CONTENTS Managing Director’s Statement.......................... 6
3 • WIBAX
Administration Report . .............................. 7 – 11
Accounting Principles and Notes to the Financial Statements.........................................17
Financial Overview............................................. 12
Notes . ....................................................... 18 – 23
Income Statement..............................................13
Audit Report . .................................................... 24
Balance Sheet .......................................... 14 – 15
Board of Directors..............................................25
Cash Flow Analysis . ......................................... 16
Management Group............................................26
MARKET
FICE
WIBAX HEAD OF WIBAX OFFICE
PITEÅ
WIBAX TERMINAL UCTS FOR LIQUID PROD
Skellefteå Örnsköldsvik
WIBAX TERMINAL TS FOR DRY PRODUC
Ånge Skutskär
Borlänge
Stockholm Hallsberg
Uddevalla
Skövde
Norrköping
Falkenberg Kalmar
4 • WIBAX
GOOD CHEMISTRY
BUSINESS CONCEPT Our business concept is to sell, purchase, process and distribute chemical products to the basic industries in Europe.
STRATEGY We have specialised expertise and resources in the field of liquid chemical products. Imports take place directly from the producer for our own production of directly-customised products, or to centrally located tanker terminals with our own logistics solution for the end customer. The company's strategy is also to implement and optimise utilisation of the product with the end customer.
$FKLOOHV -46
5 • WIBAX
MANAGING DIRECTOR'S STATEMENT COMMITMENT TO GROWTH WIBAX is continuing towards our goal of another year of growth. 2012 has been characterised by a failing economy in Europe, where a number of countries have had and are still experiencing major problems. Despite this, WIBAX has grown stronger as we are a cost-effective alternative that people can trust. Our history is characterised by growth in volatile times, and 2012 has been no exception. Our effective, long-term purchases, knowledgeable engineering and development personnel, as well as our cost-effective logistics, are three out of numerous examples where WIBAX is able to deliver what our customers are expecting, and frequently much more besides. We have strengthened our position on the market during the year through an additional warehouse location in Gävle. This is an important establishment for us, and something on which we can continue to build our business. Over the years, controlling logistics has proven to be the right strategy, and one that we believe will only become more important. The sales department has been restructured to strengthen our focus on energyrelated products in a separate company. WIBAX Energy has considerable potential and feels incredibly exciting, with logistics being one of our major strengths. Last year was characterised by our work on management by objectives, in which the entire organisation participated. This has been an important part of our work towards achieving established goals, and has been necessary in order to communicate
clearly how each individual can contribute. This has been implemented as a natural step towards clearer work on our fundamental values. Through management by objectives, we have jointly created an incredible level of commitment throughout the entire Group, which will definitely be an important key in achieving the goals we have set ourselves. The Group management was adjusted during 2012, when our former Group Managing Director decided to move on to new challenges. As a result of the appointment of a replacement, the Managing Director of our subsidiary WIBAX Logistics was also changed. This was a natural step and was important, as the company has grown significantly over the years and is now one of Sweden's most complete logistics companies in the handling of liquid products. The current conditions for WIBAX achieving its goals are extremely good, and with this spirit and the knowledge we possess, anything is possible. It is with great pleasure that I can attest to the incredible levels of commitment and pride in the company, which will no doubt result in many good years to come.
Piteå, February 2013
Jonas Wiklund
6 • WIBAX
WIBAX AB 556262-9674
The Board of Directors and the Managing Director hereby submit these annual accounts and group accounts for the financial year 01.01.2012 - 31.12.2012.
ADMINISTRATION REPORT
WIBAX AB
WIBAX LOGISTICS AB
WIBAX TECH AB
WIBAX ENERGY AB
WIBAX INDUSTRIAL AB
NATURE AND FOCUS OF OPERATIONS The WIBAX Group's core operations are the sale, import, production and distribution of chemicals, particularly liquid products in bulk. The Group will continue in this way in order to strengthen its market positions with its existing operations. WIBAX AB The parent company was registered in 1986, and the company headquarters are located in the company's own properties in Piteå. The properties include offices, production premises, warehouses, workshops and wash halls. The parent company is responsible for purchase, production, warehousing, sales, administration, quality and the environment, as well as safety and protection. WIBAX LOGISTICS AB WIBAX Logistics' primary task is to co-ordinate the Group's land transport requirements, although it also carries out a number of external logistics tasks. The company's transport fleets are of a particularly high standard and quality and the personnel are experienced and competent. The company is one of the most comprehensive tanker transport companies in Sweden, with the capacity to transport the most common chemicals to the processing industry. WIBAX Logistics AB is also responsible for the operation and maintenance of the Group's terminals. WIBAX TECH AB WIBAX Tech is at the forefront of the Group, providing support for new commercial products and technology. The development of new applications is a priority area that enables significant growth for the Group. The company also supports customers with product implementation and equipment for optimising their processes. WIBAX ENERGY AB WIBAX Energy focuses on the trade in liquid bio fuels, as well as on products and applications associated with this.
7 • WIBAX
WIBAX INDUSTRIAL AB WIBAX Industrial focuses on service and maintenance tasks. The company has extensive experience of dealing with hightech products for material protection, repair and maintenance, as well as a long history of handling different projects relating to a wide range of industrial applications.
GROUP OPERATIONS 2012 has gone well, despite the outside world's alarm at the declining economy. All of WIBAX's companies have continued to strengthen their key figures in the face of stiff competition, and our goal for 2015 is within reach. Many new and important contracts were secured during the spring, which provided the second half of the year with real impetus. Our largest single contract ever in relation to contract period was entered into, which was an important starting point for our investment within bio fuels. Despite the weak economic situation, our sales increased thanks to new contracts. However, the low levels of consumption among many of our customers during the second half of the year held back our anticipated results somewhat. Our logistics chain has been strengthened during the year with an additional depot in Gävle, and our terminal in Norrköping has continued to expand. The latter has proven successful in meeting all our expectations and is now one of the most important terminals that WIBAX owns. Our fleet of vehicles has been further strengthened with a number of vehicles during the year in order to meet our customers' needs and to be prepared to deal with continued growth. WIBAX's organisation has been developed in order to meet increased demand and to create opportunities for continued growth. Safety and Protection has been reorganised to form a staff function within the Group, having previously been positioned under one of the subsidiaries. This is a natural adjustment and clarification of something that has already existed.
