Annual Report 2012
Transcription
Annual Report 2012
Annual Report 2012 Annual Report 2012 Arcus- Gruppen Contents Arcus-Gruppen in brief 3 Arcus-Gruppen 2012 4 About Arcus-Gruppen 6 Our vision 8 The Group CEO speaks 10 A plant for the future 13 A leading market player 15 Business areas 19 Spirits 20 Wine 26 Distribution 32 Our social responsibility 37 Corporate governance 45 Corporate governance 46 Members of the board of directors 48 Group management 49 Board of directors’ report 2012 50 Financial statements and notes 53 Group financial statements and notes 54 Company financial statements and notes 93 Auditor’s report 108 Arcus-Gruppen AS Destilleriveien 11 • PO Box 64, NO-1483 Hagan • [email protected] • Tel +47 6067 5000 www.arcusgruppen.no Media contact: Group Director Communications Per Bjørkum • [email protected] • Tel +47 922 55 777 Photo: Arcus-Gruppen, Christian Hatt, Anders Henriksen, Kolonihagen, Terje Løchen, Jon Ivar Søhus, Erik Fuglseth, Jan Thomas Espedall, Kilian Munch/Gyro AS Design and production: signatur.no (130124) Arcus-Gruppen in brief 3 ‘The Gjelleråsen plant was officially opened on 15 June 2012 with HM Queen Sonja present as the guest of honour.’ Most important events in 2012 YEAR OF CONSOLIDATION FOR ARCUSGRUPPEN Arcus-Gruppen’s result for 2011 was published on 17 February and showed a new turnover record. Sales income (excluding alcohol duties) increased by 10.4% to MNOK 1,804.5, up from MNOK 1,634.4 in 2010. The group’s operating profit (EBIT) fell to MNOK 116.8 from MNOK 132.6 in 2010. The decrease was due to extra costs in connection with the move to Gjelleråsen. Underlying operations showed a positive trend. START-UP PROBLEMS FOR VECTURA Despite advance testing there were long delays in order picking after full operation of the plant started on Tuesday 10 April. Intensive work to solve the problems went on throughout the spring. The delivery situation was gradually restored to normal during May and June. GROUP CONCENTRATED AT GJELLERÅSEN After progressive transfer of distribution and production to Gjelleråsen during the period January to April, the whole group was concentrated at Gjelleråsen from Monday 7 May. The new plant is the most modern of its kind in Northern Europe for the production and distribution of wine and spirits. ARCUS-GRUPPEN ACQUIRES DE DANSKE SPRITFABRIKKER On 13 July, Arcus-Gruppen signed an agreement to purchase De Danske Spritfabrikker, with the brands Aalborg Akvavit, Brøndums, Gammel Dansk and Malteser, from Pernod Ricard of France. With this acquisition ArcusGruppen becomes the world’s leading producer of aquavit and also becomes the market leader for spirits in Denmark and aquavit in Germany. HM QUEEN SONJA VISITS GJELLERÅSEN On 15 July, the Gjelleråsen plant was officially opened with 250 specially invited guests from at home and abroad, with HM Queen Sonja as the guest of honour. The royal party was given a short tour of the plant, where the highlight was the cask warehouse. The opening was celebrated the same evening by 300 enthusiastic employees, with entertainment and a big gala dinner. ARCUS-GRUPPEN JOINS THE UN’S GLOBAL COMPACT The group registers officially with the UN’s Global Compact, which is the leading international standard for social responsibility and sustainable development. The registration is part of the group’s CSR strategy and means among other things that the group commits itself to annual reporting about its social responsibility work. THE DANISH AUTHORITIES APPROVE THE TAKEOVER OF DE DANSKE SPRITFABRIKKER The Danish competition authorities announce on 26 September that the takeover of De Danske Spritfabrikker from Pernod Ricard is approved. However, Arcus-Gruppen is required to sell off the aquavit brand Brøndums; otherwise the group would have achieved too dominant a position in the Danish market. NEW SUBSIDIARIES IN DENMARK Arcus-Gruppen has established two new subsidiary companies in Denmark. Arcus Denmark A/S is wholly owned by Arcus-Gruppen and took over the ownership of the brands and factory plant in Aalborg from Pernod Ricard from January 2013. Det Danske Spiritus Kompagni was established as our Danish sales company for Aalborg, Brøndums and Gammel Dansk. Arcus-Gruppen and Fleming Karberg Familieholding each have a 50% share of ownership. THE CHRISTMAS AQUAVIT FOR THE YEAR IS LAUNCHED Arcus-Gruppen launches its Christmas aquavit for the year - the 25th in a row - at the learning centre for food and drink ‘Kulinarisk Akademi’, in front of an extensive press corps. The 2012 Gilde Christmas Aquavit is described as ‘the best ever’. During 2012 ArcusGruppen’s aquavits came top in the great majority of tests. GERMAN AUTHORITIES APPROVE THE TAKEOVER OF AALBORG AND MALTESERKREUZ The official report from the German competition authorities concluded that Arcus-Gruppen’s takeover of the Aalborg and Malteserkreuz brands should be approved. 4 Arcus-Gruppen in brief Annual Report 2012 Arcus- Gruppen Arcus-Gruppen 2012: Strong top line growth, significant non-recurring costs In 2012, Arcus-Gruppen delivered the best business result in the group’s history, discounting non-recurring costs in connection with moving to Gjelleråsen and commencing operations on the new site. 2012 was a year with good top line growth and income of MNOK 5.8 (EBIT). The decrease from MNOK 116.8 in 2011 is due to significant non-recurring costs in connection with moving and starting up the group’s new production and distribution plant at Gjelleråsen. The underlying operations showed good progress and income, adjusted for non-recurring costs, was MNOK 176.6. The group experienced growth in both the wine and spirits areas, while the Distribution business area delivered weak figures after significant start-up problems in the spring and summer of 2012. The group’s operating income was MNOK 1,958.2, an increase of MNOK 168.7 (9.4%) compared with 2011. The company is in a sound financial position where liquidity, the financial structure and capital adequacy give it the freedom of action that it needs. Looking forward, Arcus-Gruppen will work purposefully to increase its market share and profitability in the Nordic wine market and the international spirits market. A robust plan has been started to bring the distribution activity back into profitability during 2013. 5 OPERATING INCOME MNOK NUMBER OF EMPLOYEES 1 958,2 441 EBIT (adjusted for extraordinary effects) MNOK 176,6 Key figures 2012 Arcus-Gruppen Group 2012 2011 2010 2009 2008 Operating income MNOK 1 958.2 1 789.5 1 632.4 1 504.7 1 309.4 Of which operating income outside Norway MNOK 977.6 912.1 832.4 718.7 584.2 EBITDA MNOK 39.9 145.9 162.4 192.3 173.8 EBIT MNOK 5.8 116.8 132.6 163.8 144.8 176.6 170.5 132.6 96.3 85.0 0.3 6.5 8.1 10.9 11.1 441 469 452 469 460 EBIT adjusted for extraordinary effects MNOK Operating margin % Number of employees Number OPERATING INCOME EBIT (ADJUSTED FOR EXTRAORDINARY EFFECTS) NUMBER OF EMPLOYEES MNOK MNOK NUMBER 2 000 200 500 1 750 175 450 1 500 150 1 250 125 300 1 000 100 250 750 75 200 500 50 250 25 0 0 2012 2011 2010 2009 2008 400 350 150 100 50 0 2012 2011 2010 2009 2008 2012 QMen 2011 2010 QWomen 2009 2008 6 Arcus-Gruppen in brief Annual Report 2012 Arcus- Gruppen About Arcus-Gruppen Arcus-Gruppen is a leading Nordic player in the production, import, sale and distribution of wine and spirits. The group is represented in all the Nordic countries, with subsidiary companies in Norway, Sweden, Denmark and Finland. Arcus-Gruppen is the market leader for spirits in Norway and Denmark and for wine in Norway and Sweden. The group also has significant exports of spirits to markets outside the Nordic region, most importantly to Germany and the USA. Arcus-Gruppen is wholly owned by Arcus-Gruppen Holding AS. The principal owners of Arcus-Gruppen Holding are the Swedish investment company Ratos AB (83.5%) and Hoff SA (9.9%). The remainder of the shares are owned by individual members of the group’s management and board. The parent company, Arcus-Gruppen AS, is responsible for strategy and direction of the subsidiaries. It also carries out group functions such as accounting, financial and property management, IT, HR and communication. Arcus-Gruppen’s head office is at Gjelleråsen in Nittedal municipality just north of Oslo Business structure Arcus-Gruppen Holding AS ARCUS-GRUPPEN AS Finance, IT, HR, Communication Business area Spirits Business area Wine Business area Distribution Arcus AS Arcus Wine Brands AS Vectura AS Arcus Sweden AB Vinordia AS Arcus Finland OY Symposium Wines AS Arcus Denmark A/S Excellars AS Det Danske Spiritus Kompagni (50 %) Vingruppen AB Tiffon SA (34%) Vinum OY 7 8 Arcus-Gruppen in brief Annual Report 2012 Arcus- Gruppen Our vision: Best in wine and spirits in the Nordics Arcus-Gruppen’s strategic objective is to be the best in wine and spirits in the Nordic region. This is expressed in our vision and is embodied in the group’s new strategic plan, Strategy 2016, which was approved by the board in September 2012. OUR VISION: Together we will be the best in wine and spirits in the Nordics! Our vision sets our overall direction and describes the way ahead for the group up to 2016. It involves delivering in the following four key areas. Through commercial entrepreneurship we shall create strong growth in the group’s EBIT. We shall create growth in our EBIT margin by means of efficient operations. We shall increase our value share in the Nordic market by building strong brands and we shall improve the commitment of our employees so that we are among the best in the Nordic region in this area. OUR MISSION: We are passionate about creating Great Experiences - that’s why we bring the best of Nordic spirits to the world and the world’s best wines to the Nordics. Our mission is about what we aim to be for our customers and how we conduct ourselves in our day-to-day business activity within the group. We are excited about our customers and our products and we want to create good experiences - whether these involve taste, enjoyment and having a good time or punctual deliveries and good customer relations. We are experts in Nordic spirits and through our comprehensive network of producers of quality wine we shall ensure that our customers have access to the world’s best wines. OUR VALUES: Market-focused : We succeed because we focus on customers, consumers and competitors in every decision we make. Goal-oriented: We succeed because we set our sights high, and give our all to achieve our ambitious goals together. United: We succeed because we stand together, respect each other and work effectively across organizational boundaries. 9 Strategy 2016 The work on Strategy 2016 started in the autumn of 2011 and continued throughout most of 2012. The strategy was finally approved by the board in September 2012. The aim of the strategy process was to define areas for profitable and sustainable growth to ensure that the group applies its resources properly, thereby optimising returns for our owners. Through Strategy 2016 Arcus-Gruppen will be developed into the leading Nordic player in wine and spirits. • Commercial entrepreneurship • Strong Nordic brands • Efficient operations • Employee commitment Strategy 2016 identifies four main areas for further development of the group: • Commercial entrepreneurship • Strong Nordic brands • Efficient operations • Employee commitment Within these areas a large number of tasks and initiatives have been set up, which will be implemented in the group’s business areas in the period up to 2016. Among the most important are continued organic growth in wine and spirits, reinforced investment through acquisitions in specific markets in the Nordic region, further development of the brands from De Danske Spritfabrikker in Denmark, Germany and internationally, a growth strategy for Vikingfjord in the USA, introduction of best-practice solutions at Gjelleråsen and management and employee development in the group. 10 The Group CEO speaks Annual Report 2012 Arcus- Gruppen Otto Drakenberg, Group CEO: 2012 - Renewal and Nordic growth ‘In many ways it is a new Arcus-Gruppen engaging with our customers and business partners in 2013.’ ‘Our new Strategy 2016 is based on a thorough analysis and understanding of the Nordic wine and spirits markets.’ 2012 was a year of renewal for Arcus-Gruppen. We have commissioned our new production and distribution plant at Gjelleråsen exactly on time and on budget. This plant is one of Europe’s most modern installations for producing and distributing wine and spirits. On 1 July we signed an agreement with Pernod Ricard to purchase the Danish brands Aalborg and Gammel Dansk, an acquisition that makes Arcus-Gruppen the market leader for spirits in Denmark and the world’s leading aquavit producer by some margin. At the same time we have developed an ambitious group strategy, Strategy 2016. On the basis of this strategy we have established a new value platform for the group, at the sharp end of which is our new vision: Arcus-Gruppen, where we take with us the best from our long history and project it into the future making use of modern equipment and the opportunities provided by our new facilities. TOGETHER WE WILL BE THE BEST IN WINE AND SPIRITS IN THE NORDICS An important part of the group’s renewal process has been the development of our new group strategy. This has been a comprehensive process that we started in the autumn of 2011 and which has continued throughout most of 2012. During the process all the group’s business areas have conducted thorough analyses and discussions to establish ambitions and targets. At the same time the main areas for further growth and development have been defined. During the process significant organisational changes have also been made to adapt the business areas and the group to our new business strategy. The financial result for 2012 shows us that renewal can be expensive. Significant extra costs were anticipated in connection with moving to our new plant at Gjelleråsen and starting operations there. But we experienced greater start-up problems than expected, leading to delivery failures in the spring of 2012. At the beginning of 2013 a comprehensive plan has been implemented, which will turn around the profitability of the distribution activity from minus to plus. Both the wine and spirits areas delivered significant volume growth and the best results in the history of the group. The wine area also increased its market shares, and during 2012 Arcus-Gruppen became the market leader for wine in Sweden. If we put to one side the non-recurring costs resulting from the start-up of the Gjelleråsen plant, the group has delivered the best result in its history. STRATEGY 2016 In many ways I would say that it is a new Arcus-Gruppen engaging with our customers and business partners in 2013. We have not just moved into a new plant. We have started a renewal process for Our new Strategy 2016 is based on a thorough analysis and understanding of the Nordic wine and spirits markets, as well as Germany and the USA. This understanding gives us a good basis for directing the group’s activity towards the product categories and customer groups that offer the best basis for profitable growth. The aim of the strategy work was to define areas for profitable and sustainable growth to ensure that the group applies its resources properly. Through Strategy 2016 ArcusGruppen will be established at a wholly new level in terms of competitiveness, profits and financial strength. The strategy provides the basis for the coming growth and profitability. 11 ‘An important part of the group’s renewal process has been the development of our new group strategy.’ Towards 2016 I can see before me an ArcusGruppen that develops into being the best Nordic player in wine and spirits. By that I do not necessarily mean the largest in terms of volume, but the most profitable and efficient, with strong positions in wine and spirits in all Nordic countries. We have pointed out four areas of strategic focus that will bring us to this position: • Commercial entrepreneurship - where this year’s acquisition of the Aalborg and Gammel Dansk brands is one of many initiatives • Build strong Nordic brands, both in spirits and wine • • Efficient operations, primarily through our new, ultra-modern plant at Gjelleråsen Employee commitment, by building a commercial and proactive group culture Each of these four focus areas is linked to specific objectives. During the period up to 2016 we shall create strong growth in the group’s EBIT, we shall create growth in our EBIT-margin and we shall increase our value share in the Nordic market. Last but not least, we shall work systematically at improving our employee commitment so that we are among the best in the Nordic region in this area. We shall achieve these objectives through systematic work and we shall achieve most of the growth in EBIT in the spirits area. Starting as soon as 2013, the purchase of Aalborg and Gammel Dansk will contribute to significant growth in the group’s top and bottom lines. We also see significant growth opportunities in Sweden and Finland. The EBIT margin will also be improved by working at cost-reduction measures in the value chain at Gjelleråsen and by utilising our resources to an even greater extent. 2013 - GROWTH AND PROFITABILITY The wine and spirits industry in Norway and the Nordic countries also faces many challenges in the years ahead. We believe that there will continue to be moderate growth in wine consumption in Norway, 12 The Group CEO speaks Annual Report 2012 Arcus- Gruppen Group CEO Otto Drakenberg speaks to the staff at the opening celebration at Gjelleråsen on 15 June 2012. Sweden and Finland, while the volume of spirits is expected to continue to decline. Our growth will be created first and foremost through increased market shares, coupled with acquiring strong brands and taking over agencies. In 2013 the group will create increased earnings for Wine in the Nordic region through organic growth and acquisitions. We shall grow further in wine both in Sweden and Norway, where we are already market leaders. We shall also capture new markets in Finland. This is an important part of our Nordic wine strategy, where we primarily create growth through winning listings in the state-owned retail monopolies in these countries. We do this through our knowledge of consumer preferences in each individual country, where we use our good relationships with some of the world’s leading wine producers to tailor our wine portfolio to the individual markets. In Spirits we shall create increased earnings through successful implementation of the acquisition of the Aalborg aquavits and Gammel Dansk, which is effective from January 2013. With this acquisition we establish Arcus-Gruppen as the market leader in spirits in Denmark, whilst simultaneously strengthening our position for aquavit in Germany. Newly established subsidiary companies Arcus Denmark, which owns the brands and factory in Aalborg, and Det Danske Spiritus Kompagni, which is our new sales company in Denmark, are important elements in this implementation. We shall also continue our positioning of Vikingfjord vodka in the USA in collaboration with our partner Kobrand. Here we expect to continue our volume growth significantly in 2013, in line with the growth strategy that was formed in 2011. where there is still great potential for development and improvement. We see an Arcus-Gruppen with a distinct Nordic presence, where we are already market leaders for wine in Norway and Sweden, and for spirits in Norway and Denmark. We can also see a group with a clear and ambitious growth strategy, Strategy 2016, which illustrates our potential for increased profitability. As CEO I am proud of, and impressed by, my colleagues’ commitment to the future and to renewal. I say a big thank you to all of you who have put in so much effort in the year that now lies behind us. I am convinced that the coming years in the group will be a fantastic journey. A NEW ARCUS-GRUPPEN Through the renewal process that is now in progress I can see the contours of a new Arcus-Gruppen. We are already seeing the first results emerging from our renewal process. We have built a brand new and ultra-modern plant here at Gjelleråsen ‘We are already market leaders for wine in Norway and Sweden, and for spirits in Norway and Denmark.’ Otto Drakenberg Group Chief Executive Officer A plant for the future 13 Gjelleråsen – a plant for the future Northern Europe’s most modern production and distribution plant for wine and spirits was taken into use by Arcus-Gruppen in May 2012. The plant had a budget ceiling of MNOK 1,150 and was delivered precisely on time and on budget. 