VINYL GROUP LTD - Annual Report 2012

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For immediate release

ASX CODE: MBO

Date: 28 September 2012

Dear Sir / Madam

We attach the Annual Report for Mobilarm Limited for the year ended 30 June 2012.

Yours faithfully Mobilarm Limited

David McArthur Company Secretary

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ABN 15 106 513 580

MOBILARM LIMITED

ANNUAL REPORT Year ending 30 June 2012

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INDEX
REVIEW OF OPERATIONS	3
DIRECTOR’S REPORT	5
AUDITOR’S INDEPENDENCE DECLARATION	14
DIRECTOR’S DECLARATION	15
REMUNERATION REPORT	16
CORPORATE GOVERNANCE STATEMENT	34
STATEMENT OF COMPREHENSIVE INCOME	49
STATEMENT OF FINANCIAL POSITION	51
STATEMENT OF CASH FLOWS	52
STATEMENT OF CHANGES IN EQUITY	53
NOTES TO THE FINANCIAL STATEMENT	54
INDEPENDENT AUDITOR’S REPORT	115
SHAREHOLDER INFORMATION	117
CORPORATE DIRECTORY	120

MOBILARM LIMITED – FINANCIAL REPORT 2012

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REVIEW OF OPERATIONS

The last year has been a transformational year for the Mobilarm group of companies (“the Group”). We welcomed a new Chairman David Marshall and a new non-executive Director, Sir Tim McClement. We expanded from a product research and development focus to include an aggressive sales and marketing strategy. We underwent a major restructuring process that included product, place and personel. This combined with our new leadership, geographical and sales focus saw us deliver an unprecedented profit for the second half of the year.

The Group grew our sales in all markets this year, including significant growth in the acquired Marine Rescue Technologies Ltd (“MRT”). The integration of the two businesses helped expand sales for both in each other’s geographies. Our sales grew 481% over the last year to $5.5 million and our sales pipeline continues to grow significantly.

The latest RTCM standard will allow us to make a stronger push into the North American market with our upcoming new V100 product. We are also focused on delivering the next generation of Sea Marshall AU9 products in calendar 2012, to keep our portfolio of products at the forefront of technology and customer requirements.

During the year we have been recognised as an expert partner to provide safety in critical environments, such as the military, wind farms, Oil and Gas Platforms, Christmas Island and even the Mariana Trench.

Offshore Oil & Gas and Wind farms

The offshore Oil & Gas industry continues to be a key market for the Group. The recent directive by the Department of Petroleum Resources in Nigeria (DPR/SE/7206/Vol.1/3) promises to provide a significant opportunity with the roll out of the V100 underway. The expansion of our product portfolio will allow us to better serve this market through additional solutions, be it intrinsically safe beacons or tracking systems. New standards will allow us to expand our sales presence in these markets globally.

We have enjoyed high success in the wind farm industry. The rapid growth of the wind farm market in Europe sees the requirement for solutions to safeguard the personnel in the construction and maintenance of the offshore turbines. We have a customised solution for this industry to meet its needs. We are market leaders in this high growth segment and expect to remain the dominant provider.

Commercial Marine

We continue to sell into this market, especially fishing which continues to recognise its very hazardous environment. Safety is important in this tight margin market, so we need to keep our focus to deliver safety to the highest standard in the most cost-effective way to these customers.

Defence

The Group continues its focus in this market through its V200 product for submariners. The Royal Dutch Navy was the first customer to move on this new and exciting product. We continue to work with other Navies to expand its adoption. We are also pushing our upgraded V100 as well as our Sea Marshall products to deliver a complete set of solutions to this market.

Government & Regulatory

We continue to work with government and regulatory agencies around the world to provide the best level of safety. In 2012 we worked with FESA in Western Australia to deploy V100s across all of WA.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Summary

We have achieved exceptional sales growth over the last 12 months even as we streamlined operations. Our focus has been on restructuring and growing the business to a profitable position. The results from the last six months show that we have achieved this goal. We have new products coming to market in the coming year to expand our sales reach globally and continue to work with regulators to drive this.

We would not have achieved these results without the efforts of our staff and management and I commend them on their efforts, particularly during the turbulent change period. The continued support of our shareholders is appreciated, I realise that most of you have stuck with us over many years. I commit my continued best efforts to repay your long suffering loyalty and assure you that the Board, Management and Staff are focused on delivering you a return on your investment.

The Board of Directors is extremely pleased with the results achieved this year and is looking forward to continue the growth and positive results in financial year 2013 and onwards.

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Ken Gaunt

Chief Executive Officer and Director

Perth, Western Australia

28 September 2012

MOBILARM LIMITED – FINANCIAL REPORT 2012

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DIRECTORS’ REPORT

The Directors present their report together with the financial report of Mobilarm Limited (“the Company”) and controlled entities (“the Group”) for the year ended 30 June 2012 and the auditor’s report thereon.

Directors

The directors of Mobilarm Limited in office during or since the end of the financial year are:

Mr. David Marshall (i) - Chairman

Mr. Ken Gaunt (ii) - Director and Chief Executive Officer

Mr. Brenton Scott - Non-Executive Director Sir Tim McClement (iii) - Independent Director

Others

Mr. Richard Allen (iv) - Independent Chairman

Mr. Lindsay Lyon (v) - Chief Executive Officer Mr. Christian Lange (vi) - Non Executive Director

(i) Appointed director on 20 January 2012, appointed as Chairman on 29 February 2012 (ii) Appointed to the board on 1 September 2011, appointed Chief Executive Officer on 5 January 2012 (iii) Appointed to the board on 1 September 2012

(iv) Resigned on 29 February 2012

(v) Resigned as Director on 31 August 2011, terminated as Chief Executive Officer on 5 January 2012 (vi) Resigned as Director on 31 August 2011

Mr Richard Allen (Resigned 29 February 2012)

Mr Allen has extensive experience in the international offshore marine oil and gas industries. He held a range of technical and management positions over 20 years with Baroid Drilling Fluids Inc (acquired by Halliburton), culminating in Manager for the Asia/Pacific region with responsibility for operations in 16 countries.

Previously Managing Director of Tox Free Solutions Ltd (ASX: TOX) and Plantation Energy Australia Pty Ltd, Richard remains on both boards as Non-Executive Director. Tox Free Solutions is one of Australia's largest integrated industrial service and waste management businesses with a market capitalisation of approximately $216M. The founder of Plantation Energy Australia, Richard built the company into one of the world's largest producers of biomass fuel pellets, used as carbon-neutral fuel in some of Europe's largest coal-fired power stations. Mr. Allen is also a Non-Executive Director of Renewable Heat & Power Limited.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Mr Brenton Scott

Mr Scott holds a Bachelor of Business degree and is a member of the Institute of Chartered Accountants in Australia. Mr. Scott spent 14 years in the accounting profession. He spent 10 of these as a partner of firstly Walker Wayland, Perth then Scott Partners, in which he was the Managing Partner. Mr Scott then became the Chief Financial Officer of Electronic Banking Solutions Limited (EBS) which was a large independent deployer of ATM machines in Australia. A few years later, EBS merged with Cashcard Australia Limited who in turn was recently acquired by the US company First Data International. Mr Scott is currently the Managing Director of Cruisers Yachts Australia.

Mr Lindsay Lyon (Resigned as director on 31 August 2011, terminated as CEO 5 January 2012)

Mr Lyon has over 25 years of experience as an entrepreneur and executive in the technology and marine industries. Mr. Lyon’s career includes 13 years with Hewlett-Packard, where he was responsible for the Australian commercial business, Asia Pacific consulting Partner at Siebel Systems, co-founder of Opdicom Pty Ltd and previous to Mobilarm, the founder and Executive Chairman of Datacatch Pty Ltd, a software storage company. Mr Lyon holds a Masters of Marketing from Melbourne University, a Diploma in Electronic Engineering, an Electrical Trade Certificate, and has attended the Hewlett-Packard INSEAD Executive Management Program in France.

Mr Christian Lange (resigned 31 August 2011)

Mr Lange was formerly Vice President for the global oilfield services group, Schlumberger Limited. In a 16 year career with Schlumberger, Mr Lange held a range of senior executive positions responsible for operations, capital markets, marketing, business strategy and general management. In his most recent Vice President's position in New York and Paris with Schlumberger, Mr Lange was responsible for the group's key capital markets, investor relations and merger and acquisitions advice. Mr Lange has also held senior management positions in operations, marketing and business strategy for the Middle East, North Africa and South America. As a former Managing Director and Chief Executive Officer of SDS Corporation Limited, Mr Lange successfully executed company restructure and turnaround strategies. Mr Lange was Director and Chief Executive Officer for the ASX-listed company Neptune Marine Services (ASX: NMS) from 28 February 2006 to 24 November 2010 and was a non executive director of Surtron Technologies until he resigned on 27 June 2010.

Mr Robert Kenneth (Ken) Gaunt

Mr Gaunt founded Electronic Banking Solutions Pty Ltd in 1998 and as its managing director grew it into a successful business right up to the merger with Cash Card Australia Limited in 2003 where he served as a director. Ken was a board member and Australia’s representative of the ATM industry association and was a member of the customer advisory board of National Cash Register Group Limited. Mr. Gaunt is a nonexecutive director of K2 Energy Ltd (ASX: KTE).

Mr David Marshall (Appointed as director on 20 January 2012, appointed as Chairman on 29 February 2012)

David Marshall is a highly regarded figure in the world of Marine Safety with in excess of 40 years experience in the development and sales of Man Overboard Technology. As the founder of Marine Rescue Technologies Limited in the UK he has championed the need for man overboard protection technology.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Sir Tim McClement (Appointed as director on 1 September 2012)

Sir Tim has an extensive and highly successful Naval career. From 2004- 2006 Sir Tim was the Deputy Commander–in-Chief Fleet (as a Vice Admiral). In this role he was the Chief Operating Officer of the Royal Navy’s front line operational command running the day-to-day Command of the 2nd most powerful Navy in the world. From 2001 to 2003 Sir Tim was the Assistant Chief of Naval Staff (as a Rear Admiral). He was a member of the Admiralty Board, which was chaired by the Secretary of State for Defence. Sir Tim is also an experienced chairman and non-executive director, having served as Director of Subsea Resources Ltd, Managing Director of Flagship Superyacht Academy, an adviser to Undersea Defence Technology, a strategic adviser to Large Yacht Solutions, a member of the Defence Advisory Board of Babcock International, a military adviser to CTruk, a Director of CWInd and Chairman of Protection Vessels International which as a start up in 2009 achieved revenues of £48 Million by the end of 2011.

Directors Meetings

The number of directors’ meetings (including meetings of committees of directors) and number of meetings attended by each of the directors of the Group during the financial year are:

Director	Number of Meetings Attended	Number of meetings held during the time the Director held office.	Number of audit committee meetings held during the time the Director held office.	Number of remuneration committee meetings held during the time the Director held office.	Number of nomination committee meetings held during the time the Director held office.



Mr. David Marshall (i)	4	4	-	-	-
Mr. Ken Gaunt (ii)	10	10	-	-	-
Mr. Brenton Scott	9	11	-	-	-
Sir Tim McClement (iii)	-	-	-	-	-
Mr. Richard Allen (iv)	8	8	-	-	-
Mr. Lindsay Lyon (v)	1	1	-	-	-
Mr. Christian Lange (vi)	1	1	-	-	-

(i) Appointed director on 20 January 2012, appointed as Chairman on 29 February 2012

(ii) Appointed to the board on 1 September 2011, appointed Chief Executive Officer on 5 January 2012 (iii) Appointed to the board on 1 September 2012

(iv) Resigned on 29 February 2012

(v) Resigned as Director on 31 August 2011, terminated as Chief Executive Officer on 5 January 2012

(vi) Resigned as Director on 31 August 2011

The company formed its committees, but due to size and changes of the board, it has managed the activities of the committees at the board level.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Committee Membership

As at the date of this report, the Group had an audit committee, a remuneration committee, a nomination committee of the board of directors. Members acting on the committees of the board during the year were:

Director	Audit Committee	Remuneration Committee	Nomination Committee

Mr. Richard Allen	-	-	-
Mr. Brenton Scott	X	X	X
Mr. Christian Lange	-	-	-
Mr. Ken Gaunt	-	-	-
Mr. Lindsay Lyon	-	-	-
Mr. David Marshall	X	X	X
Sir Tim McClement	-	-	-

Interest in the shares of the Group and related corporations

As at the date of this report, the interests of the directors in the shares of the Group and related corporations were:

Director	Ordinary Shares	Performance Class B	Performance Class C	Share Options

Mr. Richard Allen	Nil	Nil	Nil	Nil
Mr. Brenton Scott	36,105,836	Nil(i)	500,000	1,500,000
Mr. Christian Lange	200,000	Nil	Nil	Nil
Mr. Ken Gaunt	24,922,155	Nil	Nil	32,671,147 (ii)
Mr. Lindsay Lyon	4,800,000	Nil	Nil	Nil
Mr. David Marshall	8,139,074	Nil	Nil	Nil
Sir Tim McClement	Nil	Nil	Nil	Nil

(i) The milestone for Performance Shares Class B expired on 28 August 2012

(ii) This includes the issue of 29,670,487 options on 7 September 2012. See the Significant events subsequent to balance date portion of the Directors report for more details on the options.

Company Secretary

The following person held the position of company secretary at the end of the financial year:

Mr. David McArthur

Mr. McArthur is a chartered accountant with over 30 years of experience in the corporate management of publicly listed companies. Mr McArthur holds a Bachelor of Commerce Degree from the University of Western Australia.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Principal Activities

The principal activities of the Group during the financial year were the development, manufacturing and sale of a Man Overboard Safety Systems.

There were no other significant changes in the nature of the activities of the Group during the financial year.

Dividends

No dividends were paid or declared for the financial year.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Operating Results for the Year

Operations of the Group

The loss of the group after providing for income tax amounted to ($1,474,638) (2011: Loss of $4,234,955), a decrease of 65%. The Group increased sales to $5,473,269 in 2012 as compared to $941,701 in 2011, an increase of 481%. If we included the 2011 full year results from Marine Rescue Technologies Limited, the loss would have decreased 59% from $3,632,920 and sales would have increased 73% from $3,170,965. The increase is due to increased sales across our full portfolio of Crewsafe V100 and Sea Marshall products.

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The Group’s operating expenses increased to $7,862,794 in 2012 as compared to $5,874,044 in 2011, an increase of 34%. This increase included $1,427,705 of increased cost of goods sold from the higher sales volumes. The combination of the increased sales, changes in operating expenses and other income realised from the decrease in the fair value of the deferred compensation paid for MRT resulted in a net loss for the year of $1,474,638 as compared to a loss of $4,234,955 in 2011, a decrease of 65%. The Group had various one off non-cash transactions in 2012 that affected the net loss.

The Group significantly reduced its workforce in the second half of the 2012 financial year. The Company reduced headcount from 35 to 20. The Company paid redundancy costs of $275,503 as part of these activities. In total, the Company paid $1,260,287 to the redundant employees over the 2012 financial year in the form of salaries and redundancy costs.

The Group also reversed the expense related to forfeited performance shares and stock options during the year. The reversal amounted to $478,815 for the performance shares and $12,121 for the employee stock options. Over the course of the year, the Company recognised a net share based compensation benefit of $283,497 (2011: expense $568,923).

The Group also incurred a further $62,500 in 2012 (2011: $170,333) of share based payments to employees and suppliers.

The Group also recognised a provision of $187,235 for the unused portion of its leased facilities in Osborne Park. As part of the restructuring, the Company no longer needs all the space under its lease and has provisioned for the portion not in use for the remaining life of the lease.

Financial Position of the Group

The Group ended 2012 with net assets of $4,420,785, compared to $3,165,167 in 2011. The improvement in financial condition is mostly due to the increase in sales volumes during the year, coupled with the reduction in expenses.

On the asset side, the Group has decreased its current asset position by $1,312,252 from 2012 to 2011, mostly due to the collection of its Entitlements Offer receivable of $1,815,420 which was paid to the Group on 22 July 2011. The group also reduced its inventories as it decreased the on hand stock of Crewsafe inventory and has aggressively pursued a shorter lead time position for its customers for its Sea Marshall products. These were offset by increases in our trade receivables due to the higher sales volumes. Noncurrent assets increased by $16,858 mostly due to capitalised research and development costs of our next generation Crewsafe and Sea Marshall products, offset by the depreciation and amortisation.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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On the liability front, the Group decreased its current liability position by $2,209,639 as a result of paying down its term and convertible debt from the funds received from its Entitlements Offer and private placement, as well as the increased sales.

Business strategy for future financial years

The Group made significant changes to its operations in 2012 in order to focus on growth in the coming years in the markets where we are enjoying the most success. We have consolidated operations in Europe where the bulk of our sales are located. We will also be releasing two new products in FY2013 to expand our European portfolio and add a new product to line up with the new North American standards. North America is a key market that we will pursue aggressively in the coming years. We are also working with our global partners to promote the proposal of legislation requiring man overboard technology. We have had success in Spain and Portugal, and now Nigeria has joined this group, with their mandate for mandatory use of man overboard equipment for Oil & Gas offshore workers.

We will also focus on expanding our sales and marketing reach to make sure we take advantage of our strong products and brands. We are also streamlining our reseller network to provide better service and improve margins to our customers.

Further information on likely developments in the operations of the Group and the expected results of those operations in future financial years has not been included in this report because disclosure of the information would likely result in unreasonable prejudice to the Group.

Net Tangible Asset/(Liability)

The Group had a net tangible asset of $1,461,241 (2011: 242,140).The net tangible asset per weighted average share is $0.006 (2011: $0.002).

Changes in the State Of Affairs

Other than the items listed above, there were no other changes to the state of affairs of the Group.

Likely Developments and Expected Results

The directors have excluded from this report information on likely developments in the operations of the entity and the expected results of those operations in future financial years, since, in the opinion of the directors, it would prejudice the interests of the Group if this information were included.

Environmental Regulation and Performance

The Group’s operations are not regulated by any significant environmental regulations under a law of the Commonwealth or of a State or Territory in Australia.

Use of Funds

The Group confirms that for the financial year ended 30 June 2012 the Group used its cash that it had at the time of admission in a way that was consistent with the Company’s business objectives.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Directors' Benefits

Disclosure of benefits provided to directors during the financial year is made in notes 21 and 23 of the financial statements.

29,670,487 options were granted over unissued shares or interests during or since the financial year by the Group to directors as part of their remuneration.

Share Options and Unissued Shares

As at the date of this report, there were 73,676,801 options issued (44,006,314 as at the reporting date).

Option holders do not have any right, by virtue of the option, to participate in any share issue of the Group or any related body corporate.

No options have been exercised during the year or as of the date of this report.

As at the date of this report, there were 833,334 Performance Shares Class C on issue. Refer to the remuneration report for further details of the Performance Shares outstanding.

Indemnification and Insurance of Directors and Officers

The Group has entered into Deeds of Indemnity with Directors and Officers against all liabilities to another person (other than the Group or related body corporate) that may arise from their position with the Group , except:

any liability expressly excluded under section 199A(2) of the Corporations Act;
any legal cost expressly excluded under section 199A(3) of the Corporations Act;
any other liability or cost otherwise excluded by law;
any liability arising out of conduct involving a lack of good faith.

The agreement indicates that the Group will meet the full amount of any such liabilities, including legal expenses, up to the maximum amount permitted by law.

The Group paid a premium during the year in respect to a directors’ and officers’ liability insurance policy. The policy insures the directors of the Group, the Group secretary and executive officers against a liability incurred while acting in the capacity of directors, secretary or executive officer to the extent permitted under the Corporations Act 2001. The Directors have not included the amount of premiums paid or the nature of liabilities covered in respect to the directors’ and officers’ liability insurance policy; as such disclosure is prohibited under the terms of the contract.

Auditor’s Independence Declaration

The auditor’s independence declaration is set out on page 14 and forms part of the Directors’ report for the year ended 30 June 2012.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Non-Audit Services

There were no non-audit services provided by the entity’s auditor, Ernst & Young.

Significant events subsequent to balance date

Since the end of the financial year, the following events have occurred;

On the 8[th] of August 2012 the Board (excluding Mr Ken Gaunt who did not wish to make any recommendation) has proposed the issue of 29,670,487 share options to Director and Chief Executive Officer, Mr Ken Gaunt. Each option entitles the holder to exercise the option in exchange for one ordinary share in the Company. The options are exercisable at an exercise price of per option A$0.021. The Options vest when the Share Price is equal to or greater than A$0.10 (subject to adjustment under the terms of the grant). In addition, upon a Change of Control Event (i), the Options automatically vest.

(i) Change of Control Event means:
a. a person acquires voting power in at least 50.1% or more of the issued Shares;
b. a person acquires the power to direct or cause the direction of management or policies of the Company;
c. a person directly or indirectly acquires all or substantially all of the business and assets of the Group; or
d. (d) a person otherwise acquires or merges with the Group,
including by way of a takeover bid, scheme of arrangement, amalgamation, merger, capital reconstruction, consolidation, share acquisition, securities issuance, share buyback or repurchase, reverse takeover, dual listed company structure, establishment of a new holding entity for the Group or any other comparable transaction or arrangement.

In association with the grant above, the Company has also proposed that the Company enter into an interest-free loan agreement with Mr Ken Gaunt of an amount equal to the total Grant Price payable for the 29,670,487 Options, being a total loan amount of $267,034.

A general meeting of shareholders was held on the 7[th] of September to vote on the above resolutions and all resolutions were approved.

Other than the transactions listed above, the Directors are not aware of any matter or circumstance that has significantly or may significantly affect the operations of the company or the results of those operations, or the state of affairs of the company in subsequent financial years.

Signed in accordance with a resolution of the Directors.

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David Marshall Chairman

Perth, Western Australia

28 September 2012

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Auditor’s Independence Declaration to the Directors of Mobilarm Limited

In relation to our audit of the financial report of Mobilarm Limited for the financial year ended 30 June 2012, to the best of my knowledge and belief, there have been no contraventions of the auditor independence requirements of the Corporations Act 2001 or any applicable code of professional conduct.

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Ernst & Young

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P McIver Partner Perth 28 September 2012

PM:MM:MOBILARM:017

Liability limited by a scheme approved under Professional Standards Legislation

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DIRECTORS’ DECLARATION

In accordance with a resolution of the directors of Mobilarm Limited (the “Group”), I state that:

In the opinion of the directors:

(a) the financial statements and notes of the consolidated entity are in accordance with the Corporations Act 2001, including:

(i) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2012 and of its performance for the year ended on that date; and

(ii) complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations Regulations 2001;

(b) the financial statements and notes also comply with International Financial Reporting Standards as disclosed in note 2;

(c) subject to the matters mentioned in Note 2 there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable.

(d) this declaration has been made after receiving the declarations required to be made to the Directors in accordance with section 295A of the Corporations Act 2001 for the financial year ending 30 June 2012.

On behalf of the Board

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David Marshall Chairman

Perth, Western Australia 28 September 2012

MOBILARM LIMITED – FINANCIAL REPORT 2012

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REMUNERATION REPORT (AUDITED)

This remuneration report for the year ended 30 June 2012 outlines the remuneration arrangements of the Group.

The remuneration report details the remuneration arrangements for key management personnel (KMP) who are defined as those persons having authority and responsibility for planning, directing and controlling the major activities of the Group, directly or indirectly, including any director (whether executive or otherwise) of the Group.

For the purposes of this report, the term “executive” includes the Chief Executive Officer (CEO), executive directors, senior executives, general managers and company secretary and the term “director” refers to nonexecutive directors only.