A Financial Director has been appointed during the year. One of his primary tasks is to create clearer financial following-up of all the Group's companies and their departments. We have restructured the sales department and allocated resources to WIBAX Energy, where we are increasing our investment in energy-related products. Throughout the Group, our work on management by objectives is continuing. This is an important element when it comes to achieving established objectives, and has been implemented as a natural step towards earlier work on fundamental values.
INVESTMENTS The investments for 2012 have been reduced slightly compared to previous intensive years. However, we have continued with the expansion of our logistics, strengthening our fleet of vehicles and completing depots at our terminals. We have also commenced our work aimed at further improving safety in our terminals by completing embankment protection in Örnsköldsvik during the year. A total of 22,044 kSEK was invested for the year.
PRODUCTION During 2012 we have working on an efficiency programme for the manufacture of our own products. Through our work on management by objectives and thanks to our committed employees, the results have been extremely good. This has resulted in a more cost-effective manufacturing method for a number of products, which has also helped to further improve product quality. We have also inspected and expanded our finished goods store for a number of products, which has resulted in greater delivery reliability for the products WIBAX produces itself as well as customised products.
8 • WIBAX
MARKET The start of the 2012 financial year was characterised by a certain amount of uncertainty on the market, which resulted in caution and continued low demand for our customers. The second half of the financial year began more strongly, as WIBAX succeeded in entering into a number of important contracts, resulting in larger market share within several product segments. Like the previous financial year, WIBAX with its well-functioning supplies of raw materials has managed to satisfy the needs of the market and made use of the opportunities that have arisen when our customers have looked for competitive alternatives. On the whole, the price trend during the financial year has been stable, with a weak price increase being noted and approved by the market. In order to meet increased demand, as well as to create opportunities for continued growth, WIBAX has reorganised its Sales department during the year, including a clearer focus on green products. WIBAX is well equipped to satisfy our customers' needs.
ANTICIPATED FUTURE DEVELOPMENT WIBAX is currently working on a number of interesting projects that have considerable potential, and the prospects for success are good. Investments that have been made and the ones we are planning in our logistics are providing us with head start, which we are convinced will generate growth. The growth in the subsidiaries over the years has become increasingly important for WIBAX, with bio fuels being viewed as an extremely interesting segment with considerable potential for growth. By being a competitive alternative with good control over quality, we are building the foundations for success.
QUALITY AND ENVIRONMENT During the year, the licensing conditions for the operation in Norrköping have been determined by the Environmental Committee. These conditions include preventive efforts over a threeyear period. The embankment protection has been completed for the terminal in Örnsköldsvik. All vehicles now have a vehicle computer installed, which means even better conditions for logistics planning, following up and driver training. We have better control of fuel consumption and emissions per transport unit and a more quality-assured working method between drivers, transport management and administration. The safety datasheets for our products have been updated and all now comply with the Reach/CLP requirements. The WIBAX Group's management system is undergoing a complete overhaul and implementation, with a more process-oriented management for the departments. This work will be continuing in 2013. Measures aimed at improving the working environment have continued during the year. The following-up of production and quality have been improved, including a visual presentation of steering and control parameters. The ventilation in the production premises has been adapted and improved.
SAFETY AND PROTECTION Extensive working environment training for all managers and supervisors within the Group has been conducted during the year. All drivers have attended an initial sub-course in professional competence training. According to new EU legislation, all drivers must have completed five sub-courses by September 2016 in order to obtain the certificate of professional competence. Internal and external ADR* and safety training have been carried out during the year.
9 • WIBAX
The work of following up and checking safety issues is currently being conducted. For example, a procedure will be developed regarding the handling of incidents and deviations. *ADR is a joint European regulation regarding the transport of hazardous goods by road.
WIBAX TECH AB During the year we have carried out a large number of customer-related projects that have entailed the implementation of existing products as well as the introduction of new ones. This development work is continuing with a number of interesting projects that will hopefully result in a number of new products in the future. Following-up tools have been implemented in the operation aimed at facilitating more efficient production from raw material to finished product, which will ensure a good foundation for WIBAX's growth.
WIBAX ENERGY AB We have restructured our sales department by allocating resources in a separate company, WIBAX Energy. The company handles products that are related to the energy sector. During the financial year we have signed a number of major deals relating to bio-oils We believe in our investment in energy-related products and are working to expand our geographic range by focusing on district heating plants and mining.
WIBAX INDUSTRIAL AB WIBAX Industrial complements WIBAX's other operations, offering total solutions within system cleaning and other cleaning assignments. With the aid of high-tech products, we are able to prevent problems, renovate and protect equipment made of metal and concrete. We carry out servicing and maintenance assignments within a great many areas in industrial environments. During the year we have set aside more resources in the company and we are continuing to expand our business area.
WIBAX LOGISTICS
20,000
ϭϴϬ ϬϬϬ 180,000
160,000 ϭϲϬ ϬϬϬ
ϮϬ ϬϬϬ
ϭϴ ϬϬϬ 18,000
2000-2012
ϭϲ ϬϬϬ 16,000
ϭϰϬ ϬϬϬ
140,000
ϭϰ ϬϬϬ 14,000
ϭϮϬ ϬϬϬ
120,000
ϭϮ ϬϬϬ 12,000
100,000
ϭϬ ϬϬϬ 10,000
ϭϬϬ ϬϬϬ
ϴϬ ϬϬϬ 80,000
ϴ ϬϬϬ 8,000
ϲϬ ϬϬϬ 60,000
ϲ ϬϬϬ 6,000
ϰϬ ϬϬϬ 40,000
ϰ ϬϬϬ 4,000
ϮϬ ϬϬϬ 20,000
Ϯ ϬϬϬ 2,000
0 Ϭ
ϮϬϬϴ
ϮϬϬϵ
ϮϬϭϬ
ϮϬϭϭ
ϮϬϭϮ
2012
ϮϬϬϳ
2011
ϮϬϬϲ
2010
ϮϬϬϱ
2009
ϮϬϬϰ
2008
ϮϬϬϯ
2007
ϮϬϬϮ
2006
ϮϬϬϭ
2005
kSEK
ϮϬϬϬ
2004
<^ <
Operating income Operating profit/loss (EBIT)
10 • WIBAX
ZƂƌĞůƐĞƌĞƐƵůƚĂƚ
200,000
2003
Our position as one of Sweden's largest bulk suppliers has been strengthened through the expansion of the tank storage space in Norrköping and a new depot in Skutskär. These positions have proven to be incredibly important for our logistics, and Norrköping is now one of our most important
WIBAX LOGISTICS AB Operating income - Operating profit/loss
ZƂƌĞůƐĞŶƐ ŝŶƚćŬƚĞƌ ϮϬϬ ϬϬϬ
2002
We have continued our work of arranging transport by rail, albeit on a slightly smaller scale. Changes to our deliveries and a considerable number of problems during the year have meant that we have been forced to change the type of transport in certain areas. We are continuing our work to implement the railway as an alternative form of transport for WIBAX Logistics, although the technical conditions have not really existed, particularly during the winter months.