300 staff take part in the official opening celebration on 15 June 2012. ‘This is a plant for the future. The new Gjelleråsen plant will make it possible to develop the company further and realise the group’s ambitions for substantial growth in the Nordic region and internationally,’ said Group CEO Otto Drakenberg on the occasion of the official opening of the plant on 15 June 2012. GJELLERÅSEN – A GOOD CHOICE The cask warehouse contains 8,500 casks. At any one time there are up to 4 million litres of aquavit maturing here. ‘From a logistic perspective Gjelleråsen is a very good choice, right alongside Highway 4 towards Nittedal and a short distance from the E6. Not all municipalities welcome industrial firms, but Nittedal does. They have been a sound and professional partner to deal with,’ says Project Director Erik Bern. Several industrial giants have seen the advantages offered by Gjelleråsen in terms of traffic, accessibility and situation. Ringnes, Diplom-Is and Würth are neighbouring companies who are already well established. MORE GROWTH The old plant at Hasle was opened in 1933, but Arcus-Gruppen’s growth ambitions needed a modern installation and this was not consistent with old buildings and limited development potential in Oslo. ‘We are moving from around 94,000 sq m at Hasle to about half up here. But if we take into account expansion measured in litres and increased operating time, we calculate that we shall be able to achieve a 30 per cent efficiency gain now,’ Bern points out. 14 A plant for the future Annual Report 2012 Arcus- Gruppen MASS REMOVAL AND GEOTHERMAL ENERGY The 28-acre site was purchased readylevelled. About one million cubic metres of rock and earth material was removed from the steep north-facing hillside at the back end and then laid at the front end of the slope to level it out. 1,575,000 kilos of reinforcement and 10,500 cubic metres of concrete were used for the project. Under a separate contract 91 wells were drilled down to a depth of 300 metres. The geothermal energy installation is used in hybrid mode in the summer, where it provides cooling of the building as a supplementary output. PRODUCTION/PROCESSING, DISTRIBUTION AND COMMON SERVICES OFFICE BUILDING The production section of the plant contains a brand new processing installation, a cask warehouse for maturing aquavit and a new and advanced bottling plant. The total capacity is 30 million litres of wine and spirits per year. The distribution section includes a brand new high storage warehouse that includes storage spaces for both finished goods and intermediate goods for production. In total there is room for 34,000 pallets. An import reception with partially automated depalletising and a picking warehouse for high and low frequency items have also been established. The total distribution capacity is around 60 million litres of wine, spirits and beer per year. The bottling plant contains 6 bottling lines, with a total capacity of around 30 million litres per year. common functions. Space has also been provided for Arcus Opplevelse (the "Arcus Experience"), with a display and sampling room. A PLANT FOR THE FUTURE The new factory at Gjelleråsen is Northern Europe’s most modern production and distribution plant for wine and spirits. At the same time the old, long-established production methods for Norwegian aquavit are being maintained. The factory is 48,000 sq m in size, with a total investment ceiling of MNOK 1,150 million. It covers an area of almost 40,000 sq m, or almost 6 football pitches. Completion of the plant has been precisely on time and on budget, as determined by the company’s board in 2009. At the front, with a fantastic view towards Romerikåsene, is a three-storey common services office building. Located here are offices, canteens, auditoriums and other The picking warehouse supplies more than 50 million litres of wine, spirits and beer per year. HM QUEEN SONJA TOOK PART IN THE OFFICIAL OPENING After 78 years at Hasle in Økern, Oslo, Arcus-Gruppen moved all its activity to Gjelleråsen in Nittedal municipality. The official opening of the plant took place on Friday 15 June. HM Queen Sonja was present at the event, along with more than 250 invited guests. Here HM The Queen is being welcomed by Kaare Frydenberg, Chairman of Arcus-Gruppen’s board. 15 Arcus-Gruppen – a leading market player Arcus-Gruppen is a leading Nordic player in the production, import, sale and distribution of wine and spirits. The group is represented in all the Nordic countries, with subsidiary companies in Norway, Sweden, Denmark and Finland. 16 Arcus-Gruppen – a leading market player The Gjelleråsen plant is leading to significantly improved efficiency in the group's operations. Annual Report 2012 Arcus- Gruppen Arcus-Gruppen and the market Arcus-Gruppen is a leading Nordic player in the production, import, sale and distribution of wine and spirits. The group is represented in all the Nordic countries, with subsidiary companies in Norway, Sweden, Denmark and Finland. Arcus-Gruppen is the market leader for spirits in Norway and Denmark and for wine in Norway and Sweden. The group also has significant exports of spirits to markets outside the Nordic region, most importantly to Germany and the USA. The main companies in the group comprise Arcus-Gruppen AS and subsidiary companies Arcus AS, Arcus Wine Brands AS, Vinordia AS, Symposium Wines AS, Excellars AS (51%), Vingruppen i Norden AB, Vectura AS, Arcus Sweden AB, Arcus Finland Oy, Arcus Denmark A/S and Det Danske Spiritus Kompagni A/S (50%). The parent company carries out group functions such as economy and finance, IT, business development, property management, communications and HR. The group owns parts of the French cognac producer Tiffon SA (34%) and the Finnish company Vinum Oy (33% owned through Vingruppen i Norden AB). The Spirits business area imports, produces, bottles, markets and sells spirits to government monopoly outlets, the grocery, hotel 17 and restaurant industries, and the tax-free and selected export markets. The Wine business area imports, markets and sells wine through the same sales channels as the Spirits business area. The Distribution business area looks after import, storage and distribution of alcoholic beverages in the Norwegian market. The company is brand-neutral and sells its services to producers, importers and agents. The group's own products account for around 31% of its operating income. Arcus-Gruppen moved its activity to its new production and distribution plant at Gjelleråsen in Nittedal municipality in May 2012. THE WINE AND SPIRITS MARKET IN THE NORDIC REGION The wine and spirits market in Sweden, Finland and Norway is dominated by the three large state-owned retail monopolies Systembolaget, Alko and Vinmonopolet. The monopolies have exclusive rights to all sales of wine and spirits, and to a degree beer/strong beer, to private consumers. The individual monopolies control market access through their own purchasing schemes, which are intended to ensure fair competition between all producers and importers in their markets. The retail monopolies are all based on social considerations, seeking to regulate and restrict access to alcohol by means of availability, price and responsible trading practices. Apart from the monopolies, importers and producers may sell direct to the licensed hospitality trade (HORECA). In broad terms around 90% of the volume is sold off-trade (through the monopolies) and approximately 10% is sold on-trade (HORECA). In Denmark wine and spirits are sold to the consumer through the grocery trade. It is the large grocery chains, led by Dansk Supermarked and Coop, who are responsible for sales to the consumer. The chains manage market access through agreements. Sales are subject to strong price competition and participation in campaigns under the auspices of the chains is very important for achieving volume. The restaurant industry in Denmark is important, but consists of many small, independent players and there are few chains. In spite of the monopoly schemes in Sweden, Finland and Norway large volumes of wine and spirits are sold through other channels. Cross-border shopping is widespread as a result of relatively large differences in the levels of duty between countries and especially between the Nordic countries, Germany and the Baltic states. There is also growing tourist trade in all the Nordic countries through tax-free shops at airports and on ferry routes. THE COMPETITIVE SITUATION The monopolies impose conditions on market participants requiring country-wide distribution, and in all the Nordic countries the majority of the wholesale business in the industry is conducted by a small number of highly specialised logistic companies. With a market share of more than 50%, Arcus-Gruppen is the market leader in Norway, through its subsidiary Vectura. There are also smaller players such as VSD and Cuveco. Sweden is dominated by Lagena and Green Cargo, while in Finland the largest participant is ME Group. These companies are by and large product-neutral and supply logistic and distribution services to the monopolies and HORECA for many competing importers and producers. There are a steadily increasing number of Nordic producers of wine and spirits. The largest, Arcus-Gruppen in Norway and Altia in Sweden and Finland, are companies that were previously separated out from the alcohol monopolies in the individual countries, when the latter were also responsible for the production stage. In Sweden, Finland and Norway there are also local fruit wine producers and smaller niche producers of spirits, primarily vodka, aquavit and whisky. The great majority of wine sales are based on importers, who import, market and sell foreign producers' brands in the Nordic countries through agency agreements. Within Arcus-Gruppen, Vingruppen in Norden, Vinordia, Symposium Wines and Excellars are all examples of this type of import company. There are also players who import wine in bulk and develop, bottle and market their own wine brands for the Nordic market. Arcus Wine Brands is such a company. Some players also develop their own brands that are bottled at the producer's premises or by bottling contractors. ‘The wine and spirits market in Sweden, Finland and Norway is dominated by the three large stateowned monopolies.’ 18 Arcus-Gruppen – a leading market player Annual Report 2012 Arcus- Gruppen From the official opening of the Gjelleråsen plant on 15 June 2012. ARCUS-GRUPPEN'S POSITION Arcus-Gruppen is by far Norway's leading producer and supplier of spirits with a market share of 32.6% in 2012. The company's product portfolio within aquavit, which includes Lysholm Linie and Gammel Opland, is the clear market leader in Norway and has important positions in Germany, Denmark and Sweden. Braastad cognac is the Nordic region's most widely sold cognac brand. It ranks second in Norway and is among the three best-selling cognac brands in Denmark and Sweden. The brand is also exported to Asia. Vikingfjord vodka is the market leader in Norway and is now being built up again in the USA, with a new importer. With the acquisition of De Danske Spritfabrikker and the Aalborg Akvavit, Gammel Dansk and Malteserkreuz brands, Arcus-Gruppen will establish itself as the market leader in Denmark in 2013 through its sales company Det Danske Spiritus Kompagni and will significantly strengthen its position in Germany. Arcus-Gruppen is the market leader in the Norwegian wine market, with a market share of 18.0%. During 2012 the group also became the market leader in Sweden through its subsidiary company Vingruppen i Norden AB, whose market share is 10.5%. Arcus-Gruppen is also established in the market for wine in Finland, through Arcus Finland Oy and Vingruppen i Norden AB. Arcus-Gruppen is the market leader in Norway within distribution and logistics services for wine and spirits to Vinmonopolet and the hotel and restaurant industry. Its market share for the Vinmonopolet in 2012 was 52.1%. INNOVATION AND BUSINESS DEVELOPMENT In recent years Arcus-Gruppen has invested large resources in innovation and business development. 2012 has been an important year of expansion for the group, including taking over the Gjelleråsen plant and moving into it. The move will enable significant improvements to be made in the efficiency of the group's operations, in the areas of production and distribution/logistics. The acquisition of De Danske Spritfabrikker from Pernod Ricard was completed with effect from 4 January 2013. After the takeover Arcus-Gruppen becomes the world's largest aquavit supplier and largest player in spirits in Denmark. Its position in Germany is also significantly strengthened. On the production side, important increases in marketing investments are planned for 2013 and future years. These will primarily be concentrated on the aquavit category in the Nordic region and Germany and on the American vodka market. 19 Our business areas Arcus-Gruppen conducts its activities within the three business areas of Spirits, Wine and Distribution. The group continues to reinforce its position in the Nordic market. Sales of wine increased by 13.3% and sales of spirits rose by 9.4%. Start-up problems affected the results in the distribution area in 2012. 20 Business area: Spirits Annual Report 2012 Arcus- Gruppen Business area: Spirits OPERATING INCOME MNOK 647,1 Arcus-Gruppen's sales of spirits increased by 9.4% in value and 7.1% in volume in 2012 despite a declining Norwegian spirits market. The growth is driven by a large increase in sales to the USA, continued growth in DFTR (Duty-Free & Travel Retail) and good development in Sweden and Germany. The reduction in volume in Norway pulls down the performance, but is counterbalanced by value growth caused by increased prices. However, significant non-recurring costs in connection with moving to the new plant at Gjelleråsen led to a marked reduction in EBIT in comparison with 2011. 21 BUSINESS AREA SPIRITS* 2012 2011 2010 2009 9,1 8,5 8,5 8,6 8,1 647.1 591.6 611.1 614.6 493.9 Volume (million litres) Total operating income (MNOK) EBIT (MNOK) Operating margin 2008 28.0 49.9 95.9 70.0 72.3 4.3 % 8.4 % 15.7 % 11.4 % 14.6 % 47.3 22.8 -3.8 0 0 Of which non-recurring costs * See Note 5 Segment information in the group financial statements, page 73. THE INTERNATIONAL SPIRITS MARKET According to Euromonitor, the international spirits market grew by 3.3% in volume in 2012. It was primarily in the new emerging growth markets in Asia (+4%) that sales of spirits increased in 2012, followed by North America (+2%), Latin America (+1%) and Africa (+3%). In the more mature markets in both Eastern and Western Europe the market fell by around 1% in 2012. The fall in Europe is still heavily affected by the financial debt crisis in Southern Europe and sales of spirits dropped in most of the countries. AALBORG TAFFEL AKVAVIT Aalborg Taffel Akvavit is the original Danish caraway aquavit and is the 'king' of the Danish aquavits. It was the spirits pioneer Isidor Henius who first put the bottle on the Danish lunch (‘frokost’) table in 1846 and it has stayed there ever since. Aalborg Taffel Akvavit, or Red Aalborg as it is also known, is still there when the Danes lay the lunch table and when the Royal household invites guests for a banquet. In 2012, Aalborg Taffel had a market share of 33% in Denmark. Globally, volume growth is still driven by vodka, where the USA, India and Brazil are contributing in particular to the increase. The blended Scotch whisky category shows strong growth in all the emerging markets in Asia and Latin America, followed by cognac, which is growing vigorously in China. The rum, tequila and brandy categories are also showing positive trends in several markets. A feature of the international spirits market is increasing consolidation and the 10 largest players now account for 26% of the global market, measured by volume. Diageo and Pernod Ricard are the largest global operators and their volume growth was respectively 8.6% and 4.9%. THE NORDIC MARKET The Nordic spirits market is complex and there are a number of significant differences between the individual markets. Finland, Sweden and Norway are monopoly markets with widely differing framework conditions, regulations, advertising opportunities, pricing and product listing mechanisms. Denmark in particular is an open market with spirits on sale in both grocery shops and kiosks. There is also a large market for Duty Free & Travel Retail where sales to travellers to and from Norway and on the Baltic ferries are especially important from the volume point of view. The Nordic spirits market fell by 1.3% in volume in 2012, a somewhat smaller reduction than in 2011 when the market fell by nearly 3%. The decline is affected by economic uncertainty, large duty increases in Norway and Finland in recent years and increased cross-border and tax-free trade in the whole Nordic region. The forecast for 2013 is that the spirits market will continue to fall slightly. The long-term forecasts from Euromonitor are that the market will hardly have stabilised or started to rise at the Nordic level before 2016-2017. Finland Finland has the highest consumption of sprits in the Nordic countries and total sales of spirits reached 24.8 million litres in 2012. This is a trend of -2.7% compared with 2011. The Finnish consumer has a partiality for vodka and viina, which are the two dominant categories of spirits in the country. As the economic climate is still under pressure and duties are rising, more and more Finns are travelling to Estonia in search of cheaper products. The duty increases in recent years have weakened sales of spirits in Finland significantly and the trend is expected to continue in 2013. Denmark Denmark distinguishes itself from the other Nordic countries because sales are not regulated by a state-controlled monopoly. The consumers can buy their alcohol products both in kiosks and normal shops. Despite there having been no duty increase on spirits in Denmark in 2012, in contrast to what happened with wine and beer, sales of spirits weakened by about 1%. As cross-border shopping is increasing and the economy is still weak a small decline is also expected in 2013. VOLUME TRENDS Broken down by markets, 1000 litres 10 000 9 000 8 000 7 000 6 000 5 000 4 000 3 000 2 000 1 000 0 2012 2011 QSweden QDenmark QOther QUSA QTax free QNorway QGermany QFinland 2010 22 Business area: Spirits Annual Report 2012 Arcus- Gruppen Sweden Sweden has emerged from the financial crisis and the currency is strong, which makes it tempting for consumers to buy products such as spirits on the Danish/German border. The ferry traffic to Finland and the Baltic is also increasing, largely based on the Swedes' demand for cheap products. This led to sales of spirits through Systembolaget falling for the third year in a row and they weakened by 0.5% in 2012. Total sales of spirits in Sweden in 2012 were 19.3 million litres. The trend that has for several years given growth in the malt whisky and herb and spice liqueur categories continued, with 4% and 11% growth respectively, while aquavit experienced a further weakening (down 2%). The business segment lost ground financially in each category because of low price offers in border shops and tax-free. Unless the Euro strengthens against the Swedish kroner in 2013, further decline is anticipated. Norway VIKINGFJORD Vikingfjord is the fastest growing brand in Arcus-Gruppen's portfolio. A new growth strategy worked out with our partner Kobrand in the USA is producing results. During 2012 the sales volume increased by 68.4% to 1.3 million litres. Norway had total sales of spirits in the Vinmonopolet of 11.8 million litres in 2012, a reduction in volume of 2.0%. The fall in value was somewhat lower, with a decline of 0.5%. The decline was largely driven by cognac and other brandies, which accounted for a full 82% of the reduction in volume and both categories suffered decreases in volume of more than 5%. Cognac and other brandies now comprise 13.9% and 5.1% respectively of the Norwegian market. Other categories that are falling are gin and vodka, which show volume reductions of 0.6% and 3.7% respectively. At the same time aquavit showed growth of 1.4% in volume and now comprises 10.4% of the total volume. Other categories showing positive trends were bitters and 'other spirits under 22%' which showed volume growth of 2.1% and 4.9% respectively and these categories now comprise 5.2% and 4.5% respectively of the total volume. Norway's strong economy combined with lower prices on journeys abroad contributed to a sharp rise in the number of travellers from Norway. This was also the reason for a significant increase in sales in the tax-free market. This sales trend is expected to continue in 2013. SPIRITS BUSINESS AREA 2012 2012 was a good year for Arcus-Gruppen in the Spirits business area, with growth in virtually all markets. Arcus-Gruppen has established itself as an important player in the Nordic market with a market share by volume of around 8% in 2012. The volume increased by 7.1% and growth in sales income was 9.4% in comparison with 2011. The growth has been especially strong in the USA, which now comprises 17% of volume sold. In the Nordic region Arcus-Gruppen grew by 1.4% in volume, despite a decline in Norway of 4.4%. In Germany Arcus-Gruppen grew by 17.8% in volume. 