic | 100.0 |
| Jungheinrich Svenska AB, Arlöv, Sweden | 100.0 |
| Jungheinrich Hungária Kft., Biatorbágy/Budapest, Hungary | 100.0 |
| Jungheinrich Danmark A/S, Tåstrup, Denmark | 100.0 |
| Jungheinrich d.o.o., Kamnik, Slovenia | 100.0 |
| Jungheinrich Portugal Equipamentos de Transporte, Lda., Rio de Mouro/Lisbon, Portugal | 100.0 |
| Jungheinrich Lift Truck Ltd., Maynooth, Co. Kildare, Ireland | 100.0 |
| Jungheinrich Hellas EPE, Acharnes/Athens, Greece | 100.0 |
| Jungheinrich Istif Makinalari San. ve Tic. Ltd. Sti., Alemdag/Istanbul, Turkey | 100.0 |
| Jungheinrich spol. s.r.o., Senec, Slovakia | 100.0 |
| Jungheinrich Lift Truck Singapore Pte Ltd., Singapore, Singapore | 100.0 |
| Jungheinrich Lift Truck Malaysia Sdn. Bhd., Shah Alam/Kuala Lumpur, Malaysia | 100.0 |
| Jungheinrich Lift Truck Comercio de Empilhadeiras Ltda., Itupeva-SP, Brazil | 100.0 |
| Jungheinrich Lift Truck OOO, Moscow, Russia | 100.0 |
| Jungheinrich Parts OOO, Moscow, Russia | 100.0 |
| Jungheinrich Lift Truck TOV, Kiev, Ukraine | 100.0 |
| Jungheinrich Lift Truck SIA, Riga, Latvia | 100.0 |
| Jungheinrich Lift Truck UAB, Vilnius, Lithuania | 100.0 |
| Jungheinrich Lift Truck Oy, Kerava, Finland | 100.0 |
| Jungheinrich (Shanghai) Management Co., Ltd., Shanghai, China | 100.0 |
| Jungheinrich Lift Truck (Shanghai) Co., Ltd., Shanghai, China | 100.0 |
| Jungheinrich Lift Truck Manufacturing (Shanghai) Co., Ltd., Qingpu/Shanghai, China | 100.0 |
| Jungheinrich Lift Truck Ltd., Samuthprakarn/Bangkok, Thailand | 100.0 |
| Jungheinrich Lift Truck India Private Ltd., Mumbai, India | 100.0 |
| Jungheinrich Lift Truck Corporation, Houston/Texas, USA | 100.0 |
| Jungheinrich Systemlösungen GmbH, Graz, Austria | 100.0 |
| Jungheinrich South Africa (Pty) Ltd, Edenvale/Johannesburg, South Africa | 100.0 |
| Jungheinrich Romania S.R.L., Tătărani, Romania | 100.0 |
| Jungheinrich Rentalift SpA, Pudahuel/Santiago de Chile, Chile | 100.0 |
| MIAS Maschinenbau, Industrieanlagen & Service GmbH, Munich | 100.0 |
| MIAS Hungary Kft., Gyöngyös, Hungary | 100.0 |
| MIAS Holding Inc., Charlotte/North Carolina, USA | 100.0 |
| MIAS Property LLC, Charlotte/North Carolina, USA | 100.0 |
| MIAS Inc., Charlotte/North Carolina, USA | 100.0 |
| MIAS Italia S.r.l., Bolzano, Italy | 100.0 |
| MIAS Asia Holding Pte. Ltd., Singapore, Singapore | 100.0 |
| MIAS Materials Handling (Kunshan) Co., Ltd., Kunshan, China | 100.0 |
| Jungheinrich Australia Holdings Pty Ltd., Adelaide, Australia | 100.0 |
| NTP Pty Ltd., Adelaide, Australia | 100.01 |
| NTP Fleet Management Pty Ltd., Adelaide, Australia | 100.01 |
| Universal-FORMICA-Fonds, Frankfurt am Main2 | 0,0 |
1 10.0 per cent of the shares are held indirectly via a trust.