In May, the company won the Stora Åkeripriset award in the Leadership category. The prize was awarded by the Swedish Association of Road Transport Companies with the following reason: "Wibax Logistics AB is a haulage company that is characterised by good comradeship, where the personnel feel that they can be involved in influencing the company's development. The personnel believe that the suggestions they present to the management are received positively, and feel that the management shows respect for all employees."
2001
Investments have continued according to plan, and our fleet of vehicles has been expanded to 34. Our aim is consistently to have modern vehicles with a low average age, partially in order to further improve our delivery reliability. In addition, our growth has provided us with considerable opportunities to adapt the use of our vehicles where they can be of most use, contributing towards higher profitability and reduced environmental impact. The majority of our vehicles are combination vehicles, which entails greater utility through the potential to combine several types of product without this resulting in frequently expensive cleaning. Of course, growth is also accompanied by a need for personnel, and our team of drivers has been expanded during 2012.
terminals. The market for storing liquid fuels and chemicals has grown steadily, and it is our belief that, at a time characterised by development above all on the fuel side, there will be an ever greater need for storage. Our strength lies in our combination of transport and storage and the extensive knowledge we have built up over the years, contributing to our strong position on the market. This is making WIBAX Logistics a unique company in the sector, with the expertise and strength to develop further.
2000
2012 has been an exciting and eventful year in every way. Our ambition and desire to grow, in addition to great commitment to the market, have resulted in our sales continuing to increase. Despite the fact that the year has been characterised by a partially negative economic situation, our net margins have increased. This has also contributed to the success of the WIBAX Group and shows that we have the right strategy.
0Ϭ<^ < kSEK
WIBAX GROUP Operating income - Operating profit/loss
ZƂƌĞůƐĞŶƐ ŝŶƚćŬƚĞƌ ϭ ϬϬϬ ϬϬϬ 1,000,000
ZƂƌĞůƐĞƌĞƐƵůƚĂƚ
ϵϬϬ ϬϬϬ 900,000
ϰϱ ϬϬϬ 45,000
ϴϬϬ ϬϬϬ 800,000
ϰϬ ϬϬϬ 40,000
ϳϬϬ ϬϬϬ 700,000
ϯϱ ϬϬϬ 35,000
ϲϬϬ ϬϬϬ 600,000
ϯϬ ϬϬϬ 30,000
ϱϬϬ ϬϬϬ 500,000
Ϯϱ ϬϬϬ 25,000
ϰϬϬ ϬϬϬ 400,000
ϮϬ ϬϬϬ 20,000
ϯϬϬ ϬϬϬ 300,000
ϭϱ ϬϬϬ 15,000
ϮϬϬ ϬϬϬ 200,000
ϭϬ ϬϬϬ 10,000
ϭϬϬ ϬϬϬ 100,000
ϱ ϬϬϬ 5,000
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
kSEK
ϭϵϵϭ ϭϵϵϮ ϭϵϵϯ ϭϵϵϰ ϭϵϵϱ ϭϵϵϲ ϭϵϵϳ ϭϵϵϴ ϭϵϵϵ ϮϬϬϬ ϮϬϬϭ ϮϬϬϮ ϮϬϬϯ ϮϬϬϰ ϮϬϬϱ ϮϬϬϲ ϮϬϬϳ ϮϬϬϴ ϮϬϬϵ ϮϬϭϬ ϮϬϭϭ ϮϬϭϮ
1991
Ϭ 0
Ŭ^ <
Operating income Operating profit/loss (EBIT)
ϱϬ ϬϬϬ 50,000
1991-2012
0Ϭ
Ŭ^ <
kSEK
WIBAX GROUP Key ratios 35.0
ϯϱ͕Ϭ
Profit/loss after financial items as % of turnover
2000-2012
Equity/assets ratio, % Return on capital employed
30.0
ϯϬ͕Ϭ
25.0
Ϯϱ͕Ϭ
20.0
ϮϬ͕Ϭ
15.0
ϭϱ͕Ϭ
10.0
ϭϬ͕Ϭ
5.0
ϱ͕Ϭ
0.0
Ϭ͕Ϭ
WIBAX AB Operating income - Operating profit/loss
ZƂƌĞůƐĞŶƐ ŝŶƚćŬƚĞƌ
ϯϱ ϬϬϬ 35,000
2000-2012
ϯϬ ϬϬϬ 30,000
Ϯϱ ϬϬϬ 25,000
ϱϬϬ ϬϬϬ 500,000
ϮϬ ϬϬϬ 20,000
ϮϬϭϮ
2012
2011
2010
2009
2008
2007