The remuneration report is presented under the following sections:

1 Individual key management personnel disclosures
2 Remuneration at a glance
3 Board oversight of remuneration
4 Non-executive director remuneration arrangements
5 Executive remuneration arrangements
6 Group performance and the link to remuneration
7 Executive contractual arrangements
8 Equity instruments disclosures

1 Individual key management personnel disclosures

Details of KMP of the Group are set out below.

Key Management Personnel

Directors

Mr. David Marshall

Mr. Ken Gaunt

Chairman appointed 29 February 2012, appointed Director on 20 January 2012

Director appointed on 31 August 2011, appointed Chief Executive Officer on 5 January 2012

Mr. Brenton Scott Executive Director

Sir Tim McClement

Mr. Richard Allen Mr. Lindsay Lyon

Mr. Christian Lange

Director (non executive) appointed on 1 September 2012

Independent Chairman resigned on 29 February 2012

Chief Executive Officer resigned as Director on 31 August 2011 terminated as Chief Executive Officer on 5 January 2012

Director (non-executive) resigned on 31 August 2011

MOBILARM LIMITED – FINANCIAL REPORT 2012

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There have been no other changes to Key Management Personnel after reporting date and before the date the financial report was authorised for issue.

2 Remuneration at a glance

Remuneration strategy review in FY 2012

The Group completed review of its executive remuneration strategy to ensure the approach balances the needs from the business, shareholders and other stakeholders. The Group restructured the remuneration of its Chief Executive Officer in order to provide a lower fixed compensation and a higher component of performance compensation in short term and long term incentives. This commenced on 1 September 2011.

No changes were made to the Performance Share Plan or the Employee Stock Option plan during the year. As part of restructuring changes, various performance shares and share options were forfeited during the year.

3 Board oversight of remuneration

Remuneration committee

During Financial Year 2012, the Board in its entirety acted as the remuneration committee. The remuneration committee is responsible for making recommendations to the board on the remuneration arrangements for non-executive directors and executives. The Board appointed a chairman for its remuneration committee in the previous financial year.

The remuneration committee has the responsibility to assess the amount and composition of remuneration of non-executive directors and executives. The board is seeking to attract and retain top director and executive talent to deliver maximum shareholder value.

Further information on the committee’s role, responsibilities and membership can be seen at http://www.mobilarm.com .

Remuneration approval process

The board approves the remuneration arrangements of the CEO and executives and all awards made under the long-term incentive (LTI) plans. The board also sets the aggregate remuneration of non-executive directors which is then subject to shareholder approval.

Remuneration strategy

Mobilarm Limited’s remuneration strategy is designed to attract, motivate and retain employees and nonexecutive directors by identifying and rewarding high performers and recognising the contribution of each employee to the continued growth and success of the Group and shareholder return.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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To this end, key objectives of the Group’s reward framework are to ensure that remuneration practices:

are aligned to the Group’s business strategy, both short and long term;
offer competitive remuneration benchmarked against the external market; and
are aligned with shareholder return

Remuneration structure

In accordance with best practice corporate governance, the structure of non-executive directors and executive remuneration is separate and distinct.

4 Non-executive director remuneration arrangements

Remuneration policy

The board manages remuneration in order to balance the ability to have the best talent at its board and executive levels, the ability to provide the necessary levels of corporate governance for the Group and be able to do it at a cost that is within the means of the Group and the acceptance of shareholders.

The amount of aggregate remuneration sought to be approved by shareholders and the fee structure will be reviewed annually against fees paid by comparable companies.

The Company’s constitution and the ASX listing rules specify that the non-executive directors’ fee pool shall be determined from time to time by a general meeting.

The Company has an aggregate fee pool of $200,000 per year for Non Executive Directors to accommodate any corporate governance requirements as part of the Group’s listing on the ASX.

Structure

The remuneration of Non Executive Directors consists of directors’ fees only. Non-executive directors do not receive retirement benefits, nor do they participate in any incentive programs.

The compensation of non-executive directors is based on a base fee of $30,000 per annum for being a director of the Group.

The remuneration of non-executive directors for the year ended 30 June 2012 and 30 June 2011 is detailed in table 1 and 2 respectively of this report.

5 Executive remuneration arrangements

Remuneration levels and mix

The Group’s goal is to incentivise executives with a remuneration package that addresses their position and responsibilities within the Group and is also aligned with market practice. The Group is looking to ensure that total employment cost (TEC) is within the range of offerings for the position in the market.

The CEO’s remuneration mix comprises 100% fixed remuneration as a proportion of total remuneration, 0% short term incentives (“STI”) on target and 0% LTI. This mix was changed as of 7 September 2012 to be 47% fixed, 0% STI and 53% LTI. Executives’ remuneration mix ranges from 65%-98% fixed remuneration as a proportion of total remuneration, 0%-34% STI on target, and 1%-12% LTI.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Structure

In the 2012 financial year, the executive remuneration framework consisted of the following components:

Fixed remuneration; and
Variable remuneration

The table below illustrates the structure of Mobilarm Limited’s executive remuneration arrangements:

Remuneration Component	Vehicle	Purpose	Link to Performance

Fixed remuneration	Represented by total employment cost (TEC) Comprises base salary, superannuation contributions and other benefits	Set with reference to role, market and experience Executives are given the opportunity to receive their fixed remuneration in a variety of forms including cash and fringe benefits such as motor vehicles. It is intended that the manner of payment chosen will be optimal for the recipient without creating undue cost for the Group.	No link to company performance
STI component	Cash bonus on short term sales targets	Set to drive aggressive growth and reduce reliance on fixed compensation	Sales targets
LTI component	Awards are made in the form of performance shares or stock options	Rewards executives for their contribution to the creation of shareholder value over the longer term	Vesting of awards is dependent on Mobilarm Limited’s targeted performance goal

Fixed remuneration

Executive contracts of employment do not include any guaranteed base pay increases.

The fixed component of executives’ remuneration is detailed in table 1.

Variable remuneration — short-term incentive (STI)

The Group does not currently operate an STI program. The board has discussed the potential for such a program to drive Group performance in key performance factors, but no program has been put in place. During the year, discretionary bonuses were paid to P. Cleary.

Variable remuneration — long-term incentives (LTI)

LTI awards are made annually to executives in order to align remuneration with the creation of shareholder value over the long-term. As such, LTI awards are only made to executives and other key talent who have an impact on the Group's performance against the relevant long-term performance measure.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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LTI – Share Options

Structure

LTI awards are made under the performance share plan (PSP) and/or the employee stock option plan (ESOP).

LTI awards to executives are made under the performance share plan and are delivered in the form of performance shares. Each performance share entitles the holder to one fully paid ordinary share in the Group. The number of performance shares issued is based on the executive’s target LTI. The performance shares will vest prior to the three year expiry date subject to meeting performance measures (see below), with no opportunity to retest. The performance criteria was selected as a direct measure of results of operations during its first three years of operation since listing on the stock exchange.

LTI awards made under the Group’s ESOP are delivered in the form of share options. Each share option entitles the holder to one fully paid ordinary share in the Group. The number of share options issued is based on the KMP’s or executive’s target LTI. The share options issued to date have multiple time based vesting dates and expire five years from the date of issue. The Group will consider specific performance criteria for other awards under the ESOP. No share options have been exercised as of the date of this report.

Performance measure to determine vesting

The Group uses specific milestone or market capitalisation as the performance measure for the performance share plan. This criteria was selected to align compensation with growth to move the Group from an early stage development business to a large commercial entity in a short time period.

The milestone for each class of performance shares is as follows:

Performance Share Class	Performance Share Milestone	Performance Shares Awarded Since Inception

A	ASX conditional listing	6,666,666
B	$65 million market capitalisation	3,166,666
C	$100 million market capitalisation	3,166,668

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Share options issued under the ESOP have vesting dates as follows:

Date of Issue	Number of Options	Vesting Date	Expiry Date

22-Dec-2010	925,000	22-Dec-2010	22-Dec-2015
22-Dec-2010	633,332	22-Dec-2011	04-Jan-2013 (i)
22-Dec-2010	116,666	22-Dec-2011	13-Apr-2013 (i)
22-Dec-2010	133,332	22-Dec-2012	20-Apr-2013 (i)
20-Jan-2011	83,333	20-Jan-2011	15-Oct-2015
09-Jun-2011	500,000	09-Jun-2011	09-Jun-2016

(i) The original expiry date for these options was 22-Dec-2015. The terms of these employee options provide for the expiry date to be extended to one year after the cessation of employment in the case of redundancy. The Company adjusted the expiry date as part of the redundancies completed.

Table 3 in section 8 provides details of performance shares awarded during the year and Table 4 in section 8 provides details of the value of the performance shares awarded, vested and lapsed during the year.

Termination and change of control provisions

Where a participant ceases employment prior to the vesting of their award, the performance share and/or options are forfeited unless the board applies its discretion to allow vesting at or post cessation of employment in appropriate circumstances.

In the event of a change of control of the Group, the performance period end date will generally be brought forward to the date of the change of control and awards will vest subject to performance over this shortened period, subject to ultimate board discretion.

LTI awards for 2012 financial year

The Group did not issue share options through its ESOP during 2012 to employees of the Company.

LTI awards for 2011 financial year

The Group issued 3,308,333 share options through its ESOP during 2011 to employees of the Company. No performance conditions were set as the grants were issued on time based vesting schedules for retention of key employees.

6 Group performance and the link to remuneration

Group performance and its link to long-term incentives

The financial performance measure driving LTI is the Group’s ASX listing and market capitalisation. The Group did complete its IPO capital raising before the end of 2011 as such, the performance criteria for class A was met and converted to ordinary shares. The Group listed on the ASX on 22 September 2010 and will track performance against the class B & C metrics from that point onwards. The Group is in the initial growth stages of revenue, with revenues of $5,473,269 and $941,741 in 2012 and 2011, respectively. The measure of market capitalisation was used as it correlates with overall business performance. The Group expects to see an increase in its revenues upon large scale adoption of its products, which will yield profits that correlate to its market capitalisation.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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	2012	2011	2010	2009	2008
Total comprehensive loss for the year	(1,474,638)	(4,234,955)	(6,208,022)	(4,359,404)	(3,037,569)

7 Executive contractual arrangements

Remuneration arrangements for KMP are formalised in employment agreements. Details of these contracts are provided below.

Chief Executive Officer

The CEO, Mr. Gaunt, is employed under a rolling contract.

Under the terms of the contract in place during the 2012 year, the CEO received an annual fixed remuneration of $240,000. Under the terms of the share options award as approved by the shareholders on 7 September 2012, which is subsequent to the end of the year:

Each option entitles the holder to exercise the option in exchange for one ordinary share in the Company. The options are exercisable at an exercise price of per option A$0.021. The Options vest when the Share Price is equal to or greater than A$0.10 (subject to adjustment under the terms of the grant). In addition, upon a Change of Control Event (i), the Options automatically vest.

(i) Change of Control Event means:
a. a person acquires voting power in at least 50.1% or more of the issued Shares;
b. a person acquires the power to direct or cause the direction of management or policies of the Company;
c. a person directly or indirectly acquires all or substantially all of the business and assets of the Group; or
d. (d) a person otherwise acquires or merges with the Group,

including by way of a takeover bid, scheme of arrangement, amalgamation, merger, capital reconstruction, consolidation, share acquisition, securities issuance, share buyback or repurchase, reverse takeover, dual listed company structure, establishment of a new holding entity for the Group or any other comparable transaction or arrangement.

The CEO’s termination provisions are as follows:


		Payment in lieu of notice	Treatment of STI on termination	Treatment of LTI on termination
	Notice period
Employer-initiated termination	None	6 months	None	Board discretion
Termination for serious misconduct	None	None	None	Unvested awards forfeited
Employee-initiated termination	1 month	None	None	Unvested awards forfeited

As at the end of the financial year, the liability for an employer termination of the CEO would be $120,000.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Other KMP

All other KMP have rolling contracts.

Standard KMP termination provisions are as follows:


		Payment in lieu of notice	Treatment of STI on termination	Treatment of LTI on termination
	Notice period
Employer-initiated termination	None	3 months	None	Board discretion
Termination for serious misconduct	None	None	None	Unvested awards forfeited
Employee-initiated termination	1 month	None	None	Unvested awards forfeited

As at the end of the financial year, the liability for an employer termination of the Executives would be $165,000.

Remuneration of key management personnel of the Group:

MOBILARM LIMITED – FINANCIAL REPORT 2012

Table 1: Remuneration for the year ended 30 June 2012

NON-EXECUTIVE DIRECTORS R. Allen (i) C. Lange (ii) D. Marshall (iii) Total non-executive directors EXECUTIVE DIRECTORS B. Scott (iv) K. Gaunt (v) L. Lyon (vi) Total executive directors OTHER EXECUTIVE KEY MANAGEMENT PERSONNEL A. Hill (vii) P. Cleary J. Nigaglioni J. Gething T. Venter Total executive KMP TOTALS	Salary and fees $	Short-term benefits Cash bonus Non- monetary benefits Other $ $ $	Short-term benefits Cash bonus Non- monetary benefits Other $ $ $	Short-term benefits Cash bonus Non- monetary benefits Other $ $ $	Post employment Super- annuation Retirement benefits $ $	Post employment Super- annuation Retirement benefits $ $	Long-term benefits Cash incentives Long service leave $ $	Long-term benefits Cash incentives Long service leave $ $	Share-based payments Options Shares $ $	Share-based payments Options Shares $ $	Termination payments $	Total Performance related $ %
		Cash bonus $	Non- monetary benefits $		Super- annuation $		Cash incentives $		Options $
	50,000 5,000 107,332 162,332 230,000 120,000 133,481 483,481 136,760 149,908 186,950 128,920 130,718 733,256 1,379,069	- - - - - - - - - 10,000 - - - 10,000 10,000	- - - - - - - - - - - - - - -	- - 81,764 81,764 17,531 - - 17,531 - 79,739 - 3,411 - 83,150 182,445	- - - - 20,250 - 26,499 46,749 16,746 21,568 16,825 11,910 11,765 78,814 125,563	- - - - - - - - - - - - - - -	- - - - - - - - - - - - - - -	- - - - - - (9,611) (9,611) 437 998 291 425 82 2,233 (7,378)	- - - - - - - - - 2,900 - 1,450 2,658 7,008 7,008	- - - - 42,667 - (260,741) (218,074) (104,296) - 28,444 - - (75,852) (293,926)	- - - - - - 160,950 160,950 49,305 - - - - 49,305 210,255	50,000 - 5,000 - 189,096 - 244,096 310,448 14 120,000 0 50,578 (516) 481,026 98,952 (105) 265,113 39 232,510 12 146,116 3 145,223 2 887,914 1,613,036

See footnotes in next page

MOBILARM LIMITED – FINANCIAL REPORT 2012

(i) Mr. Allen resigned as of 29 February 2012.
(ii) Mr. Lange resigned as of 31 August 2011
(iii) Mr. Marshall was appointed director on 20 January 2012 and Chairman on 29 February 2012. Mr. Marshall has a consulting agreement with the company as part of the acquisition of MRT. In addition, he earned Chairman fees since his appointment. He also received interest on a loan to the Company as part of the completion of the MRT acquisition.
(iv) Mr. Scott earned interest from a convertible loan agreement that was repaid on 29 November 2011. The principal of $350,000 was converted into 7,000,000 ordinary shares of the company.
(v) Mr. Gaunt was appointed director on the 31 August 2011 and as CEO on 5 January 2012.
(vi) Mr. Lyon’s resigned as director on 31 August 2011 and terminated as CEO on 5 January 2012. As part of this termination, Mr. Lyon could not achieve the milestones for Performance Shares Class B and C and therefore forfeited the shares. The Company reversed the expense that was recorded up until the date of termination for the shares forfeited in the 2012 financial year.
(vii) Mr. Hill resigned on 20 April 2012. As part of this resignation, Mr. Hill could not achieve the milestones for Performance Shares Class B and C and therefore forfeited the shares. The Company reversed the expense that was recorded up until the date of termination for the shares forfeited in the 2012 financial year.

MOBILARM LIMITED – FINANCIAL REPORT 2012

Table 2: Remuneration for the year ended 30 June 2011

NON-EXECUTIVE DIRECTORS R. Allen C. Lange (i) R. Parish (ii) Total non-executive directors EXECUTIVE DIRECTORS B. Scott (iii) (iv) L. Lyon (v) Total executive directors OTHER EXECUTIVE KEY MANAGEMENT PERSONNEL A. Hill P. Cleary J. Nigaglioni P. Bettonvil A. Wilson Total executive KMP TOTALS	Salary and fees $	Short-term benefits Cash bonus Non- monetary benefits Other $ $ $	Short-term benefits Cash bonus Non- monetary benefits Other $ $ $	Short-term benefits Cash bonus Non- monetary benefits Other $ $ $	Post employment Super- annuation Retirement benefits $ $	Post employment Super- annuation Retirement benefits $ $	Long-term benefits Cash incentives Long service leave $ $	Long-term benefits Cash incentives Long service leave $ $	Share-based payments Options Shares $ $	Share-based payments Options Shares $ $	Termination payments $	Total Performance related $ %
		Cash bonus $	Non- monetary benefits $		Super- annuation $		Cash incentives $		Options $
	50,000 30,000 12,500 92,500 180,000 285,596 465,596 174,062 149,332 180,000 142,208 145,289 790,891 1,348,987	- - - - - - - - 10,000 - 10,000 - 20,000 20,000	- - - - - - - - - - - - - -	- - - - 31,550 - 31,550 - 8,616 - - - 8,616 40,166	- - - - 16,200 25,704 41,904 15,666 14,506 16,200 13,699 13,076 73,147 115,051	- - - - - - - - - - - - - -	- - - - - - - - - - - - - -	- - - - - 4,565 4,565 2,821 227 1,666 942 842 6,498 11,063	- - - - 140,000 - 140,000 - 5,172 - 5,172 8,620 18,964 158,964	- - - - 54,889 200,741 255,630 73,185 - 27,704 - - 100,889 356,519	- - - - - - - - - - - - - -	50,000 - 30,000 - 12,500 - 92,500 422,639 43 516,606 39 939,245 265,734 28 187,853 10 225,570 31 172,021 6 167,827 - 1,019,005 2,050,750

See footnotes in next page

MOBILARM LIMITED – FINANCIAL REPORT 2012

(i) Mr. Lange resigned as of 31 August 2011.
(ii) Mr. Parish resigned as of 30 November 2010
(iii) Mr. Scott earned additional fees as part of his fundraising activities.
(iv) Mr. Scott entered into a convertible loan agreement with the company during the year. The Company has recognised a share based payment expense of $140,000 representing the difference between the estimated fair value of the compound instrument at the measurement date and the consideration paid. In terms of the arrangement, the face value of the note amounting to $350 000 is convertible into 7,000,000 ordinary shares of the company at the option of Mr Scott. Conversion is not subject to performance conditions. The convertible note has a 2 year term.
(v) Mr. Lyon entered into a new employment contract after the end of the financial year. Please refer to section 7 of the Remuneration Report.

MOBILARM LIMITED – FINANCIAL REPORT 2012

8 Equity instruments

Table 3: Performance shares vested during the year

Fair value per share at award (note 22)	Terms and Conditions for each Grant Milestone Expiry Date First conversion date Last conversion date	Vested	Forfeited
		Number %	Number
- - - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	- - - - - - - - - - - - - - - - -	- - - - - - - -
			-

MOBILARM LIMITED – FINANCIAL REPORT 2012

Fair value per share at award (note 22)	Terms and Conditions for each Grant Milestone Expiry Date First conversion date Last conversion date	Vested	Forfeited
		Number %	Number
- - - - - - - -	$65 million market capitalisation 27-Sep-13 27-Sep-10 27-Sep-13 - - - - $65 million market capitalisation 27-Sep-13 27-Sep-10 27-Sep-13 $65 million market capitalisation 27-Sep-13 27-Sep-10 27-Sep-13 - - - - $65 million market capitalisation 27-Sep-13 27-Sep-10 27-Sep-13 - - - - - - - -	- 0% - - - 0% - 0% - - - 0% - - - - -	1,666,667 666,666
			2,333,333

MOBILARM LIMITED – FINANCIAL REPORT 2012

Terms and Conditions for each Grant Vested Forfeited

Awarded during year Number Date Performance Shares Class C EXECUTIVE DIRECTORS B. Scott - - K. Gaunt - - L. Lyon - - OTHER KEY MANAGEMENT PERSONNEL A. Hill - - P. Cleary - - J. Nigaglioni - - J. Gething - - T. Venter - - TOTAL -	Fair value per share at award (note 22) Milestone Expiry Date First conversion date Last conversion date - $100 million market capitalisation 27-Sep-15 27-Sep-10 27-Sep-15 - - - - - - $100 million market capitalisation 27-Sep-15 27-Sep-10 27-Sep-15 - $100 million market capitalisation 27-Sep-15 27-Sep-10 27-Sep-15 - - - - - - $100 million market capitalisation 27-Sep-15 27-Sep-10 27-Sep-15 - - - - - - - - - - -	Number % - 0% - - - 0% - 0% - - - 0% - - - - -	Number 1,666,667 666,667
			2,333,334

MOBILARM LIMITED – FINANCIAL REPORT 2012

Table 4: Share options awarded and vested during the year

EXECUTIVE DIRECTORS B. Scott K. Gaunt L. Lyon OTHER KEY MANAGEMENT PERSONNEL A. Hill P. Cleary J. Nigaglioni J. Gething T. Venter TOTAL	Awarded during year Number Date	Fair value per share at award (note 22)	Terms and Conditions for each Grant Milestone Vesting Date Exercise Price Expiry Date	Vested
				Number %
	- - - - - - - - - - - - - - -	- - - - - - - - -	- - - - - - - - - - - - - - - - Two years from award date 22-Dec-11 $0.193 22-Dec-15 - - - - Two years from award date 22-Dec-11 $0.193 22-Dec-15 Two years from award date 22-Dec-11 $0.193 22-Dec-15	- - - - - - - - 100,000 100% - - 100,000 100% 100,000 100% 300,000

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Table 5: Value of performance shares awarded, exercised, forfeited and lapsed during the year ended 30 June 2012


	Value of performance shares granted during the year^	Value of performance shares converted during the year			Remuneration consisting of performance shares during the year
			Value of performance shares lapsed during the year
				Performance shares forfeited
	$	$	$	$	%
B. Scott	-	-	-	-	-
K. Gaunt	-	-	-	-	-
L. Lyon	-	-	-	(260,741)	0%
A. Hill	-	-	-	(104,296)	0%
P. Cleary	-	-	-	-	-
J. Nigaglioni	-	-	-	-	-
J. Gething	-	-	-	-	-
T. Venter	-	-	-	-	-

^ For details on the valuation of the performance shares, including models and assumptions used, please refer to note 22.The Performance Class A Shares have converted into ordinary shares as at 25 August 2010 when the Group received ASX conditional listing. No amount was paid or is payable on conversion. There were no alterations to the terms and conditions of the performance shares awarded as remuneration since their award date.

Table 6: Value of performance shares awarded, exercised, forfeited and lapsed during the year ended 30 June 2011


	Value of performance shares granted during the year^	Value of performance shares converted during the year			Remuneration consisting of performance shares during the year
			Value of performance shares lapsed during the year
				Performance shares forfeited
	$	$	$	$	%
B. Scott	-	160,000	-	-	19
L. Lyon	-	640,000	-	-	38
A. Hill	-	213,333	-	-	26
P. Cleary	-	-	-	-	-
J. Nigaglioni	-	53,333	-	-	12
P. Bettonvil	-	-	-	-	-
A. Wilson	-	-	-	-	-

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Table 7: Value of share options awarded, exercised and lapsed during the year ended 30 June 2012


	Value of share options granted during the year^^	Value of share options exercised during the year		Remuneration consisting of share options during the year
			Value of share options lapsed during the year
	$	$	$	%
B. Scott	-	-	-	-
K. Gaunt	-	-	-	-
L. Lyon	-	-	-	-
A. Hill	-	-	-	-
P. Cleary	-	-	-	-
J. Nigaglioni	-	-	-	-
J. Gething	-	-	-	-
T. Venter	-	-	-	-

^^ For details on the valuation of the share options, including models and assumptions used, please refer to note 22.