2 Included as a structured entity in accordance with IFRS 10
As of 31 December 2017, the following companies were included in the consolidated financial statements of Jungheinrich AG, Hamburg, using the equity method:
| Share of voting rights and capital |
|
|---|---|
| Name and domicile | in % |
| JULI Motorenwerk s.r.o., Moravany, Czech Republic | 50.0 |
| Supralift GmbH & Co. KG, Hofheim am Taunus | 50.0 |
| Fujian JULI Motor Co., Ltd., Putian, China | 50.0 |
| Jungheinrich Heli Industrial Truck Rental (China) Co., Ltd., Shanghai, China | 50.0 |
| Jungheinrich Heli Industrial Truck Rental (Shanghai) Co., Ltd., Shanghai, China | 45.5 |
| Jungheinrich Heli Industrial Truck Rental (Changzhou) Co., Ltd., Changzhou, China | 45.5 |
| Jungheinrich Heli Industrial Truck Rental (Guangzhou) Co., Ltd., Guangzhou, China | 45.5 |
| Jungheinrich Heli Industrial Truck Rental (Tianjin) Co., Ltd., Tianjin, China | 45.5 |
| Industrial Components of Texas LLC, Houston/Texas, USA | 50.0 |
| Irapol Sp. z o.o., Łódź, Poland | 50.0 |
As of 31 December 2017, the following companies were not included in the consolidated financial statements of Jungheinrich AG, Hamburg:
| Share of voting | |
|---|---|
| Name and domicile | rights and capital in % |
| Jungheinrich Katalog Verwaltungs-GmbH, Hamburg1 | 100.0 |
| Gebrauchtgeräte-Zentrum Dresden Verwaltungs-GmbH, Klipphausen/Dresden1 | 100.0 |
| NTP Unit Trust, Adelaide, Australia1 | 100.0 |
| Jungheinrich Latinoamérica y Caribe Ltda., Pudahuel/Santiago de Chile, Chile1 | 100.0 |
| Jungheinrich Lift Truck Middle East (FZE), Sharjah, UAE1 | 100.0 |
| Multiton MIC Corporation, Richmond/Virginia, USA1 | 100.0 |
| Jungheinrich Unterstützungskasse GmbH, Hamburg1 | 100.0 |
| FORTAL Administracào e Participacoes S.A., Rio de Janeiro, Brazil1 | 100.0 |
| Boss Manufacturing Ltd., Leighton Buzzard, United Kingdom1 | 100.0 |
| Motorenwerk JULI CZ s.r.o., Moravany, Czech Republic1 | 50.0 |
| Supralift Beteiligungs- und Kommunikations-Gesellschaft mbH, Hofheim am Taunus1 | 50.0 |
1 Not included due to its subordinate importance
The following domestic subsidiaries included in the consolidated financial statements of Jungheinrich AG made use of the waiver pursuant to Section 264, Paragraph 3 and Section 264b of the German Commercial Code (HGB) to a certain extent:
In December 2017, the Board of Management and the Supervisory Board issued a declaration of compliance with Section 161 of the German Stock Corporation Act (AktG) and made it permanently and publicly accessible on the website of Jungheinrich Aktiengesellschaft.
Hamburg, 27 February 2018
Jungheinrich Aktiengesellschaft Board of Management
Hans-Georg Frey
Dr Lars Brzoska
Dr Volker Hues
Dr Klaus-Dieter Rosenbach
To the best of our knowledge, and in accordance with the applicable reporting principles, the consolidated financial statements give a true and fair view of the assets, liabilities, financial position and profit or loss of the Group, and the Group management
report includes a fair review of the development and performance of the business and the position of the Group, together with a description of the principal opportunities and risks associated with the expected development of the Group.
Hamburg, 27 February 2018
Jungheinrich Aktiengesellschaft The Board of Management
Hans-Georg Frey Dr Lars Brzoska Dr Volker Hues Dr Klaus-Dieter Rosenbach
140
Independent Auditor's Report
To Jungheinrich Aktiengesellschaft, Hamburg
We have audited the consolidated financial statements of Jungheinrich Aktiengesellschaft, Hamburg, and its subsidiaries (the Group), which comprise the consolidated balance sheet as of December 31, 2017, and the consolidated statement of income, the consolidated statement of comprehensive income (loss), the consolidated statement of changes in shareholders ` equity and the consolidated statement of cash flows for the financial year from January 1 to December 31, 2017, and the notes to the consolidated financial statements, including a summary of significant accounting policies. In addition, we have audited the group management report of Jungheinrich AG, Hamburg, for the financial year from January 1 to December 31, 2017.