2006
ϮϬϭϭ
WIBAX AB Investments ϱϬ ϬϬϬ 50,000 ϰϱ ϬϬϬ 45,000
2000-2012
ϰϬ ϬϬϬ 40,000 ϯϱ ϬϬϬ 35,000 ϯϬ ϬϬϬ 30,000
Operating income Operating profit/loss (EBIT)
ϮϬϬϯ
ϮϬϬϰ
ϮϬϬϱ
ϮϬϬϲ
ϮϬϬϳ
ϮϬϬϴ
ϮϬϬϵ
ϮϬϭϬ
ϮϬϭϭ
ϮϬϭϮ
2012
ϮϬϬϮ
2011
ϮϬϬϭ
2010,
ϮϬϬϬ
2009
kSEK
2008
kSEK
0Ϭ
<^ <
2007
<^ <
ϱ ϬϬϬ 5,000
2006
ϮϬϭϮ
2012
ϮϬϭϭ
2011
ϮϬϭϬ
2010
ϮϬϬϵ
2009
ϮϬϬϴ
2008
ϮϬϬϳ
2007
ϮϬϬϲ
2006
ϮϬϬϱ
2005
ϮϬϬϰ
2004
ϮϬϬϯ
2003
ϮϬϬϮ
2002
ϮϬϬϭ
2001
2000
ϮϬϬϬ
0Ϭ
ϭϬ ϬϬϬ 10,000
2005
Ϭ
ϭϱ ϬϬϬ 15,000
2004
ϱ ϬϬϬ 5,000
ϭϬϬ ϬϬϬ 100,000
ϮϬ ϬϬϬ 20,000
2003
ϭϬ ϬϬϬ 10,000
ϮϬϬ ϬϬϬ 200,000
11 • WIBAX
ϮϬϭϬ
2002
ϭϱ ϬϬϬ 15,000
ϯϬϬ ϬϬϬ 300,000
kSEK
ϮϬϬϵ
Ϯϱ ϬϬϬ 25,000
400,000 ϰϬϬ ϬϬϬ
0
ϮϬϬϴ
ZƂƌĞůƐĞƌĞƐƵůƚĂƚ
ϲϬϬ ϬϬϬ 600,000
<^ <
ϮϬϬϳ
2001
ϳϬϬ ϬϬϬ 700,000
ϮϬϬϲ
2000
ϴϬϬ ϬϬϬ 800,000
ϮϬϬϱ
2005
ϮϬϬϰ
2004
ϮϬϬϯ
2003
ϮϬϬϮ
2002
2001
ϮϬϬϭ
2000
ϮϬϬϬ
FINANCIAL OVERVIEW COMPARISON OVER SEVERAL YEARS, GROUP, KSEK Operating income Operating profit/loss (EBIT) Operating profit/loss before depreciation (EBITDA) Profit/loss after financial items Profit/loss as % of net turnover Balance sheet total Equity/assets ratio, % Return on total capital employed Average number of employees
2012 2011 2010 2009 606 506 550 322 479 637 433 170 47 821 29 233 31 297 37 892 61 854 42 006 41 536 45 327 39 478 21 603 26 203 35 028 6.8 4.1 5.9 9.0 380 192 320 411 325 344 220 804 32.8 29.7 25.9 31.8 13.7 9.2 11.5 17.0 139 135 114 87
COMPARISON OVER SEVERAL YEARS, PARENT COMPANY, KSEK 2012 2011 2010 2009 Operating income 483 014 468 103 432 905 422 004 Operating profit/loss (EBIT) 26 927 17 047 20 828 28 924 Operating profit/loss before depreciation (EBITDA) 37 571 26 944 29 265 35 209 Profit/loss after financial items 19 354 10 084 16 004 25 993 Profit/loss as % of net turnover 4.2 2.3 4 6.9 Balance sheet total 309 443 276 725 278 559 199 555 Equity/assets ratio, % 28.4 26.7 24.8 31.2 Return on total capital employed 9.2 6.3 8.7 13.9 Average number of employees 44 46 47 42
KEY FIGURES - DEFINITIONS Equity/assets ratio Adjusted equity as percentage of balance sheet total. Return on capital employed Profit/loss after financial items plus interest expenses as a percentage of average balance sheet total.
PROPOSAL FOR ALLOCATION OF PROFIT The Board of Directors and Managing Director propose that the available remaining profit, 26,611 kSEK, be allocated as follows: Dividend Carried forward in new account TOTAL
9 000 17,611 26,611
Dividend amounts to 750 SEK per share. The Board of Directors proposes that the payment date for the dividend be determined as the day of the annual general meeting. The Board of Directors considers the proposed dividend to be justifiable in view of the requirements that the type of business, scope and risks place on the equity, as well as the company's need to strengthen the balance sheet, liquidity and general position. Consideration has also been given to the requirements that the Group's type of business, scope and risks place on the Group's equity as well as any need to strengthen the balance sheet, liquidity and general position. As regards the company's financial position and results of operations, please see the following income statement and balance sheet with the attached supplementary disclosures and notes to the financial statements. All amounts are in kSEK unless otherwise stated.