Table 8: Value of share options awarded, exercised and lapsed during the year ended 30 June 2011


	Value of share options granted during the year^^	Value of share options exercised during the year		Remuneration consisting of share options during the year
			Value of share options lapsed during the year
	$	$	$	%
B. Scott	-	-	-	-
L. Lyon	-	-	-	-
A. Hill	-	-	-	-
P. Cleary	7,440	-	-	3
J. Nigaglioni	-	-	-	-
P. Bettonvil	7,440	-	-	3
A. Wilson	12,400	-	-	5

Signed in accordance with a resolution of the Directors.

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David Marshall Chairman

Perth, Western Australia

28 September 2012

MOBILARM LIMITED – FINANCIAL REPORT 2012

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CORPORATE GOVERNANCE STATEMENT

The board of directors of Mobilarm Limited is responsible for establishing the corporate governance framework of the Group having regard to the ASX Corporate Governance Council (CGC) published guidelines as well as its corporate governance principles and recommendations. The board guides and monitors the business and affairs of Mobilarm Limited on behalf of the shareholders by whom they are elected and to whom they are accountable.

The table below summarises the Group's compliance with the CGC's recommendations.

Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply



Principle 1 - Lay solid foundations for management and oversight
1.1	Companies should establish and disclose the respective roles and responsibilities of board and management.	Y	All functions are formalised and documented by the board and executives. The Board is responsible for; - • Setting and reviewing strategic direction and planning; • Reviewing financial and operational performance; • Identifying principal risks and reviewing risk management strategies; and • Considering and reviewing significant capital investments and material transactions. In exercising its responsibilities, the Board recognises that there are many stakeholders in the operations of the Group, including employees, Shareholders, co-ventures, the government and the community. The Board has delegated responsibility for the business operations of the Group to the Chief Executive Officer and the management team. The management team, led by the Chief Executive Officer, is accountable to the Board.

1.2	Companies should disclose the process for evaluating the performance of senior executives	Y	Documented in HR policy and employment contracts.

1.3	Provide the information indicated in Guide to Reporting on Principle 1
1.3.1	An explanation of any departure from recommendations 1.1, 1.2 and 1.3		Not applicable

1.3.2	Whether a performance evaluation for senior executives has taken place in the reporting period and whether it was in accordance with the process disclosed.	Y	Refer above to 1.2.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply



Principle 2 - Structure the Board to add value
2.1	A majority of the board should be independent directors	-	The current board is 25% independent. The we have an independent director, one executive director and two non-executive directors.

2.2	The chairperson should be an independent director	N	The Chairman, Mr. Marshall does not meet the Governance Council's independence criteria.

2.3	The roles of the chairperson and CEO should be separate.	Y	They are separate, David Marshall Chairman and Ken Gaunt CEO

2.4	The board should establish a nomination committee	Y	Mr. Brenton Scott has been appointed to form and establish the nomination committee and act as its chair.

2.5	Companies should disclose the process for evaluating the performance of the board, its committees and its individual directors	Y	Documented in HR policy and employment contracts

2.6	Provide the information indicated in Guide to Reporting on Principle 2
2.6.1	The skills, expertise and experience relevant to the position of director held by each director in office at the date of the annual report	Y	Provided in the annual report

2.6.2	The names of the directors considered by the Board to be independent directors and the Group's materially thresholds	Y	Provided in the annual report

2.6.3	A statement as to whether there is a procedure agreed by the Board of directors to take independent professional advice at the expense of the Group	Y	Individual directors have the right in connection with their duties and responsibilities as directors to seek independent professional advice at the Group’s expense. The engagement of an outside adviser is subject to prior approval of the Chairman and this will not be withheld unnecessarily. If appropriate, any advice so received will be made available to all Board members.

2.6.4	The Board should state its reasons if it considers a director to be independent notwithstanding that the director does not meet the definition of independence contained in the ASX Guidelines	Y	Provided in the annual report

2.6.5	The period of office held by each director in office at the date of the annual report	Y	Provided in the annual report

2.6.6	The names of members of the nomination committee and their attendance at meetings of the committee	Y	Provided in the annual report

2.6.7	Whether a performance evaluation for the Board, its committees and directors has taken place in the reporting period and whether it was in accordance with the process disclosed	Y	An evaluation of the Board, its committees and directors was undertaken and was in accordance with the process disclosed at 2.5.

2.6.8	An explanation of any departure from		Refer to comments at 2.1

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Principle	Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply


		recommendations 2.1, 2.2, 2.3, 2.4 and 2.5 The following material should be made publicly available, ideally on the Group's website in a clearly marked corporate governance section: A description of the procedure for the selection and appointment of new directors to the board; The charter of the nomination committee, or a summary of the role, rights and responsibilities and membership requirements for the committee; and The nomination committee’s policy for the appointment of directors.	N N N	Refer 2.2 - The Company has undergone a restructuring to improve operations during the year. After completing many of these changes, we have now added an independent director to the board to once again provide independent insight. It is the long term vision to provide an independent chairman to the structure. Refer 2.4 - The Board informally reviews the skill set of and market expectations for its directors on a regular basis and considers these factors when appointing / re-electing directors. The Board invites persons with relevant industry experience and financial experience to assist it in its appointment of directors.


Principle 3 - Promote ethical and responsible decision making
3.1	Recommendation 3.1: Companies should establish a code of conduct and disclose the code or a summary of the code as to:		Y	All Directors, managers and employees are expected to act with the utmost integrity and objectivity, striving at all times to enhance the reputation and performance of the Group. The Board has established a Code of Conduct to guide the Directors, the Chief Executive Officer and other key executives. The Group’s share trading policies are included in the Group’s Code of Conduct, which is available on the Group's website.

3.1.1	the practices necessary to maintain confidence in the company's integrity		Y

3.1.2	the practices necessary to take into account their legal obligations and the reasonable expectations of their stakeholders		Y

3.1.3	the responsibility and accountability of individuals for reporting and investigating reports of unethical practices		Y

3.2 3.3	Companies should establish a policy concerning diversity and disclose the policy or a summary of that policy. The policy should include requirements for the board to establish measurable objectives for achieving gender diversity for the board to assess annually both the objectives and progress in achieving them. Companies should disclose in each annual report the measurable objectives for achieving gender diversity set by the board in accordance with the diversity policy and progress towards achieving them.		Y	The Group has established a policy concerning its diversity practices on its website. The Group has measurable objectives and they are discussed in the Diversity section of the Corporate Governance Report.

			Y

MOBILARM LIMITED – FINANCIAL REPORT 2012

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Principle	Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply


3.4	Companies should disclose in each annual report the proportion of women employees in the whole organisation, women in senior executives positions and women on the board.		Y	The Group has 5 women out of 20 total employees at the end of the financial year, none of which are senior executives or directors on the board. The Group continuously monitors its needs and will review opportunities to improve the diversity mix throughout the Group.

3.5	An explanation of any departure from recommendations 3.1, 3.2 3.3 and 3.4 The following material should be made publicly available, ideally on the Group's website in a clearly marked corporate governance section: a) any applicable code of conduct or a summary of its main provisions b) the trading policy or summary of its main provisions c) the diversity policy or summary of its main provisions		Y Y Y	Not applicable The Code of Conduct is available on the Group's website. The Share Trading Policy is available on the Group’s website. The Diversity Policy is available on the Group’s website


Principle 4 - Safeguard integrity in financial reporting
4.1		The Board should establish an audit committee.	Y	The Board has established an Audit Committee which operates under a charter approved by the Board. The committee provides the Board with additional assurances regarding the reliability of financial information for inclusion in financial reports.

4.2		Structure the audit committee so that it consists of: only non-executive directors, a majority of independent directors, an independent chairperson who is not the chairperson of the board and at least three members	N	The Board is of the view that given the size of the Group and its Board, it is not practical to have a majority of independent directors managing the Audit Committee with all Directors being committee members of the Audit and Risk Committee. The members of the audit committee are David Marshall (committee chairman) and Brenton Scott.

4.3		The audit committee should have a formal charter	Y	The audit committee has a formal charter.

4.4		Provide the information in the annual report: a) Details of the names and qualifications of those appointed to the audit committee and their attendance at meetings of the committee b) The number of meetings of the audit committee The following material should be made publicly available, ideally on the Group's website in a clearly marked corporate governance section:	Y Y	Refer to director’s report Refer to director’s report. The audit committee charter will be made available on the Group’s website The committee manages the relationship between the Group and external auditors on

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Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply


	The audit committee charter b) Information on procedures for the selection and appointment of the external auditor, and for the rotation of external audit engagement partners		behalf of the Board. It recommends to the Board potential auditors for appointment, re- appointment or replacement, the terms of engagement and remuneration of the external auditor.


Principle 5 - Make timely and balanced disclosure
5.1	Companies should establish written policies and procedures designed to ensure compliance of ASX listing rule disclosure requirements and to ensure accountability at a senior management level for that compliance and disclose these policies or a summary of these policies.	Y	The Directors are committed to keeping the market fully informed of material developments to ensure compliance with ASX Listing Rules and the Corporations Act. The Directors have established written policies and procedures to ensure compliance with the disclosure requirements of ASX Listing Rules and to ensure accountability at a senior management level.

5.2	Provide the information indicated in Guide to Reporting on Principle 5
5.2.1	An explanation of any departures from recommendations 5.1and 5.2 and reasons for the departure		Not applicable

5.2.2	The following material should be publicly available, ideally on the Group's website in a clearly marked corporate governance section: A summary of the policies and procedures designed to guide compliance with Listing Rule disclosure requirements	Y	A summary of corporate governance compliance is available on the Group’s website.


Principle 6 - Respect the rights of shareholders
6.1	Design and disclose a communication strategy to promote effective communication with shareholders and encourage effective participation at general meetings and disclose these policies or a summary of these policies.	Y	The Directors intend to establish a communications strategy to promote effective communication with Shareholders and encourage effective participation at general meetings. As well as ensuring timely and appropriate access to information for all investors via announcements to ASX, the Group will ensure that all relevant documents are released on the Group’s website.

6.2	Provide the information indicated in Guide to Reporting on Principle 6
6.2.1	An explanation of any departures from recommendation and reasons for the departure		Not applicable

6.2.2	The Group should describe how it will communicate with its shareholders publically,	N	Refer above to 6.1

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Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply


	ideally by posting this information on the company's website in a clearly marked corporate governance section.



Principle 7 - Recognise and manage risk
7.1	Companies should establish policies on risk oversight and management of material risks and disclose a summary of these policies.	Y	Formal policies being drafted. To be reviewed at next board meeting.

7.2	The board should require management to design and implement the risk management and internal control system to manage the company's material business risks and report whether those risks are being managed effectively. The board should disclose that management has reported to it as to the effectiveness of the Group's management of its material business risks.	Y	As part of the reporting process the Managing Director and Chief Financial Officer provide to the Board prior to the Board approving the annual and half-yearly accounts, a written statement that the integrity of the financial statements (as per ASX Recommendation 4.1) are founded on a system of risk management and internal compliance and control which implements the Board's policies and the Group's risk management and internal control system is operating efficiently and effectively in all material matters.

7.3	The board should disclose whether it has received assurance from the chief executive officer and chief financial officer that the declaration provided in accordance with section 295A of the Corporations Act is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks.	Y	The Board will receive assurance from the Chief Executive Officer and Chief Financial Officer that the s295A declaration is founded on a sound system of risk management and internal control and the system is operating effectively in all material respects in relation to financial risks.

7.4	Provide the information indicated in Guide to Reporting on Principle 7
7.4.1	An explanation of any departures from recommendations 7.1, 7.2, 7.3 and 7.4 and reasons for the departure		Not applicable

7.4.2	Whether the Board has received the report from management under recommendation 7.2	Y	The board has received the report

7.4.3	Whether the Board has received assurance from the Chief Executive Officer and Chief Financial Officer under recommendation 7.3 The following material should be made publicly available, ideally on the Group's website in a clearly marked corporate governance section: A summary of the Group's policies on risk oversight and management of material	Y	The Board has received the assurance in accordance with recommendation 7.3

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Principle	Corporate Governance Best Practice Recommendation	Compliance	How We Comply


	business risks

Principle 8 - Remunerate fairly and responsibly
8.1	The board should establish a remuneration committee	Y	Mr. Brenton Scott has been appointed to form and establish the remuneration committee and act as its chair.

8.2	Clearly distinguish the structure of non- executive directors' remuneration from that of executive directors and senior executives	Y	All functions formalised and documented in the employment agreement and board engagement.

8.3	Provide the information indicated in Guide to Reporting on Principle 8
8.3.1	The names of the members of the remuneration committee, their attendance at meetings of the committee and how the functions of the remunerations committee are carried out	Y	Refer above to 8.1 and the remuneration report contained in the Director’s report.

8.3.2	The existence and terms of any schemes for retirement benefits, other than superannuation, for non-executive directors	Y	Refer to the remuneration report

8.3.3	An explanation of any departures from recommendation 8.1, 8.2 and 8.3 and reasons for the departure. The following material should be made publicly available, ideally on the Group's website in a clearly marked corporate governance section: a) The charter of the remuneration committee or a summary of the role, rights, responsibilities and membership requirements for that committee; b) A summary of the company's policy on prohibiting entering into transactions in associated products which limit the economic risk of participating in unvested entitlements under any equity-based remuneration schemes.	Y Y	Not applicable This charter will be made available on the Group’s website. The Group does not enter into transactions in associated products which limit the economic risk of participating in unvested entitlements under any equity-based remuneration schemes.

Mobilarm Limited's corporate governance practices were in place throughout the year ended 30 June 2012.

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Board Functions

The board of directors is established to direct the Group to meet the expectations of the shareholders, as well as other stakeholders. As part of meeting those expectations, the board has a responsibility to identify the areas of corporate governance to effectively manage the Group. To ensure that the board is well equipped to discharge its responsibilities it has established guidelines for the nomination and selection of directors and for the operation of the board.

The responsibility for the operation and administration of the Group is delegated, by the board, to the CEO and the executive management team. The board ensures that this team is appropriately qualified and experienced to discharge their responsibilities and has in place procedures to assess the performance of the CEO and the executive management team.

Whilst at all times the board retains full responsibility for guiding and monitoring the Group, in discharging its stewardship it makes use of sub-committees. Specialist committees are able to focus on a particular responsibility and provide informed feedback to the board.

To this end the board has established the following committees:

Audit and Risk
Nomination
Remuneration

The Group has commenced the process to establish the roles and responsibilities of these committees.

The board is responsible for ensuring that management's objectives and activities are aligned with the expectations and risks identified by the board. The board has a number of mechanisms in place to ensure this is achieved including:

Board approval and monitoring of a strategic plan designed to meet stakeholders' needs and manage business risk.
Implementation of budgets by management and monitoring progress against budget - via the establishment and reporting of both financial and non-financial key performance indicators.

Other functions reserved to the board include:

Approval of the annual and half-yearly financial reports.
Approving and monitoring the progress of major capital expenditure, capital management, and acquisitions and divestitures.
Ensuring that any significant risks that arise are identified, assessed, appropriately managed and monitored.
Reporting to shareholders.

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Structure of the Board

The skills, experience and expertise relevant to the position of director held by each director in office at the date of the annual report are included in the directors’ report. Directors of Mobilarm Limited are considered to be independent when they are independent of management and free from any business or other relationship that could materially interfere with – or could reasonably be perceived to materially interfere with – the exercise of their unfettered and independent judgement.

In the context of director independence, “materiality” is considered from both the Group and individual director perspective. The determination of materiality requires consideration of both quantitative and qualitative elements. An item is presumed to be quantitatively immaterial if it is equal to or less than 5% of the appropriate base amount. It is presumed to be material (unless there is qualitative evidence to the contrary) if it is equal to or greater than 10% of the appropriate base amount.

Qualitative factors considered include whether a relationship is strategically important, the competitive landscape, the nature of the relationship and the contractual or other arrangements governing it and other factors that point to the actual ability of the director in question to shape the direction of the Group's loyalty.

In accordance with the definition of independence above, and the materiality thresholds set, the following directors of Mobilarm Limited are considered to be independent:

Name Position

Sir Tim McClement Independent director

The board recognises the Corporate Governance Council’s recommendation that the Chair should be an independent director.

The term in office held by each director in office at the date of this report is as follows:

Name Term in office Mr. Brenton Scott 9 years Mr. David Marshall 1 year Mr. Ken Gaunt 1 year Sir Tim McClement 0 years

For additional details regarding board appointments, please refer to our website.

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Performance

The performance of the board and key executives is reviewed against both measurable and qualitative indicators.

The performance criteria against which directors and executives are assessed are aligned with the financial and non-financial objectives of Mobilarm Limited.

Directors whose performance is consistently unsatisfactory may be asked to retire.

Trading policy

Under the Group's securities trading policy, an executive or director must not trade in any securities of the Group at any time when they are in possession of unpublished, price-sensitive information in relation to those securities.

Before commencing to trade, an executive must first obtain the approval of the Group Secretary or a Director to do so and a director must first obtain approval of the Chairman.

As required by the ASX listing rules, the Group notifies the ASX of any transaction conducted by directors in the securities of the Group.

Diversity Policy

The Group recognises the value contributed to the organisation by employing people with varying skills, cultural backgrounds, ethnicity and experience. Mobilarm has since its inception believed its diverse workforce is the key to its continued growth, improved productivity and performance.

We have and actively value and embrace the diversity of our employees and are committed to creating an inclusive workplace where everyone is treated equally and fairly, and where discrimination, harassment and inequity are not tolerated. While Mobilarm is committed to fostering diversity at all levels, gender diversity has been and continues to be a priority for the Group.

To this end, the Group supports and complies with the recommendations contained in the ASX Corporate Governance Principles and Recommendations. The Group has established a diversity policy outlining the board’s measurable objectives for achieving diversity. This is assessed annually to measure the progress towards achieving those objectives. The diversity policy is available in the corporate governance section on the Group’s website.

The table below outlines the diversity objectives established by the board, the steps taken during the year to achieve these objectives, and the outcomes. During the year, we significantly restructured the Company, reducing our headcount from 35 to 20. This significant restructuring meant we were not increasing the number of personnel during most of the year. This shifted our focus during the year to ensuring the required skill sets were present and allowing opportunities for personnel to change roles to meet the needs. As we grow the business we will shift our focus again towards monitored diversity improvements.

Objectives		Steps/Outcomes
Recruit and manage on the basis of an individual’s competence, qualification and performance		The Group manages individuals based on performance with annual review. Last year we completed reviews of all employees, including those of the newly acquired MRT.
Create a workplace culture characterized by inclusive practices and behaviours for the benefit of all		Whilst Mobilarm places focus on diversity, career development opportunities are equal for all employees.

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staff
Create a work environment that values and utilises the contributions of employees with diverse backgrounds, experiences and perspectives through improved awareness of the benefits of workplace diversity and successful management of diversity, and at all times recognizing that employees may have restrictions placed on them by domestic responsibilities outside the workplace		The Group includes diversity in our culture and day to day operations.
Take action to prevent and stop discrimination.		Mobilarm has set a zero tolerance policy against discrimination of employees at all levels. The company also provides avenues for employees to voice their concerns or report any discrimination. No cases of discrimination were reported during the year (2011: nil).
Create awareness in all staff of their rights and responsibilities with regards to fairness, equity and respect for all aspects of diversity.		We communicated the policies to all personnel and updated our policies to include these changes.

Nomination committee

The board has established a nomination committee and a chair person to establish its role and responsibility. The committee has not met as of the date of this report. The board of directors as a whole acted as the Nomination committee during the period. The nomination committee comprises a non-executive director and the chairman of the board. The nomination committee comprised the following members throughout the year:

Mr. Brenton Scott (Committee Chairman)
David Marshall

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Audit and Risk committee

The board has established an Audit and Risk committee, which operates under a charter approved by the board. The committee has not met as of the date of this report. The board of directors as a whole acted as the Audit and Risk committee during the period. It is the board's responsibility to ensure that an effective internal control framework exists within the entity. This includes internal controls to deal with both the effectiveness and efficiency of significant business processes, the safeguarding of assets, the maintenance of proper accounting records, and the reliability of financial information as well as non-financial.

The committee also provides the board with additional assurance regarding the reliability of financial information for inclusion in the financial reports. The committee is comprised of a non-executive director and the chairman of the board.

The members of the Audit and Risk committee during the year were:

Mr. Brenton Scott (Committee Chairman)
Mr. David Marshall

Qualifications of audit committee members

Mr. Brenton Scott has been a Chartered Accountant for 22 years and has served as an executive of the Group. Mr. Scott spent 14 years in the accounting profession. He spent 10 of these as a partner of firstly Walker Wayland, Perth then Scott Partners, in which he was the Managing Partner. Mr. Scott then became the Chief Financial Officer of Electronic Banking Solutions Limited (EBS) which was a large independent deployer of ATM machines in Australia.

Mr. David Marshall has been a director of Marine Rescue Technologies Limited.

Risk

The Group sells products and services aimed at mitigating risk in the workplace. As such, the board takes a proactive approach to risk management. The identification and effective management of risk, including calculated risk-taking is viewed as an essential part of the Group’s approach to creating long-term shareholder value.

In recognition of this, the board determines the company's risk profile and is responsible for overseeing and approving risk management strategy and policies, internal compliance and internal control. In doing so the board has taken the view that it is crucial for all board members to be a part of this process and as such, has not established a separate risk management committee.

The board oversees an annual assessment of risks affecting the Group and the effectiveness of management’s plans to mitigate the risks. The tasks of undertaking and assessing risk management and internal control effectiveness are delegated to management through the CEO, including responsibility for the day to day design and implementation of the company's risk management and internal control system.

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The board has a number of mechanisms in place to ensure that management's objectives and activities are aligned with the risks identified by the board. These include the following:

Board approval of a strategic plan, which encompasses the company's vision, mission and strategy statements, designed to meet stakeholders' needs and manage business risk. The strategic plan includes the identified risks and strategies to mitigate them.
Implementation of board approved operating plans and budgets and board monitoring of progress against these budgets, including the establishment and monitoring of KPIs of both a financial and nonfinancial nature.

For the purposes of assisting investors to understand better the nature of the risks faced by Mobilarm Limited, the board has prepared a list of operational risks as part of the Principle 7 disclosures. However the board notes that this does not necessarily represent an exhaustive list and that it may be subject to change based on underlying market events.

Fluctuations in component prices, exchange rates & demand volumes.
Political instability/sovereignty risk in our manufacturing site.
The occurrence of force majeure events by significant suppliers.
Increasing costs of operations, including labour costs.
Increased regulatory barriers around the implementation of devices using regulated radio frequencies in various countries.
Increased competition from established and new companies

The Group does not currently operate an internal audit/control team.

Underpinning these efforts is a comprehensive set of policies and procedures directed towards achieving the following objectives in relation to the requirements of Principle 7:

Effectiveness and efficiency in the use of the Group's resources;
Compliance with applicable laws and regulations; and
Preparation of reliable published financial information.

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CEO and CFO certification

In accordance with section 295A of the Corporations Act, the CEO and CFO have provided a written statement to the board that:

Their view provided on the Group's financial report is founded on a sound system of risk management and internal compliance and control which implements the financial policies adopted by the board.
The Group's risk management and internal compliance and control system is operating effectively in all material respects.