In our opinion, on the basis of the knowledge obtained in the audit,
the accompanying consolidated financial statements comply, in all material respects, with the IFRSs as adopted by the EU, and the additional requirements of German commercial law pursuant to Section 315e (1) HGB [Handelsgesetzbuch: German Commercial Code] and, in compliance with these requirements, give a true and fair view of the assets, liabilities, and financial position of the Group as of December 31, 2017, and of its financial performance for the financial year from January 1 to December 31, 2017, and
the accompanying group management report as a whole provides an appropriate view of the Group's position. In all material respects, this group management report is consistent with the consolidated financial statements, complies with German legal requirements and appropriately presents the opportunities and risks of future development.
Pursuant to Section 322 (3) sentence 1 HGB, we declare that our audit has not led to any reservations relating to the legal compliance of the consolidated financial statements and of the group management report.
We conducted our audit of the consolidated financial statements and of the group management report in accordance with Section 317 HGB and EU Audit Regulation No. 537/2014 (referred to subsequently as "EU Audit Regulation") and in compliance with German Generally Accepted Standards for Financial Statement Audits promulgated by the Institut der Wirtschaftsprüfer [Institute of Public Auditors in Germany] (IDW). Our responsibilities under those requirements and principles are further described in the "Auditor's Responsibilities for the Audit of the Consolidated Financial Statements and of the Group Management Report" section of our auditor's report. We are independent of the group entities in accordance with the requirements of European law and German commercial and professional law, and we have fulfilled our other German professional responsibilities in accordance with these requirements. In addition, in accordance with Article 10 (2) point (f) of the EU Audit Regulation, we declare that we have not provided non-audit services prohibited under Article 5 (1) of the EU Audit Regulation. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinions on the consolidated financial statements and on the group management report.
Independent Auditor's Report
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated financial statements for the financial year from January 1 to December 31, 2017. These matters were addressed in the context of our audit of the consolidated financial statements as a whole, and in forming our opinion thereon, we do not provide a separate opinion on these matters.
For the management's comments, please refer to section (2) 'Accounting principles: impairments of intangible assets, property, plant and equipment and trucks for short-term rental' as well as the 'Notes to the consolidated balance sheet' in section (12) 'Intangible assets' of the notes to the consolidated financial statements and to the group management report sections 'Economic and sector environment' and 'Forecast report'.
As of December 31, 2017, goodwill was valued at KEUR 35,021 (KEUR: thousand euros).
Goodwill is tested for impairment annually at the level of cash-generating units. For this purpose, the carrying amount is compared with the recoverable amount of each cash-generating unit. If the carrying amount exceeds the recoverable amount of the assets, an impairment loss is recognized. The recoverable amount of a cash-generating unit is the higher of its fair value less costs to sell and its value in use.
Impairment testing of goodwill is complex and based on a range of assumptions that require judgment. These include the expected business and earnings performance of the cash-generating units for the next five years, the assumed long-term growth rates and the discount rate used.
As a result of impairment testing, the Company recognized an impairment loss for goodwill in the amount of KEUR 152.
There is the risk for the financial statements that impairment of goodwill is not identified or not in the amount required as of the reporting date. There is also the risk that the related disclosures in the notes are not appropriate.
By involving our valuation experts, we have also assessed the appropriateness of the key assumptions and calculation methods of the Company. For this purpose we discussed the expected business and earnings development and the assumed longterm growth rates with those responsible for planning. We also reconciled this information with internally available forecasts, e.g. for controlling or investment planning, and with the budget prepared by the Board of Management and approved by the Supervisory Board. Furthermore, we evaluated the consistency of assumptions with external market assessments.