12 â&#x20AC;˘ WIBAX
INCOME STATEMENT
KSEK
GROUP Note
PARENT COMPANY
2012
2011
2012
2011
578 906 1 906 25 696 606 508
526 405 2 491 21 426 550 322
459 238 0 23 776 483 014
444 269 219 23 615 468 103
-417 051 -29 557 -78 772
-385 112 -32 068 -73 175
-385 078 -20 309 -25 445
-376 850 -21 756 -26 417
-14 033 -19 274 47 821
-12 773 -17 961 29 233
-10 644 -14 611 26 927
-9 897 -16 136 17 047
PROFIT/LOSS FROM FINANCIAL ITEMS Interest income Interest expense and similar profit/loss items 6 Profit/loss after financial items
233 -8 576 39 478
429 -8 059 21 603
152 -7 725 19 354
357 -7 320 10 084
Appropriations 9 Profit/loss before tax
0 39 478
0 21 603
-9 185 10 169
-5 360 4 724
Tax on annual profit/loss 10 Profit/loss for the year
-9 646 29 832
-5 890 15 713
-2 573 7 596
-1 439 3 285
OPERATING INCOME Net turnover Activated work for own account Other operating income 1 OPERATING EXPENSES Raw materials and consumables Other external expense 2.3 Personnel expenses 4 Depreciation of tangible and intangible assets 7 Other operating expenses 5 Operating profit/loss 8
13 • WIBAX
BALANCE SHEET
KSEK
GROUP Note
31-12-2012
PARENT COMPANY
31-12-2011
31-12-2012 31-12-2011
ASSETS FIXED ASSETS TANGIBLE ASSETS Land and buildings 11 74 133 74 222 74 133 Plant and machinery 12 121 457 111 355 91 338 Equipment, tools, fixtures and fittings 13 3 598 4 139 2 197 Construction in progress 14 3 074 6 734 3 074 202 262 196 450 170 742
74 222 83 955 2 844 6 734 167 755
FINANCIAL ASSETS Shares in group company 15 Shares in subsidiary Total fixed assets
695 0 168 450
0 100 202 362
0 100 196 550
695 0 171 437
CURRENT ASSETS INVENTORIES, ETC. Raw materials and consumables 52 305 32 292 38 905 52 305 32 292 38 905 CURRENT RECEIVABLES Accounts receivable - trade 118 705 87 087 96 409 Income tax recoverable 62 71 0 Other receivables 1 124 593 567 Prepaid expenses and accrued income 16 3 113 3 769 2 111 123 004 91 520 99 087 CASH AND BANK BALANCES
27 671 27 671 77 138 1 002 461 1 976 80 577
20
2 521
49
14
27
Total current assets
177 830
123 861
138 006
108 275
TOTAL ASSETS
380 192
320 411
309 443
276 725
14 • WIBAX
GROUP 31-12-2012
31-12-2011
EQUITY 17 Restricted equity Share capital (12 000 shares) Statutory reserve Restricted reserves Non-restricted reserves Profit/loss for the year Total equity
1 200 0 76 128 17 688 29 832 124 848
1 200 0 59 890 18 232 15 713 95 035
1 200 240 0 0 0 1 440
1 200 240 0 0 0 1 440
Non-restricted equity Profit/loss brought forward Profit/loss for the year
0 0 0
0 0 0
19 015 7 596 26 611
19 230 3 285 22 515
Total equity
0
0
28 051
23 955
EQUITY AND LIABILITIES
Note
PARENT COMPANY 31-12-2012 31-12-2010
UNTAXED RESERVES 18 Accumulated additional depreciation 0 0 60 404 Tax allocation reserves 0 0 16 366 0 0 76 770 PROVISIONS Provisions for deferred tax 22 768 22 970 1 364 Total provisions 22 768 22 970 1 364 LONG-TERM LIABILITIES Bank overdraft facilities 20 0 5 047 12 738 Other liabilities to credit institutions 19 68 958 77 923 57 765 Other long-term liabilities 68 958 82 970 70 503 CURRENT LIABILITIES Liabilities to credit institutions 17 080 14 563 12 376 Advance payments from customers 1 642 2 051 0 Accounts payable - trade 45 023 26 228 25 998 Liabilities to group companies 0 0 20 140 Current income tax liability 2 975 0 1 442 Factoring credit 20 67 962 54 190 62 659 Other current liabilities 13 585 8 488 5 427 Accrued expenses and prepaid income 21 15 351 13 916 4 713 163 618 119 436 132 755 TOTAL EQUITY AND LIABILITIES 380 192 320 411 309 443
52 886 14 700 67 586 1 683 1 683
11 684 66 626 78 310 10 673 75 17 989 12 721 0 53 516 5 239 4 978 105 191 276 725
PLEDGED ASSETS AND CONTINGENT LIABILITIES PLEDGED ASSETS For own liabilities to credit institutions Real estate mortgage Floating charges Assets with reservation of title Pledged accounts receivable Total securities
57 140 63 045 21 508 104 316 246 009
57 140 63 045 19 001 77 887 217 073
57 140 50 000 0 96 409 203 549
57 140 50 000 0 77 138 184 278
CONTINGENT LIABILITIES Rural aid, conditions for repayment Total contingent liabilities
0 0
66 66
0 0
66 66
15 • WIBAX
CASH FLOW ANALYSIS
KSEK GROUP
PARENT COMPANY
OPERATING ACTIVITIES Payments from customers Payments to suppliers and employees Interest received Interest paid Group contribution received Income tax paid
31-12-2012
31-12-2011
31-12-2012 31-12-2011
588 626 -537 415 234 -8 577 0 -3 383
530 118 -502 005 430 -8 060 0 -3 058
472 852 -441 280 152 -7 725 0 -450
453 178 -443 679 357 -7 320 3 400 -1 596
Cash flow from operating activities
39 485
17 425
23 549
14 340
INVESTING OPERATIONS Acquisition of land and buildings Acquisition of plant and machinery Acquisition of equipment, tools, fixtures and fittings Sale of equipment, tools, fixtures and fittings Acquisition of construction in progress Sale of associated companies
-1 379 -16 886 -801 25 -2 978 0
-20 839 -17 388 -2 393 737 -6 734 101
-1 379 -9 337 -290 26 -2 978 0
-20 839 -5 182 -1 271 262 -6 734 0
Cash flow from investment operations -22 019 -46 516 -13 958 FINANCING OPERATIONS Repayment/Long-term borrowings -11 494 19 251 -6 104 Dividend paid -3 500 -5 000 -3 500
-33 764 17 877 -5 000
Cash flow from financing operations
-14 994
14 251
-9 604
12 877
Cash flow for the year Liquid funds at beginning of year Liquid funds at end of year
2 472 49 2 521
-14 840 14 889 49
-13 27 14
-6 548 6 575 27
16 • WIBAX
ACCOUNTING PRINCIPLES AND NOTES TO THE FINANCIAL STATEMENTS
GENERAL ACCOUNTING PRINCIPLES The annual accounts have been prepared in accordance with the Swedish Annual Accounts Act and the general advice of the Swedish Accounting Standards Board. The Group contribution is reported on the income statement regardless of the underlying transaction. CLASSIFICATION Fixed assets, long-term liabilities and provisions essentially only consist of amounts that are expected to be recovered or paid after more than twelve months, calculated from the balance sheet date. Current assets and current liabilities essentially only consist of amounts that are expected to be recovered or paid within twelve months, calculated from the balance sheet date. VALUATION PRINCIPLES ETC. Assets, provisions and liabilities have been valued at their acquisition value, unless otherwise stated below. LEASING The Swedish Accounting Standards Board's advice BFNAR 2000:4 on the accounting of leasing agreements is applied. All leasing agreements are reported as operational in accordance with these rules. This means that the leasing fee is written off in the income statement linearly over the leasing period. INTANGIBLE AND TANGIBLE ASSETS Tangible assets are reported at their acquisition value less accumulated depreciation and possible writedowns. Land does not depreciate. Straight line depreciation takes place on depreciable amounts (the acquisition value less the calculated remaining amount) during the lifetime of the asset, according to the following: Product rights Land and buildings Plant and other machinery Equipment, tools, fixtures and fittings
5 years 20-25 years 7-20 years 4-7 years
The difference between depreciation according to plan and booked depreciation is reported as appropriations. INVENTORIES The inventory, valued according to the Swedish Accounting Standards Board's advice BFNAR 2000:3, is entered at either the acquisition value or the actual value, whichever is the lowest, according to the first in first out principle. As a result, the risk of obsolescence has been taken into account.