2012 was an exciting year for the Spirits team in Arcus-Gruppen. The acquisition of De Danske Spritfabrikker and the Aalborg, Gammel Dansk and Malteserkreuz brands from Pernod Ricard, the establishment of a new marketing organisation in Denmark, introduction of new work processes and the move to Gjelleråsen have all been work-intensive tasks. A number of initiatives have been taken to strengthen Arcus-Gruppen's market position, including clarifying the positioning of Vikingfjord, further developing Braastad through collaboration with Tiffon SA, and continuous development of preferred taste and design. One of the key projects in 2012 has been rationalising the aquavit portfolio. Aquavit is a key driver of profitability in Arcus-Gruppen. We have a very strong market position in Norway and ambitions to build a significantly stronger position in Denmark and Sweden by acquisition and putting down local roots. The overall strategy is to grow profitably through clear positioning and innovation, as well as by investing in market communication/PR and externally oriented activity to build up a preference and penetration in our core markets. As an important part of our future strategy for aquavit we have rationalised the brand structure and the roles of the different brands: • • • • • • Lysholm Løiten Gammel Opland Gilde Simers Regional aquavits The original, which created the Norwegian aquavit legend Norwegian dram Refined to perfection Steady companion to Norwegian food traditions since 953 Honest taste Commitment to local aquavits 23 ACQUISITION OF AALBORG, GAMMEL DANSK AND MALTESERKREUZ Our position in the Nordic region is further strengthened from January 2013 following the purchase of the Aalborg, Gammel Dansk and Malteserkreuz brands from Pernod Ricard. Through this acquisition Arcus-Gruppen's market share in the Nordic region is increased from 8% to 12%. It also makes Denmark a much more important domestic market for Arcus, which from January 2013 is the largest player in spirits with a 27% share of the market. With Hans Just, Arcus has formed the company Det Danske Spiritus Kompagni A/S, which will carry out sales and marketing for Aalborg and Gammel Dansk in Denmark and to the German cross-border shops. Malteserkreuz has a strong position in North Germany and will reinforce Arcus's position in this market. ARCUS-GRUPPEN IN THE NORDIC MARKET In 2012, Arcus-Gruppen increased its market share in Sweden, Finland and Denmark, while its market share fell a little in Norway. In the large 24.8 million-litre Finnish market Arcus is a small player with a market share of 0.6%, compared with 0.5% in 2011. The market in Finland is dominated by local brands of clear spirits and is distinguished by fierce price pressure. The market in Finland was down by 4.3% in 2012, and the large vodka category diminished by 3.0%. Arcus's sales in the Finnish market were MNOK 15.8 in 2012. In the Swedish market, which comprises 19.3 million litres, Arcus has increased its market share by 0.3% to 3.5% of the market, measured by volume. The growth can to a large extent be attributed to a very successful launch of the agency brand Fireball, but sales of Braastad cognac also showed good growth. Reduced sales of Lysholm Linie aquavit held back what was otherwise good progress in the Swedish market. Arcus's sales in the Swedish market were MNOK 53.4 in 2012. In the Norwegian market of 12.0 million litres Arcus had a market share of 32.6% (value 32.8%) in 2012, a reduction of 0.4% from 2011. Arcus suffered a volume reduction in its market share for aquavit of 1.3%, to 87.2%. This was mainly due to a long series of new launches of special bottle issues and minor variants by other market participants. Arcus also lost market share in vodka and whisky by 2.1% and 1.4% respectively in volume terms. Arcus showed a positive trend in brandy, and especially in the category 'spirits below 22%', where Arcus's market share is now 47.7%. Arcus's sales in the Norwegian market were MNOK 297.0 in 2012. The Danish market is 12.8 million litres and Arcus-Gruppen has a distribution agreement with Hans Just A/S for selling Lysholm Linie aquavit and Braastad cognac. Lysholm Linie continued its good development and now has a market share of 7.4%, up from 5.8% in 2011. Braastad increased its market share to 16.3% of the cognac market. Arcus's sales to the Danish market were MNOK 22.6 in 2012. Growth continues for Arcus in Duty Free & Travel Retail (DFTR) and volume was up by 7.7% in 2012. There was especially strong growth in the Cognac category, with volume growth of 17.8%. 'Spirits below 22%' grew by 13.7%. The aquavit category remained stable in comparison with 2011. ARCUS-GRUPPEN OUTSIDE THE NORDIC REGION Since the middle of 2011, Arcus-Gruppen has collaborated with the importer Kobrand Wine & Spirits to establish Vikingfjord as an important vodka brand in the USA. This collaboration has resulted in strong growth for Vikingfjord in the USA and the volume sold in 2012 was 1.3 million litres, an increase of 68.4% from 2011. During 2012 Vikingfjord has increased its distribution to just over 7,000 sales outlets across the whole USA. Kobrand also distributes 38,000 litres of Lysholm Linie aquavit. Arcus's total sales to the USA were MNOK 19.5 in 2012. In the German market Arcus-Gruppen mainly sells Lysholm Linie aquavit, but also small quantities of Vikingfjord vodka and Braastad cognac. Sales in Germany showed a positive trend in 2012 and Arcus-Gruppen's sales to our distributor Eggers & Franke were up by THE AQUAVIT PORTFOLIO One of the key projects in 2012 has been rationalising the aquavit portfolio. The aim is to make it easier for consumers to find their way around the assortment of aquavits, and to give each aquavit brand a clear role. There are 4 so-called aquavit houses in existence, which are the original distilleries whose heritage Arcus now manages - Lysholm, Løiten, Oplandske and Simers. There is also the Gilde brand, which was established as an own brand by Vinmonopolet in 1953. In future each of our aquavits will be clearly linked to specific known aquavit situations, whilst we also wish to raise consumers' consciousness of aquavit in new situations and at other times of the year. 24 Business area: Spirits Annual Report 2012 Arcus- Gruppen 8.0% in volume, driven by strong growth in Lysholm Linie aquavit in a market that was under pressure. Arcus's sales in the German market were MNOK 33.0 in 2012. PRODUCTION During 2012 Arcus-Gruppen has moved the production activity from cramped and impractical premises at Hasle to an ultra-modern factory plant at Gjelleråsen. We have looked forward to this with pleasure and anticipation for several years, even though we knew that there would be a period with many problems to be solved both during the move itself and in connection with starting up on the new site. Efficient operations From the new bottling plant at Gjelleråsen. Arcus-Gruppen now has Northern Europe's most modern production plant for alcoholic beverages. In the coming decades the group will produce spirits here of the same high and consistent quality that has made Arcus-Gruppen known throughout the Nordic region as a quality producer. For production the main objective is to exploit the new plant by developing more rational and cost-effective methods of operation. Takeover of the new plant has been in progress from the spring of 2012 right through to New Year. It has been a comprehensive process where all production lines have been tested and approved. Significant skills development has been carried out among the production employees at all levels in order to run the new plant. Formerly much of the production was based on manual operations and it was only computer controlled to a limited extent. In the new plant all the production is planned and documented in a new ERP system, while the actual production equipment is controlled and monitored by a dedicated computer system. These two systems communicate with one another so that manual registration is kept to the minimum. The new bottling plant consists of 6 bottling lines which have gradually been run in during the spring and summer of 2012. Automated fork lift trucks are used to supply cardboard packaging and plastic bottles from Vectura's high storage warehouse to the bottling lines. The trucks then take the bottled products back with them to Vectura's finished goods warehouse where they are stored for distribution to customers in Norway or abroad. In the new factory the aquavit casks are stored in a 13-storey high storage warehouse for anywhere between 6 months to more than 20 years. Our other goods produced in-house will stay in the factory for much shorter periods than previously and in combination with new, more efficient equipment and skilled employees this will contribute to ensuring and further developing competitiveness and efficiency. DE DANSKE SPRITFABRIKKER The purchase of De Danske Spritfabrikker with the Aalborg Akvavit, Gammel Dansk and Malteserkreuz brands from Pernod Ricard has been a major task for the Production department. In parallel with running-in the new factory at Gjelleråsen, the second half of 2012 was used to prepare for taking over production responsibility for these long-established products. Actual production will take place in the production plant that the group has taken over in Aalborg, while bottling will be carried out by an external party in Denmark. The external firm will also store the products until they are sold to the various markets and customers. The stock of aquavit has been increased to meet an expected future increase in demand for especially old aquavit, corresponding to what is happening with cognac and whisky. The work of implementing MBO and LEAN principles at all stages in the flow of goods is very much in focus and will continue with unabated energy in 2013 as well. Training managers and employees to work using continuous improvement and LEAN methods is therefore a high priority. 25 THE WORLD’S COLDEST VODKA FROM THE LAND OF GLACIAL WATERS AND PURE SPIRIT Vikingfjord Vodka ©2013 Kobrand Corporation, New York, NY. 40% ALC. BY VOL. Distilled from Potatoes. Please enjoy responsibly. 26 Business area: Wine Annual Report 2012 Arcus- Gruppen Business area: Wine OPERATING INCOME MNOK 1 128,7 The growth in the wine area continued in 2012. Arcus-Gruppen became the market leader in wine in Sweden in 2012 through its subsidiary company Vingruppen i Norden. In Norway the group reinforced its position as market leader and increased its market share from 16.6% to 18.0%. In Finland the group's market shares are still low, despite positive growth. The Finnish wine market will be one of the group's most important areas of priority in 2013. Profitability in the wine area is evolving very positively and earnings from the wine business area now make up the largest part of the group's profit. 27 BUSINESS AREA WINE* Volume (million litres) Total operating income (MNOK) EBIT (MNOK) Operating margin Of which non-recurring costs 2012 2011 2010 2009 32,9 29,9 28,1 24,2 2008 18,7 1 128,7 996,5 853,0 732,3 562,6 197,1 139,1 102,4 55,6 52,2 17,5 % 14,0 % 12,0 % 7,6 % 9,3 % 0,7 7,7 -0,1 0 0 * See Note 5 Segment information in the group financial statements, page 73. THE NORDIC WINE MARKET The wine markets in the Nordic countries of Sweden, Norway and Finland are all dominated by the state-owned retail monopolies for all sales of wine and spirits to consumers. In total over 330 million litres of wine were sold through the monopolies in 2012, a modest increase from 2011. The largest growth was in Sweden, with approximately 5%. In Norway red wine is clearly the largest category with about 2/3 of wine sales, while in Sweden and Finland the red wine share is significantly lower at approximately 50-60%. In these countries the white wine category is much stronger, a trend that is also starting to appear in Norway. VILLA CAFAGGIO For many years the Tuscan producer Villa Cafaggio has been one of Vinordia's most important Italian wine suppliers in the quality segment and is one of the market leaders in Vinmonopolet. Through our prioritising premium wines in bag-in-box packaging, Cafaggio IGT Toscana was launched with great success in 2012. The launch received very good press reports and the wine has been given a permanent product listing by Vinmonopolet from March 2013. One of the market's best launches in 2012-2013! The national taste preferences vary considerably and quite different brands and wine producing countries are preferred in each of the Nordic countries. There are therefore no 'Nordic wine brands' i.e. wine brands that are best sellers across national borders in the Nordic region. Product development Consumer insight, the ability to innovate and knowledge of the market are critical for success in wine in the Nordic region. For wine - as for spirits - adaptation to local preferences is important. But innovation is also decisive. Wine brands have a shorter life cycle than spirits brands and the winners in the market are those who manage to meet the consumers' demands at all times. This requires in-depth knowledge of the market, as well as good contacts with the most proficient suppliers and producers in the world of wine. A consumer survey carried out by Norstat for Arcus Wine Brands shows that it is especially young women with a high level of education who prefer Italian wines. Every third woman in this group says that she prefers Italian wine above all others if price, design and type of grape are equivalent to alternatives from other markets. Altogether 85 per cent of respondents reply that they have a 'very good' impression of Italy as a wine producer. By applying this type of consumer insight in 2012 Arcus-Gruppen has consolidated its position in red wine in Norway by expanding sales of the Italian wine range Zanni. This consolidation and several other launches have ensured that two of the group's companies, Vinordia and Arcus Wine Brands, lead the way in generating added volume in Vinmonopolet. In total these two companies are responsible for 16% of the new volume that has been supplied to Vinmonopolet in the last two years. By continuing to focus on consumer insight, quality, wine expertise and creativity ArcusGruppen will maintain its strong Nordic wine portfolio and also launch several new products in the coming year. VOLUME TRENDS Broken down by markets, 1000 litres 35 000 30 000 25 000 20 000 Cross-border shopping The decreasing growth with Vinmonopolet in Norway may be due to the strong growth in Tax Free and cross-border shopping. Vinmonopolet's sales in 2011 in the counties of Østfold and Akershus are, for example, 3.1 million litres lower than if the population had bought the national average amount, while sales in Vinmonopolet in Halden were 40% lower than the size of the town would suggest. 15 000 10 000 5 000 0 2012 Systembolaget reported sales of 14.3 million litres of wine and spirits in sales outlets near the Swedish border in 2012. This is an increase of nearly 5% on the previous year, while the increase for the whole of Sweden is less than 1%. The volume of sales of wine and spirits in Systembolaget's so-called 'Norway shops' in 2012, where sales to Norwegians made up 2/3 of goods sold, thus equates to nearly 20% of Vinmonopolet's total sales volume. QTax Free QFinland QSweden QNorway 2011 2010 28 Business area: Wine Annual Report 2012 Arcus- Gruppen SWEDEN Market trends The Swedish wine market grew by approximately 5% in 2012. Systembolaget's sales of wine increased by 4.4%, while sales through restaurants and bars, the HORECA market, grew considerably more. Systembolaget is estimated to account for about 92 - 93% of the domestic sales of wine and spirits and HORECA (hotels, restaurants and catering) approximately 7 - 8%. In 2012, the biggest wine countries in Systembolaget were Italy, with a market share of 23.8%, (+ 2.6 percentage points), France with 15.9% (+ 0.5 percentage points) and South Africa 13.2% (-1.7 percentage points). Australia, with a market share of 10.8%, fell by 1.2 percentage points, while the USA increased by 0.8% to 6.3% market share. CALIFORNIA ZINFANDEL Of the total of more than 800 importers of wine into Sweden, nearly 400 of them supply Systembolaget. The ten largest players have a market share of around 50%, while the 30 largest have a total market share of over 88%. Cline Cellars has had great success in Systembolaget with its California Zinfandel. The producer is one of Vinunic’s most important suppliers. Arcus-Gruppen's companies in 2012 During 2012 Arcus-Gruppen became the market leader for wine (excluding mulled wine) in Sweden through its subsidiary company Vingruppen i Norden AB, whose market share is over 10.5%. Vingruppen i Norden AB consists of the Swedish subsidiary companies Vinunic AB, The Wineagency, Bonarome Wineworld AB, Vinovum AB, Kajsa Wines AB and Opentable AB. The business has grown every year since it started up in 1992 and in 2012 turnover was MSEK 870. Vingruppen's main strategy is to achieve organic growth in existing activities, start new businesses and acquire other undertakings. Vinunic AB was established in 1992 and is the largest company in Vingruppen. Vinunic's largest supplier is Kleine Zalze from South Africa. Other important suppliers are Cline Cellars, Mulderbosch, Guigal and Louis Jadot. In addition to these, Vinunic works with some of the wine world's most famous quality producers, the largest of which are Domaine de la Romanée-Conti, Gaja, Louis Roederer, Sassicaia, Ridge, Shafer, Yalumba and many others. The Wineagency AB was started by Vingruppen in 2007 and has quickly established itself as one of Sweden's largest suppliers. Wineagency's largest suppliers are Francois Lurton, Allegrini and JM Fonseca. Wineworld AB celebrated its tenth anniversary in 2012. The company markets and sells Sweden's best-selling champagne, André Clouet Grande Reserve. The largest of Wineworld's suppliers is Barone Ricasoli, and Vina Falernia, Cantine Paolo Leo and Orion Wines are also of major importance. Vinovum AB with its subsidiary company Kajsa Wines has mainly South African suppliers, of which Origin Wines is the largest. 