The board agrees with the views of the ASX on this matter and notes that due to its nature, internal control assurance from the CEO and CFO can only be reasonable rather than absolute. This is due to such factors as the need for judgement, the use of testing on a sample basis, the inherent limitations in internal control and because much of the evidence available is persuasive rather than conclusive and therefore is not and cannot be designed to detect all weaknesses in control procedures.

In response to this, internal control questions are required to be completed by the key management personnel of all significant business units, including finance managers, in support of these written statements.

Remuneration

The expected outcomes of the remuneration goals of the Group are:

Attract, retain and incentivise key executives.
Performance incentives that allow executives to be rewarded for delivering results to the Group and its shareholders.

To assist in achieving these goals, the Group formed a remuneration committee to devise and monitor the amount of executive directors' and officers' remuneration to ensure it is closely tied to the Group's financial and operational performance. The committee has not met as of the date of this report. The board of directors as a whole acted as the Audit committee during the period.

For a full discussion of the Group's remuneration philosophy and framework and the remuneration received by directors and executives in the current period please refer to the remuneration report, which is contained within the directors’ report.

There is no scheme to provide retirement benefits to non-executive directors.

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The board is responsible for determining and reviewing compensation arrangements for the directors themselves, the CEO and executive team. The board has established a remuneration committee, comprising two directors. Members of the remuneration committee throughout the year were:

Mr. Brenton Scott (Committee Chairman)
Mr. David Marshall

Shareholder communication policy

Pursuant to Principle 6, Mobilarm’s objective is to promote effective communication with its shareholders at all times.

Mobilarm Limited is committed to:

Ensuring that shareholders and the financial markets are provided with full and timely information about Mobilarm Limited’s activities in a balanced and understandable way.
Complying with continuous disclosure obligations contained in applicable the ASX listing rules and the Corporations Act in Australia.
Communicating effectively with its shareholders and making it easier for shareholders to communicate with Mobilarm Limited.

To promote effective communication with shareholders and encourage effective participation at general meetings, information is communicated to shareholders:

Through the release of information to the market via the ASX.
Through the distribution of the annual report and notices of annual general meeting.
Through shareholder meetings and investor relations presentations.
Through letters and other forms of communications directly to shareholders.
By posting relevant information on Mobilarm Limited’s website: www.mobilarm.com

The Group’s website www.mobilarm.com has a dedicated investor relations section for the purpose of publishing all important company information and relevant announcements made to the market.

The external auditors are required to attend the annual general meeting and are available to answer any shareholder questions about the conduct of the audit and preparation of the audit report.

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STATEMENT OF COMPREHENSIVE INCOME

FOR THE YEAR ENDED 30 JUNE 2012

Note	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Revenue Sale of goods Interest Rental income Other income 3(a) Changes in inventories of finished goods and work in progress Raw materials and consumables purchased Employee benefits 3(d) Share based compensation expense 3(d) Depreciation and amortisation 3(c) Advertising Audit and tax 3(f) Accountancy Freight and cartage External consultants and contractors Rental 3(c) Travel and accommodation Allowance for doubtful debts 7 Payroll tax Legal fees Telephone and internet charges Insurance Printing, postage and stationery Motor vehicles expenses Finance costs 3(b) Foreign exchange (loss)/gain Impairment of capitalised development costs Writedown of other short term assets Redundancy costs Provision for unused leased facilities Other expenses Loss before income tax Income tax benefit 4(a) Loss from operations after income tax (carried forward) 15	5,473,269 22,681 19,466 5,515,416 336,086 (1,646,902) (103,378) (2,843,570) 283,497 (389,209) (9,179) (71,473) (68,620) (41,489) (391,116) (200,999) (343,096) (15,629) (104,267) (140,442) (61,010) (79,092) (111,903) (36,854) (230,644) (76,439) - - (275,503) (187,235) (718,242) (2,011,292) 536,654 (1,474,638)	941,701 21,414 76,922
		1,040,037
		22,847 544,639 (867,214) (2,523,379) (568,923) (303,118) (4,211) (98,621) (7,215) (20,599) (579,034) (285,609) (168,159) (1,782) (90,391) (240,913) (29,702) (36,027) (24,673) (3,828) (42,790) 237,482 (185,129) (39,556) - - (535,292)
		(4,811,160) 576,205
		(4,234,955)

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Note	2012 $	2011 $
Loss from operations after income tax (brought forward) Other comprehensive income Total comprehensive loss for the period Basic earnings per share (cents per share) 19 Diluted earnings per share (cents per share) 19	(1,474,638) - (1,474,638) (0.6) (0.6)	(4,234,955) -
		(4,234,955)
		(2.7)
		(2.7)

The statement of comprehensive income should be read in conjunction with the notes to the financial statements.

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STATEMENT OF FINANCIAL POSITION

AS AT 30 JUNE 2012

Note	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
CURRENT ASSETS Cash and cash equivalents 18 Restricted cash 6 Trade and other receivables 7 Inventories 8 Other current assets TOTAL CURRENT ASSETS NON-CURRENT ASSETS Plant and equipment 9 Intangible assets and Goodwill 10 TOTAL NON-CURRENT ASSETS TOTAL ASSETS CURRENT LIABILITIES Trade and other payables 11 Financial liability – Contingent Consideration 25 Other payable Interest bearing loans and borrowings 12 Provisions 13 (a) TOTAL CURRENT LIABILITIES NON-CURRENT LIABILITIES Provisions 13 (b) Interest bearing loans and borrowings 12 Financial liability – Contingent Consideration 27 Deferred tax liability 4(c) TOTAL NON-CURRENT LIABILITIES TOTAL LIABILITIES NET ASSETS EQUITY Contributed equity 14 Accumulated Losses 15 Reserves 16 TOTAL EQUITY	1,091,190 265,174 1,463,688 293,587 93,770 3,207,409 320,717 2,959,544 3,280,261 6,487,670 1,483,522 114,233 - 23,312 405,822 2,026,889 9,802 30,194 - - 39,996 2,066,885 4,420,785 27,710,729 (23,512,777) 222,833 4,420,785	92,470 201,087 3,526,744 589,291 44,899
		4,454,491
		340,375 2,923,028
		3,263,403
		7,717,894
		2,018,000 599,721 62,500 1,236,446 319,861
		4,236,528
		57,971 29,833 199,907 28,488
		316,199
		4,552,727
		3,165,167
		24,990,901 (22,038,139) 212,405
		3,165,167

The statement of financial position should be read in conjunction with the notes to the financial statements.

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STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 30 JUNE 2012

Note	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
CASH FLOWS FROM OPERATING ACTIVITIES Receipts from customers Payments to suppliers and employees Interest received Payment for research & development R&D tax rebate Rental income & recoveries Interest and other borrowing costs paid NET CASH FLOWS USED IN OPERATING ACTIVITIES 18 CASH FLOWS FROM INVESTING ACTIVITIES Payments for plant and equipment Acquisition of business 26 Term Deposit NET CASH FLOWS USED IN INVESTING ACTIVITIES CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from borrowings – related parties Proceeds from return of deposit on equipment lease Repayment of borrowings Proceeds from share issues Costs of share issue NET CASH FLOWS PROVIDED BY FINANCING ACTIVITIES NET INCREASE/(DECREASE) IN CASH HELD CASH AT THE BEGINNING OF THE FINANCIAL YEAR CASH AT THE END OF THE FINANCIAL YEAR 18	5,876,388 (8,108,878) 22,681 (453,577) 576,205 21,412 (23,516) (2,089,285) (12,851) (156,925) (48,217) (217,993) - - (734,422) 4,248,765 (208,345) 3,305,998 998,720 92,470 1,091,190	919,915 (4,070,011) 21,378 (401,012) 312,158 90,714 (17,306)
		(3,144,164)
		(8,113) (1,674,390) (201,087)
		(1,883,590)
		540,000 510,000 - 4,062,512 (98,699)
		5,013,813
		(13,941)
		106,411
		92,470

The statement of cash flows should be read in conjunction with the notes to the financial statements.

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STATEMENT OF CHANGES IN EQUITY

FOR THE YEAR ENDED 30 June 2012

	Consolidated Attributable to equity holders of Mobilarm Limited Issued Capital Accumulated Losses Share based payment Reserve (Note 16) Total Equity $ $ $ $	Consolidated Attributable to equity holders of Mobilarm Limited Issued Capital Accumulated Losses Share based payment Reserve (Note 16) Total Equity $ $ $ $	Consolidated Attributable to equity holders of Mobilarm Limited Issued Capital Accumulated Losses Share based payment Reserve (Note 16) Total Equity $ $ $ $	Consolidated Attributable to equity holders of Mobilarm Limited Issued Capital Accumulated Losses Share based payment Reserve (Note 16) Total Equity $ $ $ $
COMPANY At 1 July 2010 Net loss for the year Other comprehensive income Total comprehensive loss for the period Transactions with owners in their capacity as owners Issue of equity Costs of share issues Share based payments – Ordinary Shares Share based payments – Performance Shares Share based payments – Stock Options Share based payments – Convertible Note Shares to be issued for Entitlements Offer As at 30 June 2011 Net loss for the period Other comprehensive income Total comprehensive loss for the period Transactions with owners in their capacity as owners Issue of equity Costs of share issues Conversion of convertible notes into ordinary shares Issue of deferred ordinary share compensation from MRT acquisition Share based payments – Ordinary Shares Share based payments – Performance Shares Forfeiture of Performance Shares Share based payments – Stock Options Share based payments – Convertible Note Forfeiture of Stock Options As at 30 June 2012	18,488,563 - - - 4,232,622 (98,699) 196,477 356,518 - - 1,815,420 24,990,901 - - - 2,458,334 (208,345) 350,000 351,265 62,500 184,889 (478,815) - - -- 27,710,729	(17,803,184) (4,234,955) - (4,234,955) - - - - - - - (22,038,139) (1,474,638) (1,474,638) - - - - - - - - (23,512,777)	- - - - - - - - 72,405 140,000 - 212,405 - - - - - - - - 22,549 (12,121) - 222,833
				685,379
				(4,094,955) -
				(4,094,955)
				4,232,622 (98,699) 196,477 356,518 72,405 140,000 1,815,420
				3,165,167
				(1,474,638)
				(1,474,638)
				2,458,334 (208,345) 350,000 351,265 62,500 184,889 (478,815) 22,549 (12,121) --
				4,420,785

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The statement of changes in equity should be read in conjunction with the notes to the financial statements.

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 30 JUNE 2012

1 CORPORATE INFORMATION

The financial report of Mobilarm Limited (the “Company”) and its consolidated entities (the “Group”) for the year ended 30 June 2012 was authorised for issue in accordance with a resolution of directors on 28 September 2012.

Mobilarm Limited is a company limited by shares incorporated and domiciled in Australia. The nature of the operations and principal activities of the Group are described in the Director’s Report.

2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Basis of Preparation

The financial report is a general-purpose financial report, which has been prepared in accordance with the requirements of the Corporations Act 2001, Australian Accounting Standards and Interpretations of the Australian Accounting Standards Board. The financial report has also been prepared on a historical cost basis, except for contingent consideration which has been measured at fair value.

The financial report is presented in Australian Dollars and all values are rounded to the nearest dollar.

Going Concern

This report has been prepared on a going concern basis, which contemplates the continuity of normal business activity and the realisation of assets and settlement of liabilities in the normal course of business.

The Group has incurred a net loss after tax for the year ended 30 June 2012 of $1,474,638 (2011: $4,234,955) and experienced net cash outflows from operating activities of $2,089,285 (2011: $3,144,164). As 30 June 2012, the Group had net assets of $4,420,785 (2011: $3,165,167).

Notwithstanding the above, the ability of the Group to continue as a going concern is reliant on:

increased cash flows from operations, and/ or
the raising of funds through a debt or equity issue.

The Directors have reviewed the business outlook and plans of the company and believe that the Company will achieve increased cash flows from operations to sustain its ability to continue as a going concern, which will also make the raising of funds more achievable if needed. The Company grew its revenues by 481% and has reduced its losses by 65% compared to the previous year following the successful integration of the Marine Rescue Technologies Ltd acquisition.

Should the entity not achieve the matters set out above, there is significant uncertainty whether the entity will continue as a going concern and therefore whether it will realise its assets and extinguish its liabilities in the normal course of business and at amounts stated in the financial report.

The financial report does not include any adjustments that may be necessary if the Company is unable to continue as a going concern.

(a) Compliance Statement

The financial report complies with Australian Accounting Standards and International Financial Reporting Standards (‘IFRS’) as issued by the International Accounting Standards Board.

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The accounting policies adopted are consistent with those of the previous financial year. The Group has adopted all new and amended Australian Accounting Standards and Interpretations effective from 1 July 2011. The adoption of these Standards and Interpretations did not have a significant impact on the accounting policies of the Group.

		Application date of standard
			Application date for Group
Reference	Title


AASB 124 (Revised)	The revised AASB 124_Related Party Disclosures (December 2009)_ simplifies the definition of a related party, clarifying its intended meaning and eliminating inconsistencies from the definition, including: (a) The definition now identifies a subsidiary and an associate with the same investor as related parties of each other (b) Entities significantly influenced by one person and entities significantly influenced by a close member of the family of that person are no longer related parties of each other (c) The definition now identifies that, whenever a person or entity has both joint control over a second entity and joint control or significant influence over a third party, the second and third entities are related to each other A partial exemption is also provided from the disclosure requirements for government-related entities. Entities that are related by virtue of being controlled by the same government can provide reduced related party disclosures.	1 January 2011	1 July 2011
AASB 2009-12	Amendments to Australian Accounting Standards [AASBs 5, 8, 108, 110, 112, 119, 133, 137, 139, 1023 & 1031 and Interpretations 2, 4, 16, 1039 & 1052] Makes numerous editorial changes to a range of Australian Accounting Standards and Interpretations. In particular, it amends AASB 8_Operating Segments_to require an entity to exercise judgement in assessing whether a government and entities known to be under the control of that government are considered a single customer for the purposes of certain operating segment disclosures. It also makes numerous editorial amendments to a range of Australian Accounting Standards and Interpretations, including amendments to reflect changes made to the text of IFRS by the IASB.	1 January 2011	1 July 2011

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		Application date of standard
			Application date for Group
Reference	Title


AASB 2010-4	Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASB 1, AASB 7, AASB 101, AASB 134 and Interpretation 13] Emphasises the interaction between quantitative and qualitative AASB 7 disclosures and the nature and extent of risks associated with financial instruments. Clarifies that an entity will present an analysis of other comprehensive income for each component of equity, either in the statement of changes in equity or in the notes to the financial statements. Provides guidance to illustrate how to apply disclosure principles in AASB 134 for significant events and transactions. Clarifies that when the fair value of award credits is measured based on the value of the awards for which they could be redeemed, the amount of discounts or incentives otherwise granted to customers not participating in the award credit scheme, is to be taken into account.	1 January 2011	1 July 2011
AASB 2010-5	Amendments to Australian Accounting Standards [AASB 1, 3, 4, 5, 101, 107, 112, 118, 119, 121, 132, 133, 134, 137, 139, 140, 1023 & 1038 and Interpretations 112, 115, 127, 132 & 1042] This Standard makes numerous editorial amendments to a range of Australian Accounting Standards and Interpretations, including amendments to reflect changes made to the text of IFRS by the IASB. These amendments have no major impact on the requirements of the amended pronouncements.	1 January 2011	1 July 2011
AASB 1054	Australian Additional Disclosures This standard is as a consequence of phase 1 of the joint Trans- Tasman Convergence project of the AASB and FRSB. This standard, with AASB 2011-1 relocates all Australian specific disclosures from other standards to one place and revises disclosures in the following areas: (a) Compliance with Australian Accounting Standards (b) The statutory basis or reporting framework for financial statements (c) Whether the entity is a for-profit or not-for-profit entity (d) Whether the financial statements are general purpose or special purpose (e) Audit fees (f) Imputation credits	1 July 2011	1 July 2011

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		Application date of standard
			Application date for Group
Reference	Title


AASB 2010-6	Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets [AASB 1 & AASB 7] The amendments increase the disclosure requirements for transactions involving transfers of financial assets but which are not derecognised and introduce new disclosures for assets that are derecognised but the entity continues to have a continuing exposure to the asset after the sale.	1 July 2011	1 July 2011
AASB 2011-5	Amendments to Australian Accounting Standards – Extending Relief from Consolidation, the Equity Method and Proportionate Consolidation [AASB 127, AASB 128 & AASB 131] This Standard makes amendments to: ►*AASB 127Consolidated and Separate Financial Statements* ►AASB 128Investments in Associates ►AASB 131Interests in Joint Ventures** to extend the circumstances in which an entity can obtain relief from consolidation, the equity method or proportionate consolidation, and relates primarily to those applying the reduced disclosure regime or not-for-profit entities.	1 July 2011	1 July 2011
AASB 1048	Interpretation of Standards AASB 1048 identifies the Australian Interpretations and classifies them into two groups: those that correspond to an IASB Interpretation and those that do not. Entities are required to apply each relevant Australian Interpretation in preparing financial statements that are within the scope of the Standard. The revised version of AASB 1048 updates the lists of Interpretations for new and amended Interpretations issued since the June 2010 version of AASB 1048.	1 July 2011	1 July 2011

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(b) New Accounting Standards and Interpretations Issued but not yet effective

Australian Accounting Standards and Interpretations that have recently been issued or amended but are not yet effective have not been adopted by the Group for the annual reporting period ended 30 June 2012. These are outlined in the table below:

				Impact on Group financial report
			Application date of standard		Application date for Group
Reference	Title	Summary


2010-8	Amendments to Australian Accounting Standards – Deferred Tax: Recovery of Underlying Assets [AASB 112]	These amendments address the determination of deferred tax on investment property measured at fair value and introduce a rebuttable presumption that deferred tax on investment property measured at fair value should be determined on the basis that the carrying amount will be recoverable through sale. The amendments also incorporate SIC-21 Income Taxes – Recovery of Revalued Non-Depreciable Assets into AASB 112.	1 Jan 2012	The Group has not assessed the impact of this statement at this time.	1 July 2012
AASB 2011- 3**	Amendments to Australian Accounting Standards – Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments [AASB 1049]	This Standard makes amendments including clarifying the definition of the ABS GFS Manual, facilitating the orderly adoption of changes to the ABS GFS Manual and related disclosures to AASB 1049. Amendments to Australian Accounting Standards – Improvements to AASB 1049 can be found in AASB 2011-13.	1 July 2012	The Group is yet to determine the impact of this standard.	1 July 2012
AASB 2011- 9	Amendments to Australian Accounting Standards – Presentation of Other Comprehensive Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049]	This Standard requires entities to group items presented in other comprehensive income on the basis of whether they might be reclassified subsequently to profit or loss and those that will not.	1 July 2012	The Group is yet to determine the impact of this standard.	1 July 2012

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				Impact on Group financial report
			Application date of standard		Application date for Group
Reference	Title	Summary


AASB 10	Consolidated Financial Statements	AASB 10 establishes a new control model that applies to all entities. It replaces parts of AASB 127 Consolidated and Separate Financial Statements dealing with the accounting for consolidated financial statements and UIG-112 Consolidation – Special Purpose Entities. The new control model broadens the situations when an entity is considered to be controlled by another entity and includes new guidance for applying the model to specific situations, including when acting as a manager may give control, the impact of potential voting rights and when holding less than a majority voting rights may give control. Consequential amendments were also made to other standards via AASB 2011-7.	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 11	Joint Arrangements	AASB 11 replaces AASB 131 Interests in Joint Ventures and UIG-113 Jointly- controlled Entities – Non-monetary Contributions by Ventures. AASB 11 uses the principle of control in AASB 10 to define joint control, and therefore the determination of whether joint control exists may change. In addition it removes the option to account for jointly controlled entities (JCEs) using proportionate consolidation. Instead, accounting for a joint arrangement is dependent on the nature of the rights and obligations arising from the arrangement. Joint operations that give the venturers a right to the underlying assets and obligations themselves is accounted for by recognising the share of those assets and obligations. Joint ventures that give the venturers a right to the net assets is accounted for using the equity method. Consequential amendments were also made to other standards via AASB 2011-7 and amendments to AASB 128.	1 January 2013	The Group has not assessed the impact of this statement at this time.	1 July 2013

Summary	Application	Impact on	Application

Reference

Title

MOBILARM LIMITED – FINANCIAL REPORT 2012

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			date of standard	Group financial report	date for Group

AASB 12	Disclosure of Interests in Other Entities	AASB 12 includes all disclosures relating to an entity’s interests in subsidiaries, joint arrangements, associates and structures entities. New disclosures have been introduced about the judgments made by management to determine whether control exists, and to require summarised information about joint arrangements, associates and structured entities and subsidiaries with non-controlling interests.	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 13	Fair Value Measurement	AASB 13 establishes a single source of guidance for determining the fair value of assets and liabilities. AASB 13 does not change when an entity is required to use fair value, but rather, provides guidance on how to determine fair value when fair value is required or permitted. Application of this definition may result in different fair values being determined for the relevant assets. AASB 13 also expands the disclosure requirements for all assets or liabilities carried at fair value. This includes information about the assumptions made and the qualitative impact of those assumptions on the fair value determined. Consequential amendments were also made to other standards via AASB 2011-8.	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 119	Employee Benefits	The main change introduced by this standard is to revise the accounting for defined benefit plans. The amendment removes the options for accounting for the liability, and requires that the liabilities arising from such plans is recognized in full with actuarial gains and losses being recognized in other comprehensive income. It also revised the method of calculating the return on plan assets. The revised standard changes the definition of short-term employee benefits. The distinction between short-term and other long-term employee benefits is now based on whether the benefits are expected to be settled wholly within 12 months after the reporting date. Consequential amendments were also made to other standards via AASB 2011-10.	1 January 2013	The Group has not assessed the impact of this statement at this time.	1 July 2013

Summary	Application	Impact on	Application

Reference

Title

MOBILARM LIMITED – FINANCIAL REPORT 2012

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			date of standard	Group financial report	date for Group

Annual Improve- ments 2009–2011 Cycle ****	Annual Improvements to IFRSs 2009–2011 Cycle	This standard sets out amendments to International Financial Reporting Standards (IFRSs) and the related bases for conclusions and guidance made during the International Accounting Standards Board’s Annual Improvements process. These amendments have not yet been adopted by the AASB. The following items are addressed by this standard: IFRS 1 First-time Adoption of International Financial Reporting Standards • Repeated application of IFRS 1 • Borrowing costs IAS 1 Presentation of Financial Statements • Clarification of the requirements for comparative information IAS 16 Property, Plant and Equipment • Classification of servicing equipment IAS 32 Financial Instruments: Presentation • Tax effect of distribution to holders of equity instruments IAS 34 Interim Financial Reporting Interim financial reporting and segment information for total assets and liabilities	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 2011- 4	Amendments to Australian Accounting Standards to Remove Individual Key Management Personnel Disclosure Requirements [AASB 124]	This Amendment deletes from AASB 124 individual key management personnel disclosure requirements for disclosing entities that are not companies.	1 July 2013	The Group is yet to determine the impact of this standard.	1 July 2013

Reference	Title	Summary	Application	Impact on	Application

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			date of standard	Group financial report	date for Group