17 â&#x20AC;˘ WIBAX
RECEIVABLES Receivables are reported at the lesser of either the nominal value or the amount at which they are estimated to be received. RECEIVABLES AND LIABILITIES IN FOREIGN CURRENCY Receivables and liabilities in foreign currency have been calculated using the exchange rate as at the balance sheet date. LIQUID FUNDS Liquid funds include cash and bank balances. GROUP ACCOUNTS The consolidated income statement and balance sheet include all companies in which the parent company directly or indirectly holds more than half of the shares' number of votes, as well as companies in which the Group has a controlling influence in other ways, and a more significant portion of the profit from operations. CHANGE OF COMPARATIVE INCOME STATEMENT Other external expense in the comparative income statement for 2011 has been corrected, entailing an increase of 7,676 kSEK, while raw materials and consumables have been reduced by the same amount. This correction relates to an internal cost item that should not have affected the external income statement. ACQUISITION ACCOUNTING The group accounts have been prepared in accordance with the Swedish Financial Accounting Standards Council's recommendations regarding group accounts. All company acquisitions have been reported in line with acquisition accounting. Untaxed reserves are reported in the individual group companies, divided in the group balance sheet into a capital portion and a tax portion. The capital portion has been supplied to restricted reserves. The tax portion is reported as provisions under the heading Deferred Tax Liability. RENTAL INCOME Rental income for buildings held for investment purposes is reported on a linear basis in accordance with the conditions stated in the applicable rental agreement. INCOME Income is reported to the extent that it is likely that the financial advantages will be credited to the company and the income can be calculated in a reliable manner.
NOTES NOTE 1 OTHER OPERATING INCOME GROUP Exchange gains Rental income Other Total
2012
2011
16 237 6 042 3 417 25 696
16 411 4 531 484 21 426
PARENT COMPANY Exchange gains Rental income Other Total
13 406 9 777 593 23 776
14 841 8 455 319 23 615
2012
2011
NOTE 2 FEES AND EXPENSES REMUNERATION TO AUDITORS GROUP Ernst & Young Audit assignment Tax advice Other services Total PARENT COMPANY Ernst & Young Audit assignment Tax advice Other assignments Total
154 15 29 198 121 15 29 165
152 7 30 189
89 7 30 126
NOTE 3 LEASING AGREEMENTS GROUP Assets held through operational leasing agreements During the year, the company's leasing expenses amounted to Agreed future leasing fees PARENT COMPANY Assets held through operational leasing agreements During the year, the company's leasing expenses amounted to Agreed future leasing fees
2012 8 961 19 820 1 562 1 391
2011
8 338 24 174
1 453 2 745
NOTE 4 EMPLOYEES AND PERSONNEL EXPENSES
AVERAGE NUMBER OF EMPLOYEES
PARENT COMPANY Men Women Total in parent company SUBSIDIARIES Men Women Total in subsidiaries Group total
18 â&#x20AC;˘ WIBAX
2012
2011
32 12 44
36 10 46
81 14 95
75 14 89
139
135
GENDER DISTRIBUTION WITHIN COMPANY MANAGEMENT PARENT COMPANY Board of Directors Other company officers
2012 Proportion women in %
2011 Proportion women in %
0 9
0 0
SALARY, OTHER REMUNERATION AND PAYROLL OVERHEAD COSTS PARENT COMPANY Board of Directors and Managing Director Other employees Total Payroll overhead costs (of which pension costs) 1)
2012
2011
1 593 15 883 17 476 7 304 1 465
2 083 16 826 18 909 7 613 1 498
SUBSIDIARIES Board of Directors and Managing Director Other employees Total Payroll overhead costs (of which pension costs)
1 087 36 169 37 256 14 230 2 062
633 32 939 33 572 12 098 1 573
GROUP Board of Directors and Managing Director Other employees Total Payroll overhead costs (of which pension costs) 2)
2 680 52 052 54 732 21 534 3 527
2 716 49 765 52 481 19 711 3 071
1) Of the parent company's pension costs, 154 (prev. yr. 189) refers to company Board of Directors and Managing Director in respect of 2 (2) people. 2) Of the Group's pension costs, 281 (prev. yr. 361) refers to company management in respect of 2 (3) people.