29 NORWAY Market trends Growth in the Norwegian wine market continued in 2012 and Vinmonopolet increased its consumer sales by 2.2%. The growth was driven among other things by strong sales of Italian red wines (+10%), which contributed to red wine increasing its volume by 1% in 2012. Apart from modest growth for American and Portuguese red wines we see either a flat or negative sales trend in the red wine category. Despite positive volume growth, the main trend shows that red wine is continuing to lose market share to white wine. In 2012, red wine comprised 65% of the total sales of wine. White wine continued the positive trend from 2011 and grew by 3.1% in 2012. Germany and France continue to dominate the white wine market with 31% and 28% volume shares respectively. In total, white wine has almost 27% of light wine sales. The growth in the rosé wine category was driven strongly by good products from France and the USA. Good product launches contributed to France overtaking Italy as the market leader for rosé wine in 2012. Bag-in-box maintains its share of 60% of total light wine sales, but we can see a marked flattening out of the growth we have seen in recent years. The growth in the bag-in-box segment stems from the over NOK 400 price segment, while price segments below NOK 300 showed the largest negative sales trend. Figures from Norwegian Wine and Spirit Suppliers (VBF) show that in 2012 HORECA had good growth compared with 2011. This underlines the trend that HORECA is growing faster than Vinmonopolet. This is mainly due to the negative sales trend suffered by HORECA in recent years having turned around. Viewed in total, HORECA accounted for less than 10% of total wine sales in Norway. Arcus-Gruppen's companies in 2012 Arcus-Gruppen's companies experienced very strong volume growth in 2012, which is due to Symposium Wines taking over the J.P. Chenet brand. Arcus-Gruppen increased its market share to 18%, up from 16.6% in 2011, and thereby strengthened its position as the market leader for wine in Norway. Altogether Arcus-Gruppen has 15% of the total HORECA market for wine in Norway and on this basis is again the leading player in 2012. Continued long-term and strategic positioning to secure sound and profitable collaboration agreements will be prioritised, to maintain our position as market leader in HORECA in 2013 as well. Arcus Wine Brands AS is Norway's largest single supplier of wine to Vinmonopolet. The company's business concept is to select the best quality wines for Nordic consumers, import the wine in tanks and tap the wine into bottles and boxes in Norway. Tapping the wine near to the customer is economical and environmentally friendly, while at the same time it guarantees that the wines from Arcus Wine Brands are always in good condition for our customers. Vinordia AS imports, sells and markets products from recognised wine producers worldwide. A selection of the company's most important partners is AdVini, Allegrini, Odfjell Vineyards, Casa Girelli, Champagne Pommery and Bodegas Julian Chivite. Symposium Wines AS has established itself in a short time as one of Norway's leading quality importers. The company's general manager, Sebastian Bredal, is one of about 300 Masters of Wine in the world. Therefore Symposium Wines is the only wine importer in Norway with a Master of Wine on its staff. Excellars AS is Norway's sixth largest wine supplier. The company was established in 2007 with a clear focus on wine products tailored to the Norwegian market. Since its establishment, the company has gradually steered a shift towards its own controlled brands. ZANNI In 2012, Arcus-Gruppen consolidated its position in red wine by expanding sales of the Italian wine range Zanni. This happened as a result of consumer insights gained through a survey conducted by Norstat for Arcus Wine Brands 30 Business area: Wine Annual Report 2012 Arcus- Gruppen FINLAND Market trends The Finnish wine market increased by about 0.7% to 56.4 million litres in 2012 (Alko). The red wine category showed weak growth of 1.0%, while white wine increased by 0.9%. Sparkling wine increased by 2.0% to 4.6 million litres. Chile continues to dominate in red wine, with a market share of 28.6% and this grew by 0.8% in 2012. Spain became the second largest red wine country with a market share of 14.0% and increased by 6.4% in 2012. Chile also dominates the white wine market with a market share of 21.5%. South Africa, too, is important with 17.0%. Germany went down by -6.1% and Italy by -3.3%, while France grew by 4.0% in the white wine category. The group's Finnish wine companies Vinum Oy, Vinunic Finland Oy. Arcus-Gruppen's business in Finland is run by Vingruppen i Norden AB through subsidiary companies Vinum Oy and Vinunic Finland Oy. In 2012 turnover increased by more than 100% to MSEK 60 in total. The companies import and sell wines from substantially the same suppliers that Vingruppen's Swedish companies work with. Finland will be a priority area for the group's wine business in 2013 as well. 31 From the sunny slopes of Maremma Toscana, overlooking the Mediterranean sea, comes this rich, sensual and full bodied wine. Its dark berry aroma and balsamic savoury flavors, are ideal companions with the italian kitchen. 32 Business area: Distribution Annual Report 2012 Arcus- Gruppen Business area: Distribution OPERATING INCOME MNOK 307,2 Arcus-Gruppen's distribution business had a challenging 2012 in connection with the start-up and running-in of the new distribution plant at Gjelleråsen. The period April to June was marked by major interruptions to operations, which resulted in reduced ability to deliver to all customer groups. There were fewer operational interruptions during the autumn and the Christmas traffic was handled satisfactorily. Arcus-Gruppen strengthened its market position in distribution in Norway in 2012. Operating income reduced somewhat to MNOK 307.2 despite volume growth of 6.6% in comparison with 2011. The company reinforced its position as the market leader for supplies to Vinmonopolet with a market share of 52.1%. Operations showed a negative result of MNOK 134.4, compared with a deficit of MNOK 9 in 2011. 33 DISTRIBUTION BUSINESS AREA* Volume (million litres) Operating income (MNOK) EBIT (MNOK) Operating margin Of which non-recurring costs 2012 2011 2010 2009 2008 50,5 47,4 44,8 45,4 44,1 307,2 313,4 299,6 282,2 261,7 -134,4 -9,0 6,8 3,3 5,5 -43,8 % -2,9 % 2,3 % 1,2 % 2,1 % 65,3 18,5 -4,6 0 0 * See Note 5 Segment information in the group financial statements, page 73. THE MARKET The total market for wine and spirits in Norway in 2012 is estimated at 86 million litres. The volume sold out from Vinmonopolet increased by 1.4 million litres in 2012 to 78.4 million litres, a growth of 1.8% in comparison with 2011. There is uncertainty about the official statistics for sales to HORECA (the hotel, restaurant and catering industry), but a level of activity similar to 2011 is estimated. During 2012, the number of Vinmonopolet retail outlets increased to 278. The trend towards more numerous small outlets spread out across the country continues and this increases the demand for efficient distribution solutions. Vinmonopolet had 12,739 products available for sale through its channels. Vectura had sales and inventory of just over 8,000 products. The trend in previous years continues, with many new launches through Vinmonopolet's 'to order' range. In 2012 there have been several instances of Norwegian importers changing distributor and some new companies have been established. Vectura has had a good inflow of such transfers, including Autentico, which came to us at the beginning of the year. VECTURA 2012 In total, Vectura distributed 50.5 million litres in 2012, an increase of 3.1 million litres in comparison with 2011. The company is the clear market leader in Norway and its total market share for Vinmonopolet in 2012 was 52.1%. Indisputably, Vectura's largest customer is Vinmonopolet. Sales to Vinmonopolet increased by 9% in 2012, to a total volume of 41.2 million litres. In HORECA Vectura suffered a reduction of -17.7% in 2012, compared with 2011. The main reason was start-up problems in the new plant at Gjelleråsen where the HORECA customers were to all intents and purposes not covered in the months of May and June, and only at the start of July did full service recommence. The HORECA purchasing group also chose to change supplier from the end of September, after the negotiating process for a new agreement period was completed. Sales of wine and spirits to other wholesalers increased by 18.7%, compared with 2011. The increase was due to a large extent to sales to other wholesalers as a result of Vectura's failure to cover HORECA during the period when start-up problems were experienced, as well as repercussions in the market. Arcus-Gruppen moved the whole of its business from Hasle to Gjelleråsen in the first half of the year. After Easter serious operational disruptions occurred in the new distribution plant, which led to interrupted deliveries to all customer groups. It took until the beginning of July to re-establish the ability to deliver to all customer groups across the country. Running-in of the plant continued throughout the autumn and led to extra operating expenses. During the autumn we succeeded in putting these problems behind us. The big test of this was the year's Christmas traffic, which showed that we managed to deliver according to plan at the most hectic time of the year. This should give our customers assurance that the delivery problems in distribution are now over. As a result of the start-up problems it was decided to conduct an exercise to compensate customers for lost earnings during the period. This caused a large increase in operating expenses for the year. ‘Vectura distributed 50.5 million litres in 2012. The company is the clear market leader in Norway.’ 34 Business area: Distribution Annual Report 2012 Arcus- Gruppen In 2012 the main priority was to adapt SAP and WMS to the new plant and there has therefore been little development of customer-oriented improvements in information technology. Some changes have been made to the computerised warehouse solution VecView, which makes it possible for customers themselves to generate and extract reports based on sales and stock data. Mobile solutions for ordering, stock-holding and product information continue to be in widespread use. FOCUS ON MARKET PROSPECTS As a result of the start-up problems when running-in the new plant, the company needs to win back the trust of the market. Stabilisation of operations and improvements in delivery capability are key factors in this process. Marginal growth in the market is anticipated in 2013. Vinmonopolet's sales trends have been going down and show significant variation from month to month. This implies a degree of uncertainty regarding further market development. The trend continues with many new launches to the 'to order' range, smaller stock holdings per product and a continued short life cycle for the products. As far as HORECA is concerned, it is expected that there will be restricted growth in comparison with 2012, and the tendency toward sales through centralised chains will continue. FROM THE WHOLE WORLD TO THE WHOLE OF NORWAY Arcus-Gruppen is Norway's largest player in wine and spirits logistics. Through subsidiary company Vectura complete third and fourth party logistic solutions for alcoholic beverages are supplied, based on the new plant at Gjelleråsen. Vectura's main customers are 70 importers, who use Vectura to manage the flow of goods of some 8,000 products from more than 1,000 producers throughout the world, to Vinmonopolet's 278 shops and 3,000 customers in the HORECA market. In 2012 the company reinforced its position as Norway's largest supplier of wine and spirits. 35 2 1 3 1. The high storage warehouse has space for about 34,000 pallets. 2. The monorail system transports pallets between import reception and production, high storage warehouse and picking warehouse. 3. All customer orders are picked and consolidated in the picking warehouse. Northern Europe's most modern distribution plant for wine and spirits FLOW OF GOODS IN TO THE WAREHOUSE The incoming flow of goods from external suppliers goes via goods reception. All incoming items are checked and registered here. The weight and volume of all articles is measured and recorded in Cubiscan. Data is then transferred via Cubiscan to the WMS and then on to SAP to update the base data. The goods reception plant is partly automated, with pallet tracks and a de-palletising robot. Deviation control is built in to the system solution. items for building quarter pallets. It also supplies Arcus with intermediate goods. Miniload is a 'high storage warehouse for bottles' that centralises all bottle picking, and brings forward bottles for picking on the basis of an order. The warehouse has a capacity of 13,400 locations and is operated by 2 cranes. Replenishment is carried out from the HSW. 'A' bottles picked are collected manually from 85 locations, while BCD bottles picked are conveyed automatically to the picking station. ORDER PICKING AND CONSOLIDATION TRANSPORT OF GOODS WITHIN THE WAREHOUSE The transport systems transport the goods between goods reception, picking warehouse, picking stations and Arcus production. The monorail system is computer-driven and provides for transport of pallets in and out of the high storage warehouse (HSW), from the import reception to the HSW, from Arcus production via the I-point to the HSW, replenishing the case picking and bottle picking work stations and all picking points. Automated forklift trucks are used for automatic replenishment of AA items and conveyance to the manual area, while manual trucks are used for replenishing A items, quarter pallets and BIB. In the picking and consolidation area order picking of boxes, quarter pallets, casks and bottles takes place and the order is assembled and consolidated. The picking areas are divided into AA, A, and BCD items. The picking is controlled by the WMS in batches of orders every 2 hours, to fit in with the time of loading up for transport departure. The orders are split up according to picking area (e.g. AA, BCD, bottles) so that several pickers work on the order in parallel. The order is assembled in the consolidation area according to a load plan compiled by the WMS. SYSTEM SOLUTIONS WAREHOUSE FUNCTIONS High storage warehouse - HSW In the main all products go direct to the HSW after goods reception. HSW is an automated warehouse with space for 34,000 pallets. It is operated by 8 cranes and the temperature is regulated at 14 degrees. The HSW supplies items to all picking stations and Miniload, as well as SAP is the main system for all business processes and is a fully integrated system linked to the WMS. The WMS system provides information about customers, delivery times, lead times and products and controls picking rounds and correct distribution solutions. The WMS will accommodate activities and services for automating manual administrative procedures and updating routines. 36 Forretningsområde: Distribusjon Annual Report 2012 Arcus- Gruppen 37 Our social responsibility In 2012, Arcus-Gruppen has continued and further developed its work on sustainability and social responsibility at all levels in the group. 38 Our social responsibility Arcus-Gruppen Annual Report 2012 Arcus- Gruppen Our social responsibility Arcus-Gruppen monitors its suppliers of wine and spirits in the areas of human rights and workers' rights. In 2012, Arcus-Gruppen has continued and further developed its work on sustainability and social responsibility at all levels in the group. A new CSR policy and new ethical rules are now in place and the Nordic alcohol monopolies' Code of Conduct has been implemented and followed up in all subsidiary companies. The group has determined its own CSR strategy and has clarified the responsibility for following this up within the organisation. From November 2012 Arcus-Gruppen is registered with the UN Global Compact and the group is thus committed to reporting on its social responsibility work annually. CSR STRATEGY 2012-13 The group's new CSR strategy for the period 2012-13 was approved by the board in June 2012. The strategy defines specific numerical targets for three main areas in the group's work on social responsibility and establishes goals for our societal involvement, as we in Arcus-Gruppen interact with the society around us. Human rights and workers' rights are defined as priority areas for the Wine and Spirits business areas. This relates to the fact that the Nordic alcohol monopolies (NAM), Arcus-Gruppen's most important customer group, has developed a monitoring system for suppliers based on common guidelines for social responsibility (the NAM Code of Conduct). As a leading Nordic player, Arcus-Gruppen has taken an active role in this work since 2008. During the period 2012-13 Arcus-Gruppen is required to have implemented the common Nordic Code of Conduct for all suppliers in South Africa, South America 39 and Australia and to document this through the common monitoring system for the Nordic monopolies. This will be monitored by purchasing managers throughout the whole group and will give Arcus-Gruppen very good oversight and control over our own value chain. In turn, this will contribute to reassuring our customers that our products are produced in a responsible and sustainable way. Environment is defined as a priority area for the Distribution business area and the production activity at Gjelleråsen. Numerical targets have been established for the group's production activity, for energy efficiency and for the proportion of renewable energy to be achieved by the end of 2013. Our new and efficient production plant at Gjelleråsen gives a very large environmental gain, a main reason for which is that approximately 70% of the energy requirement for heating comes from a new heating installation that uses geothermal energy. Shorter internal distances and a more efficient flow of goods also contribute to a significantly more energy-efficient production process. Targets have been set for the Distribution business area for a reduction of total CO2 emissions through the transition to more energy-efficient goods carriers, more efficient operations and Eco-driving. Anti-corruption is defined as the third main area in the group's CSR strategy. It applies to the whole group. The group's CSR policy, which was approved by the board in June 2012, sets out clear requirements for the conduct of the group's employees. New ethical rules were established for all employees and these will be included in contracts of employment. The regulations also cover employees' behaviour on the Internet and in social media. A whistleblower telephone has been set up, which employees can use to report breaches of rules and regulations and other undesirable conduct internally - either openly, or with full anonymity. THE NORDIC ALCOHOL MONOPOLIES' CODE OF CONDUCT The alcohol monopolies in the Nordic countries of Sweden, Finland, Norway, Iceland and the Faeroes have prepared a common Code of Conduct developed by the international consultancy firm BSCI. During 2012 this has been put into force for all suppliers and systems have been established for monitoring the provisions in the NAM At the Gjelleråsen plant 70% of the energy requirement is covered by geothermal energy. Code of Conduct. In Norway Vinmonopolet chose to implement its own reporting system developed in collaboration with Det Norske Veritas. Systembolaget (Sweden) and Alko (Finland) have chosen another model, where BSCI will follow up a selection of producers directly, through a limited number of annual audits. RATOS EVALUATION MODEL FOR SOCIAL RESPONSIBILITY Arcus-Gruppen's principal owner, Ratos, has prepared an evaluation model for achieving maturity in respect of social responsibility. The model is based on the four main areas in which each company will be evaluated on a number of points: human rights, labour rights, environment and anti-corruption. Based on the evaluation there are three degrees of maturity: level 1 (basic); level 2 (intermediate), or level 3 (advanced). Arcus-Gruppen satisfied the requirements for level 1 in 2011 and during 2012 satisfied the requirements for level 2. ALCOHOL AND SOCIETY Advertising alcohol is forbidden in Norway, and is severely restricted in Sweden and Finland. In Norway all mass communication that aims to promote alcoholic products is forbidden. In Sweden and Finland only advertising of wine is permitted, and the showing of situations where alcohol is being consumed is not allowed. The group's CSR policy and ethical guidelines commit Arcus-Gruppen to conducting all of its marketing correctly and in compliance with the applicable laws and industry standards at all times, in the markets in which we operate. Arcus-Gruppen shall actively work to discourage alcohol abuse among its own employees and carries out active work through the workplace advisory centre for addiction problems (AKAN). The overriding objectives of the AKAN work are to prevent problems with intoxicants among the group's own employees and also to provide an offer of help to individuals who may have such problems. In 2012, several measures and activities were carried out in accordance with an action plan that includes, among other things, sending AKAN contacts and staff representatives on courses. It is important for Arcus-Gruppen that we have a good understanding of alcohol and drug abuse and good skills in handling it, and the AKAN work plays an important part in preventing abuse and encouraging a sound, healthy culture around alcohol consumption internally within the firm. ‘Arcus-Gruppen is a member of the UN Global Compact and is thus committed to reporting on its social responsibility work annually.’ Our social responsibility Arcus-Gruppen 40 Annual Report 2012 Arcus- Gruppen External environment ARCUS-GRUPPEN'S ENVIRONMENTAL POLICY The group's environmental policy describes what the firm is doing to reduce energy consumption and emissions of greenhouse gases and other environmentally damaging substances, i.e. the effects of our activity on the external environment. In 2012, Arcus-Gruppen reduced its CO2 emissions by 300 tonnes per year by reducing the glass weight in bottles. BREAKDOWN OF THE GROUP'S CO2 EMISSIONS 5.0 % 24.0 % 66.5 % 4.5 % QIncoming transport QProduction QOutgoing transport QBusiness travel We are working systematically at defining and implementing specific environmentally beneficial solutions in all central operational processes and large projects. We work continuously at preventing and reducing the environmental effects of our own activity and the products we market and sell. Our environmental work has a strong internal focus through defined line responsibility and is a part of our management and employee development. ENVIRONMENTAL ACCOUNTING We in Arcus-Gruppen are extremely conscious of our social responsibility to take care of the external environment. We therefore attach high priority to ensuring that the changes that have been made to the company shall not be at the cost of our surroundings. In accordance with our action plans we have carried out work on packaging, pallet utilisation and cooperation with suppliers to reduce costs and emissions in connection with transport. The flow of goods through the company increased by 5% during 2012, while our CO2 emissions reduced by 7.9% compared with 2011. This gives a reduction in CO2 per litre of 13.8%. The trend is in the context of targeted work to improve the utilisation of load carriers in the transport system, as well as a more modern and energy-efficient building that has improved energy efficiency in production. EMISSIONS AND WASTE MANAGEMENT Arcus-Gruppen discharged approximately 27,000 m3 of waste water in 2012. Compared with 2011 the volume reduced by around 10%. To maintain awareness of waste management and source separation Arcus-Gruppen has kept its membership in the environmental reporting system 'Grønt Ansvar'. The total quantity of waste is the same as in 2011. The percentage of waste separated has regrettably gone down in 2012 (78.1%) compared with 2011 (90.2%). This is mainly due to the moving period with the associated clearing up and emptying of the Hasle plant and the establishment of new rubbish handling procedures taking a certain amount of time. At the end of 2012 new procedures were established and the objective is to get back to a level of over 90% in 2013. ENVIRONMENTAL ACCOUNT FOR ARCUS-GRUPPEN Trend in CO2 consumption in tonnes per 1000 litres All figures in tonnes of CO2 2012 2 011 2010 Incoming transport 3 153 3 283 3142 Production Outgoing transport Business travel Total Flow of goods in 1000 litres Tonnes of CO2 per 1000 litres 213 338 434 1 151 1 084 1108 230 448 327 4 747 5 153 5 011 50 500 47 400 44 800 0.094 0.109 0.112 41 Risk management ‘The responsibility for managing risk is split between the business areas, who manage the risk associated with business processes, and the group, which manages the risks in connection with currencies, interest rates and liquidity.’ Arcus-Gruppen is a company with considerable international activity and is exposed to business risk, political risk, currency risk, interest rate risk, liquidity risk and credit risk. The responsibility for managing risk is split between the business areas, who manage the risk associated with business processes, and the group, which manages the risks in connection with currencies, interest rates and liquidity. The board and group management monitor risk through regular reporting and meetings. BUSINESS RISK Arcus-Gruppen is continuously exposed to fluctuations in demand for the group's products. The company reports internal and external changes on a regular basis and takes corrective measures when considered necessary. Access to key raw materials for making spirits is reviewed regularly to ensure flexibility. For vodka, delivery agreements have been made with foreign producers, while there is no alternative Norwegian supplier for potato spirit for aquavit as only one such supplier exists. Holding a buffer stock has been considered as a relevant measure for aquavit. In 2012, satisfactory quality of raw materials was also focused upon, to reduce risk and increase efficiency. Production is subject to the Food Act with its associated regulations and requirements for safe production for consumers. The company's quality system takes care of these requirements and it has the only accredited laboratory for alcoholic drinks in Norway. All products that the company itself bottles are analysed to ensure quality. Arcus-Gruppen has taken out insurance for key areas. The group has a fire alarm system and physical security for the property, emergency plans of a commercial and administrative nature, a quality system and internal audit. the risk, Arcus-Gruppen is active within the industry organisations so that it becomes aware of possible changes at an early stage and has the chance to influence them. CURRENCY RISK The Norwegian krone is the company's presentation currency. Arcus-Gruppen is exposed to conversion risk in connection with the group's foreign activities. Significant changes in EURO/USD and SEK/NOK rates will influence purchase prices and exports to some markets. Arcus-Gruppen seeks as far as possible to hedge currencies on the basis of expected activity levels in the business areas. INTEREST RATE RISK Arcus-Gruppen's interest rate risk is mainly associated with the group's debt portfolio. Arcus-Gruppen has a group bank that as a general rule manages all new external loans and hedging transactions for interest rates and currencies. At 31 December 2012 71% of the group's financing is tied in for more than three years. In 2012, Arcus-Gruppen decided to re-finance and change the group's bank. This will be implemented at the beginning of 2013. LIQUIDITY RISK The group's handling of risk shall ensure that it has the financial freedom of action to achieve its short and long-term strategic and operational objectives. To all intents and purposes the cash flow from operations is stable and is monitored in both the short and long term through reporting. Arcus-Gruppen's most important sources of finance are loans from relationship banks. The group's principal owner is financially strong. CREDIT RISK The group's primary exposure to credit risk is through customers in the hotel and restaurant market. The group monitors payment deadlines on a continuous basis and has agreements with credit and debt collection companies for following up as required. POLITICAL RISK The level of alcohol duties in Norway and the other Nordic countries and the monopoly schemes in Norway, Sweden and Finland will affect the group's development. To reduce The group updates its risk management practices annually. Group management and the board are regularly informed about changes in the risk picture. 42 Our social responsibility Arcus-Gruppen Annual Report 2012 Arcus- Gruppen Organisation, personnel and the environment ‘Despite big changes in connection with moving to the new plant, the sickness absence trend for the group as a whole went down in 2012.’ KEY FIGURES * Employees 441 Permanent employees in Norway 383 Temporary employees Norway 13 Vingruppen i Norden 36 Arcus Finland OY 4 Arcus Sweden AB 5 Sickness absence** 6.5% Turnover*** (permanent employees) 3.6 % Gender distribution Men 74.2 % Women 25.8 % * Figures as at 31 December 2012. ** Rolling twelve months, average for all months in 2012. *** Personnel who le as a result of staff reductions are not included in the figure. Our employees are Arcus-Gruppen's most important resource. Therefore a good working environment is an important foundation stone in the group's business strategy. Arcus-Gruppen's strategic areas of priority in HR looking ahead towards 2016 are culture building, development of expertise and performance management. Together we shall develop a culture that creates shared commitment throughout the whole organisation, and which underpins the objective of becoming the leading wine and spirits company in the Nordic region. As an important part of the work of improving the working environment and further developing the group's managers and employees, quarterly employee measurements (BIQ12) were again carried out in 2012. Measurements of commitment, enthusiasm and leadership are included in this process. Despite changes in the job situation for most people in the organisation as a result of the move to Gjelleråsen, the result of the year's four employee measurements were stable for the group as whole. SICKNESS ABSENCE 2012 Despite big changes in connection with moving to the new plant, the sickness absence trend for the group as a whole went down in 2012. Total absence reduced to 6.5% in December 2012 compared with 6.8% in December 2011 and 8.4% in December 2010. In 2013 further preventative measures will be started to reduce absence/increase attendance. 43 HSE – Health, safety and the environment To maintain a good, safe working environment continuous improvement takes place on an ongoing basis. Both management and employees participate actively. HSE is an integrated part of ArcusGruppen's overall objectives. In addition to day-to-day HSE activities, 5 meetings of the Working Environment Committee were held in 2012. In 2012, 91 injuries and undesirable incidents/dangerous situations were reported, compared with 52 in 2011. The number of injuries and undesirable incidents has increased as a result of increased attention being paid to reporting, in line with the group's objectives. The number of injuries resulting in absence increased from 5 to 9. These include incidents where the absence was only for the day of injury. Arcus-Gruppen is working on plans to prevent discrimination on the grounds of gender, ethnicity or disability. The group has a separate policy that addresses this. The total gender distribution in ArcusGruppen is 25.8% women and 74.2% men. Of all managers in Arcus-Gruppen, 18% are women. Group management comprises eight people, one of whom is a woman. The board of Arcus-Gruppen consists of 12 members, of whom two are women. Four of the board members are elected by the employees and eight are elected by the shareholders. The group prioritises the provision of equal opportunities for all employees, regardless of gender. WORKING ENVIRONMENT HSE work in Arcus-Gruppen is integrated with management at all levels. With support from the group, every single manager works continuously at improving HSE. Risk assessments, safety rounds, working environment surveys and training are important tools as we work towards our nil vision - no injuries to people or the environment. Employees can make appointments for consultations and obtain help with assessing work-related health issues. The occupational health service also carries out annual hearing tests for employees in departments with high noise levels. COMPANY SPORT Arcus-Gruppen has many physically active employees. At Gjelleråsen the employees have a new, dedicated exercise room with a variety of training apparatus. The group provides financial support to the company sports club, which has 230 members. The most active groups in 2012 were the fitness centre, cycling, fishing, football and bridge. As well as these activities, some employees took part in the low threshold offer 'Cycle to work' in May and June 2012. The group has an occupational health service and an industrial medical officer is regularly in attendance at the plant. EXTRA HSE FOCUS BEFORE, DURING AND AFTER THE MOVE TO GJELLERÅSEN There have been big changes during 2012, for all employees of Arcus-Gruppen. Throughout the whole year, in parallel with daily operations, the move of equipment and goods has involved extensive work at both Hasle and Gjelleråsen. At Hasle, all production and warehouse equipment was dismantled to be moved, sold or scrapped. At Gjelleråsen both new and old equipment was received and installed, in addition to all the finished goods that were moved in and registered. Prior to all operations, risk assessments and safe job analyses were carried out. Heavy emphasis on safety in all departments during the move contributed to this phase being implemented without serious injuries. The running-in and commissioning of our operating departments also created a requirement for extra effort and attention to HSE. Since August 2012, in addition to normal safety rounds in all the group's departments, extraordinary safety rounds involving the CEO and others have been carried out approximately every third week in the operating departments. These rounds have concentrated particularly on safety and have been carried out in addition to the ongoing work of updating work operations, equipment, procedures and instructions and adapting them to the Gjelleråsen plant. The work of updating and adapting all procedures to the new operational situation is continuing. It is anticipated that this updating will be completed during 2013. The extraordinary safety rounds are planned to continue throughout 2013. In October 2012 Arcus-Gruppen was visited by NSO (the Norwegian Industrial Safety and Security Organisation) as part of a coordinated action by the supervisory authorities. The purpose of the visit was to draw attention to the importance of working systematically at surveying and assessing risks and taking corrective measures. During the visit a presentation was made about the plant (including the process from the commencement of the project to completion of building), risk assessments and the group's internal audit system. Feedback during the visit was very positive and no non-conformities or remarks were registered. 44 Our social responsibility Arcus-Gruppen Annual Report 2012 Arcus- Gruppen 45 Corporate governance Arcus-Gruppen's principles for good corporate governance shall contribute to value creation for the benefit of owners, employees and society generally. 46 Corporate governance Arcus-Gruppen Annual Report 2012 Arcus- Gruppen Corporate governance Arcus-Gruppen's principles for good corporate governance shall contribute to value creation for the benefit of owners, employees and society generally. 1. CORPORATE GOVERNANCE REPORT Arcus-Gruppen's board actively monitors the requirements for good corporate governance and will at all times ensure that Arcus-Gruppen adheres to the 'Norwegian Code of Practice for Corporate Governance', last revised on 21 October 2011. The code is available on www.nues.no. The report below covers the points in the code and describes how Arcus-Gruppen complies with it. Information that Arcus-Gruppen is required to provide in its annual report 2012 in accordance with the Accounting Act Section 3-3b Reporting on corporate governance, has been taken into account in this report wherever possible. 2. ABOUT THE BUSINESS Arcus-Gruppen's objects clause reads: ‘Import, export, production, storage and distribution of alcoholic drink products and other goods, and any activity in connection with these purposes, and to own shares in other companies engaged in the same activity’. Arcus-Gruppen is engaged in the sale, distribution, and production of alcoholic drink products. Further information is available on the group's website www.arcusgruppen.no. 3. NOMINAL SHARE CAPITAL AND DIVIDENDS At 31.12.2011 the group's equity was MNOK 207.3. Over time, Arcus-Gruppen's owners will achieve a competitive return on their investment through a combination of dividends and increased value of the shares. The board has proposed that no intra-group contribution shall be distributed for 2012. 4. EQUAL TREATMENT OF SHAREHOLDERS AND RELATED PARTY TRANSACTIONS Arcus-Gruppen has one class of shares and each share carries one vote. The shareholders are Ratos AB, Hoff Norske Potetindustrier BA and senior managers. The nominal value per share is NOK 1,000. The company's strategy is not to dilute existing shareholders and accordingly no increases in the company's capital have been made in recent years. If the board were to wish to propose to the general meeting that existing shareholders' preferential rights should be waived in the event of an increase of capital, such proposals will be based on the common interests of the company and the shareholders and the justification will appear in the convening notice for the general meeting. 5. FREE TRANSFERABILITY Arcus-Gruppen has a limited number of shareholders and the shares are not traded actively. The articles of association contain no special restrictions on the transfer of shares. 6. GENERAL MEETING Arcus-Gruppen has a limited number of shareholders and the shares are not traded actively. The chairman of the board of directors chairs the general meeting. 7. NOMINATION COMMITTEE As an unlisted company, Arcus-Gruppen has decided that the company will not have a nomination committee. 8. CORPORATE ASSEMBLY AND BOARD OF DIRECTORS - COMPOSITION AND INDEPENDENCE As an unlisted company, Arcus-Gruppen has decided that the company will not have a corporate assembly. The board is composed with a view to looking after the interests of shareholders in general and the company's needs for skills and qualifications, capacity and diversity. The term of office for members of the board elected by shareholders, and alternate directors, is two years. The composition of the board satisfies the code's requirement for members of the board to be independent of the company's management, principal shareholder and significant business connections. Two members of the board are employees of the principal shareholder and all directors may be defined as independent of the company's management or significant business connections. There are few instances of disqualification by reason of partiality when matters are under consideration by the board. Representatives of general management are not members of the company's board of directors. On page 48 there is a more comprehensive description of each director's background, qualifications, term of office, independence, how long he/she has been a director of Arcus-Gruppen and any significant assignments for other companies or organisations. The group's employees have the right to elect four members of the board of Arcus-Gruppen ASA, pursuant to Norwegian law and the workers' participation scheme in force. The composition of the company's governing bodies is reported on page 48. 9. THE WORK OF THE BOARD OF DIRECTORS The rules of procedure for the board of directors govern the board's tasks, responsibilities, duties and administrative procedures. The rules of procedure for the board of directors also contain rules setting out the general manager's duties to keep the board informed, ensure that the board's decisions are implemented, make sure that the company's employees and other involved parties receive sufficient information about the board's decisions and make certain that the guidelines for preparing agenda items for board consideration are followed. Other board direction and clarification to general management concerning duties, powers and responsibilities takes place through routine communication. The board decides upon an annual plan of work and meetings that covers strategic work, business issues and supervisory activities. The board's plan for its work in 2012 was based on 6 meetings. Two meetings were held in addition to those that were planned, thus 8 meetings were held in 2012 and 64 agenda items were dealt with altogether. The board's work is 47 described in more detail in the annual directors' report. The board's agenda is prepared by the CEO in discussion with the Chair of the board. The board has established two standing committees - the remuneration committee and the audit committee. Remuneration committee The remuneration committee is chaired by the Chair of the board, Kaare Frydenberg, and its other members are Mikael Norlander and Henning Øglænd. The group's CFO is the committee's secretary. The composition of the committee satisfies the code's requirements for independence and all members of the committee are considered to be independent of senior management. The main tasks are: • Prepare recommendations on the CEO's terms and conditions for the board • Prepare recommendations for board approval, covering questions of principle associated with salary levels, bonus systems, pension terms, employment contracts etc. for Arcus-Gruppen's managers The audit committee The audit committee is chaired by the Chair of the board, Kaare Frydenberg, and its other members are Mikael Norlander and Stefan Elving. The CFO is the secretary of the audit committee. The composition satisfies the code's requirements for expertise and independence and all members of the committee are considered to be independent of the activity. The main task is: • Ascertain that internal and external financial reporting is appropriately organised, efficiently carried out and of good technical quality and supervise the company's arrangements for risk management. exploited through safe and effective operations, with reliable reporting within the applicable laws and regulations, including requirements for ethical conduct and social responsibility. Through this work risk factors that are critical for the group will be revealed and followed up to ensure that adequate risk reduction measures are in place. In this context it will also be ensured that instructions and guidelines for risk management, emergency response and business continuation are documented. HSE The group has an HSE function, which ensures that this area is monitored. Further description of the function is provided on the Arcus-Gruppen website. Ethics and social responsibility Arcus-Gruppen prepared a new CSR policy for the group in 2012. The group's ethical rules were revised in 2012. As part of this, the group is in the process of establishing a warning system for breaches of its ethical rules ('whistle-blowing'). The financial reporting process Arcus-Gruppen's financial statements are submitted in accordance with the applicable IAS/IFRS regulations. The group's finance manual, which sets out key principles, requirements and procedures for submitting both periodic reports and annual reports and financial statements, will be unified in a common archiving system. Reporting takes place using the group's reporting systems Cognos and SAP. 11. BOARD REMUNERATION Information about all board remuneration is provided in Note 8 to the accounts of Arcus-Gruppen AS. Some board members have shares and options schemes. These are accounted for on page 77 in the annual report. Board self-assessment The board carries out an annual review of its activities and competence, and discusses improvements in the organisation and execution of the board's work, both at an individual level and as a group. 