AASB 1053	Application of Tiers of Australian Accounting Standards	This Standard establishes a differential financial reporting framework consisting of two Tiers of reporting requirements for preparing general purpose financial statements: (a) Tier 1: Australian Accounting Standards (b) Tier 2: Australian Accounting Standards – Reduced Disclosure Requirements Tier 2 comprises the recognition, measurement and presentation requirements of Tier 1 and substantially reduced disclosures corresponding to those requirements. The following entities apply Tier 1 requirements in preparing general purpose financial statements: (a) For-profit entities in the private sector that have public accountability (as defined in this Standard) (b) The Australian Government and State, Territory and Local Governments The following entities apply either Tier 2 or Tier 1 requirements in preparing general purpose financial statements: (a) For-profit private sector entities that do not have public accountability (b) All not-for-profit private sector entities (c) Public sector entities other than the Australian Government and State, Territory and Local Governments. Consequential amendments to other standards to implement the regime were introduced by AASB 2010-2, 2011-2, 2011-6, 2011-11 and 2012-1.	1 July 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 2012- 2	Amendments to Australian Accounting Standards – Disclosures – Offsetting Financial Assets and Financial Liabilities	AASB 2012-2 principally amends AASB 7 Financial Instruments: Disclosures to require disclosure of information that will enable users of an entity’s financial statements to evaluate the effect or potential effect of netting arrangements, including rights of set-off associated with the entity’s recognised financial assets and recognised financial liabilities, on the entity’s financial position.	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013

Summary

Application Impact on Application

Reference Title

MOBILARM LIMITED – FINANCIAL REPORT 2012

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			date of standard	Group financial report	date for Group

AASB 2012- 4	Amendments to Australian Accounting Standards – Government Loans	AASB 2012-4 adds an exception to the retrospective application of Australian Accounting Standards under AASB 1 First-time Adoption of Australian Accounting Standards to require that first-time adopters apply the requirements in AASB 139 Financial Instruments: Recognition and Measurement (or AASB 9 Financial Instruments) and AASB 120 Accounting for Government Grants and Disclosure of Government Assistance prospectively to government loans (including those at a below-market rate of interest) existing at the date of transition to Australian Accounting Standards.	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 2012- 5	Amendments to Australian Accounting Standards arising from Annual Improvements 2009–2011 Cycle; and	AASB 2012-5 makes amendments resulting from the 2009-2011 Annual Improvements Cycle. The Standard addresses a range of improvements, including the following: • repeat application of AASB 1 is permitted (AASB 1); and • clarification of the comparative information requirements when an entity provides a third balance sheet (AASB 101 Presentation of Financial Statements).	1 January 2013	The Group is yet to determine the impact of this standard.	1 July 2013
AASB 2012- 3	Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities;	AASB 2012-3 adds application guidance to AASB 132 Financial Instruments: Presentation to address inconsistencies identified in applying some of the offsetting criteria of AASB 132, including clarifying the meaning of “currently has a legally enforceable right of set-off” and that some gross settlement systems may be considered equivalent to net settlement.	1 January 2014	The Group is yet to determine the impact of this standard.	1 July 2015

Application Impact on Application

Reference

Title

Summary

MOBILARM LIMITED – FINANCIAL REPORT 2012

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			date of standard	Group financial report	date for Group

AASB 9	Financial Instruments	AASB 9 includes requirements for the classification and measurement of financial assets. It was further amended by AASB 2010-7 to reflect amendments to the accounting for financial liabilities. These requirements improve and simplify the approach for classification and measurement of financial assets compared with the requirements of AASB 139. The main changes are described below. (a) Financial assets that are debt instruments will be classified based on (1) the objective of the entity’s business model for managing the financial assets; (2) the characteristics of the contractual cash flows. (b) Allows an irrevocable election on initial recognition to present gains and losses on investments in equity instruments that are not held for trading in other comprehensive income. Dividends in respect of these investments that are a return on investment can be recognised in profit or loss and there is no impairment or recycling on disposal of the instrument. (c) Financial assets can be designated and measured at fair value through profit or loss at initial recognition if doing so eliminates or significantly reduces a measurement or recognition inconsistency that would arise from measuring assets or liabilities, or recognising the gains and losses on them, on different bases. (d) Where the fair value option is used for financial liabilities the change in fair value is to be accounted for as follows: ►The change attributable to changes in credit risk are presented in other comprehensive income (OCI) ►The remaining change is presented in profit or loss If this approach creates or enlarges an accounting mismatch in the profit or loss, the effect of the changes in credit risk are also presented in profit or loss. Consequential amendments were also made to other standards as a result of AASB 9, introduced by AASB 2009-11 and superseded by AASB 2010-7 and 2010-10.	1 January 2015***	The Group is yet to determine the impact of this standard.	1 July 2015

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(c) Basis of consolidation

A controlled entity is any entity that Mobilarm Limited has the power to control the financial and operating policies so as to obtain benefits from its activities.

A list of controlled entities is located below. All controlled entities except for Marine Rescue Technologies Ltd have a June financial year end. The Company filed a request in 2012 to change the year end of MRT from an April year end to a June year end. For purposes of this report, the operations of MRT are reported as if it had a June financial year end.

All inter-company balances and transactions between entities in the consolidated group, including unrealised profits or losses, have been eliminated on consolidation. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with those policies applied by the Group.

Where controlled entities have entered the consolidate group during the year, their operating results have been included from the date control was obtained.

Controlled entities

lled entities
		Percentage Owned (%)
	Country of Incorporation	2012	2011
Parent Entity
Mobilarm Limited	Australia
Subsidiaries of Mobilarm Limited
Marine Rescue Technologies Ltd	United Kingdom	100%	100%
Mobilarm, Inc.	United States of America	100%	100%

(d) Significant accounting judgments, estimates and assumptions

Management has identified the following critical accounting policies for which significant judgements, estimates and assumptions are made. Actual results may differ from these estimates under different assumptions and conditions and may materially affect the financial results or the financial position reported in future periods.

(i) Amortisation of intangibles with finite useful lives

In relation to the amortisation of intangibles with finite useful lives, management’s judgements are used to determine the estimate useful life. Management’s judgements are based on historical information relating to specific assets. Details of the useful lives are detailed below.

(ii) Capitalised development costs

Development costs are only capitalised by the Group when it can demonstrate the technical feasibility of completing the asset so that the asset will be available for use or sale, how the asset will generate future economic benefits and the ability to measure reliably the expenditure attributed to the intangible asset during its development.

(iii) Taxation

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The Group’s accounting policy for taxation requires management’s judgements as to the types of arrangements considered to be a tax on income in contrast to an operating cost. Judgements are also required in assessing whether deferred tax assets and certain deferred tax liabilities are recognised on the Statement of Financial Position. Deferred tax assets, including those arising from un-recouped tax losses, capital losses and temporary differences, are recognised only where it is considered more likely than not that they will be recovered, which is dependent on the generation of sufficient future taxable profits.

Judgements about the generation of future taxable profits and repatriation on retained earnings depend on management’s estimates of future cash flows. These depend on estimates of future cash sales, cost of sales, operating costs, capital expenditure, dividends and other capital management transactions. Judgements are also required about the application of income legislation. These judgements and assumptions are subject to risk and uncertainty, hence there is a possibility that changes in circumstances will alter expectations, which may impact the amount of deferred tax assets and deferred tax liabilities recognised on the Statement of Financial Position and the amount of other tax losses and temporary differences not yet recognised. In such circumstances, some or all of the carrying amount of recognised deferred tax assets and liabilities may require adjustment, resulting in a corresponding credit or charge to the Statement of Comprehensive Income.

(e) Business combinations

Business combinations are accounted for using the acquisition method. The consideration transferred in a business combination shall be measured at fair value, which shall be calculated as the sum of the acquisition date fair values of the assets transferred by the acquirer, the liabilities incurred by the acquirer to former owners of the acquiree and the equity issued by the acquirer, and the amount of any non-controlling interest in the acquiree. For each business combination, the acquirer measures the non-controlling interest in the acquiree either at fair value or at the proportionate share of the acquiree's identifiable net assets. Acquisition-related costs are expensed as incurred.

When the Group acquires a business, it assesses the financial assets and liabilities assumed for appropriate classification and designation in accordance with the contractual terms, economic conditions, the Group’s operating or accounting policies and other pertinent conditions as at the acquisition date. This includes the separation of embedded derivatives in host contracts by the acquiree.

If the business combination is achieved in stages, the acquisition date fair value of the acquirer's previously held equity interest in the acquiree is remeasured to fair value at the acquisition date through profit or loss.

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(f) Operating segments

An operating segment is a component of an entity that engages in business activities from which it may earn revenues and incur expenses (including revenues and expenses relating to transactions with other components of the same entity), whose operating results are regularly reviewed by the Group's chief operating decision maker to make decisions about resources to be allocated to the segment and assess its performance and for which discrete financial information is available. This includes start up operations which are yet to earn revenues. Management will also consider other factors in determining operating segments such as the existence of a line manager and the level of segment information presented to the board of directors.

Operating segments that meet the quantitative criteria as prescribed by AASB 8 are reported separately. However, an operating segment that does not meet the quantitative criteria is still reported separately where information about the segment would be useful to users of the financial statements.

Information about other business activities and operating segments that are below the quantitative criteria are combined and disclosed in a separate category for “all other segments”.

The Group does not currently have multiple segments, but will identify segments that meet the quantitative criteria if and when present. The Chief Executive Officer is the Group's chief operating decision maker.

(g) Revenue recognition

Revenue is recognised and measured at the fair value of the consideration received and receivable to the extent that it is probable that the economic benefits will flow to the Group and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognised:

(i) Sale of goods

Revenue is recognised when the significant risks and rewards of ownership of the goods have passed to the buyer and the costs incurred or to be incurred in respect of the transaction can be measured reliably. Risks and rewards of ownership are considered passed to the buyer at the time of delivery of the goods to the customer.

(ii) Interest income

Revenue is recognised as interest accrues using the effective interest method. This is a method of calculating the amortised cost of a financial asset and allocating the interest income over the relevant period using the effective interest rate, which is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset to the net carrying amount of the financial asset.

(iii) Rental income

Rental income from the sub-lease of the Group’s rented premises is accounted for on a straight-line basis over the lease term. Contingent rental income is recognised as income in the periods in which it is earned.

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(h) Leases

The determination of whether an arrangement is or contains a lease is based on the substance of the arrangement and requires an assessment of whether the fulfilment of the arrangement is dependent on the use of a specific asset or assets and the arrangement conveys a right to use the asset.

Finance leases, which transfer to the Group substantially all the risks and benefits incidental to ownership of the leased item, are capitalised at the inception of the lease at the fair value of the leased property or, if lower, at the present value of the minimum lease payments. Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges are recognised as an expense in profit or loss.

Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease term if there is no reasonable certainty that the Group will obtain ownership by the end of the lease term.

Operating lease payments are recognised as an expense in the Statement of Comprehensive Income on a straight-line basis over the lease term. Lease incentives are recognised in the Statement of Comprehensive Income as an integral part of the total lease expense.

(i) Cash and cash equivalents

Cash and short-term deposits in the Statement of Financial Position comprise cash at bank and in hand and short term deposits with an original maturity of three months or less.

For the purposes of the Statement of Cash Flows, cash and cash equivalents consist of cash and cash equivalents as defined above, net of outstanding bank overdrafts.

(j) Trade and other receivables

Trade receivables, which generally have 30-90 day terms, are recognised and carried at the original invoice amount less an allowance for any uncollectible amounts.

An allowance for doubtful debts is made when there is objective evidence that the Group will not be able to collect the debts. Bad debts are written off when identified.

(k) Inventories

Inventories including raw materials, work in progress and finished goods are valued at the lower of cost and net realisable value.

Costs incurred in bringing each product to its present location and condition is accounted for as follows:

a) Raw materials – purchase cost on a first-in, first-out basis; and
b) Finished goods and work-in-progress – cost of direct materials and labour and a proportion of manufacturing overheads based on normal operating capacity but excluding borrowing costs. Costs are assigned on the basis of weighted average costs.

Net realisable value is the estimated selling price in the ordinary course of business, less estimated costs of completion and the estimated costs necessary to make the sale.

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(l) Derecognition of financial assets and financial liabilities

(i) Financial assets

A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is derecognised when:

The rights to receive cash flows from the asset have expired;
The Group retains the right to receive cash flows from the asset, but has assumed an obligation to pay them in full without material delay to a third party under a ‘pass-through’ arrangement; or
The Group has transferred its rights to receive cash flows from the asset and either (a) has transferred substantially all the risks and rewards of the asset, or (b) has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

(ii) Financial liabilities

A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires.

When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognised in profit or loss.

(m) Foreign currency

Items included in the financial statements of each entity within the Group are measured using the currency of the primary economic environment in which it operates (“functional currency”). The functional and presentation currency of Mobilarm Limited is Australian dollars (“A$”). The functional currency of our overseas subsidiaries are as follows:

Marine Rescue Technologies Ltd Mobilarm, Inc.

British Pound (GBP ₤ United States Dollar (US$)

Transactions in foreign currencies are initially recorded in the functional currency by applying the exchange rates ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate of exchange ruling at the reporting date.

All exchange differences in the financial report are taken to profit or loss.

Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rate as at the date of the initial transaction. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was determined.

The results of the foreign subsidiaries are translated into Australian Dollars (presentation currency) as at the date of each transaction. Assets and liabilities are translated at exchange rates prevailing at reporting date. Exchange variations resulting from translation are recognised in the foreign currency translation reserve.

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(n) Income tax

Current tax assets and liabilities for the current and prior periods are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted by the reporting date.

Deferred income tax is provided on all temporary differences at the reporting date between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes.

Deferred income tax liabilities are recognised for all taxable temporary differences except when the deferred income tax liability arises from the initial recognition of goodwill or of an asset or liability in a transaction that is not a business combination and that, at the time of the transaction, affects neither the accounting profit nor taxable profit or loss.

Deferred income tax assets are recognised for all deductible temporary differences, carry-forward of unused tax assets and unused tax losses, to the extent that it is probable that taxable profit will be available against which the deductible temporary differences and the carry-forward of unused tax credits and unused tax losses can be utilised, except when the deferred income tax asset relating to the deductible temporary difference arises from the initial recognition of an asset or liability in a transaction that is not a business combination and, at the time of the transaction, affects neither the accounting profit nor taxable profit or loss.

The carrying amount of deferred income tax assets is reviewed at each reporting date and reduced to the extent that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred income tax asset to be utilised.

Unrecognised deferred income tax assets are reassessed at each reporting date and are recognised to the extent that it has become probable that future taxable profit will allow the deferred tax asset to be recovered.

Deferred income tax assets and liabilities are measured at the tax rates that are expected to apply to the year when the asset is realised or the liability is settled, based on tax rates (and tax laws) that have been enacted or substantively enacted at the reporting date.

Income taxes relating to items recognised directly in equity are recognised in equity and not in profit or loss.

Deferred tax assets and deferred tax liabilities are offset only if a legally enforceable right exists to set off current tax assets against current tax liabilities and the deferred tax assets and liabilities relate to the same taxable entity and the same taxation authority.

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(o) Other taxes

Revenues, expenses and assets are recognised net of the amount of GST except;

When the GST incurred on a purchase of goods and services is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable; and
Receivables and payables, which are stated with the amount of GST included.

The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the Statement of Financial Position.

Cash flows are included in the Statement of Cash Flows on a gross basis and the GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority, are classified as operating cash flows.

Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the taxation authority.

(p) Plant and equipment

Plant and equipment is stated at historical cost less accumulated depreciation and any accumulated impairment losses. Such cost includes the cost of replacing parts that are eligible for capitalisation when the cost of replacing the parts is incurred.

Depreciation is calculated on a straight-line basis over the estimated useful life of the assets as follows;

Plant and equipment – 2.5 to 20 years

The assets' residual values, useful lives and amortisation methods are reviewed, and adjusted if appropriate, at each financial year end.

(i) Impairment

The carrying values of plant and equipment are reviewed for impairment at each reporting date, with the recoverable amount being estimated when events or changes in circumstances indicate that the carrying value may be impaired.

The recoverable amount of plant and equipment is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pretax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

For an asset that does not generate largely independent cash inflows, recoverable amount is determined for the cash-generating unit to which the asset belongs, unless the asset's value in use can be estimated to be close to its fair value.

An impairment exists when the carrying value of an asset or cash-generating units exceeds its estimated recoverable amount. The asset or cash-generating unit is then written down to its recoverable amount.

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For plant and equipment, impairment losses are recognised in the Statement of Comprehensive.

(ii) Derecognition and disposal

An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.

Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds and the carrying amount of the asset) is included in profit or loss in the year the asset is derecognised.

(q) Investments and other financial assets

Financial assets are classified as either financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, or available-for-sale investments, as appropriate. When financial assets are recognised initially, they are measured at fair value, plus, in the case of investments not at fair value through profit or loss, directly attributable transactions costs. The Group determines the classification of its financial assets after initial recognition and, when allowed and appropriate, re-evaluates this designation at each financial year-end.

(i) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. Such assets are carried at amortised cost using the effective interest method. Gains and losses are recognised in profit or loss when the loans and receivables are derecognised or impaired, as well as through the amortisation process.

(ii) Available-for-sale investments

Available-for-sale investments are those non-derivative financial assets that are designated as available-forsale or are not classified as any of the three preceding categories. After initial recognition available-for sale investments are measured at fair value with gains or losses being recognised as a separate component of equity until the investment is derecognised or until the investment is determined to be impaired, at which time the cumulative gain or loss previously reported in equity is recognised in profit or loss.

The fair value of investments that are actively traded in organised financial markets is determined by reference to quoted market bid prices at the close of business on the Statement of Financial Position date. For investments with no active market, fair value is determined using valuation techniques. Such techniques include using recent arm’s length market transactions; reference to the current market value of another instrument that is substantially the same; discounted cash flow analysis and option pricing models.

(r) Intangible assets

Intangible assets acquired are initially measured at cost. Following initial recognition, intangible assets are carried at cost less any accumulated amortisation and any accumulated impairment losses. Internally generated intangible assets, excluding capitalised development costs, are not capitalised and expenditure is charged against profits in the year in which the expenditure is incurred.

The useful lives of intangible assets are assessed to be either finite or indefinite. Intangible assets with finite lives are amortised over the useful life and assessed for impairment whenever there is an indication that the intangible asset may be impaired. The amortisation period and the amortisation method for an intangible asset with a finite useful life is reviewed at least at each financial year-end. Changes in the expected useful

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life or the expected pattern of consumption of future economic benefits embodied in the asset are accounted for by changing the amortisation period or method, as appropriate, which is a change in accounting estimate. The amortisation expense on intangible assets with finite lives is recognised in profit or loss in the expense category consistent with the function of the intangible asset.

(i) Research costs are expensed as incurred. An intangible asset arising from development expenditure on an internal project is recognised only when the Group can demonstrate the technical feasibility of completing the intangible asset so that it will be available for use or sale, its intention to complete and its ability to use or sell the asset, how the asset will generate future economic benefits, the availability of resources to complete the development and the ability to measure reliably the expenditure attributable to the intangible asset during its development. Following the initial recognition of the development expenditure, the cost model is applied requiring the asset to be carried at cost less any accumulated amortisation and accumulated impairment losses. Any expenditure so capitalised is amortised over the period of expected benefits from the related project.

The carrying value of an intangible asset arising from development expenditure is tested for impairment annually when the asset is not yet available for use or more frequently when an indication of impairment arises during the reporting period.

A summary of the policies applied to the Group’s intangible assets is as follows:

Patents and Licences

Useful lives: 5 years

Amortisation method used: Straight Line

Internally generated or acquired: Acquired

Impairment testing: Annually and more frequently when an indication of impairment exists.

Development Costs

Useful lives: Finite

Amortisation method used: Amortised over the period of expected future sales from the related project on a straight-line basis.

Internally generated or acquired: Internally generated

Impairment testing: Annually for assets not yet available for use and more frequently when an indication of impairment exists. The amortisation method is reviewed at each financial year-end.

Gains or losses arising from derecognition of an intangible asset are measured as the difference between the net disposal proceeds and the carrying amount of the asset and are recognised in profit or loss when the asset is derecognised.

(s) Goodwill

Goodwill acquired in a business combination is initially measured at cost of the business combination being the excess of the consideration transferred over the fair value of the company’s net identifiable assets acquired and liabilities assumed. If this consideration is lower than the fair value of the net identifiable assets of the subsidiary acquired, the difference is recognised in profit or loss.

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After initial recognition, goodwill is measured at cost less any accumulated impairment losses. For the purposes of impairment testing, goodwill acquired in a business combination is, from the acquisition date, allocated to the Group as a whole. This represent the lowest level at which goodwill is monitored for internal management purposes, and is not larger than an operating segment determined in accordance with AASB8.

Impairment testing is performed at 30 June each year. If the recoverable amount of the Group is less than the carrying amount, an impairment loss is recognised.

(t) Impairment of non-financial assets

The Group assesses at each reporting date whether there is an indication that an asset may be impaired. If any such indication exists, or when annual impairment testing for an asset is required, the Group makes an estimate of the asset’s recoverable amount. An asset’s recoverable amount is the higher of its fair value less costs to sell and its value in use and is determined for an individual asset, unless the asset does not generate cash inflows that are largely independent of those from other assets or groups of assets and the asset's value in use cannot be estimated to be close to its fair value. In such cases the asset is tested for impairment as part of the cash generating unit to which it belongs. When the carrying amount of an asset or cash-generating unit exceeds its recoverable amount, the asset or cash-generating unit is considered impaired and is written down to its recoverable amount.

In assessing value in use, the estimated future cash flows are discounted to their present value using a pretax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. Impairment losses relating to continuing operations are recognised in those expense categories consistent with the function of the impaired asset.

An assessment is also made at each reporting date as to whether there is any indication that previously recognised impairment losses may no longer exist or may have decreased. If such indication exists, the recoverable amount is estimated. A previously recognised impairment loss is reversed only if there has been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss was recognised. If that is the case the carrying amount of the asset is increased to its recoverable amount. That increased amount cannot exceed the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognised for the asset in prior years. Such reversal is recognised in profit or loss. After such a reversal the depreciation charge is adjusted in future periods to allocate the asset’s revised carrying amount, less any residual value, on a systematic basis over its remaining useful life.

(u) Trade and other payables

Trade payables and other payables are carried at amortised costs and due to their short-term nature they are not discounted. They represent liabilities for goods and services provided to the Group prior to the end of the financial year that are unpaid and arise when the Group becomes obliged to make future payments in respect of the purchase of these goods and services. The amounts are unsecured and are usually paid within 30 days of recognition.

(v) Interest-bearing loans and borrowings

All loans and borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction costs.

After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised cost using the effective interest method.

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Gains and losses are recognised in profit or loss when the liabilities are derecognised.

Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at least 12 months after the reporting date.

(i) Borrowing Costs

Borrowing costs directly attributable to the acquisition, construction or production of a qualifying asset (i.e. an asset that necessarily takes a substantial period of time to get ready for its intended use or sale) are capitalised as part of the cost of that asset. All other borrowing costs are expensed in the period they occur. Borrowing costs consist of interest and other costs that an entity incurs in connection with the borrowing of funds. Mobilarm Limited does not currently hold qualifying assets but, if it did, the borrowing costs directly associated with this asset would be capitalised (including any other associated costs directly attributable to the borrowing and temporary investment income earned on the borrowing).

(w) Provisions

Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation.

When the Group expects some or all of a provision to be reimbursed, for example under an insurance contract, the reimbursement is recognised as a separate asset but only when the reimbursement is virtually certain. The expense relating to any provision is presented in the Statement of Comprehensive Income net of any reimbursement.

If the effect of the time value of money is material, provisions are discounted using a current pre-tax rate that reflects the risks specific to the liability.

When discounting is used, the increase in the provision due to the passage of time is recognised as a borrowing cost.

(i) Warranty provisions

Provisions for warranty-related costs are recognised when the product is sold or service provided. Initial recognition is based on historical experience. The initial estimate of warranty-related costs is revised annually.