19 â&#x20AC;˘ WIBAX
NOTE 5 OTHER OPERATING INCOME GROUP Exchange losses Other Total
2012
2011
17 140 2 134 19 274
17 327 634 17 961
PARENT COMPANY Exchange losses Other Total
14 322 289 14 611
15 733 403 16 136
2012
2011
7 431 1 145 8 576
6 856 1 203 8 059
6 789 936 7 725
6 235 1 085 7 320
2012
2011
0 1 899 10 925 1 209 14 033
225 1 440 9 915 1 193 12 773
0 1 899 7 941 804 10 644
225 1 440 7 429 803 9 897
2012
2011
10 729 89 917
9 455 78 982
2012
2011
0 7 519 3 666 -2 000 9 185
-3 400 8 860 500 -600 5 360
2012
2011
6 366 3 280 9 646
1 435 4 455 5 890
2 893 -320
570 869
2 573
1 439
NOTE 6 INTEREST EXPENSE AND SIMILAR PROFIT/LOSS ITEMS GROUP Interest expense, other Other PARENT COMPANY Interest expense, other Other
NOTE 7 DEPRECIATION OF TANGIBLE AND INTANGIBLE ASSETS GROUP Product rights Buildings Machinery Equipment PARENT COMPANY Product rights Buildings Machinery Equipment
NOTE 8 PURCHASES AND SALES BETWEEN GROUP COMPANIES GROUP Parent company sales in respect of group companies Parent company purchases in respect of Group companies
NOTE 9 APPROPRIATIONS Group contribution received Changes in additional depreciation Tax allocation reserve, annual provision Tax allocation reserve, annual cancellation Total
NOTE 10 TAX ON ANNUAL PROFIT/LOSS GROUP Current tax Deferred tax PARENT COMPANY Current tax Deferred tax
20 • WIBAX
NOTE 11 LAND AND BUILDINGS Accumulated acquisition value: -At beginning of year -New acquisitions -Disposals -Reclassifications
GROUP PARENT COMPANY 82 890 1 379 -20 451 84 700
Accumulated depreciation according to plan -At beginning of year -8 668 -Annual depreciation according to plan -1 899 -10 567 Reported value at end of year 74 133
82 890 1 379 -20 451 84 700
-8 668 -1 899 -10 567 74 133
NOTE 12 PLANT AND MACHINERY Accumulated acquisition value: -At beginning of year -New acquisitions -Disposals -Reclassifications Accumulated depreciation according to plan -At beginning of year -Disposals -Annual depreciation according to plan Reported value at end of year
GROUP PARENT COMPANY 163 597 16 886 -2 368 6 187 184 302
121 794 9 337 -275 6 187 137 043
-52 242 322 -10 925 -62 845
-37 839 75 -7 941 -45 705
121 457
91 338
NOTE 13 EQUIPMENT, TOOLS, FIXTURES AND FITTINGS Accumulated acquisition value: -At beginning of year -New acquisitions -Disposals Accumulated depreciation according to plan -At beginning of year -Disposals -Annual depreciation according to plan Reported value at end of year
GROUP PARENT COMPANY 8 633 801 -1 391 8 043
6 212 290 -1 370 5 132
-4 494 1 258 -1 209 -4 445
-3 368 1 237 -804 -2 935
3 598
2 197
NOTE 14 CONSTRUCTION IN PROGRESS At beginning of year Reclassifications Annual investments Reported value at end of year
21 â&#x20AC;˘ WIBAX
GROUP PARENT COMPANY 6 734 -6 638 2 978 3 074
6 734 -6 638 2 978 3 074
NOTE 15 SHARES IN GROUP COMPANIES Accumulated acquisition value: -At beginning of year -Purchases Reported value at end of year
2012
2011
695 0 695
591 - 104 695
SPECIFICATION OF PARENT COMPANY'S HOLDING OF SHARES AND PARTICIPATIONS IN GROUP COMPANIES This refers to the participating interest in the capital, which is also in agreement with the number of votes for the total number of shares. Subsidiaries / Corp. Id. No / Headquarters Equity Profit/loss for the year in %
Reported value
Wibax Logistics AB, 556375-5080, Piteå 18 277 8 812 100 Wibax Tech AB, 556499-9257, Piteå 339 27 100 Wibax Energy AB, 556547-9705, Piteå 2 240 1 063 100 Wibax Industrial AB, 556346-1747, Piteå 748 177 100
220 143 228 104 695
NOTE 16 PREPAID EXPENSES AND ACCRUED INCOME GROUP PARENT COMPANY Accrued transport support 1 080 1 080 Other 2 038 1 030 3 118 2 110
NOTE 17 EQUITY Share capital Restricted reserves GROUP Closing balance according to the previous years' balance sheet 1 200 59 890 Adjustment between restricted and non-restricted reserves 12 757 Change due to new tax rate 3 481 Dividend Profit/loss for the year At end of year 1 200 76 128
Non-restricted reserves
Share capital Statutory reserve PARENT COMPANY Closing balance according to the previous year's balance sheet 1 200 240 Dividend Profit/loss for the year At end of year 1 200 240
Non-restricted equity
33 945 -12 757 -3 500 29 832 47 520
22 515 -3 500 7 596 26 611
NOTE 18 UNTAXED RESERVES Accumulated additional depreciation: Tax allocation reserves: Provision in the 2007 tax year Provision in the 2008 tax year Provision in the 2009 tax year Provision in the 2010 tax year Provision in the 2012 tax year Provision in the 2013 tax year Total
2012
2011
60 404
52 886
0 1 900 4 200 6 100 500 3 666 76 770
2 000 1 900 4 200 6 100 500 0 67 586
NOTE 19 LONG-TERM LIABILITIES DUE DATE
GROUP PARENT COMPANY
Due date, within one year from balance sheet date Due date, 1-5 years from balance sheet date Due date, more than five years from balance sheet date
17 080 40 924 28 034 86 038
22 • WIBAX
12 376 29 731 28 034 70 141
NOTE 20 CREDIT GRANTED
Bank overdraft facilities The granted amount of bank overdraft facilities in the group amounts to 13.3 MSEK (21.3 MSEK), and in the parent company to 13.3 MSEK (21.3 MSEK). Factoring credit The granted amount of factoring credit in the Group amounts to 108 MSEK (110 MSEK), and in the parent company to 98 MSEK (100 MSEK).
NOTE 21 ACCRUED EXPENSES AND PREPAID INCOME
GROUP PARENT COMPANY
Personnel related liabilities Prepaid rental Other
13 434 720 1 197 15 351
Piteå 20.03.2013
Anders Snell Chairman of the Board
Bo Wiklund Board Member
Jonas Wiklund Managing Director
Rolf Back Board Member
Håkan Jöves Board Member
Tore Persson Board Member
My audit report was submitted on 11.03.2012
Mats Lundin Authorised Public Accountant
23 • WIBAX
3 365 720 628 4 713
AUDIT REPORT To the annual general meeting of
WIBAX AB
Corporate Identity Number 556262-9674
REPORT ON THE ANNUAL ACCOUNTS AND THE GROUP ACCOUNTS I have carried out an audit of the annual accounts and the group accounts of Wibax AB for the financial year 01.01.2012 - 31.12.2012.
OTHER INFORMATION The audit of the annual accounts for the 2011 financial year has been carried out by another auditor, which has submitted an audit report dated 13 March 2012 with unmodified statements in the Report on the annual accounts.