10. RISK MANAGEMENT AND INTERNAL AUDIT The management is responsible for risk management and internal audit in the company and shall contribute in this way to ensuring that business opportunities are 12. SENIOR MANAGERS' REMUNERATION The remuneration committee develops specific recommendations for the group CEO's terms and conditions for the board, and supervises the general terms and conditions for other senior managers in the group. The board assesses the CEO and his terms and conditions once per year. 13. INFORMATION AND COMMUNICATION Arcus-Gruppen's financial statements and financial reporting shall be transparent and confidence-inspiring. The financial statements shall be in accordance with International Financial Reporting Standards (IFRS). Annual reports are available on Arcus-Gruppen's website. 14. TAKEOVER OF THE COMPANY As an unlisted company with a single principal owner, Arcus-Gruppen has decided not to comment on this point. 15. AUDITOR The external auditor shall report regularly to the board. The external auditor submits an assessment of risk, internal audit and the quality of financial reporting in Arcus-Gruppen to the board every autumn. At the same time the audit plan for the coming year is put forward. The external auditor also attends the board meeting where the annual report and financial statements are discussed. Current issues may be discussed with the external auditor without the administration being present. The external auditor and group CEO attend all meetings of the board's audit committee. 48 Members of the Board of Directors Arcus-Gruppen Annual Report 2012 Arcus- Gruppen Members of the Board of Directors Kaare Frydenberg (62) Eilif Due (58) Hanne Refsholt (52) Erik Hagen (58) Chair of the Board Board member Board member Board member Master of Business Administration Business economist, civil engineer MSc Agric, MBA Chair of the Board of Arcus-Gruppen since 2005. Partner Saga Management AS since 2005. Group CEO Posten Norge AS 2000-05, Vice president Pripps Ringnes AB 1996-2000, Managing director Aftenposten AS 1990-96. Chair of the Board of Dinamo Forlag AS, Asker og Bærum Budstikke ASA, Industriverktøy AS, Steenberg & Plahte AS. Board member Workshop Bemanning AS. Board member of Arcus-Gruppen since 2010. Central Norway Regional Health Authority, Development director St. Olav Hospital phase 1 2002-07, Aker AS, project director and shipyard director 1988-2001, farmer/forester/civil engineer since 1986. Chair of the Board Hoff SA, Allskog BA, Board member Federation of Norwegian Agricultural Co-operatives. Board member of Arcus since 2012. Group CEO TINE SA since 2005, Deputy Group CEO TINE SA 20012005, Director of KLF (the Norwegian Meat and Poultry Association) from 1996-98, various positions in TINE SA from 1988-96 and 1998-2001. Chair of the board of Røde Kors Sentrene (the Red Cross Centres), Board member of Norsk Landbrukssamvirke (the Federation of Norwegian Agricultural Co-operatives) and DLF (the Grocery Manufacturers of Norway). Higher secondary certificate, various courses, qualified through experience. Stefan Elving (71) Henning Øglænd (55) Leif Johansson (63) Kjell Arne Greni (58) Board member Board member Board member Board member Master of Political Sciences Master of Law Board member of Arcus-Gruppen since 2005. Various board appointments since 1999. Deputy CEO ICA Sverige 1991-98, CEO Elida-Robert Group (Unilever) 1988-91, CEO Falcon (Unilever) 1984-88. Board Member BioGaia AB, Cervera AB, Store Support AB. Board member of Arcus-Gruppen since 2006. Advocate DLA Piper Chair of the Board, Ratos Advisory Board Norway, Board member Møller Gruppen, Centra Gruppen, Katalysator, Armadillo. Combined engineering and business education Secondary school, Safety representative, Working environment and Safety manager courses Birgitta Stymne Göransson (55) Mikael Norlander (34) Lasse Hansen (39) Bjørn Erik Olsen (61) Board member Board member Board member Board member Master of Business Administration Master of Marketing Higher secondary certificate Board member of Arcus-Gruppen since 2008. Staff representative, Chair of Arcus Clerical Staff Association Assistant operations coordinator, Vectura since 2005 Semi-skilled worker Vectura 2002-05. Board member of Arcus-Gruppen since 2008. Staff representative, Chairman - Senior clerical staff association IT Operations coordinator since 1997. IT Operations manager O. Mustad & søn 1989-97. Civil engineer, MBA Board member of Arcus-Gruppen since 2005. Group CEO Memira Holding since 2010. CEO Semantix AB 2005-09, Deputy CEO Telefos AB 2001-05. Board member Elekta AB, Wavin NV. Board member of Arcus-Gruppen since 2012. Senior Investment Manager Ratos AB since 2008, Manager Bain & Co 2003-2008. Board member of Arcus-Gruppen since 2005. COO/Assistant CEO Ratos AB since 2004. Own consultancy 1994-2004, management positions in Procuritas AB 19892004. CEO LB-Invest 1985-1993. Board member of Arcus-Gruppen since 1996. Staff representative, Leader of NNN (Norwegian Food and Allied Workers Union) Arcus since 1989. Bottlery worker/bottlery machine operator 1976-89. Member of the Association Board NNN, Board member Confederation of Trades Unions Norway in Oslo, Chair of the TU Confederation's Industrial policy committee Oslo, Chair NNN Oslo and Akershus, Board member MIA and DeFacto. Board member of Arcus-Gruppen since 1996. Staff representative, chief safety representative. Driver in Vectura since 1979. Staff member Luxor Radio & TV 1974-79. Group management Arcus-Gruppen 49 Group management Otto Drakenberg (46) Jon Andreas Elde (43) Jan Oluf Skarpnes (56) Erlend Stefansson (44) Group Chief Executive Officer Arcus-Gruppen Group finance director and CFO Managing director Arcus AS Group Director Spirits Master of Business Administration BSc, MBA Master of Science Major in chemistry Master of Business Administration Group CEO of Arcus-Gruppen since 2011. CEO Carlsberg Sweden 2007-10, General manager Goodyear Dunlop Nordic 2004-07, Export manager House of Prince 2002-03. Member of Group management since 2011. Previous financial management experience from GTB, EDB ErgoGroup, Ringnes/Carlsberg, group development in Orkla and Corporate Finance i KPMG. Board member of Vinordia AS, Vingruppen i Norden AB and Vinunic AB. Member of Group management since 2003. MD of Arcus AS since 2006, formerly Procurement director of Arcus AS. Previously employed by Mills/Delikat for 10 years, latterly as Production and procurement director. Member of Group management since 2012. Sales director Ringnes from 2008-12, CEO Spits ASA 2006-2008, CEO Virtual Garden/ Staal 2003-2006, between 1993 and 2003 various roles in sales, marketing and consulting (inc. McKinsey 1993-1996). Thomas Patay (45) Ann-Christin Gussiås (45) Per Bjørkum (48) Erik Bern (51) Group Director Wine Group Director Human Resources Group Director Corporate Communications and Public Affairs MD of Vectura AS and Group Director Property, Projects and Best Practice Master of Business Administration Engineer Bachelor of Arts, Major in Marketing Member of Group management since 2008. MD of Bibendum from 2003-08. Former management positions in sales and marketing for FMCG in Norway and internationally, including having been Marketing director of Steen & Strøm ASA. Master of Business Administration Member of Group management since 2012. HR Director Coor Service Management 2006-12, HR Manager Ringnes 1999-2006. Member of Group management since January 2013. Partner in First House 2009-12, Director of Trolltind Kommunikasjon 2003-09, GCI Monsen 2000-03, Information director NetCom 1996-00, journalist and editor Reuters Norge 1992-96. Member of Group management since 2012. Project director with total responsibility for relocating Arcus-Gruppen to Gjelleråsen (2008-2012), Factory manager (2000-2003) and Technical director of Ringnes (1999-2008), Sales manager Landteknikk (1986-99). 50 Board of directors’ report 2012 Arcus-Gruppen Annual Report 2012 Arcus- Gruppen Board of directors’ report 2012 Arcus-Gruppen AS is a leading Nordic player in wine and spirits. The company is the largest supplier of wine in Sweden and Norway and is the Nordic market leader for cognac and aquavit. Arcus-Gruppen is established in all the Nordic countries and it exports considerable quantities to both Germany and the USA. Arcus-Gruppen continues to reinforce its position in the Nordic market. Sales of wine increased by 13% and sales of spirits rose by 9%. To ensure long-term competitiveness and value creation the group moved during the summer of 2012 to a new distribution and production plant in Nittedal outside Oslo. The plant is the most modern of its type in Europe. The move and commissioning of the new plant made their mark on 2012, with high non-recurring costs and distribution problems in the second quarter. A comprehensive programme has been started to achieve satisfactory profitability in the distribution area. On 12 July Arcus-Gruppen Holding signed an agreement with Pernod Ricard for the takeover of De Danske Spritfabrikker and the Aalborg Akvavit, Gammel Dansk, Brøndums and Malteserkreuz brands. The transactions were finally completed on 4 January 2013 and will be transferred to the Arcus-Gruppen group during 2013. FINANCIAL DEVELOPMENTS Results The group’s operating income was MNOK 1,958 in 2012. This is an increase of MNOK 169 (9%) compared with 2011. The increase is mainly attributable to growth in the wine business area. The wine area increased its operating income by MNOK 132 and showed growth in the Swedish and Norwegian markets. Operating income for the spirits business area increased by MNOK 56, which is mainly due to positive further development of the product portfolio. Operating expenses rose by MNOK 280 (17%) in comparison with 2011. In 2012, the cost of goods sold increased by MNOK 86, while indirect costs rose by MNOK 194. Moving costs and non-recurring costs in connection with restructuring accounted for MNOK 108 of the increase in costs for the year. Total non-recurring costs in 2012 were MNOK 171. The profit before tax, financial items, depreciation and amortisation (EBITDA) was MNOK 40, which is MNOK 106 lower than the year before. The group’s operating profit (EBIT) in 2012 was MNOK 6, which is MNOK 111 less than the year before. The change is mainly due to non-recurring costs associated with the new plant at Gjelleråsen. Corrected for total non-recurring costs, EBIT was MNOK 177. Net financial items comprised MNOK -35 in 2012, against MNOK -10 in 2011 and this is due to increased interest costs. The group’s foreign currency contracts led to an unrealised gain in 2012 of MNOK 1. The group’s profit before tax was MNOK -29 in comparison with MNOK 107 in 2011. The profit before tax in the parent company Arcus-Gruppen AS was MNOK -27 against MNOK 32 the year before. The difference in profit is due to lower intra-group contributions from the subsidiary companies. The company has received intra-group contributions and dividends of MNOK 81, compared with MNOK 109 in 2011. Pursuant to Section 3-3a of the Norwegian Accounting Act it is confirmed that the going concern assumption is present. Financial risk is continually monitored in accordance with defined targets and strategy. The currency risk is secured through the futures market. There is good correlation between net currency exposure in the consolidated statement of financial position as at 31 December 2012 and the expiry date structure of the corresponding forward contracts. The group’s total equity at the end of the year was MNOK 207. No intra-group contribution is proposed. The equity ratio at 31 December 2012 was 8.5%. At the end of 2012 the group had lower equity than the parent company, Arcus-Gruppen AS. This is because according to international accounting standards (IFRS) the group can no longer recognise goodwill arising from step-by-step acquisitions after the date of establishment of the group. This meant that the whole cost price associated with the increased ownership interest in Vingruppen i Norden AB in 2011 was recognised against group equity, whilst it is recognised as an asset (shares in subsidiary) in the parent company. From 2009 the group has gone over to a defined contribution pension scheme and stable pension costs are expected in future years. The capitalised obligation in connection with the early retirement pension scheme AFP, and other schemes, comprises MNOK 30, compared with MNOK 38 in 2011. The group lies within the requirements imposed by external lenders for key financial figures. The board considers the group’s capital adequacy and liquidity situation to be satisfactory. ORGANISATION, ENVIRONMENT AND SOCIAL RESPONSIBILITY Organisation Arcus-Gruppen works systematically to develop its employees and its organisation to support its business strategies. Financial matters and capital structure The group’s total assets was MNOK 2,414 on 31 December 2012, compared with MNOK 2,339 on 31December 2011. Cash flow from operations was MNOK 44 compared with MNOK 100 the year before, due to weaker results. At 31 December2012, the group had 441 employees. Total sickness absence in the group has been reduced from 6.8% in 2011 to 6.5% in 2012. Arcus-Gruppen is an Inclusive Working 51 Life (‘IA’) company and in 2012 it carried out training and introduced monitoring systems directed at the ongoing prevention of sickness absence. In total, 91 injuries and undesirable incidents were reported in 2012. In 2011, 52 injuries and undesirable incidents were reported. The number of injuries and undesirable incidents has increased and is a result of increased attention being paid to reporting. The number of injuries resulting in absence increased from 5 to 9. These include incidents where the absence was only for the day of injury. The total gender distribution in ArcusGruppen is 25.8% women and 74.2% men. The board of Arcus-Gruppen consists of 12 members, of whom 8 are elected by shareholders. Two of the members elected by shareholders are women. The group prioritises the provision of equal opportunities for all employees, regardless of gender. Arcus-Gruppen works actively and purposefully to promote the aims of the Antidiscrimination Act within the business. Among other matters, the activities covered include recruitment, wage conditions, working conditions, development opportunities and protection against harassment, regardless of ethnicity, skin colour, language, and religion or life stance. The group’s aim is to be a workplace where there is no discrimination on the grounds of disability. The group works actively and purposefully to design and adapt its main physical facilities in such a way that the firm’s operational areas are accessible to as many people as possible. Workplaces and tasks are individually adapted for disabled employees or job applicants. Environment Arcus-Gruppen works systematically to reduce the environmental impact of the business, in accordance with the group’s environmental strategy. The main focus is naturally directed towards reducing CO2 emissions, by optimising the flow of goods and other activities. Based on this, a range of specific measures has been developed with a view to reducing negative environmental effects in all parts of the group’s value chain. Social responsibility The group’s CSR policy and ethical rules describe the principles underlying social responsibility and the general responsibility that lies with the group’s management and employees. The guidelines are based on the UN’s Global Compact and they set the framework for the business in the areas of human rights, labour rights, the environment, anti-corruption and the approach to alcohol. Arcus-Gruppen became a member of the UN Global Compact in 2012 and reports annually on the group’s social responsibility work. In 2012, the group implemented the Nordic alcohol monopolies’ Code of Conduct for all suppliers from South Africa and Mexico. The group’s new production plant at Gjelleråsen gives a major environmental gain and, towards the end of 2012, 62% of the energy requirement for heating was coming from a new geothermal installation. New ethical regulations were established for all employees and these will be included in contracts of employment. The regulations also cover employees’ behaviour on the Internet and in social media. A whistle-blower telephone has also been set up, which employees can use to report conduct worthy of criticism either openly, or with full anonymity. CORPORATE GOVERNANCE Arcus-Gruppen seeks to follow the Norwegian Code of Practice for Corporate Governance (‘NUES’) wherever relevant. A report on the group’s approach to the individual points in the NUES guidelines may be found on page 46 of the annual report. FUTURE PROSPECTS The wine market is growing slowly. The spirits market is falling back slightly. In the light of these factors, the group has set in train measures to make better use of its product portfolio and to reduce its costs. 