We also confirmed the accuracy of the Company's previous forecasts by comparing the budgets of previous financial years and the forecasts for financial year 2017 with actual earnings and by analyzing deviations.
Independent Auditor's Report
Since even small changes to the discount rate can have a significant effect on the results of impairment testing, we compared the assumptions and parameters underlying the discount rate, in particular the risk-free rate, the market risk premium and the beta coefficient, with our own assumptions and publicly available data.
To ensure the computational accuracy of the valuation model used, we verified the Company's calculations on the basis of selected risk-based elements.
In order to take account of forecast uncertainty and the earlier date for impairment testing, we investigated the impact of potential changes in the discount rate on the recoverable amount (sensitivity analysis) by calculating alternative scenarios and comparing these with the Company's figures.
Finally, we assessed whether the disclosures in the notes regarding impairment of goodwill are appropriate.
The calculation model used for impairment testing of goodwill is appropriate and in line with the accounting policies to be applied.
The Company's assumptions and parameters used for measurement are appropriate.
The related disclosures in the notes are appropriate.
For the management's comments, please refer to section (2) 'Accounting principles: leasing and financial services' as well as the 'Notes to the consolidated balance sheet' in section (15) 'Trucks for lease from financial services', (19) 'Receivables from financial services' and (28) 'Liabilities from financial services' in the notes to the consolidated financial statements and to the 'Financial services' section of the group management report.
All of the Group's financial services are combined in the financial services segment. This segment fulfills a service function for sales and distribution within the Group. At the end of 2017, contracts totaled 155 thousand trucks at an original value of EUR 2,486 million. Based on the number of trucks sold, 42% (PY: 40%) were sold via financial services contracts.
In Germany, Austria and Belgium, all software components for the recognition and reporting leases were updated in financial year 2017 in order to significantly improve their performance (software update). For the purpose of recognition, leases are classified into finance leases or operating leases. The classification of leases is based on the extent to which risks and rewards incidental to ownership of a leased asset lie with the lessor or the lessee. The new software covers a portfolio of contracts consisting of nearly 40 thousand contracts with customers and a wide array of contractual arrangements. The large number of contracts and classification of leases are complex and involve additional risks associated with the software update.
Independent Auditor's Report
There is the risk for the financial statements that, as a result of the software update, contracts with customers for financial services are not recognized completely or incorrectly or that they are not correctly classified into the various lease categories and consequently the related receivables and liabilities as well as trucks for lease from financial services, and also the corresponding expenses and income, are recognized inaccurately in the consolidated financial statements.
With the involvement of our IT experts, we tested the general IT environment, particularly the handling of program changes (execution, testing and release as well as authorization for development and implementation in the production system), for adequacy and effectiveness.
We obtained an understanding of the processes for data entry and processing of leases during the software update based on interviews with employees as well as by inspecting transactions selected on the basis of risk. To assess the completeness and accuracy of data entry, relevant controls were identified and tested for their adequacy and effectiveness. To that end, we inspected individual procedures on a sample basis and reconciled the system data to the underlying leases. We also verified and assessed the calculation methods used by the software for determining receivables and liabilities as well as trucks for lease from financial services, as to whether these calculation methods are consistent with the accounting policies to be applied.
The accounting treatment of receivables and liabilities as well as trucks for lease from financial services, and of the corresponding lease expenses and income, using the updated software is consistent with the accounting policies to be applied.
Management is responsible for the other information. The other information comprises the annual report, with the exception of the audited consolidated financial statements and group management report and our auditor's report.
Our opinions on the consolidated financial statements and on the group management report do not cover the other information, and consequently we do not express an opinion or any other form of assurance conclusion thereon.
In connection with our audit, our responsibility is to read the other information and, in doing so, to consider whether the other information
Independent Auditor's Report
Management is responsible for the preparation of the consolidated financial statements that comply, in all material respects, with IFRSs as adopted by the EU and the additional requirements of German commercial law pursuant to Section 315e (1) HGB and that the consolidated financial statements, in compliance with these requirements, give a true and fair view of the assets, liabilities, financial position, and financial performance of the Group. In addition, management is responsible for such internal control as they have determined necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the consolidated financial statements, management is responsible for assessing the Group's ability to continue as a going concern. They also have the responsibility for disclosing, as applicable, matters related to going concern. In addition, they are responsible for financial reporting based on the going concern basis of accounting unless there is an intention to liquidate the Group or to cease operations, or there is no realistic alternative but to do so.