(x) Employee leave benefits

(i) Wages, salaries, annual leave and sick leave

Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulating sick leave due to be settled within 12 months of the reporting date are recognised in other payables in respect of employees' services up to the reporting date. They are measured at the amounts due to be paid when the liabilities are settled. Liabilities for non accumulating sick leave are recognised when the leave is taken and are measured at the rates paid or payable.

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(ii) Long service leave

The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currencies that match, as closely as possible, the estimated future cash outflows.

(y) Contributed equity

Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or options are shown in equity as a deduction, net of tax, from the proceeds.

(z) Earnings per Share

Basic earnings/(loss) per share are calculated by dividing the net profit/(loss) for the year attributable to ordinary equity holders by the weighted average number of ordinary shares outstanding during the year.

Diluted earnings/(loss) per share are calculated by dividing the net profit/(loss) for the year attributable to ordinary equity holders (after deducting interest on convertible notes) by the weighted average number of ordinary shares outstanding during the year plus the weighted average number of ordinary shares that would be issued on the conversion of all the dilutive potential ordinary shares into ordinary shares.

(aa) Shared based payments

(i) Equity settled transactions

The Group at times provides benefits to its employees (including KMP) in the form of share-based payments, whereby employees render services in exchange for shares or rights over shares (equity-settled transactions).

There are currently two plans in place to provide these benefits:

The Employee Share Option Plan (ESOP), which provides benefits to all employees, including KMP.
The Performance Share Plan, which provide benefits to KMP.

The cost of these equity-settled transactions with employees is measured by reference to the fair value of the equity instruments at the date at which they are granted. The fair value is determined using the Black Sholes model and reviewed by an external valuer.

The cost of equity-settled transactions is recognised, together with a corresponding increase in equity, over the period in which the performance and/or service conditions are fulfilled (the vesting period), ending on the date on which the relevant employees become fully entitled to the award (the vesting date).

At each subsequent reporting date until vesting, the cumulative charge to the Statement of Comprehensive Income is the product of:

i. The grant date fair value of the award.
ii. The current best estimate of the number of awards that will vest, taking into account such factors as the likelihood of employee turnover during the vesting period and the likelihood of non-market performance conditions being met.
iii. The expired portion of the vesting period.

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The charge to the Statement of Comprehensive Income for the period is the cumulative amount as calculated above less the amounts already charged in previous periods. There is a corresponding entry to equity.

Until an award has vested, any amounts recorded are contingent and will be adjusted if more or fewer awards vest than were originally anticipated to do so. Any award subject to a market condition is considered to vest irrespective of whether or not that market condition is fulfilled, provided that all other conditions are satisfied.

If the terms of an equity-settled award are modified, as a minimum an expense is recognised as if the terms had not been modified. An additional expense is recognised for any modification that increases the total fair value of the share-based payment arrangement, or is otherwise beneficial to the employee, as measured at the date of modification.

If an equity-settled award is cancelled, it is treated as if it had vested on the date of cancellation, and any expense not yet recognised for the award is recognised immediately. However, if a new award is substituted for the cancelled award and designated as a replacement award on the date that it is granted, the cancelled and new award are treated as if they were a modification of the original award, as described in the previous paragraph.

The dilutive effect, if any, of outstanding options is reflected as additional share dilution in the computation of diluted earnings per share.

(bb) Convertible notes

The component of the convertible notes that exhibits characteristics of a liability is recognised as a liability in the Statement of Financial Position, net of transaction costs.

On issuance of the convertible notes, the fair value of the liability component is determined using a market rate for an equivalent non-convertible bond and this amount is carried as a long-term liability on the amortised cost basis until extinguished on conversion or redemption. The increase in the liability due to the passage of time is recognised as a finance cost.

The remainder of the proceeds is allocated to the conversion option that is recognised and included in shareholders' equity, net of transaction costs. The carrying amount of the conversion option is not remeasured in subsequent years.

Interest on the liability component of the instruments is recognised as an expense in profit or loss.

Transaction costs are apportioned between the liability and equity components of the convertible noncumulative redeemable preference shares based on the allocation of proceeds to the liability and equity components when the instruments are first recognised.

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3 REVENUE AND EXPENSES

3 REVENUE AND EXPENSES
	Consolidated 2012 2011 $ $
3(a) Other income 3(b) Finance costs Interest – other parties Interest – related parties Factoring facility costs Hire purchase charges 3(c) Operating expenses Depreciation and amortisation of plant and equipment Amortisation of intangible assets Inventory written off during the year Doubtful debts Lease payments – operating leases Provision for employee entitlements 3(d) Employee benefits expense Wages and salaries and on-costs Director fees Superannuation costs Redundancy costs Share based payments/(reversals) Total 3(e) Research and development costs Research and development costs charged directly to the Statement of Comprehensive Income Amortisation of capitalised development costs 3(f) Auditors’ remuneration Amounts received or due and receivable by Ernst & Young for: An audit of the financial report of the entity (including MRT) Other services: - Due Diligence Services - Other services – Tax (R & D Rebate)	336,086 336,086 76,103 23,065 128,521 2,955 230,644 132,047 257,163 389,210 142,530 15,629 200,999 429,943 2,256,563 419,650 167,357 2,843,570 275,503 3,119,073 (283,497) 2,835,576 - 249,780 71,473 - - 71,473	22,847
		22,847
		27,024 8,419 - 7,347
		42,790
		33,354 269,764
		303,118
		116,583 3,009 285,609 403,024 2,064,897 272,500 185,982
		2,523,379
		-
		2,523,379 568,923
		3,092,302
		- 264,212
		65,641 22,680 10,300
		98,621

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4 INCOME TAX

4 INCOME TAX
	Consolidated 2012 2011 $ $
4(a) The major components of the current income tax benefit are: Current income tax benefit Current income tax change/(benefit) irrespective of prior year Deferred tax 4(b) A reconciliation between the income tax benefit and the product of accounting loss before income tax multiplied by the Group’s applicable income tax rate is as follows: Prima facie income tax benefit calculated @ 30% (2009: 30%) on loss from ordinary activities Add tax effect of: Non-deductible items Share-based payments R&D uplift Prior year adjustment Current year income tax expenses/(benefit) Deferred tax assets not brought to account Income tax benefit 4(c) Deferred income tax R&D expenditure Computer software Deferred tax liabilities offset by deferred tax assets Net deferred tax liabilities 4(d) Deferred tax asset Provision for employee entitlements Provision for doubtful debts Accrued superannuation Provision for warranty Depreciable assets Capital raising costs expensed Prepaid revenue Accruals Borrowing costs Tax losses Deferred tax assets not brought to account Deferred tax assets offset against deferred tax liabilities Net deferred tax assets	(536,654) - - (536,654) (603,388) 279,850 (81,413) (194,829) - (599,780) 63,126 (536,654) 209,545 - 209,745 (209,745) - 28,177 1,640 8,688 56,171 145,937 - 1,267 10,704 20,486 4,139,741 4,412,811 (4,203,266) 209,545 (209,545) -	(576,205) - -
		(576,205)
		(1,443,348) 232,104 231,055 (90,997) -
		(1,071,186) 494,981
		(576,205)
		93,878 2,215
		96,093 (96,093)
		-
		81,564 1,618 16,496 8,667 100,950 195,815 3,712,643
		4,114,753 (4,018,660)
		96,093 (96,093)
		-

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4(e) Income tax losses Future income tax benefit arising from tax losses not recognised at reporting date 5 DIVIDENDS PAID AND PROPOSED	4,139,741 3,712,643 4,139,741 3,712,643 Consolidated 2012 2011 $ $	3,712,643
		3,712,643
There were no dividends paid or declared for the financial year ended 30 June 2011 (30 June 2010: nil). 6 RESTRICTED CASH	- - - - Consolidated 2012 2011 $ $ 48,217 - 216,957 201,087 265,174 201,087	-
		-
Term Deposit securing operating rental agreement Term Deposit securing standby letter of credit facility 7 TRADE AND OTHER RECEIVABLES
		201,087

7 TRADE AND OTHER RECEIVABLES
	Consolidated 2012 2011 $ $
Trade debtors Less: allowance for impairment loss (a) Goods and services tax Value added tax Receivable from investor (i) R & D Rebate	814,031 (18,739) 795,292 6,272 77,637 - 584,487 1,463,688	1,032,848 (10,892)
		1,021,956 66,931 46,232 1,815,420 576,205
		3,526,744

(i) The company recorded a receivable from investor as at 30 June 2011 in relation to the Entitlements Offer. The Group received shares as security towards the performance of this receivable. The receivable was settled on 22 July 2011.

a) Allowance for impairment loss

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Trade receivables are non-interest bearing and are generally on 30-60 day terms. An allowance account for impairment losses is recognised when there is objective evidence that an individual trade receivable is impaired.

	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Movement in allowance for impairment loss -balance at beginning of year -amounts written off -charge for the year -balance at end of year	10,892 (7,845) 15,629 18,739	9,109 - 1,783
		10,892

b) At 30 June 2012, the ageing analysis of trade receivables is as follows:

				61-90 days PDNI*	61-90 days CI**	+91 days *PDNI	+91 days CI**
	Total	0-30 days	31-60 days

2012	$ 814,031	$715,894	$65,211	$6,526	$-	$8,719	$17,681
2011	$1,032,848	$666,663	$92,804	$127,119	$-	$140,868	$5,394

Past due not impaired (PDNI) **Considered impaired (CI)

i. Allowance for impairment loss

Receivables past due but not considered impaired are: $33,424 (2011: $273,380). Payment terms on these amounts have not been re-negotiated however credit has been stopped until full payment is made. Each operating unit has been in direct contact with the relevant debtor and is satisfied that payment will be received in full.

Other balances within trade and other receivables do not contain impaired assets and are not past due. It is expected that these other balances will be received when due.

ii. Fair value and credit risk

Due to the short term nature of these receivables, their carrying value is assumed to approximate their fair value.

The maximum exposure to credit risk is the fair value of receivables. Collateral is not held as security for trade debtors, nor is it the company’s policy to transfer (on-sell) receivables to special purpose entities.

iii.

Foreign exchange risk

Detail regarding foreign exchange and interest rate risk exposure is disclosed in note 25.

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8 INVENTORIES

	Consolidated 2012 2011	Consolidated 2012 2011
At cost Raw materials and stores at net realisable value Finished goods Total inventories at lower of cost and net realisable value	293,587 - 293,587	575,888 13,403
		589,291

Inventories recognised as an expense for the year ended 30 June 2012 totalled $1,750,281, (2011: $322,575) for the Group. This included inventory write-downs which were due to the discontinuance of the Sea Marshall PLB8 and older modules of the Crewsafe V100.

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9 PLANT AND EQUIPMENT

9 PLANT AND EQUIPMENT
	Consolidated 2012 2011 $ $
Leasehold improvements At cost Accumulated amortisation Plant and equipment At cost Less: Accumulated depreciation Motor vehicles At cost Accumulated amortisation TOTAL PLANT AND EQUIPMENT Reconciliation Reconciliation of carrying values for each class of plant and equipment are set out below: Leasehold improvements: - Carrying amount at beginning of financial year - Additions - Disposals - Amortisation - Carrying amount at end of financial year Plant and Equipment: - Carrying amount at beginning of financial year - Additions - Disposals - Depreciation - Carrying amount at end of financial year Motor Vehicles: - Carrying amount at beginning of financial year - Disposals - Additions - Depreciation - Carrying amount at end of financial year	- - - 813,167 (496,141) 317,026 21,694 (18,003) 3,691 320,717 1,426 - - (1,426) - 338,589 123,448 (12,257) (132,754) 317,026 360 8,581 - (5,250) 3,691	109,362 (107,936)
		1,426
		1,261,839 (923,250)
		338,589
		17,273 (16,913)
		360
		340,375
		3,690 - - (2,264)
		1,426
		73,989 291,732 - (27,132)
		338,589
		4,318 - - (3,958)
		360

Assets are encumbered to the extent set out in note 12.

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10 INTANGIBLE ASSETS AND GOODWILL

	Development Costs $	Intellectual Property $	Consolidated Goodwill Patents & Licenses $ $	Consolidated Goodwill Patents & Licenses $ $	Computer Software $	Total $
At 30 June 2012 Cost (gross carrying amount) Accumulated amortisation Net carrying amount Other Year ended 30 June 2012 At 1 July 2011, net of accumulated amortisation Additions Impairment Amortisation At 30 June 2012, net of accumulated amortisation Other At 30 June 2011 Cost (gross carrying amount) Accumulated amortisation Net carrying amount Other At 1 July 2010, net of accumulated amortisation Additions Impairment Amortisation At 30 June 2011, net of accumulated amortisation Other	2,812,585 (1,777,706) 1,034,879 990,417 294,242 - (249,780) 1,034,879 2,520,297 (1,529,880) 990,417 701,581 738,177 (185,129) (264,212) 990,417	923,919 (923,919) - - - - - - 923,919 (923,919) - - - - - -	1,924,068 - 1,924,068 1,924,068 - - - 1,924,068 1,924,068 - 1,924,068 - 1,924,068 - - 1,924,068	67,235 (67,235) - - - - - - 67,235 (67,235) - - - - - -	- - - 7,383 - - (7,383) - 77,516 (70,133) 7,383 12,935 - - (5,552) 7,383	5,727,807 (2,768,860)
						2,958,947
						597
						2,959,544
						2,921,868 294,242 - (257,163)
						2,958,947
						597
						2,959,544
						5,513,035 (2,591,167)
						2,921,868
						1,160
						2,923,028
						714,516 2,662,245 (185,129) (269,764)
						2,921,868
						1,160
						2,923,028

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Development costs

Development costs have been capitalised at cost. The intangible asset has been assessed as having a finite life and is amortised using the straight line method over a period of 5 years. If an impairment indication arises, the recoverable amount is estimated and an impairment loss is recognised to the extent that the recoverable amount is lower than the carrying value.

Intellectual property

Intellectual property costs have been capitalised at cost. The intangible asset was assessed as having a finite life and is fully amortised.

Patents and licenses costs

Patents and licenses costs have been capitalised at cost. These patent and licenses have been granted for a minimum of 5 years by the relevant government agency and have accordingly been amortised using the straight line method over this finite life. It was determined that the Patents and Licences which were being carried had no future economic benefit to the Group. Therefore, these amounts were fully amortised.

Goodwill

Goodwill has been capitalised at cost of the business combination being the excess of the consideration transferred over the fair value of the company’s net identifiable assets acquired and liabilities assumed. The goodwill recognised in the previous year arose on the acquisition of MRT. Refer to note 26 for further details. The acquisition of MRT occurred on 9 June 2011 and the allocation of goodwill is allocated to the Man Overboard cash generating units.

The Group performed its annual impairment test as at 30 June 2012. The Group considers the relationship between its market capitalisation and its book value, among other factors, when reviewing for indicators of impairment. As at 30 June 2012, the market capitalisation of the Group was above the book value of its equity.

The recoverable amount of the electronics CGU has been determined based on a value in use calculation using cash flow projections from financial budgets approved by senior management covering a three-year period. The projected cash flows have been updated to reflect the increased demand for products and services. The pre-tax discount rate applied to cash flow projections is 20% and cash flows beyond the fiveyear period are extrapolated using a 3.0% growth rate. As a result of this analysis, management has concluded the value of goodwill requires no impairment charge.

Impairment losses recognised

The Group did not have impairments in the 2012 financial year (2011: $185,129).The impairment loss in 2011 has been recognised in the statement of comprehensive income in the line item “Impairment of capitalised development costs”. The Group continues to sell its Crewsafe products, but the sales have not achieved the forecasted levels. The development costs relating to the Crewsafe Wireless product have been written off in full in the prior year.

There were no reversals of impairment losses recognised in the 2012 and 2011 financial year.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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11 TRADE AND OTHER PAYABLES

11 TRADE AND OTHER PAYABLES
	Consolidated 2012 2011 $ $
Trade creditors Customer deposits Other creditors and accruals	1,078,210 196,416 208,896 1,483,522	1,441,947 5,427 570,626
		2,018,000

Trade Payables

Trade payables are non-interest bearing and are normally settled on 30-day terms.

Other Payables

Other payables are non-trade payables, are non-interest bearing and have an average term of six (6) months. Due to the short term nature of accounts payable and other payables, their carrying amount is approximate to their fair value.

See note 25 for interest rate, foreign exchange and liquidity risk.

12 INTEREST BEARING LOANS AND BORROWINGS

12 INTEREST BEARING LOANS AND BORROWINGS
	Consolidated 2012 2011 $ $
CURRENT Term debt (i) Term debt from related party (ii) (v) Term debt from related party (iii) (v) Convertible note from related party (iv) (v) Finance Leases Total (a) Convertible Notes Balance as at 1 July Issue of convertible notes during the year (iv) Interest on convertible notes Interest paid Conversion of Convertible notes (iv) Balance as at 30 June	- - - - - 23,312 23,312 362,777 - 17,531 (30,308) (350,000) -	541,979 121,115 207,074 362,777
		1,232,945 3,501
		1,236,446
		- 350,000 12,777 - -
		362,777

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(i) The Group entered into two term loans for $400,000 and $100,000, respectively. The loans carry an interest rate of 15% per annum and a borrowing fee of 7.50% ($30,000 and $7,500, respectively) and 2.5 ordinary shares of the Group per dollar borrowed (1,000,000 and 250,000, respectively). The shares appear on the balance sheet as shares to be issued at 5 cents for a value of $62,500. These loans were repaid on 25 July 2011
(ii) The Group entered into a GBP₤74,067 (approximately AUD $111,994) term loan with the sellers of MRT. The loan carries an interest rate of 10% per annum if paid in 30 day, 15% if paid in 60 days and 20% if paid beyond 60 days. This loan was repaid on 5 August 2011.
(iii) The Group entered into a $200,000 term loan with its Chairman. The loan carries an interest rate of 15% per annum if paid within 30 days and 18% if paid after 30 days. The loan also has a borrowing fee of $4,500. This loan was repaid on 25 July 2011.
(iv) The Group entered into a convertible note agreement with an executive director for $350,000. The loan carries an interest rate of 15% per annum and a borrowing fee of 2.5%. The note was converted into 7,000,000 ordinary shares on 29 November 2011 at its conversion price of 5 cents per ordinary share.
(v) These notes were on the same terms as the notes to non-
related parties, as described above in item (i).

NON CURRENT Finance Leases	2012 30,194	2011
		29,833

Non current interest bearing borrowings are finance leases for vehicles and equipment. All amounts disclosed on the balance sheet approximate their fair market values.

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13 PROVISIONS

13 PROVISIONS
		Consolidated 2012 2011 $ $
CURRENT Employee entitlements Warranty provision Provision for unused leased facilities Other NON-CURRENT Employee entitlements (a) Movement in employee entitlement provisions At 1 July 2011 Additions Utilised At 30 June 2012 At 1 July 2010 Additions Utilised At 30 June 2011	(a) (b) Current 271,561 403,775 (561,842 ) 113,494 Current 217,469 378,794 (324,702 ) 271,561	113,494 105,093 187,235 - 405,822 9,802 Non-Current 57,971 26,168 (74,337) 9,802 Non-Current 33,741 24,230 - 57,971	271,561 36,089 - 12,211
			319,861
			57,971
			Total 329,532 429,943 (636,179)
			123,296
			Total 251,210 403,024 (324,702)
			329,532

MOBILARM LIMITED – FINANCIAL REPORT 2012

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14 CONTRIBUTED EQUITY

			Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Issued and paid up capital: a) 296,704,866 (2011 – 193,581,712) ordinary shares fully paid. 36,308,406 ordinary shares to be issued under the entitlement offer b) 6,333,334 performance shares	2012 No. of shares	2011 No. of shares	27,509,247 - 201,482 27,710,729 2012 $	22,680,074 1,815,420 495,407
				24,990,901
				2011 $
a) Reconciliation of Contributed Equity Equity at beginning of year Issue of ordinary shares(i) Cost of share issue Issue of deferred ordinary share compensation from MRT acquisition Share based payments - Ordinary Shares Conversion of Convertible Notes (ii) Conversion of performance shares class A subtotal Shares to be issued for Entitlements Offer Equity at end of the year	193,581,712 86,305,708 - 8,567,446 1,250,000 7,000,000 - 296,704,866 - 296,704,866	134,108,744 48,901,446 - - 3,904,856 - 6,666,666 193,581,712 - 193,581,712	24,495,494 2,453,080 (208,345) 356,518 62,500 350,000 - 27,509,247 - 27,509,247	17,283,008 4,232,622 (98,699) - 196,477 - 1,066,666
				22,680,074
				1,815,420
				24,495,494

(i) The Group issued shares as part of the completion of the Entitlements Offer opened in April 2010 and a private placement of ordinary shares commenced in September 2011. There were 36,308,416 ordinary shares issued in relation to the collection of the underwritten funds from the Entitlements Offer The remaining 49,997,292 shares were placed at $0.05 cents per ordinary share and issued under private placements.

(ii) The Group entered into a convertible note agreement with an executive director for $350,000. The loan carries an interest rate of 15% per annum and a borrowing fee of 2.5%. The note was converted into 7,000,000 ordinary shares on 29 November 2011 at its conversion price of 5 cents per ordinary share. See note 12.

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Holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at shareholder meetings.

	June 2012 Number $	June 2012 Number $	June 2011 Number $	June 2011 Number $
b) Performance Shares Movement in performance shares class A on issue Balance at beginning of year Share issue Share based payment expense for the year Conversion of performance shares class A Balance at end of the year Movement in performance shares class B on issue Balance at beginning of year Share issue Forfeiture of shares during the year Share based payment expense for the year Balance at end of the year Movement in performance shares class C on issue Balance at beginning of year Share issue Forfeiture of shares during the year Share based payment expense for the year Balance at end of the year Total performance shares	- - - - - 3,166,666 - (2,333,333) - 833,333 3,166,668 - (2,333,334) - 833,334 1,666,667	- - - - - $309,630 - (299,259) 115,556 $125,927 $185,778 - (179,556) 69,333 $75,555 $201,482	6,666,666 - - (6,666,666) - 3,166,666 - - - 3,166,666 3,166,668 - - - 3,166,668 6,333,334	$888,889 - 177,777 (1,066,666)
				- $211,111 - - 98,517
				$309,628 $105,555 - - 80,222
				$185,777
				$495,405

Performance shares class A convert to ordinary shares on a 1 for 1 basis upon obtaining ASX conditional listing. The Group obtained conditional listing on 25 August 2010. The Group amortised the shares from their issuance date through the milestone date.

Performance shares class B convert to ordinary shares on a 1 for 1 basis upon the Group reaching a market capitalisation of $65 million dollars based on the five day weighted average share price on the ASX. The Group has amortised the Performance shares class B based upon the Group’s financial plans to reach that milestone. 2,333,333 Performance shares class B were forfeited during the year as the employees did not meet the service condition as part of the grant due to their departure from the Group. The Group offset $299,259 of previously expensed share based payments as part of the forfeiture.

Performance shares class C convert to ordinary shares on a 1 for 1 basis upon the Group reaching a market capitalisation of $100 million dollars based on the five day weighted average share price on the ASX. The Group has amortised the Performance shares class C based upon the Group’s financial plans to reach that milestone. 2,333,334 Performance shares class C were forfeited during the year as the employees did not meet the service condition as part of the grant due to their departure from the Group. The Group offset $179,556 of previously expensed share based payments as part of the forfeiture.