2013 will feature further development of the acquisition in Denmark and development of the export markets, as well as exploitation of the group’s new production and distribution plant. The new plant at Gjelleråsen will provide the basis for increased growth and profits for the group’s business areas in future years. ALLOCATION OF PROFIT The board recommends that the surplus for the year in the parent company Arcus-Gruppen AS of MNOK 6 be allocated as follows: Transferred from retained earnings -6 MNOK Total transferred -6 MNOK Unrestricted equity aer the above allocations 0 MNOK Oslo, 15 February 2013 Kaare Frydenberg Chair of the Board Leif Johansson Hanne Refsholt Mikael Norlander Eilif Due Stefan Elving Henning Øglænd Birgitta Stymne Göransson Bjørn Erik Olsen Kjell Arne Greni Erik Hagen Lasse Hansen Otto Drakenberg Group CEO 52 Financial statements and Notes Annual Report 2012 Arcus- Gruppen 53 Financial statements and notes COMPANY FINANCIAL STATEMENTS PARENT COMPANY GROUP FINANCIAL STATEMENTS 54 Statement of comprehensive income 55 Statement of financial position 94 Statement of financial position 56 Statement of cash flows 96 Statement of cash flows 58 Notes Statement of changes in equity 59 Note 1 Accounting principles The Group’s history in brief 60 Note 2 Accounting principles 61 Cost of salaries, number of employees, remuneration, loans to employees etc. 98 Note 3 Tangible fixed assets 99 Note 4 Intangible assets 100 Note 5 Subsidiaries and associated companies 100 Note 6 Other operating income and expenses/ related parties 101 68 Note 7 Share capital and shareholder information 101 73 Note 8 Bank deposits 102 Note 9 Liabilities to credit institutions, mortgages and guarantees 102 Note 10 Intragroup receivables and liabilities 103 Note 11 Tax 103 Note 12 Equity 104 Note 13 Pension costs, assets and obligations 105 Note 14 Other provisions for obligations 107 Key figures 2008–2012 Statement of comprehensive income Notes Note 1 Companies in the Group Note 2 Investments in associated companies and jointly controlled entities 67 Other investments 68 Note 3 Note 4 Financial risk management 66 Note 5 Segment information Note 6 Transactions with related parties 74 Note 7 Other operating expenses 75 Note 8 Salary and other personnel costs 76 Note 9 Pension costs, assets and obligations 77 Note 10 Financial income and costs 80 Note 11 Tax 80 Note 12 Tangible fixed assets 82 Note 13 Intangible assets 83 Note 14 Leasing agreements 84 Note 15 Other receivables 84 Note 16 Inventory 85 Note 17 Prepayments to suppliers 85 Note 18 Cash and cash equivalents 86 Note 19 Share capital and shareholder information 86 Note 20 Liabilities to credit institutions 87 Note 21 Liabilities at fair value through profit/loss 87 Note 22 Other provisions for liabilities 88 Note 23 Current liabilities 89 Note 24 Large individual transactions 90 Note 25 Mortgages and guarantees 90 Note 26 Events aer the end of the reporting period 91 AUDITOR’S REPORT 93 97 108 54 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen GROUP FINANCIAL STATEMENTS Key figures 2008–2012 Def 2012 2011 2010 2009 2008 1 309.4 INCOME Operating income MNOK 1 958.2 1 789.5 1 632.4 1 504.7 Of which operating income outside Norway MNOK 977.6 912.1 832.4 718.7 584.2 EBITDA MNOK 39.9 145.9 162.4 192.3 173.8 EBIT MNOK 5.8 116.8 132.6 163.8 144.8 EBIT adjusted for extraordinary effects MNOK 176.6 170.5 132.6 96.3 85.0 Net financial profit MNOK -52.1 -9.5 -0.8 -3.8 16.8 Pre-tax profit MNOK -28.9 107.3 131.8 160.1 161.7 Profit for the year MNOK -22.2 80.0 98.1 105.4 120.0 Operating margin 1 % 0.3 % 6.5 % 8.1 % 10.9 % 11.1 % Profit per share 2 TNOK -0.08 0.29 0.36 0.38 0.43 Total capital MNOK 2 413.7 2 339.7 1 947.3 1 951.8 1 948.8 Total equity MNOK 207.3 269.4 504.8 467.9 446.8 8.6 % 11.5 % 25.9 % 24.0 % 22.9 % CAPITAL POSITION Equity ratio 3 % Net interest-bearing debt 4 MNOK 121.9 -241.0 -425.7 -365.6 -445.9 Interest coverage ratio 5 % -1.2 % 22.4 % -65.4 % -40.4 % -4.9 % Proportion of variable interest-bearing debt 6 % 66,.5 % 38.0 % - - - Remaining duration of debt 7 Year 3.8 4.8 - - - Capital turnover 8 Per yr 0.8 0.8 0.8 0.8 0.6 Return on equity 9 % -9.3 % 20.7 % 19.4 % 22.5 % 26.9 % 10 % -0.9 % 3.7 % 5.0 % 5.4 % 5.5 % Return on total capital CASH FLOWS Net cash flows from operational activities MNOK 43.6 99.8 -10.6 168.7 184.8 Net cash flows from investment activities MNOK -107.9 -200.8 146.3 -187.2 375.7 Net cash flows from financing activities MNOK 14.5 82.7 -79.3 -67.1 -738.0 Net cash flows MNOK -49.8 -18.7 60.1 -80.3 -172.6 TNOK -0.2 -0.07 0.22 -0.29 -0.63 276000 276000 276000 276000 276000 Cash flow per share 11 SHARES Average no. of shares outstanding in parent company Number PERSONNEL Number of employees as at 31 Dec Number 441 469 452 469 460 Average number of FTEs Number 450 454 460 469 460 Definitions: 1. EBIT / Operating income 2. Profit for the year / Average number of shares 3. Equity / Total capital 4. Interest-bearing debt - cash and cash equivalents 5. (Pre-tax profit + net cost of interest) / Net cost of interest 6. Interest-bearing debt with variable interest / Interest-bearing debt 7. Remaining duration of interest-bearing debt 8. Operating income / Average total capital 9. Profit for the year / Average equity 10. Profit for the year / Average total capital 11. Net cash flow / Average number of shares 55 Statement of comprehensive income 01.01. – 31.12. Figures in NOK 1 000 Note 2012 2011 1 915 384 1 755 124 OPERATING INCOME AND EXPENSES Net sales Net gain on sale of fixed assets Other operating income 5 12, 27 6 Total operating income 464 316 42 399 34 106 1 958 247 1 789 546 Cost of goods 16 -972 526 -886 331 Salaries and other personnel costs 8,9 -377 241 -330 801 12,13 -34 014 -29 082 Other operating expenses 7,14 -403 834 -378 702 Oher income and expenses 7 Depreciation Total operating expenses Share of profit from associated companies and jointly controlled entities 2 -170 729 -53 736 -1 958 344 -1 678 652 5 937 5 914 Total share of profit from AC & JCE 5 937 5 914 Operating profit 5 840 116 808 14 167 FINANCIAL INCOME AND COSTS Interest income 10 7 223 Other financial income 10 2 667 6 901 Interest costs 10 -28 651 -19 176 Other financial costs 10 -16 016 -11 426 Net financial profit -34 777 -9 534 PRE-TAX PROFIT -28 937 107 274 6 706 -27 296 -22 231 79 978 30 702 20 828 Tax PROFIT FOR THE YEAR 11 The profit for the year is aributable to Non-controlling interests Parent company shareholders -52 933 59 150 -22 231 79 978 -22 231 79 978 OTHER COMPREHENSIVE INCOME Profit for the year Foreign currency translation differences -3 931 -342 Total other comprehensive income -3 931 -342 -26 162 79 636 30 469 20 696 TOTAL PROFIT FOR THE YEAR The total profit for the year is aributable to Non-controlling interests Parent company shareholders -56 631 58 940 -26 162 79 636 56 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen Statement of financial position 31 December Figures in NOK 1 000 Note 2012 2011 ASSETS Fixed assets Intangible assets Goodwill 13 220 923 221 952 Brands 13 8 787 9 084 Soware 13 890 1 497 230 600 232 533 Total intangible assets Tangible fixed assets Land, buildings and other real estate 12 1 626 387 Machinery and equipment 12 357 983 53 440 Fixtures and fiings, tools, office equipment etc 12 38 902 16 317 Assets under construction 12 Total tangible fixed assets 5 708 54 843 404 219 124 987 Long-term financial assets Deferred tax asset 11 95 424 45 005 Investments in associated companies and jointly controlled entities 2 36 443 31 117 Other investments 3 225 225 15 262 263 Total financial assets 132 354 76 610 Total fixed assets 767 173 434 130 16 248 721 251 988 Accounts receivable 4 890 806 1 124 294 Prepayments to suppliers 17 95 579 76 975 Other receivables 15 24 579 28 473 Receivables from group companies 15 31 392 16 410 1 042 356 1 246 152 355 463 407 021 Total current assets 1 646 540 1 905 161 TOTAL ASSETS 2 413 713 2 339 291 Other long-term receivables Current assets Inventories Receivables Total receivables Cash and cash equivalents 4,18 57 Statement of financial position 31 December Figures in NOK 1 000 Note 2012 2011 276 000 276 000 EQUITY AND LIABILITIES Equity Paid-in equity Share capital 19 Share premium fund 23 545 23 545 Total paid-in equity 299 545 299 545 Retained earnings Retained earnings -115 526 -47 481 Total retained earnings -115 526 -47 481 23 266 17 295 207 285 269 359 Non-controlling interests Total equity Liabilities Provision for obligations Pension obligations Liabilities at fair value through profit/loss Other provisions for obligations 9 29 493 38 143 4,21,24 171 831 216 016 22 Total provision for obligations 4 197 5 448 205 521 259 607 Other long-term liabilities Liabilities to credit institutions 4,20 Total other long-term liabilities 464 610 166 029 464 610 166 029 12 726 0 456 557 500 952 Current liabilities Liabilities to credit institutions 20 Accounts payable Tax payable 11 24 195 23 471 Public taxes 23 808 844 896 301 Other current liabilities 233 975 223 572 Total current liabilities 22,23 1 536 297 1 644 296 Total liabilities 2 206 428 2 069 932 TOTAL EQUITY AND LIABILITIES 2 413 713 2 339 291 Oslo, 15 February 2013 Kaare Frydenberg Chair of the Board Leif Johansson Hanne Refsholt Mikael Norlander Eilif Due Stefan Elving Henning Øglænd Birgitta Stymne Göransson Bjørn Erik Olsen Kjell Arne Greni Erik Hagen Lasse Hansen Otto Drakenberg Group CEO 58 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen Statement of cash flows 01.01. – 31.12. Figures in NOK 1 000 Note 2012 2011 CASH FLOWS FROM OPERATIONS Pre-tax profit -28 937 107 274 12,13 34 014 29 082 2 -5 937 -5 914 -42 913 -35 796 Pension costs without cash effect -9 901 4 583 Interest costs without cash effect 2 986 2 976 Value changes without cash effect 6 669 3 169 -464 -9 316 0 527 Ordinary depreciation Share of profit from associated company and jointly controlled entities Tax payable Loss/gain on sale of shares/fixed assets Change in other long-term receivables Other financial items without cash effect 20 Unrealised agio Change in inventories 16 Change in accounts receivable Change in accounts payable Change in other current assets and other liability items Net cash flows from operational activities 4 971 0 -1 181 395 3 267 -19 643 233 488 -153 716 -44 395 145 184 -108 096 30 956 43 571 99 761 CASH FLOWS FROM INVESTMENT ACTIVITIES Payment on purchase of fixed assets 13 -143 0 Proceeds from sale of tangible fixed assets 12,13 709 9 362 Payments on acquisition of tangible fixed assets 12,13 -54 717 -53 930 24 -52 480 -155 367 Payments on acquisition of business Payments on acquisition of other financial investments 3 -1 241 -895 -107 872 -200 830 3 1 839 1 469 4,20 54 000 166 027 Net cash flow from investment activities CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from dividends received from associated companies New long-term debt Repayment of long term interest-bearing debt -5 421 0 Payments of dividends/group contributions -35 883 -84 821 Net cash flow from financing activities 14 535 82 675 Effect of exchange rate changes on cash and cash equivalents -1 792 -265 Effect of exchange rate changes on cash and cash equivalents -1 792 -265 Net change in cash and cash equivalents -51 558 -18 659 Holdings of cash and cash equivalents on 01.01. 407 021 425 680 355 463 407 021 Holdings of cash and cash equivalents on 31.12. 18 59 Statement of changes in equity Figures in NOK 1 000 Equity 31 December 2010 Share capital Share Premium Fund 276 000 23 545 Translation differences Other retained earnings Total equity for owners of the parent company Noncontrolling interests Total equity for the Group -1 103 145 252 443 694 61 083 504 777 79 978 Profit for the year 2011 0 0 0 59 150 59 150 20 828 Total other comprehensive income 2011 0 0 -210 0 -210 -132 -342 Total profit for the year 2011 0 0 -210 59 150 58 940 20 696 79 636 Dividend paid to non-controlling interests 0 0 0 0 0 -8 821 -8 821 Group contributions paid to parent company 0 0 0 -69 142 -69 142 0 -69 142 Transfer profit for the year from minority to majority1 0 0 0 -3 728 -3 728 3 728 0 Total transactions with the owners 2011 0 0 0 -72 870 -72 870 -5 093 -77 963 Changes in equity resulting from increased holding in Vingruppen2 0 0 0 -177 700 -177 700 -59 391 -237 091 Total other changes in equity 2011 0 0 0 -177 700 -177 700 -59 391 -237 091 276 000 23 545 -1 313 -46 168 252 064 17 295 269 359 Profit for the year 2012 0 0 0 -52 933 -52 933 30 702 -22 231 Total other comprehensive income 2012 0 0 -3 698 0 -3 698 -233 -3 931 Total profit for the year 2012 0 0 -3 698 -52 933 -56 631 30 469 -26 162 Transactions with owners 2011 Other changes in equity 2011 Equity 31 December 2010 Transactions with owners 2012 Dividend paid to non-controlling interests 0 0 0 0 0 -20 912 -20 912 Group contributions paid to parent company 0 0 0 -15 000 -15 000 0 -15 000 Transfer profit for the year from minority to majority1 0 0 0 3 586 3 586 -3 586 0 Total transactions with the owners 2012 0 0 0 -11 414 -11 414 -24 498 -35 912 276 000 23 545 -5 011 -110 515 184 019 23 266 207 285 Equity 31 December 2012 1. The subsidiaries Vingruppen i Norden AB and Excellars AS are owned 90.7% and 51% respectively by the group. In addition put and call options exist associated with the non-controlling interests, although the Group was not considered to have control of the shares at the end of the reporting period. These companies have been recognised as though they had been wholly (100%) owned, but with partial presentation of the non-controlling interests. Partial presentation of non-controlling interests means that the non-controlling interest's share of the profit for the year is shown in the statement of comprehensive income, but not in the equity. The transfer refers to the non-controlling interests' share of the profit for the year, adjusted for the dividend distributed for the period. 2. In regard to IFRS 3, the group may not further capitalise goodwill associated with an existing subsidiary in the statement of financial position aer the date of the establishment of the group. Because of this the whole of the purchase sum associated with the staged acquisition of Vingruppen i Norden AB has been recognised in the group’s equity. At the same time both a put and a call option associated with the non-controlling interest were set up in the staged acquisition, where the option obligation was recognised as a liability in the financial position statement in accordance with IAS 32. This option obligation has also been recognised in the group equity. Of the total sum, TNOK 59,391 is aributed to the non-controlling interests, while TNOK 177,700 is aributed to shareholders' equity in the parent company. For further details, see Note 24 in the annual financial statements for 2011. 60 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen The Group's history in brief Arcus-Gruppen AS is registered and domiciled in Norway, and located at Gjelleråsen in Niedal Municipality. The Group financial statements include the parent company and subsidiaries (together referred to as "the group" and individually as "the group companies") as well as the group's holdings in associated companies. The group's principal business is the import, production, marketing, sale and distribution of wine and spirits. Historic development In recent years the Group has carried out the following important transactions: 2002 • Established Vinordia AS • Established Arcus Finland OY • Arcus-Gruppen AS bought the properties in the subsidiaries in Arcus AS and Vectura AS 2003 • Acquired W. Nagel AS • Acquired Halden Kjemi Holding AS, Halden Kjemi AS, Markosal AS and Tendex OY 2004 • Acquired Condor AS • Converted other receivables from 2003 TNOK 3502 to 81,227 shares in the company SAS de l’Ile Madame representing a holding of 34% 2005 • Arcus AS demerged from TMS AS (Technical Medical Alcohol Division) which in turn merged with Arcus Kjemi AS with accounting effect from 1 January 2005 • Demerged the property companies Arcus Eiendom Hamar AS, Arcus Eiendom AS and Arcus Eiendom Anders Winsvoldsvei AS with accounting effect from 1 January 2005 and with accounting and tax continuity • Established Arcus Danmark A/S 2006 • Acquired 62.5% of the Swedish Vingruppen i Norden AB • Sold the group's chemical operation 2007 • Sold Arcus Eiendom AS, Arcus Eiendom Anders Winsvoldsvei AS, Hjemmel Haslevangen AS and Hjemmel Anders Winsvolds vei AS • Sold Tendex OY • Liquidated Arcus Danmark A/S 2008 • Acquired Gjelleråsen Prosjekt 1 AS which contains the site of the new operating location at Gjelleråsen 2009 • Acquired the brands Star Gin, Red Port and Dry Anis from Pernod Ricard • Acquired 80% of the company Symposium Wines AS • Entered into an agreement on the sale of Gjelleråsen prosjekt 1 AS with takeover on 1 February 2010 2010 • Implemented agreement on sale of Gjelleråsen prosjekt 1 AS • Started construction of new production, distribution building and head office at Gjelleråsen 2011 • Acquired 28.2% of the shares in Vingruppen i Norden AB and increased holding from 62.5% to 90.7%. Entered into an option agreement on the remaining 9.3% • Acquired 51% of the shares in Excellars AS, with option for the remaining 49% • Swapped 34% of the shares in SAS de l’Ile Madame for 32.6% of the shares in Tiffon SA. Acquired a further 106 shares and increased holding in Tiffon SA to 34% • Continued construction of new production, distribution building and head office at Gjelleråsen 2012 • Completed new production, distribution building and head office at Gjelleråsen north of Oslo. • Moved from Hasle in Oslo to Gjelleråsen in Niedal Kommune • Signed agreement with Pernod Ricard on acquisition of the aquavit brands Aalborg Aquavit, Brøndums and Malteserkreuz, as well as the biers brand, Gammel Dansk 61 Accounting principles The group financial statements are presented in accordance with the Norwegian Accounting Act Section 3-9 and the Regulations on simplified IFRS made by the Norwegian Ministry of Finance on 21 January 2008. Generally this means that recognition and measurement follow international accounting standards (IFRS) and presentation and information in the notes are in accordance with Norwegian accounting legislation and generally accepted accounting principles. The annual financial statement was adopted by the Company’s Board of Directors on 15 February 2013. Change in presentation in 2012 In 2012 the group has chosen to present non-recurring revenue and costs on a separate line in the income statement, on the line ”Other income and costs”. The figures in the the income statement for 2011 have been reworked so that they are comparable with 2012. From 2012 the group has chosen to present the share of profit from associated companies and jointly controlled entities on a separate line before operating profit/loss. In previous annual financial statements this has been presented under operating income. All comparable figures for 2011 or earlier referred to in the annual financial statements for 2012 have been changed so that the figures are comparable. Simplified IFRS The group has adopted the following simplifications from the incorporation and valuation rules in IFRS: • IFRS 1 No. 7 on the carrying on of acquisition costs on investments in subsidiaries, associated companies and jointly controlled entities. • Full retrospective application of IAS 19 would be difficult, and ArcusGruppen is utilising the exception that states that on transition to IFRS the enterprise may choose to book all non-amortised estimate deviations against equity. In accordance with IAS 19 No. 24 a) ArcusGruppen may zero the estimate deviations on the date when the parent company went over to IFRS, i.e. as at 31 December 2005. Consolidation principles The group financial statements cover Arcus-Gruppen AS and subsidiaries in which Arcus-Gruppen AS has a controlling influence. Normally these will be companies in which Arcus-Gruppen AS, either directly or indirectly via subsidiaries, owns more than 50% of the shares with voting rights. The group financial statements cover Arcus-Gruppen AS and the wholly owned subsidiaries Arcus AS, Arcus Wine Brands AS and Vectura AS, the 90.66% owned company Vingruppen i Norden AB as well as Excellars AS where ownership is 51%. The companies Arcus Sweden AB and Arcus Finland OY are wholly owned by Arcus AS. Vinordia AS, which is owned 70% by Arcus AS, is also covered by the group financial statements, as well as the companies Vingruppen i Norge AS and Symposium Wines AS which are owned 100% and 80% respectively by Vinordia AS. In addition the following general partnerships are included: De Lysholmske Brenneri - og Destillasjonsfabrikker ANS, Siemers & Cos Destillasjon ANS, Løiten Brændris Destillation ANS and Oplandske Spritfabrik ANS which are owned 99% by Arcus AS and 1% by Arcus-Gruppen AS respectively. The group financial statements have been prepared on the basis of historical cost and present the group as though it were an entity. In the group financial statements all internal receivables and internal transactions between companies within the group have been eliminated. The cost price of shares in subsidiaries is eliminated against equity at the time of acquisition. Added value beyond the underlying equity in subsidiaries is aributed to those assets with which the added value may be associated. That part of the cost price that cannot be aributed to identifiable assets and liabilities represents goodwill. Accounting value including goodwill and added value belonging to foreign subsidiaries is converted from the functional currency to NOK according to the exchange rate at the end of the period. With staged acquisition of subsidiaries, the value of the assets and liabilities at the time of the formation of the group is used. Subsequent acquisition of holdings in existing subsidiaries in excess of the majority will not affect the valuation of assets or liabilities. Goodwill is included in the consolidated financial statements as an intangible asset. On acquisition and sale of subsidiaries this is included in the group financial statements for that part of the year they have formed part of the group. Currency The functional currency of the subsidiaries is the local currency in the country in which they are domiciled. All transactions in foreign currency are converted to functional currency on the date of the transaction. Money items in foreign currency are converted at the end of the period to functional currency by using the exchange rate at the end of the period. The group’s presentation currency is NOK, which is also the parent company’s functional currency. On consolidation of subsidiaries that have functional currency other than NOK, income items are converted to the group’s presentation currency in accordance with average conversion rates for the year. For the statement of financial position, including added value and goodwill, the closing conversion rate at the end of the period is used. Currency differences arising on consolidation of units with other functional currency are taken to equity and presented in other comprehensive income in the income statement for the group. On disposal of subsidiaries, accumulated conversion differences associated with the subsidiary are charged to the income statement. As at 31 December 2012 the following exchange rates have been used in conversion of income and financial position figures from subsidiaries with functional currencies other than NOK: EUR average rate 7.4805 / EUR closing rate 7.3756 SEK average rate 0.8590 / SEK closing rate 0.8570 DKK average rate 