Furthermore, management is responsible for the preparation of the group management report that, as a whole, provides an appropriate view of the Group's position and is, in all material respects, consistent with the consolidated financial statements, complies with German legal requirements, and appropriately presents the opportunities and risks of future development. In addition, management is responsible for such arrangements and measures (systems) as they have considered necessary to enable the preparation of a group management report that is in accordance with the applicable German legal requirements, and to be able to provide sufficient appropriate evidence for the assertions in the group management report.
The supervisory board is responsible for overseeing the Group's financial reporting process for the preparation of the consolidated financial statements and of the group management report.
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and whether the group management report as a whole provides an appropriate view of the Group's position and, in all material respects, is consistent with the consolidated financial statements and the knowledge obtained in the audit, complies with the German legal requirements and appropriately presents the opportunities and risks of future development, as well as to issue an auditor's report that includes our opinions on the consolidated financial statements and on the group management report.
Independent Auditor's Report
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Section 317 HGB and the EU Audit Regulation and in compliance with German Generally Accepted Standards for Financial Statement Audits promulgated by the Institut der Wirtschaftsprüfer (IDW) will always detect a material misstatement. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements and this group management report.
We exercise professional judgment and maintain professional skepticism throughout the audit. We also:
Obtain an understanding of internal control relevant to the audit of the consolidated financial statements and of arrangements and measures (systems) relevant to the audit of the group management report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of these systems.
Evaluate the appropriateness of accounting policies used by management and the reasonableness of estimates made by management and related disclosures.
Annual Report 2017 • Jungheinrich AG
Drive To our shareholders Group management report Consolidated financial statements Addtional information
Independent Auditor's Report
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with the relevant independence requirements, and communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, the related safeguards.
From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor's report unless law or regulation precludes public disclosure about the matter.
We were elected as auditor by the annual general meeting on May 16, 2017, and therefore are also elected as group auditor pursuant to Section 318 (2) HGB. We were engaged by the supervisory board on October 23, 2017. We have been the group auditor of Jungheinrich Aktiengesellschaft, Hamburg, since financial year 2017.
We declare that the opinions expressed in this auditor's report are consistent with the additional report to the audit committee pursuant to Article 11 of the EU Audit Regulation (long-form audit report).
The German Public Auditor responsible for the engagement is Dr. Jochen Haußer.
Hamburg, February 27, 2018
KPMG AG Wirtschaftsprüfungsgesellschaft