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c) Options	June 2012 Number	$	June 2011 Number	$
Movement in options on issue Balance at beginning of year (i) Options issued – Capital Raising (ii) Options issued – Capital Raising (iii) Options issued – Employee Stock Option Plan (iv) Options forfeited – Employee Stock Option Plan (iv) Options cancelled – Employee Stock Option Plan (iv) Subtotal Compensation recorded on issue of convertible loan to director Balance at end of the year	9,924,333 15,000,000 19,998,651 - (600,004) (316,666) 44,006,314	72,405 - - 22,549 (12,121) - 82,833 140,000 222,833	3,448,000 3,168,000 - 3,308,333 - - 9,924,333	- - - 72,405 - -
				72,405
				140,000
				212,405

(i) All options were issued as a free attaching option as part of the Group’s capital raises in 2011 and 2010 or as part of the employee stock option plan.

(ii) The Group issued 15,000,000 share options on 28 July 2011 as part of its Entitlements Offer. The options have a three year expiry and the exercise price is as follows:

Date of Exercise	Exercise Price
Within 365 days of issue	$0.10
Within 366-730 days of issue	$0.15
Within 731-1095 days of issue	$0.20

(iii) The Group issued 19,998,651 share options during the year as part of its capital raising. The options have a three year expiry and the exercise price is $0.10.

(iv) The outstanding options issued under the employee stock option plan are detailed as follows:

Grant Date Expiry Date Strike Price 22-Dec-2010 22-Dec-2015 $0.193 22-Dec-2010 4-Jan-2013 $0.193 22-Dec-2010 13-Apr-2013 $0.193* 22-Dec-2010 20-Apr-2013 $0.193 20-Jan-2011 15-Oct-2015 $0.193 09-Jun-2011 09-Jun-2016 $0.072 Balance at end of the year	Amount 925,000 633,332 116,666 133,332 83,333 500,000
	2,391,663

The original strike price for these options was $0.20. The terms of these employee options provide for the exercise price of the options to be adjusted in accordance with the formula set out in ASX Listing Rule 6.22.2 following an Entitlement Offer. The Group adjusted the strike price as part of the Entitlements Offer completed.

** The original expiry date for these options was 22-Dec-2015. The terms of these employee options provide for the expiry date to be extended to one year after the cessation of employment in the case of redundancy. The Group adjusted the expiry date as part of the redundancies completed.

MOBILARM LIMITED – FINANCIAL REPORT 2012

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15 ACCUMULATED LOSSES

15 ACCUMULATED LOSSES
	Consolidated 2012 2011 $ $
Accumulated losses at the beginning of the financial year Net loss for the year Accumulated losses at the end of the financial year	(22,038,139) (1,474,638) (23,512,777)	(17,803,184) (4,234,955)
		(22,038,139)

16 RESERVES

16 RESERVES
	Consolidated 2012 2011 $ $
Share based payment Reserve Balance at the beginning of the financial year Difference in fair value of option component of convertible loan Issuance and amortisation of share options issued Options forfeited – Employee Stock Option Plan Balance at the end of the financial year	212,405 - 22,549 (12,121) 222,833	- 140,000 72,405 -
		212,405

Nature and purpose of reserve

(i) Share based payment reserve

This reserve records movement in the fair value of share based payments..

(ii) Convertible note reserve

This reserve is used to record the equity portion of the convertible notes.

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17 COMMITMENTS AND CONTINGENCIES

Operating lease commitments

The Group has entered into commercial leases as follows.

There are no restrictions placed upon the lessee by entering into these leases.

Future minimum rentals payable under non-cancellable operating leases as at 30 June are as follows:

	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Within one year After one year but not more than five years More than five years	136,791 191,018 - 327,809	5,873 - -
		5,873

The Group has entered into financial lease commitments on certain motor vehicles and office equipment with a carrying amount of $53,506 (2011:$ 33,684). These leases expire within 1 to 5 years. These leases have an option to purchase at the end of their term. There are no restrictions placed on the lessee by entering into these leases.

Future minimum amounts payable under non-cancellable finance leases as at 30 June are as follows:

	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Within one year Unexpired interest After one year but not more than five years Unexpired interest More than five years	21,405 1,907 28,330 1,864 - 53,506	5,176 (349) 30,182 (1,325) -
		33,684

The Group has termination benefits relating to the termination payments to KMPs if their contracts are terminated under certain conditions. The gross commitment is $346,917.

The Group has no other commitments or contingencies.

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18 NOTES TO STATEMENT OF CASH FLOWS

18 NOTES TO STATEMENT OF CASH FLOWS
	Consolidated 2012 2011 $ $
18(a) Reconciliation of cash Cash balance comprises: - cash on hand - Cash at bank Closing cash balance 18(b) Reconciliation of loss from ordinary activities after tax to the net cash flows from activities Operating loss after tax Amortisation Depreciation Share based compensation Impairment of capitalised development costs Write-down of other assets Write-down of inventories Write-down of fixed assets Provision for unused lease space Adjustment of deferred compensation Interest converted into equity Other Changes in Assets and Liabilities (Increase)/Decrease in Trade and other receivables (Increase)/Decrease in Inventories (Increase)/Decrease in Prepayments (Increase)/Decrease in Development costs Increase/(Decrease) in Trade and other payables Increase/(Decrease) in Provision for employee entitlements Increase/(Decrease) in Provision for warranty Net cash flows used in operating activities.	442 1,090,748 1,091,190 (1,474,638) 257,726 130,621 (283,497) - - 142,530 (14,452) (187,235) (334,130) - (20,354) 247,636 153,174 (48,871) (294,242) (497,683) 202,534 (68,404) (2,089,285)	149 92,321
		92,470
		(4,234,955) 269,764 33,354 568,923 185,129 39,556 116,583 - - - - (20,859) (742,326) (555,242) 7,586 (288,836) 1,362,748 78,322 36,089
		(3,144,164)

MOBILARM LIMITED – FINANCIAL REPORT 2012

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19 EARNINGS PER SHARE

The following reflects the income and share data used in the basic and diluted loss per share computations:

	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Losses used in calculating loss per share For basic loss per share Net loss attributable to ordinary equity holders Weighted average number of shares Weighted average number of ordinary shares outstanding during the year for basic earnings/(loss) per share Weighted average number of ordinary shares adjusted for the effect of dilution	(1,474,638) Number 260,204,642 260,204,642	(4,234,955) Number 160,466,226
		160,466,226

The number of potential ordinary shares not considered dilutive is 45,672,981. Refer to note 28 Subsequent Events for share options issued post year end.

20 SEGMENT INFORMATION

The company operates solely in the development, manufacturing and sale of Man Overboard safety systems as one segment under the management of the CEO. The Group operates in three geographical locations being Australia, the United Kingdom and the United States.

Major customers

The Group has a number of customers to which it provides both products and services. The following identifies the individual customer accounts that amounted to more than five percent of sales.

	Consolidated
	2012	2011
	%	%
Highest volume customer for the year	8.0	26.6
Second Highest volume customer for the year	5.2	6.1
Third Highest volume customer for the year	4.7	4.7
Fourth Highest volume customer for the year	3.3	-
All customers above 3% of sales	21.2	37.4
Total sales for customers under 3%	78.8	62.6

Revenue by geographic area

Revenue from external customers by geographical locations based on the location of the customers is as follows:

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	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Australia North America Europe Other foreign countries Total revenue	693,966 657,297 3,819,579 302,427 5,473,269	308,478 380,769 197,125 55,329
		941,701

Non-current assets by geographic area

Non-current assets held by the Group based on the geographical locations of the assets is as follows:

	Consolidated 2012 2011 $ $	Consolidated 2012 2011 $ $
Australia United Kingdom United States Total non-current assets	2,661,972 618,262 27 3,280,261	2,647,471 615,199 733
		3,263,403

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21 KEY MANAGEMENT PERSONNEL COMPENSATION

Key management personnel during the year were:

Name

Title

Mr. Brenton Scott Executive Director Mr. Richard Allen Independent Chairman (i) Mr. David Marshall Chairman (ii) Mr. Christian Lange Non-Executive Director (iii) Mr. Ken Gaunt Chief Executive Officer (iv) Mr. Lindsay Lyon Chief Executive Officer (v) Mr. Jorge Nigaglioni Chief Financial Officer
Mr. Andrew Hill General Manager Professional Services (vi)
Mr. Patrick Cleary VP Sales Mr. Jon Gething General Manager Defence Mr. Timothy Venter R&D & Quality Manager
(i) Resigned on 29 February 2012
(ii) Appointed on 29 February 2012
(iii) Resigned on 31 August 2011
(iv) Joined as director on 31 August 2011, appointed CEO on 5 January 2012
(v) Resigned as director on 31 August 2011 and terminated as CEO on 5 January 2012
(vi) Resigned on 20 April 2012

MOBILARM LIMITED – FINANCIAL REPORT 2012

Directors and Executives		Primary	Non Monetary benefits $	Post Employment Super annuation Retirement benefits $ $	Post Employment Super annuation Retirement benefits $ $	Equity Shares/ options $	Other $	TOTAL
	Salary & fees $	Cash Bonus $		Super annuation $				$
30 June 2012 Total compensation 30 June 2011 Total compensation	1,379,069 1,348,987	10,000 20,000	- -	12,563 115,051	(7,378) 11,063	(286,918) 515,483	392,700 40,166
								1,613,036

								2,050,750

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Shareholdings

Number of Shares held by Directors and Specified Executives:

				Conversion of Performance Shares	Net change other(i)
	Balance 1 July 2011	Issued as remuneration	Options exercised			Balance 30 June 2012

Directors
Brenton Scott	30,839,179	-	-	-	5,266,657	36,105,836
Christian Lange (v)	200,000	-	-	-	-	200,000
Ken Gaunt (vi)	20,788,835	-	-	-	4,133,320	24,922,155
Lindsay Lyon (vii)	4,800,000	-	-	-	-	4,800,000
Richard Allen (iii)	-	-	-	-	-	-
David Marshall(ii) (iv)	-	-	-	-	8,139,074	8,139,074

Specified Executives
Jorge Nigaglioni	556,863	-	-	-	-	556,863
Andrew Hill	1,999,999	-	-	-	-	1,999,999
Peter Bettonvil	-	-	-	-	-	-
Patrick Cleary	-	-	-	-	-	-
Amanda Wilson	-	-	-	-	-	-

				Conversion of Performance Shares	Net change other(i)
	Balance 1 July 2010	Issued as remuneration	Options exercised			Balance 30 June 2011

Directors
Brenton Scott	29,839,179	-	-	1,000,000	-	30,839,179
Christian Lange	200,000	-	-	-	-	200,000
Rick Parish	676,190	-	-	-	-	676,190
Lindsay Lyon	-	-	-	4,000,000	800,000	4,800,000
Richard Allen	-	-	-	-	-	-

Specified Executives
Jorge Nigaglioni	-	-	-	333,333	223,530	556,863
Andrew Hill	666,666	-	-	1,333,333	-	1,999,999
Peter Bettonvil	-	-	-	-	-	-
Patrick Cleary	-	-	-	-	-	-
Amanda Wilson	-	-	-	-	-	-

(i) The Company had a placement that closed on 29 February 2012 in which existing executive shareholders participated.

(ii) The Company issued shares as part of deferred compensation related to the acquisition of MRT.

(iii) Resigned on 29 February 2012

(iv) Appointed on 29 February 2012

(v) Resigned on 31 August 2011

(vi) Joined as director on 31 August 2011, appointed CEO on 5 January 2012

(vii) Resigned as director on 31 August 2011 and terminated as CEO on 5 January 2012

(viii) Resigned on 20 April 2012

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Number of Performance Shares held by Directors and Specified Executives:

	Balance 1 July 2011							Balance 30 June 2012
		Received as remuneration			Forfeited*
		Performance Shares			Performance Shares
		Class A	Class B	Class C	Class A*	Class B	Class C
Directors
Brenton Scott	1,000,000	-	-	-	-	-	-	1,000,000
Christian Lange	-	-	-	-	-	-	-	-
Rick Parish	-	-	-	-	-	-	-	-
Richard Allen	-	-	-	-	-	-	-	-
David Marshall	-	-	-	-	-	-	-	-

Specified Executives
Lindsay Lyon	3,333,334	-	-	-	-	(1,666,667)	(1,666,667)	-
Ken Gaunt	-	-	-	-	-	-	-	-
Jorge Nigaglioni	666,667	-	-	-	-	-	-	666,667
Andrew Hill	1,333,333	-	-	-	-	(666,666)	(666,667)	-
Peter Bettonvil	-	-	-	-	-	-	-	-
Pat Cleary	-	-	-	-	-	-	-	-
Amanda Wilson	-	-	-	-	-	-	-	-

*These performance shares were forfeited as part of terminations and resignations.

	Balance 1 July 2010							Balance 30 June 2011
		Received as remuneration			Converted to ordinary shares
		Performance Shares			Performance Shares
		Class A	Class B	Class C	Class A	Class B	Class C
Directors
Brenton Scott	2,000,000	-	-	-	(1,000,000)	-	-	1,000,000
Christian Lange	-	-	-	-	-	-	-	-
Rick Parish	-	-	-	-	-	-	-	-
Richard Allen	-	-	-	-	-	-	-	-

Specified Executives
Lindsay Lyon	7,333,334	-	-	-	(4,000,000)	-	-	3,333,334
Jorge Nigaglioni	1,000,000	-	-	-	(333,333)	-	-	666,667
Andrew Hill	2,666,666	-	-	-	(1,333,333)	-	-	1,333,333
Peter Bettonvil (i)	-	-	-	-	-	-	-	-
Pat Cleary	-	-	-	-	-	-	-	-
Amanda Wilson (i)	-	-	-	-	-	-	-	-

(i) Mr. Bettonvil and Mrs. Wilson were made redundant on 5 January 2012

MOBILARM LIMITED – FINANCIAL REPORT 2012

100

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Number of Share Options held by Directors and Specified Executives:

				Balance 30 June 2012
	Balance 1 July 2011					Not Vested	Balance 30 June 2012
		Awarded	Exercised		Vested

Directors
Brenton Scott	-	-	-	-	-	-	-
Christian Lange	-	-	-	-	-	-	-
Rick Parish	-	-	-	-	-	-	-
Richard Allen	-	-	-	-	-	-	-
David Marshall	-	-	-	-	-	-	-

Specified Executives
Lindsay Lyon	-	-	-	-	-	-	-
Ken Gaunt	-	-	-	-	-	-	-
Jorge Nigaglioni	-	-	-	-	-	-	-
Andrew Hill	-	-	-	-	-	-	-
Jon Gething	150,000	-	-	150,000	100,000	50,000	150,000
Pat Cleary	300,000	-	-	300,000	200,000	100,000	300,000
Tim Venter	275,000	-	-	275,000	183,333	91,667	275,000

				Balance 30 June 2011
	Balance 1 July 2010					Not Vested	Balance 30 June 2011
		Awarded	Exercised		Vested

Directors
Brenton Scott	-	-	-	-	-	-	-
Christian Lange	-	-	-	-	-	-	-
Rick Parish	-	-	-	-	-	-	-
Richard Allen	-	-	-	-	-	-	-

Specified Executives
Lindsay Lyon	-	-	-	-	-	-	-
Jorge Nigaglioni	-	-	-	-	-	-	-
Andrew Hill	-	-	-	-	-	-	-
Peter Bettonvil	-	300,000	-	300,000	100,000	200,000	300,000
Pat Cleary	-	300,000	-	300,000	100,000	200,000	300,000
Amanda Wilson	-	499,999	-	499,999	166,666	333,333	499,999

MOBILARM LIMITED – FINANCIAL REPORT 2012

101

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Other

Brenton Scott entered into a convertible loan agreement with the Group for $350,000. The loan carries an interest rate of 15% per annum and a borrowing fee of 2.5%. The conversion is at the option of the lender and converts into equity at 5 cents per ordinary share (7,000,000 shares). The Group has recognised a share based payment expense of $140,000 representing the difference between the estimated fair value of the compound instrument at the measurement date and the consideration paid. This principal portion of this loan was converted into ordinary shares on 29 November 2011. The interest on this loan was repaid on 29 November 2011.

Richard Allen provided a $200,000 term loan to the Group. The loan carries an interest rate of 15% per annum if paid within 30 days and 18% if paid after 30 days. The loan also has a borrowing fee of $4,500. This loan was repaid on 25 July 2011.

David Marshall provided a $111,994 term loan to the Group. The loan carries an interest rate of 10% per annum if paid within 30 days and 15% if paid after 30 days. This loan was repaid on 5 August 2011.

22 SHARE-BASED PAYMENT PLANS

Recognised share-based payment expenses

The expense recognised for employee services received during the year is shown in the table below:

	2012 $	2011 $
Expense arising from equity-settled share- based payment transactions Benefit realised from forfeited equity-settled share- based payment transactions Expense arising from cash-settled share-based payment transactions Total expense arising from share-based payment transactions	207,438 (490,935) - (283,497)	428,923 - -
		428,923

The share-based payment plans are described below. There have been no cancellations or modifications to any of the plans during 2012 and 2011.

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Employee share option plan (ESOP)

Share options are granted to employees. The ESOP is designed to align participants' interests with those of shareholders by increasing the value of the Group's shares. Under the ESOP, the exercise price of the options is set at the market price of the shares on the date of grant. Options have been granted under the plan set out as indicated below:

Grant Date Expiry Date Exercise Price 22-Dec-2010 22-Dec-2015 $0.193(i) 22-Dec-2010 4-Jan-2013(ii) $0.193(i) 22-Dec-2010 13-Apr-2013(ii) $0.193(i) 22-Dec-2010 20-Apr-2013(ii) $0.193(i) 20-Jan-2011 15-Oct-2015 $0.193(i) 09-Jun-2011 09-Jun-2016 $0.072 Balance at end of the year	Amount 925,000 633,332 116,666 133,332 83,333 500,000
	2,391,663

(i) The original strike price for these options was $0.20. The terms of these employee options provide for the exercise price of the options to be adjusted in accordance with the formula set out in ASX Listing Rule 6.22.2 following an Entitlement Offer. The Group adjusted the strike price as part of the Entitlements Offer completed.
(ii) The original expiry date for these options was 22-Dec-2015. The terms of these employee options provide for the expiry date to be extended to one year after the cessation of employment in the case of redundancy. The Group adjusted the expiry date as part of the redundancies completed.

The Group uses a binomial model to calculate the value of options that it recognises in its financial statements. The Group used the following factors to value the options.

Grant Date
22-Dec-2010
22-Dec-2010
22-Dec-2010
22-Dec-2010
20-Jan-2011
09-Jun-2011

Amount Exercise Price Share Price of
the Underlying
Equity
Risk Free
Interest Rate
Expected
Volatility
Expected Life
Value per
Option

925,000
$0.200
$0.076
5.47%
90%
2.5 years
$0.0248

633,332
$0.200
$0.076
5.56%
90%
2.5 years
$0.0294

116,666
$0.200
$0.076
5.56%
90%
2.5 years
$0.0294

908,338
$0.200
$0.076
5.65%
90%
2.5 years
$0.0335

83,333
$0.200
$0.076
5.47%
90%
2.5 years
$0.0248

500,000
$0.072
$0.072
5.75%
90%
5 years
$0.0509
3,166,669

No share options were issued during the year. The fair value of share options issued under the ESOP is as follows:

Grant Date Amount Exercise Price 22-Dec-2010 925,000 $0.200 22-Dec-2010 633,332 $0.200 22-Dec-2010 116,666 $0.200 22-Dec-2010 908,338 $0.200 20-Jan-2011 83,333 $0.200 09-Jun-2011 500,000 $0.071 Weighted Average value	Value per Option $0.0248 $0.0294 $0.0294 $0.0335 $0.0248 $0.0509
	$0.0325

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Performance share plan (PSP)

Performance shares are granted to senior executive to align the long term the participants to the long term interests of shareholders. The plan is milestone based with the milestones set out as indicated below:

Performance Shares	Performance Share Milestone	Expiry
Class A	ASX conditional listing	Two years from grant
Class B	$65 million market capitalisation	Three years from ASX listing
Class C	$100 million market capitalisation	Five years from ASX listing

When a participant ceases employment prior to the vesting of their share options or reaching the performance share milestone, the share options or performance shares are forfeited unless cessation of employment is due to termination initiated by the Group. In the event of a change of control the performance period end date will be brought forward to the date of the change of control and awards will vest subject to performance over this shortened period.

The contractual life of each option is five years. The expiry date of Performance Shares are listed in the table above.

Summaries of shares granted under performance share plan arrangements:

The following table illustrates the number movements in performance shares issued during the year.

	2012 Number	2011 Number
Outstanding at the beginning of the year Granted during the year Forfeited during the year Exercised during the year Expired during the year Outstanding at the end of the year Convertible at the end of the year	6,333,334 - (4,666,667) - - 1,666,667 -	- 13,000,000 - (6,666,666) -
		6,333,334

		-

*The Group converted the all 6,666,666 Performance Shares Class A to ordinary shares upon receipt of conditional listing on 25 August 2010.

The fair value of the Performance Shares Class A, B and C has been recognised at $0.16. The valuation was based on the price of the IPO of $0.20 and discounted 20% to account for the risk and the escrow period of two years. There are no dividends incorporated into the measurement of fair value and the Performance Shares have no other feature to affect the measurement of fair value.

Other share based payments

The Group settled three capital raising fees related to its IPO, its Equity drawdown facility and the acquisition of MRT with ordinary shares. The fees were settled at the current market price. The Group recognised the amount as an adjustment to its issued capital.

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23 EMPLOYEE ENTITLEMENTS AND SUPERANNUATION COMMITMENTS

	2012 $	2011 $
Employee Entitlements The aggregate employee entitlement liability is comprised of : Accrued wages, salaries and on costs Provisions (current) Provisions ( non- current ) No. of Employees: 20 (2011: 35)	2,947 113,494 9,802 126,243	66,105 271,561 57,971
		395,637

Superannuation Commitments

No specific superannuation fund has been established for staff. As per the requirements of Superannuation Legislation Amendment (Choice of Superannuation Funds) Act 2005, we provide our staff with full choice of fund.

The company contributes on behalf of the employees at the superannuation guarantee levels of employee's salaries and wages. The company does not contribute over and above these amounts other than contracted amounts under service contracts of relevant employees.

24 RELATED PARTY DISCLOSURES

(a) The following related party transactions occurred during the financial period:

Brenton Scott did not receive a salary but a chairman/director fee of $230,000 was paid to Jayden Investment Trust. Mr Scott had a convertible loan agreement with the Group for $350,000 from the prior financial period that was repaid in 29 November 2011. The loan carried an interest rate of 15% per annum and a borrowing fee of 2.5%. The conversion is at the option of the lender and converts into equity at 5 cents per ordinary share. Mr. Scott also received $17,531 in interest from the loan. Any other transactions throughout the year relate to reimbursements for expenses incurred by Mr. Scott or his related entities on behalf of the Group.

Christian Lange earned director’s fees of $5,000 during 2012. Mr. Lange resigned from the board as of 31 August 2011.

David Marshall did not receive a salary but a chairman fee of $19,820 paid to himself. Mr Marshall also received consulting fees from the consulting agreement signed at the time of the acquisition of MRT in the amount of $87,512. Mr. Marshall also received $76,230 for old stock purchased from him regarding PLB8 modules the Company did not purchase from MRT at the time of the acquisition. Mr. Marshall also received $5,534 in interest from a loan provided by himself to the Company at the time of the acquisition in order to complete the transaction. Any other transactions throughout the year relate to reimbursements for expenses incurred by Mr. Marshall or his related entities on behalf of the Group.

Richard Allen earned chairman’s fees of $50,000 during 2012 Mr. Allen had a $200,000 term loan to the Group from the prior financial period that was repaid in 25 July 2011. The loan carries had an interest rate of 15% per annum if paid within 30 days and 18% if paid after 30 days. The loan also has a borrowing fee of $4,500.