The Board of Directors' and the Managing Director's responsibility for the annual accounts and the group accounts
REPORT ON OTHER REQUIREMENTS ACCORDING TO LAWS AND OTHER STATUTES
The Board of Directors and the Managing Director are responsible for preparing annual accounts and group accounts that give a true and fair view in accordance with the Swedish Annual Accounts Act, as well as for the internal checks that the Board of Directors and the Managing Director deem necessary to prepare annual accounts and group accounts that are free from material misstatement, irrespective of whether this is due to irregularities or errors.
In addition to my audit of the annual accounts and the group accounts, I have also carried out an audit of the proposed allocation of the company's profit or loss, as well as the Board of Directors' and the Managing Director's administration of Wibax AB for the period 01.01.2012 – 31.12.2012.
THE AUDITOR'S RESPONSIBILITY My responsibility is to express my opinion on the annual accounts and the group accounts based on my audit. I have conducted the audit in accordance with the International Standards on Auditing and generally accepted auditing standards in Sweden. These standards require that I comply with demands for professional conduct and carry out the audit in order to achieve reasonable assurance that the annual accounts and group accounts are free from material misstatement. An audit entails obtaining audit evidence through various measures regarding amounts and other information in the annual accounts and group accounts. The auditor selects which measures are to be carried out, for example by assessing the risks of material misstatement in the annual accounts, irrespective of whether these are due to irregularities or errors. During this risk assessment, the auditor gives consideration to those aspects of the internal checks that are of relevance to the way the company prepares the annual accounts and group accounts, in order to give a true and fair view with the aim of formulating auditing measures that are appropriate bearing in mind the circumstances, although not with the aim of making a pronouncement on the effectiveness of the company's internal checks. An audit also includes an evaluation of the appropriateness of the accounting principles that have been used, and of the reasonableness of the Board of Directors' and the Managing Director's estimates in the accounts, as well as an evaluation of the overall presentation of the annual accounts and the group accounts. I consider that the audit evidence I have gathered is sufficient and appropriate to provide grounds for my opinion.
The Board of Directors is responsible for the proposed allocation of the the company's profit or loss, and the Board of Directors and the Managing Director are responsible for the administration of the company in accordance with the Swedish Companies Act.
OPINION In my opinion, the annual accounts and the group accounts have been prepared in accordance with the Swedish Annual Accounts Act, and in all essential respects they provide a true and fair view of the parent company's and the Group's financial position as at 31 December 2012 and of their financial results and cash flows for the year according to the Swedish Annual Accounts Act. The administration report is in agreement with the other sections in the annual accounts and group accounts. I therefore recommend to the general meeting of shareholders that the income statement and the balance sheet for both the parent company and the Group be adopted.
24 • WIBAX
The Board of Directors' and the Managing Director's responsibility
THE AUDITOR'S RESPONSIBILITY My responsibility is, with reasonable assurance, to express my opinion on the proposed allocation of the company's profit or loss, as well as on the administration of the company, based on my audit. I have carried out the audit in accordance with generally accepted auditing standards in Sweden. As a basis for my opinion concerning the Board of Directors' proposed allocation of the company's profit or loss, I have examined whether the proposal is in agreement with the Swedish Companies Act. As a basis for my opinion concerning discharge from liability, I have, in addition to my audit of the annual accounts and the group accounts, examined significant decisions, actions taken and circumstances of the company in order to be able to determine the liability, if any, to the company of any Board Member or the Managing Director. I have also examined whether any Board Member or the Managing Director has, in any other way, acted in contravention of the Swedish Companies Act, the Swedish Annual Accounts Act or the Articles of Association. I consider that the audit evidence I have gathered is sufficient and appropriate to provide grounds for my opinion. OPINION I recommend to the general meeting of shareholders that the profit be dealt with in accordance with the proposal in the administration report and that the Members of the Board of Directors and the Managing Director be discharged from liability for the financial year. Piteå 11.03.2013
Mats Lundin Authorised Public Accountant
BOARD OF DIRECTORS FOR WIBAX GROUP
ANDERS SNELL Chairman of the Board since 2011 MSc Engineering Senior Development Manager – Billerud, Chairman of the Board, ÅFORSK Board Member, Ångpanneföreningen Previous employment: Technical Director, Assi Domän; Technical Director, Billerud Local Manager, Gruvöns Bruk, Skärblacka Bruk, Karlsborgs Bruk Managing Director, Grycksbo, Norrsundet Bruks AB Production Manager and Industrial Engineer, Skutskärsverken
TORE PERSSON Board Member since 2012 Engineer Previous employment: Vice President, Biorefinery Development, Smurfit Kappa Group Managing Director, Smurfit Kappa Kraftliner Piteå Plant Manager, Assi Domän Kraftliner Development, processing and industrial engineer
ROLF BACK HÅKAN JÖVES Board Member since 1995 Board Member since 2005 PhD (Econ.) B.Sc., M.Sc. Previous employment: Previous employment: A number of Managing Director Director of R&D, Korsnäs AB positions including Ahlsell, Åhlens and Wasa Försäkringar. Research Manager GI – IHR, Stockholm University Professor, Luleå University of Technology Board Member of IVA and Chairman of the Board of Noak
25 • WIBAX
BO WIKLUND Board Member Engineer Founder and Owner Owns 100% of shares in the WIBAX Group
MANAGEMENT GROUP
JONAS WIKLUND Managing Director, Group
TOMAS SANDSTRÖM Purchasing Director, Environment & Quality Director
ANNICA PETTERSSON Human Resources Director
26 • WIBAX
MAGNUS SUNDSTRÖM Managing Director WIBAX Logistics AB
DAVID WIKLUND Marketing Director WIBAX Energy AB
DAVID ÖQVIST Sales Director, WIBAX AB
ANDREAS WIKLUND Production Director
KRISTOFFER ÖVERHEM Financial Director
ROBERT BERGVALL Technical Director
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HEADQUARTER: Batterigatan 12, SE-941 47 Piteå · Tel switchboard. +46 (0) 911 250 200 · Fax +46 (0) 911 250 299 www.wibax.se