Schmelzer Dr. Haußer Wirtschaftsprüfer Wirtschaftsprüfer
[German Public Auditor] [German Public Auditor]
Jungheinrich worldwide
| $\sim$ | $\sim$ ۰. |
|
|---|---|---|
| Latin America | Europe | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Argentinia | ■ | Panama | ■ | Albania | ■ | Estonia | ■ | Lithuania | ■ Russia ■ |
|
| Brazil | ■ | Paraguay | ■ | Austria | ■ | Finland | ■ | Luxembourg | ■ ■ Serbia |
|
| Chile | ■ | Peru | ■ | Belarus | ■ | France | ■ | Macedonia | ■ ■ Slovakia |
|
| Columbia | ■ | Uruguay | ■ | Belgium | ■ | Germany | ■ | Malta | ■ Slovenia ■ |
|
| Costa Rica | ■ | Venezuela | ■ | Bosnia and | Greece | ■ | Moldavia | ■ ■ Spain |
||
| Cuba | ■ | Herzegovina | ■ | Hungary | ■ | Montenegro | ■ Sweden ■ |
|||
| Ecuador | ■ | Bulgaria | ■ | Iceland | ■ | Netherlands | ■ ■ Switzerland |
|||
| El Salvador | ■ | Croatia | ■ | Ireland | ■ | Norway | ■ ■ Turkey |
|||
| Guatemala | ■ | Cyprus | ■ | Italy | ■ | Poland | ■ Ukraine ■ |
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| Honduras | ■ | Czech Republic ■ | Kosovo | ■ | Portugal | ■ United Kingdom ■ |
||||
| Nicaragua | ■ | Denmark | ■ | Latvia | ■ | Romania | ■ |
Jungheinrich worldwide
| Middle East and Africa | |
|---|---|
| Algeria | ■ Kenya ■ |
| Angola | ■ ■ Kuwait |
| Bahrain | ■ ■ Lebanon |
| Egypt | ■ Libya ■ |
| Ethiopia | ■ ■ Malawi |
| Ghana | ■ Marocco ■ |
| Iran | ■ ■ Mauritius |
| Iraq | ■ ■ Mozambique |
| Israel | ■ Nigeria ■ |
| Ivory Coast | ■ ■ Oman |
| Jordan | ■ Qatar ■ |
| Saudi Arabia ■ |
|---|
| ■ South Africa |
| Sudan ■ |
| ■ Syria |
| ■ Tanzania |
| Tunisia ■ |
| United Arab |
| Emirates ■ |
| Central Asia |
|---|
| -------------- |
| Central Asia | |
|---|---|
| Afghanistan | ■ |
| Armenia | ■ |
| Azerbaijan | ■ |
| Georgia | ■ |
| Kazakhstan | ■ |
| Kyrgyzstan | ■ |
| Pakistan | ■ |
| Turkmenistan | ■ |
| Uzbekistan | ■ |
| Asia Pacific | |
|---|---|
| Asia Pacific | |||
|---|---|---|---|
| Australia | ■ | New Zealand | ■ |
| Bangladesh | ■ | Papua | |
| Cambodia | ■ | New Guinea | ■ |
| China | ■ | Philippines | ■ |
| Hongkong | ■ | Singapore | ■ |
| India | ■ | Sri Lanka | ■ |
| Indonesia | ■ | South Korea | ■ |
| Laos | ■ | Taiwan | ■ |
| Malaysia | ■ | Thailand | ■ |
| Myanmar | ■ | Vietnam | ■ |
| New Caledonia | ■ |
in units
| Jungheinrich Group | 2017 | 2016 | 2015 | 2014 | 2013 | |
|---|---|---|---|---|---|---|
| Incoming orders | units | 123,500 | 109,200 | 97,100 | 85,600 | 78,200 |
| million € | 3,560 | 3,220 | 2,817 | 2,535 | 2,357 | |
| Production of material handling equipment | units | 120,100 | 106,300 | 91,200 | 83,500 | 72,500 |
| Net sales | million € | 3,435 | 3,085 | 2,754 | 2,498 | 2,290 |
| thereof Germany | million € | 851 | 753 | 701 | 655 | 613 |
| thereof abroad | million € | 2,584 | 2,332 | 2,053 | 1,843 | 1,677 |
| Foreign ratio | % | 75 | 76 | 75 | 74 | 73 |
| Earnings before interest, taxes, depreciation and amortisation (EBITDA) |
million € | 543 | 489 | 432 | 383 | 347 |
| Earnings before interest and income taxes (EBIT) |
million € | 259 | 235 | 213 | 193 | 172 |
| EBIT return on sales (EBIT ROS) | % | 7.5 | 7.6 | 7.7 | 7.7 | 7.5 |
| EBIT return on capital employed (ROCE) | % | 17 | 18 | 18 | 18 | 19 |
| Earnings before taxes (EBT) | million € | 243 | 216 | 198 | 175 | 150 |
| EBT return on sales (EBT ROS) | % | 7.1 | 7.0 | 7.2 | 7.0 | 6.6 |
| Net income | million € | 182 | 154 | 138 | 126 | 107 |
| Capital expenditures1 | million € | 88 | 59 | 87 | 84 | 91 |
| Research and development expenditures | million € | 77 | 62 | 55 | 50 | 45 |