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Ken Gaunt did not receive a salary but a director fee of $120,000 was paid to Blazzed Pty Ltd. Any other transactions throughout the year relate to reimbursements for expenses incurred by Mr. Gaunt or his related entities on behalf of the Group.

Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated.

25 FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

The company's principal financial instruments comprise receivables, payables, bank loans, finance leases and hire purchase contracts, cash, short-term deposits and derivatives.

The company is exposed to financial risks which arise directly from its operations. The company has policies and measures in place to manage financial risks encountered by the business.

Primary responsibility for the identification of financial risks rests with the Board. The Board determines policies for the management of financial risks. It is the responsibility of the Chief Financial Officer and senior management to implement the policies set by the Board and for the constant day to day management of the Group's financial risks. The Board reviews these policies on a regular basis to ensure that they continue to address the risks faced by the company.

The main risks arising from the company's financial instruments are interest rate risk, foreign currency risk, credit risk and liquidity risk. The company's policy to minimise risk from fluctuations in interest rates is to utilise fixed interest rates in its bank loans, finance leases and hire purchase contracts. Cash and short term deposits are exposed to floating interest rate risks. Analysis is performed on customers' credit rating prior to signing contracts and analysis is performed regularly of credit exposures and aged debt to manage credit and liquidity risk.

The policies in place for managing the financial risks encountered by the company are summarised below.

a) Risk Exposures and Responses

Interest rate risk

The company's exposure to variable interest rates is as follows:

	2012 $	2011 $
Financial Assets Cash and cash equivalents	1,091,190 1,091,190	92,470
		92,470

The company's policy is to manage its exposure to movements in interest rates by fixing the interest rate on financial instruments, including bank loans, finance leases and hire purchase liabilities, where possible. In addition, the company utilises a number of financial institutions to obtain the best interest rate possible and to manage its risk. The company does not enter into interest rate hedges.

The following sensitivity analysis is based on the variable interest rate risk exposures in existence at the reporting date:

At 30 June 2012, if interest rates had moved, as illustrated in the table below, with all other variables held constant, post tax profit and other comprehensive income would have been affected as follows:

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Judgements of reasonably possible movements relating to financial assets and liabilities of floating rates based on management’s expectations:

	Post-Tax Profit	Higher/(Lower)	Equity Higher/(Lower)	Equity Higher/(Lower)
	Higher/	Higher/	Higher/	Higher/
	(Lower)	(Lower)	(Lower)	(Lower)
	2012	2011	2012	2011
	$	$	$	$
Financial Assets
+0.5% (50 basis points)	5,456	462	-	-
-0.5% (50 basis points)	(5,456)	(462)	-	-

The periodic effects are determined by relating the hypothetical changes in the floating interest rates to the balance of financial instruments at reporting date. It is assumed that the balance at the reporting date is representative for the year as a whole.

Foreign currency risk

As a result of operations internationally the company's Statement of Financial Position can be affected by movements in the various exchange rates.

The company also has transactional currency exposures. Such exposure arises from sales or purchases in currencies other than the functional currency. The company's policy is to naturally manage foreign exchange exposure by contracting with customers to receive sales revenue in the currency that the expenses have been incurred.

At 30 June 2012, the company had the following exposure to foreign currency

	2012 $	2011 $
Financial Assets Cash and cash equivalents Trade and other receivables Financial Liabilities Trade and other payables Net Exposure	788,064 780,217 1,568,281 921,949 921,949 646,332	46,981 895,972
		942,953
		913,045
		913,045

		29,908

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The Group is primarily exposed to foreign currency risk against the British Pound and the US Dollar. The wholly owned subsidiary Marine Rescue Technologies Ltd operates in British Pounds. The Group has small exposures against the Euro. A sensitivity analysis has been performed based on the foreign currency risk exposures in existence at the Statement of Financial Position date.

	Post-Tax Profit	Higher/(Lower)	Equity	Higher/(Lower)
	Higher/	Higher/	Higher/	Higher/
	(Lower)	(Lower)	(Lower)	(Lower)
	2012	2011	2012	2011
	$	$	$	$
Net Exposure
5% increase in FX rate	30,778	1,424	-	-
5% decrease in FX rate	(34,017)	(1,574)	-	-

Credit risk

The company trades only with recognised, creditworthy third parties. It is the company's policy that all customers who wish to trade on credit terms are subject to credit verification procedures. Publicly available credit information from recognised providers is utilised for this purpose where available.

In addition, receivable balances are monitored on an ongoing basis with the result that the company's exposure to bad debts is not significant.

The Group has been exposed to credit risk as the top four customers accounted for 21% (2011: 37%) The Group has commenced selling its products and aims to minimise concentrations of credit risk in relation to accounts receivable by undertaking transactions with a large number of customers within the resources, energy and infrastructure industries.

For transactions that are not denominated in the functional currency of the relevant operating unit, the company does not offer credit terms without the specific approval of the Chief Financial Officer.

With respect to credit risk arising from the other financial assets of the company, which comprises cash and cash equivalents, the company's exposure to credit risk arises from default of the counter party, with a maximum exposure equal to the carrying amount of these instruments. Since the company only trades with recognised third parties, there is no requirement for collateral.

Liquidity risk

The Group objective is to manage the liquidity of the business by monitoring project cash flows and through the use of financing facilities. The company currently utilises financing facilities in the form of bank loans and hire purchase liabilities. The liquidity of the company is managed by the company's Finance and Accounting department.

The table below reflects all contractually fixed pay-offs, repayments and interest resulting from financial liabilities as of 30 June 2012.

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The remaining contractual maturities of the company's financial liabilities are:

	6 months or less $	6 months to 1 year $	1 year to 5 years $	Total Contractual Cash Flow $	Total Carrying Amount $
					1,447,757 - 21,405
					1,469,162
					2,057,377 1,232,945 33,684

Contingent consideration has not been included in the table as it will be settled in shares.

Equity price risk

Equity price risk arises from the Group’s contingent consideration payable as the fair value reported on the statement of financial position is impacted by the Group’s share price on the Australian Stock Exchange.

This has been measured based on the maximum number of shares to be issued at the Group’s share price at the date of acquisition. Over the term of the contingent consideration, the amount will be fair valued at each balance date and the movement in fair value recorded through the statement of comprehensive income. For example, if the share price in the Group increases, the value of the contingent consideration will increase, resulting in an increase to the liability reported in the statement of financial position and expense in the statement of comprehensive income.

At 30 June 2012, the fair value of the contingent consideration was $114,233.

The table below discloses the sensitivities in relation to the impact of a share price movement on the valuation of the embedded derivative. The 3 cent sensitivity is based on a reasonably possible change over a financial year using an observed range of the actual historical share prices of the Group since its listing date.

	Post-Tax Profit	Higher/(Lower)	Equity	Higher/(Lower)
	Higher/	Higher/	Higher/	Higher/
	(Lower)	(Lower)	(Lower)	(Lower)
	2012	2011	2012	2011
	$	$	$	$
Net Exposure
3 cent increase in share price	48,957	342,698	-	-
3 cent decrease in share price	(48,957)	(342,698)	-	-

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Fair values

The Group’s contingent consideration is recorded at its fair value, using the Level 2 basis as described in the Fair Value Hierarchy below.

The Fair Value Hierarchy assigns rankings to the level of judgment which is applied in deriving inputs for valuation techniques used to measure fair value. The three levels of the Fair Value Hierarchy are as follows:

Level 1 is the preferred input for valuation and reflects unadjusted quoted prices in active markets for identical assets or liabilities which the economic entity can access at the end of the reporting period. A financial instrument is regarded as quoted in an active market if quoted prices are readily and regularly available from an exchange, dealer, broker, industry group, pricing service or regulatory agency and those prices represent actual and regularly occurring market transactions on an arm's length basis.

Level 2 is the valuation of assets and liabilities either directly or indirectly based upon market observables other than quoted prices. For example: financial assets with fair values based on broker quotes; investments in private equity funds with fair values obtained via fund managers; and assets that are valued using the economic entities' own models whereby the majority of assumptions are market observable.

Level 3 relates to inputs that are unobservable. Unobservable inputs means that fair values are determined in whole or in part using a valuation technique (model) based on assumptions that are neither supported by prices from observable current market transactions in the same instrument nor are they based on available market data.

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26 BUSINESS COMBINATIONS

Acquisition of Marine Rescue Technologies Ltd

On 9 June 2011, Mobilarm Limited acquired Marine Rescue Technologies Ltd (MRT), a leader in the design and manufacture of man overboard technology in Europe. Mobilarm acquired 100% of the issued capital of MRT for GBP £1,723,000 (approximately AUD $2,653,790).The purchase price was split into an initial cash payment of GBP £1,189,000 (approximately AUD $1,831,316) and a deferred share based compensation of GBP £534,000 (approximately AUD $822,475). The deferred share compensation will be granted via the issue of up to 11,423,261 ordinary shares subject to the following:

75% of the maximum number of shares will be issued if 2012 gross revenue achieved is GBP£1,600,000 (approximately AUD $2,464,000 at the time of acquisition), and
25% of the maximum number of shares will be issued if 2013 gross revenue achieved is GBP£2,000,000 (approximately AUD $3,080,000 at the time of acquisition).
Any excess over the target in each year can be applied to a shortfall in the other year.
Any shortfall against the target is a reduction in the number of shares to be issued. The minimum target needed to earn any deferred shares is approximately GBP£3,066,000 (approximately AUD $4,722,000 at the time of acquisition).

The foreign exchange rate as at 9 June 2011 was $1.5402 for 1 GBP.

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Marine Rescue Technologies Limited

ASSETS Cash assets Trade and other receivables Inventories Plant and equipment Intangible assets Other assets TOTAL ASSETS LIABILITIES Trade and other payables Tax liabilities Intercompany account TOTAL CURRENT LIABILITIES Final fair value of net assets acquired Goodwill arising in transaction Cash compensation Contingent consideration (current) at 30 June 2011 Contingent consideration (non current) at 30 June 2011	Final fair value at acquisition date on acquisition $ 16,178 576,523 477,434 336,532 245,138 33,733 1,685,538 785,265 115,009 55,542 955,816 729,722 1,924,068 2,653,790 1,831,315 616,856 205,619 2,653,790	Carrying value $ 16,178 467,144 477,434 336,532 245,138 33,733
		1,576,159
		785,265 115,009 55,542
		955,816

The final fair values disclosed above have remained unchanged from the provisional accounting previously disclosed at 30 June 2011.

From the date of acquisition on 9 June 2011, MRT has contributed revenue and a loss before tax (excluding corporate overheads) of $204,674 and $30,489, respectively. Mobilarm Limited wrote down the value of inventories subsequent to the acquisition date as the future benefit of the stock is beyond 12 months. The total impact of these adjustments was $111,038. If those adjustments were not made, MRT would have had a net profit before tax of $80,549 from the date of acquisition.

Had the acquisition of MRT occurred at the beginning of the reporting period, the consolidated statement of comprehensive income would have included revenue and loss of $3,170,965 and $3,632,920, respectively. The costs of acquisition have been expensed and are included in the consolidated statement of comprehensive income.

Included in the business acquired were receivables with a gross contractual and fair value of $576,523 resulting from trade sales with customers. Management expects these amounts to be collected in full and converted to cash consistent with customer terms, which call for the payment within 30 days of the initial sale.

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Management believes the goodwill reflects the synergies between Mobilarm and MRT. Management believes that it is probable that it MRT will reach the deferred milestone and as such has recognized the liability for the deferred compensation as at the completion date.

The Group incurred $276,674 in costs from the acquisition. The costs are included in the Statement of Comprehensive Income as follows:

External consultants and contractors Legal fees Travel and accommodation Telephone and internet charges TOTAL COSTS	Costs related to the acquisition $ 123,062 136,435 17,114 63
	276,674

Reconciliation of Goodwill

Carrying amount at beginning of financial year Provisional goodwill recognised on business combination Carrying amount at end of financial year	$ - 1,924,068
	1,924,068

Deferred Compensation

The fair value of the deferred compensation was adjusted as at each reporting period to reflect the current value of the Company’s share price. The resulting fair value adjustment of $334,130 (2011: $22,847) is recognized as other income and reduces the value of the deferred compensation to $465,498, $351,265 which was issued and $114,233 which remains as a liability as at 30 June 2012.

MRT achieved 2012 gross revenue of £2,724,138, exceeding its deferred compensation target of £1,600,000. The Company issued 8,567,446 ordinary shares in accordance with the terms of the Share Purchase Agreement.

The excess 2012 gross revenue of £1,124,138 can be applied to a shortfall in the 2013 year. The shortfall would only require 2013 gross revenue of £875,862 for the remaining deferred compensation of 2,855,815 ordinary shares to be issued.

27 CONTINGENT LIABILITIES

As at reporting date there were no contingent liabilities.

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28 SUBSEQUENT EVENTS

On the 8[th] of August 2012 the Board (excluding Mr Ken Gaunt who did not wish to make any recommendation) has proposed the issue of 29,670,487 share options to Director/Chief Executive Officer Ken Gaunt. Each option entitles the holder to exercise the option in exchange for one ordinary share in the Company. The options are exercisable at an exercise price of per option A$0.021. The Options vest when the Share Price is equal to or greater than A$0.10 (subject to adjustment under the terms of the grant). In addition, upon a Change of Control Event (i), the Options automatically vest.

(ii) Change of Control Event means:
a. a person acquires voting power in at least 50.1% or more of the issued Shares;
b. a person acquires the power to direct or cause the direction of management or policies of the Company;
c. a person directly or indirectly acquires all or substantially all of the business and assets of the Group; or
d. (d) a person otherwise acquires or merges with the Group,

In association with the grant above, the Company has also proposed that the Company enter into an interest-free loan agreement with Mr. Gaunt of an amount equal to the total Grant Price payable for the 29,670,487 Options, being a total loan amount of $267,034.

A general meeting of shareholders was held on the 7[th] of September to vote on the above resolutions and all resolutions were approved.

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Independent auditor's report to the members of Mobilarm Limited

Report on the financial report

We have audited the accompanying financial report of Mobilarm Limited, which comprises the consolidated statement of financial position as at 30 June 2012, the consolidated statement of comprehensive income, the consolidated statement of changes in equity and the consolidated statement of cash flows for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information, and the directors' declaration of the consolidated entity comprising the company and the entities it controlled at the year's end or from time to time during the financial year.

Directors' responsibility for the financial report

The directors of the company are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal controls as the directors determine are necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error. In Note 2, the directors also state, in accordance with Accounting Standard AASB 101 Presentation of Financial Statements , that the financial statements comply with International Financial Reporting Standards.

Auditor's responsibility

Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. Those standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance about whether the financial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal controls relevant to the entity's preparation and fair presentation of the financial 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 the entity's internal controls. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Independence

In conducting our audit we have complied with the independence requirements of the Corporations Act 2001 . We have given to the directors of the company a written Auditor’s Independence Declaration, a copy of which is included in the directors’ report.

PM:MM:Mobilarm:015

Liability limited by a scheme approved under Professional Standards Legislation

Opinion

In our opinion:

a. the financial report of Mobilarm Limited is in accordance with the Corporations Act 2001 , including:
i giving a true and fair view of the consolidated entity's financial position as at 30 June 2012 and of its performance for the year ended on that date; and
ii complying with Australian Accounting Standards and the Corporations Regulations 2001 ; and
b. the financial report also complies with International Financial Reporting Standards as disclosed in Note 2.

Report on the remuneration report

We have audited the Remuneration Report included in the directors' report for the year ended 30 June 2012. The directors of the company are responsible for the preparation and presentation of the Remuneration Report in accordance with section 300A of the Corporations Act 2001 . Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian Auditing Standards.

Opinion

In our opinion, the Remuneration Report of Mobilarm Limited for the year ended 30 June 2012, complies with section 300A of the Corporations Act 2001 .

Material Uncertainty Regarding Continuation as a Going Concern

Without qualification to the audit opinion expressed above, attention is drawn to the following matter. As a result of matters described in Note 2 – Going Concern to the financial report, there is material uncertainty whether the group will be able be able to pay its debts as and when they fall due and payable and realise its assets and extinguish its liabilities in the normal course of operations and at the amounts stated in the financial report. The financial report does not include any adjustments relating to the recoverability and classification of recorded asset amounts or to the amounts and classification of liabilities that might be necessary should the group not continue as a going concern.

Ernst & Young

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P McIver Partner Perth 28 September 2012

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SHAREHOLDER INFORMATION

MARKET

Mobilarm Limited ordinary shares are listed on the Australian Stock Exchange (ASX) under the ticker MBO.

SHARE OWNERSHIP

Share capital

The details of the share capital of Mobilarm Limited are presented in note 14 ‘Contributed Equity’ in the financial statements.

Major shareholders

The table on page 8 of this Annual Report presents information pertaining to the shares in Mobilarm Limited held by Directors.

Mobilarm Limited is not directly or indirectly controlled by another corporation or by any government. As described in note 14 ‘Contributed Equity’ in the financial statements, no shareholder possesses voting rights that differ from those attaching to all of Mobilarm Limited’s voting securities.

The following table shows holdings of five per cent or more of voting rights in Mobilarm Limited’s shares as notified to Mobilarm Limited under the Corporations Act 2001, Section 671B.

Shareholder	Ordinary Shares Held	% Ownership
DUTCH INK 2010 PL	45,308,406	15.3%
BOND STREET CUSTS LTD	29,842,782	10.1%
BLAZZED PL	24,922,155	8.4%
JAYDEN HLDGS PL	18,608,018	6.3%

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TOP 20 SHAREHOLDERS

Shareholder DUTCH INK 2010 PL BOND STREET CUSTS LTD BLAZZED PL JAYDEN HLDGS PL JAYDEN INV PL HAWORTH R J + CAMPBELL B CRUISERS YACHTS AUST PL TUBBIN INV PL ONA INV PL SCOTT KURTIS ADAM PAULINE MARGARET MARSHALL ANTHONY DAVID MARSHALL ASIANA PROPS LTD FMM AUST PL VALUE NOM PL PINE VALLEY ENTPS PL HOLLINGTON RICHARD COLLINS RUSSELL NEIL BRIDGELANE CAP PL MCNEIL NOM PL Top 20 Total	Ordinary Shares Held 45,308,406 29,842,782 24,922,155 18,608,018 10,497,818 10,000,000 7,000,000 5,151,515 4,800,000 4,500,000 4,069,537 4,069,537 3,984,365 3,933,333 3,179,363 3,084,314 3,000,000 2,752,776 2,750,000 2,620,525 194,074,444 296,704,866	% Ownership 15.3% 10.1% 8.4% 6.3% 3.5% 3.4% 2.4% 1.7% 1.6% 1.5% 1.4% 1.4% 1.3% 1.3% 1.1% 1.0% 1.0% 0.9% 0.9% 0.9%
		65.4%
		100.0%

MOBILARM LIMITED – FINANCIAL REPORT 2012

118

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Distribution of shareholders and shareholdings as at 30 June 2012

Size of Holding	Shareholder	%	Share Numbers	%
	Numbers
1-1000	4	0.7%	714		0.0%
1001-5000	11	1.9%	40,921		0.0%
5001-10000	43	7.4%	383,908		0.1%
10000-100000	298	50.9%	13,100,594		4.4%
Over 100,000	229	39.1%	283,178,729		95.4%
Total	585	100.0%	296,704,866		100.0%
Registered Address			Shareholder	%
			Numbers
Australia			266,126,434		89.7%
New Zealand			11,042,445		3.7%
United Kingdom			10,506,371		3.5%
Hong Kong			3,984,365		1.3%
British Virgin Islands			3,000,000		1.0%
Singapore			1,868,888		0.6%
United States			121,030		0.0%
Indonesia			55,333		0.0%
Total			296,704,866		100.0%

MOBILARM LIMITED – FINANCIAL REPORT 2012

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CORPORATE DIRECTORY

DIRECTORS

Mr. David Marshall Chairman Mr. Brenton Scott Non Executive Director Mr. Ken Gaunt Non Executive Director Sir Tim McClement Independent Director

COMPANY SECRETARY

Mr. David McArthur Company Secretary

KEY EXECUTIVES

Mr. Ken Gaunt Chief Executive Officer Mr. Jorge Nigaglioni Chief Financial Officer

REGISTERED OFFICE

38 Guthrie Street Osborne Park WA 6017

PRINCIPLE PLACE OF BUSINESS

38 Guthrie Street Osborne Park WA 6017

CONTACT DETAILS

Web: www.mobilarm.com Tel: (08) 9315-3511 Fax: (08) 9315-3611

SHARE REGISTRY

Security Transfer Registrars Pty Ltd 770 Canning Highway Applecross WA 6153

LAWYERS TO THE COMPANY

Cowell Clarke

Level 5, 63 Pirie Street Adelaide SA 5000

AUDITORS

Ernst and Young 11 Mounts Bay Road Perth WA 6000

BANKERS

National Australia Bank

Mobilarm Limited ordinary shares are listed on the Australian Stock Exchange (ASX) under the ticker MBO.

MOBILARM LIMITED – FINANCIAL REPORT 2012

120

AI assistant

VINYL GROUP LTD — Annual Report 2012

66014_rns_2012-09-27_a6b292d1-b311-4797-9efc-5de10b8e35b5.pdf

For immediate release

ASX CODE: MBO

MOBILARM LIMITED

REVIEW OF OPERATIONS

Offshore Oil & Gas and Wind farms

Commercial Marine

Defence

Government & Regulatory

Summary

Chief Executive Officer and Director

DIRECTORS’ REPORT

Directors

Others

Mr Richard Allen (Resigned 29 February 2012)

Mr Brenton Scott

Mr Lindsay Lyon (Resigned as director on 31 August 2011, terminated as CEO 5 January 2012)

Mr Christian Lange (resigned 31 August 2011)

Mr Robert Kenneth (Ken) Gaunt

Mr David Marshall (Appointed as director on 20 January 2012, appointed as Chairman on 29 February 2012)

Sir Tim McClement (Appointed as director on 1 September 2012)

Directors Meetings

Committee Membership

Interest in the shares of the Group and related corporations

Company Secretary

Mr. David McArthur

Principal Activities

Dividends

Operating Results for the Year

Operations of the Group

Financial Position of the Group

Business strategy for future financial years

Net Tangible Asset/(Liability)

Changes in the State Of Affairs

Likely Developments and Expected Results

Environmental Regulation and Performance

Use of Funds

Directors' Benefits

Share Options and Unissued Shares

Indemnification and Insurance of Directors and Officers

Auditor’s Independence Declaration

Non-Audit Services

Significant events subsequent to balance date

Auditor’s Independence Declaration to the Directors of Mobilarm Limited

DIRECTORS’ DECLARATION

REMUNERATION REPORT (AUDITED)

1 Individual key management personnel disclosures

Key Management Personnel

2 Remuneration at a glance

Remuneration strategy review in FY 2012

3 Board oversight of remuneration

Remuneration committee

Remuneration approval process

Remuneration strategy

Remuneration structure

4 Non-executive director remuneration arrangements

Remuneration policy

Structure

5 Executive remuneration arrangements

Remuneration levels and mix

Structure

Fixed remuneration

Variable remuneration — short-term incentive (STI)

Variable remuneration — long-term incentives (LTI)

LTI – Share Options

Structure

Performance measure to determine vesting

Termination and change of control provisions

LTI awards for 2012 financial year

LTI awards for 2011 financial year

6 Group performance and the link to remuneration

Group performance and its link to long-term incentives

7 Executive contractual arrangements

Chief Executive Officer

Other KMP

Table 1: Remuneration for the year ended 30 June 2012

Table 2: Remuneration for the year ended 30 June 2011

Table 3: Performance shares vested during the year

VINYL GROUP LTD Annual Report 2012