| Balance sheet total 31/12 | million € | 4,130 | 3,643 | 3,349 | 3,040 | 2,751 |
| Trucks for short-term rental | million € | 375 | 326 | 299 | 248 | 214 |
| Trucks for lease from financial services | million € | 448 | 395 | 3542 | 283 | 259 |
| Receivables from financial services | million € | 891 | 752 | 692 | 639 | 605 |
| Liabilities from financial services | million € | 1,315 | 1,155 | 1,072 | 942 | 871 |
| Shareholders' equity 31/12 | million € | 1,244 | 1,114 | 1,026 | 900 | 831 |
| thereof subscribed capital | million € | 102 | 102 | 102 | 102 | 102 |
| Equity ratio (Group) | % | 30 | 31 | 31 | 30 | 30 |
| Equity ratio (Intralogistics) | % | 48 | 48 | 48 | 46 | 47 |
| Return on equity after income taxes (ROE) | % | 15 | 14 | 14 | 15 | 14 |
| Net indebtedness | million € | 7 | –56 | –75 | –132 | –154 |
| Indebtedness ratio | years | 0.02 | <0 | <0 | <0 | <0 |
| Employees 31/12 | FTE3 | 16,248 | 15,010 | 13,962 | 12,549 | 11,840 |
| thereof Germany | FTE3 | 6,962 | 6,511 | 6,078 | 5,638 | 5,356 |
| thereof abroad | FTE3 | 9,286 | 8,499 | 7,884 | 6,911 | 6,484 |
| Earnings per preferred share | € | 1.80 | 1.52 | 1.364 | 1.244 | 1.064 |
| Dividend per share – ordinary share | € | 0.485 | 0.42 | 0.384 | 0.334 | 0.274 |
| – preferred share | € | 0.50 5 | 0.44 | 0.404 | 0.354 | 0.294 |
Explanatory notes to the key financial data: Equity ratio = Shareholders' equity/Total capital x 100; EBIT return on sales (EBIT ROS) = EBIT/Net sales x 100; EBT return on sales (EBT ROS) = EBT/Net sales x 100; EBIT return on capital employed (ROCE) = EBIT/Employed interest-bearing capital6 x 100; Return on equity after income taxes (ROE) = Net income/Average shareholders' equity x 100; Net indebtedness = Financial liabilities – Cash and cash equivalents and securities; Indebtedness ratio = Net indebtedness/EBITDA (excluding the depreciation of trucks for lease from financial services)
1 Property, plant and equipment and intangible assets excluding capitalised development expenditures
5 Proposal
2 Adjusted retroactively due to the classification and valuation of customer leases (NTP) 3 FTE = full-time equivalents
4 Reflects the stock split (1:3); figures adjusted
6 Shareholders' equity + Financial liabilities – Cash and cash equivalents and securities + Provisions for pensions and long-term personnel obligations
| Balance sheet press conference Publication of the Annual Report 2017 |
7 March 2018 |
|---|---|
| Analyst conference, Frankfurt am Main | 7 March 2018 |
| Annual General Meeting 2018, Theater Neue Flora, Hamburg |
17 April 2018 |
| Dividend payment | 20 April 2018 |
| Interim statement as of 31 March 2018 | 4 May 2018 |
| Interim report as of 30 June 2018 | 9 August 2018 |
| Interim statement as of 30 September 2018 | 6 November 2018 |
Jungheinrich Aktiengesellschaft Corporate Communications
Friedrich-Ebert-Damm 129 22047 Hamburg, Germany
HGB Hamburger Geschäftsberichte GmbH & Co. KG Hamburg, Germany
Beisner Druck GmbH & Co. KG Buchholz, Germany
Thomas Gasparini (p. 2, 31) 123rf.com/© studiom1 (p. 7, 13, 14, 21, 22, 29) 123rf.com/© Liu Zishan (p. 14, 22) All other photos: Jungheinrich AG Icons: Jungheinrich AG, The Noun Project
Phone: +49 40 6948-2063 Fax: +49 40 6948-1599
Phone: +49 40 6948-1328 Fax: +49 40 6948-751328
www.jungheinrich.com [email protected]
This annual report has been published in German and English. The German version shall always prevail.
Friedrich-Ebert-Damm 129 22047 Hamburg Germany Phone: +49 40 6948 - 0 Fax: +49 40 6948 -1777 www.jungheinrich.com [email protected]
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