1.0050 / DKK closing rate 0.9886 Investments in associated companies and jointly controlled entities Associated companies are companies in which the group has significant influence, normally between a 20 and a 50 per cent holding. The equity method is used for associated companies in the group financial statements. Added value analysis has been carried out in regard to associated companies. The share of income is based on income aer tax in the company in which investment has been made with deduction for depreciation of added value resulting from the cost price of the shares being higher than the acquired holding of capitalised equity. The share of profit Financial statements and Notes Arcus-Gruppen Group 62 Annual Report 2012 Arcus- Gruppen is shown in the income statement on a separate line before operating profit and the investment is shown as a line under financial fixed assets. Jointly controlled companies are those in which the group has an agreement on joint control over an entity together with one or more other parties, when none has decisive influence and all strategic, financial and operational decisions concerning the entity require unanimity between the parties. The share of income is based on income aer tax in the company in which investment has been made with deduction for depreciation of added value resulting from the cost price of the shares being higher than the acquired holding of capitalised equity. The share of profit is shown in the income statement on a separate line before operating profit and the investment is shown as a line under financial fixed assets. Non-controlling interests Non-controlling interests’ share of profit aer tax is shown on a separate line aer the group’s profit for the year. Non-controlling interests’ share of equity is shown on a separate line as a part of the group’s equity. Future events and changes in the regulatory framework may mean that estimates and assumptions must be changed, whilst new opinions and interpretations of standards may mean that choice of principles and presentation will be changed. Estimates and underlying assumptions are examined and evaluated continuously, and changes in accounting estimates are recognised in the period the estimates are changed. Present value estimates of future cash flows are affected by correct assumptions and estimates of future cash flows and estimates of return requirements. Return requirements are determined using the capital value model and assumptions in using the Capital Asset Pricing Model (CAPM) are risk-free interest, market risk premium and beta. The areas with greatest risk of substantial changes are capitalised goodwill and liabilities at fair value through profit/loss, on the basis that the capitalised sums are substantial. The estimates are based on assumptions on future cash flows that are discounted by a selected discount rate. Estimates and assumptions are described in the different notes. In instances where there are put and/or call options associated with the non-controlling interests, but in which the group does not have control, the subsidiary is presented as if it were wholly owned, but with partial presentation of non-controlling interests. Partial presentation of non-controlling interests means that for each reporting period the non-controlling interests will receive their part of the profit for the year, which is shown under the profit allocation in the group’s income statement and in the statement of changes in equity. At the end of each period the non-controlling minority interests’ share of profit, adjusted for the distribution of dividend for the period to the non-controlling interests, will be transferred as an equity transaction from the non-controlling interests’ share of equity to the majority’s equity. The option liabilities will be recognised in the statement of financial position at fair value through profit or loss. Fair value on acquisitions On acquisitions, the cost price of the acquired entity is aributed, so that the group opening balance reflects estimated fair value of assets and liabilities acquired. To determine fair value on acquisition for those assets for which there is no active market, alternative methods must be used to assess fair value. Added value beyond that which can be aributed to identifiable assets and liabilities is capitalised as goodwill. If fair value of the equity in an acquired company exceeds the consideration, the excess is taken immediately to profit and loss. Allocation of cost price on business merger is changed if new information emerges on fair value, applicable on the date of takeover of control, no later than 12 months aer the acquisition has been made. Important accounting estimates and discretionary assessments Preparation of the annual financial statements requires management to make estimates and assumptions that affect the value of assets, liabilities and conditional liabilities in the statement of financial position, and income and expenses for the accounting year. Income recognition principles Income associated with sales of goods and services is recognised when the group has transferred risk and rights to the purchaser. This is normally on delivery of the goods and services. Other income is recognised when it is probable that transactions will involve future financial gains Areas in which estimates have major significance will be: Figures in NOK 1000 Accounting line in Balance sheet Note Assumptions Book value Goodwill 13 Present value of future cash flows 220 923 Brands 13 Present value of future cash flows 8 787 Other intangible assets 13 Recoverable amounts and correct utilisable life 890 Tangible fixed assets 12 Recoverable amounts and correct utilisable life 404 219 Deferred tax asset 11 Assessment of the ability to exploit tax assets in the future Pension liabilities 9 Economic and demographic assumptions Liabilities at fair value through profit/loss 21 Present value of future cash flows Provisions 22 Correct basis for estimate calculations 95 424 29 493 171 831 52 237 63 that will accrue to the company and the size of the sum can be estimated reliably. Sales revenues are presented net aer deduction of discounts, VAT, alcohol and packaging tax. Inventories Inventories are valued at the lower of acquisition cost/production cost and net selling value. Purchased inventories are valued at acquisition cost and inventories produced in-house are valued at production cost with deduction for obsolescence. Receivables Accounts receivable and other receivables are shown at nominal value aer deduction for provisions for expected losses. Provision for losses is made on the basis of an individual assessment of the individual receivables. In addition, for other trade debtors, a provision is made to cover estimated losses. Prepayments to suppliers Prepayments to suppliers applies to financing the purchase of inventory for individual collaborative partners. The prepayment is shown at nominal value aer deduction for provisions for expected losses. Provision for losses is made on the basis of an individual assessment of the individual materials. Cash and cash equivalents Cash and cash equivalents include cash, bank deposits and other means of payment with due date of less than three months from acquisition. Arcus-Gruppen AS, Arcus AS, Vectura AS, Arcus Wine Brands AS, Vingruppen i Norge AS, Symposium Wines AS, Vinordia AS, De Lysholmske Brenneri- og Destillasjonsfabrikker ANS, Siemers & Cos Destillasjon ANS, Løiten Brændris Destillation ANS and Oplandske Spritfabrik ANS are included in the Arcus-Gruppen’s group cash pool system. Tangible fixed assets Tangible fixed assets are capitalised at cost price with deduction for accumulated depreciation and accumulated write-downs in the event of non-transitory fall in value. Depreciation is calculated and taken to profit and loss from the date the fixed asset is taken into use, and is calculated on the basis of expected useful life, taking account of estimated residual value. Different rates of depreciation are used for a fixed asset’s components if these have different economic life. Assets under construction are not depreciated. Depreciation is taken to expenses only when the plant is ready for use. Gains and losses on sales of fixed assets are set at the difference between the sales price and the capitalised value at the time of sale. Gains on sale of fixed assets are recognised as operating income and losses as operating costs. If there are indications of a fall in value, the amount recoverable is estimated in order to assess any loss through the fall in value. If the capitalised value exceeds the amount recoverable, the asset is wrien down to recoverable value. Depreciation methods, residual values and estimated life are continuously assessed. Intangible assets Intangible assets comprise brands, soware and goodwill. Intangible assets are capitalised at cost price with deduction for accumulated depreciation and accumulated write-downs in the event of non-transitory fall in value. Intangible assets with limited usable life are depreciated by the straightline method over the expected usable life. The capitalised value of goodwill and intangible assets with indeterminate life is tested for fall in value at least once per year or more oen if there are indications that the asset has fallen in value. This requires estimate of the amount recoverable by the cash-generating entity to which goodwill and other intangible assets are aributed. To determine recoverable amount the group estimates expected future cash flows from the cash generating unit (CGU) as well as applying suitable discounted interest rates to calculate present value of future cash flows. Expectations regarding future cash flows will vary over time. Changes in the market conditions and expected cash flows may cause losses through fall in value in the future. The most important assumptions with significance for the present value of the cash flows associated with the investments are the discounting interest rate used, estimated prices in the group’s markets as well as the maintenance of levels of demand for the goods and services offered. Pensions Net pension costs for defined benefit plans comprise the period’s service cost, including future growth in salary and interest rates on the estimated obligation, less contributions and expected returns on the pension assets. Prepaid pension is shown as a long-term asset in the statement of financial position where it is probable that the over-financing can be used or repaid. Correspondingly a long-term liability is shown in the accounts when the pension obligation is greater than the pension assets. Net pension costs are classified as payroll costs in the income statement. Changes in the obligation resulting from changes in pensions plans are distributed over the expected average remaining accumulation period with the exception of rights accumulated at the amendment date which are taken to expenses immediately. Changes in the pensions liability and the pensions assets resulting from changes in and deviation against the estimating assumptions (estimate deviations) are distributed over the expected average accumulation time for that part of the deviations that exceeds 10% of the higher of pensions liability or pensions assets at the start of the year (”the corridor solution”). On transition to IFRS from 31 December 2005, planned changes and estimate deviations not taken to profit or loss were taken directly to equity in accordance with IFRS 1. Restructuring Provisions for restructuring are taken to expenses when the programme is decided and announced and the costs are identifiable, quantifiable and are not covered by associated income. Provisions linked to restructuring are included as other provisions for liabilities calculated at present value. Agreements securing future work input are taken to expenses over the period the work input is delivered. 64 Financial statements and Notes Arcus-Gruppen Group Borrowing Financial liabilities on borrowing from credit institutions are recognised at amount received net aer transaction costs. Transaction costs (arrangement charges) are capitalised in the financial position statement and depreciated over the period of the loan. Annual Report 2012 Arcus- Gruppen Borrowing in currency other than functional currency is translated at the exchange rate at the end of the period. trading purposes” if it is primarily acquired with a view to producing profit from short-term price fluctuations. Derivatives are classified as held for trading purposes unless they form part of a hedge. Derivatives that are included in hedging transactions, but that are not brought to book in accordance with the rules for hedge accounting, are classified in the category ”held to maturity”. Assets in this category are classified as current assets if it is expected that they will be seled within 12 months: otherwise they are classified as fixed assets. Taxes The tax expense comprises both tax payable and change in deferred tax. Tax payable is based on taxable income for the year. Taxable income is different from the pre-tax profit as presented in the income statement because of income and expenditure items that are not taxable/deductible. Tax payable is calculated based on tax rates that are adopted at the end of the period. Loans and receivables Loans and receivables are financial assets that are not derivatives and that have fixed or determinable payments and that are not traded in an active market. They are classified as current assets unless they fall due more than 12 months aer the end of the period. Loans and receivables comprise accounts receivable and other receivables, as well as cash and cash equivalents in the financial position statement. Deferred tax is capitalised on the basis of the temporary differences and any deficit to be carried forward existing at the end of the accounting year and that involve increased or reduced future tax payable when these differences are reversed in future periods. Temporary differences are differences between accounting and taxable result arising during a period and are reversed during a later period. Deferred tax is calculated based on nominal tax rates (rates adopted at the end of the period in the individual country) multiplied by temporary differences and deficit to be carried forward. Deferred tax assets are capitalised when the probability exists that future taxable income will enable utilisation of the asset. Financial assets available for sale Financial assets available for sale are financial assets that are not derivatives and that have been placed in this category or that do not belong to any other category. They are classified as fixed assets provided the investment does not fall due or the management does not intend to sell the investment within 12 months from the end of the period. Classification principles Cash and cash equivalents means cash, bank deposits and other liquid investments that can be converted to cash within three months. The group’s group cash pool system is linked to cash and credit facilities within the same cash pool system and is presented net. Other assets included in the operating cycle or falling due within 12 months are classified as current assets. Remaining assets are classified as fixed assets. Financial derivatives and hedging The group uses financial derivatives to reduce the financial loss in the event of unfavourable movements in currency or interest rates. Derivatives not qualifying for hedge accounting are on first recognition brought to book as financial instruments at fair value and value changes are taken to profit or loss. As at 31 December there are no companies in the group that have financial instruments being treated for accounting purposes in accordance with the rules on hedge accounting. All financial derivatives are capitalised at fair value. Financial derivatives are capitalised when the contract is signed. Financial derivatives are removed from the financial position statement when the contract expires or when gain or loss is to all intents and purposes completed. At the end of the period fair value of currency hedge instruments is calculated on the basis of the market prices for contracts with similar due date profiles. Liabilities included in the operating cycle or falling due within 12 months are classified as current liabilities. Remaining liabilities are classified as long term. Proposed dividend/group contribution is recognised in the financial position statement as a liability when the group has an irreversible obligation to make dividend payments/group contribution, normally aer adoption by the annual general meeting. Financial liabilities Financial liabilities not falling into the category ”financial instruments at fair value through profit or loss” are classified as other financial liabilities. Financial derivatives are classified as current assets or short-term liabilities in the financial position statement. Classification of financial instruments The group classifies financial instruments in the following categories: financial instruments at fair value through profit or loss, loans and receivables, financial assets available for sale and financial liabilities. The classification depends on the purpose of the asset. Management classifies financial assets on acquisition. Statement of cash flows The indirect method is used in preparation of the statement of cash flows. Cash and cash equivalents in the financial position statement are defined as holdings of cash and cash equivalents in the statement of cash flows. Financial instruments at fair value through profit or loss Financial instruments at fair value through profit or loss are either financial instruments held for trading purposes or financial assets held to maturity. A financial instrument is classified in the category ”held for Segment information Operating segments are reported in the same way as for internal reporting to the group management. The group’s business areas comprise Spirits, Wine and Distribution. 65 The Spirits business area comprises the following companies: Arcus AS, Arcus Sweden AB, Arcus Finland Oy, De Lysholmske Brenneri- og Destillasjonsfabrikker ANS, Siemers & Cos Destillasjon ANS, Løiten Brænderis Destillation ANS and Oplandske Spritfabrik ANS. The definition of the group’s segmentation is based on the areas’ external sales. The Spirits business area also procures and refines the group’s own brands of wine. All of this is sold on to its sister company, Arcus Wine Brands AS, which markets and sells Arcus-Gruppen’s own brands of wine. The Wine business area comprises the following companies: Vingruppen i Norden AB, Arcus Wine Brands AS, Vinordia AS, Symposium Wines AS, Vingruppen i Norge AS and Excellars AS. For further information about the group operating segments, see Note 5. The Distribution business area comprises the company Vectura AS. In addition there are the remaining group income and expenses that comprise Arcus-Gruppen AS. Related parties The group’s related parties, in addition to subsidiaries, associated companies and jointly controlled companies, are defined as the owners, all members of the Board of Directors and Group Management, as well as companies in which some of these parties either have controlling interests, Board appointments or are senior employees. Financial statements and Notes Arcus-Gruppen Group 66 Annual Report 2012 Arcus- Gruppen Notes NOTE 1 COMPANIES IN THE GROUP The group financial statements for 2012 cover the following subsidiaries and associated companies: Figures in 1 000 (local currency) Company name Registered office Currency Nominal share capital Niedal NOK 276 000 Arcus AS Niedal NOK 63 563 100 % Vectura AS Niedal NOK 14 000 100 % Stockholm SEK 4 192 91 % Niedal NOK 100 100 % Oslo NOK 181 51 % Arcus-Gruppen AS (parent company) Group holding and voting share Subsidiaries Vingruppen i Norden AB Arcus Wine Brands AS Excellars AS Shares owned by Arcus AS Arcus Sweden AB Stockholm SEK 100 100 % Arcus Finland OY Helsingfors EUR 311 100 % Vinordia AS* Niedal NOK 2 100 97 % De Lysholmske Brenneri- og Destillasjonsfabrikker ANS Niedal NOK 0 100 % Siemers & Cos Destillasjon ANS Niedal NOK 0 100 % Løiten Brænderis Destillation ANS Niedal NOK 0 100 % Oplandske Spritfabrik ANS Niedal NOK 0 100 % Vingruppen i Norge AS Niedal NOK 100 100 % Symposium Wines AS Niedal NOK 500 80 % Shares owned by Vinordia AS Associated companies Tiffon SA Jarnac EUR 34 % Espoo-Helsinki EUR 30 % Copenhagen DKK 2 500 50 % Cost price Book value 31.12 Equity according to last annual financial statements Profit for the year 2012 275 705 275 104 210 114 14 472 79 230 79 059 31 170 -84 326 281 831 281 831 206 516 96 676 125 125 7 961 15 622 74 239 74 239 27 075 20 322 Arcus Sweden AB (NOK) 18 221 3 341 8 002 20 263 Arcus Finland OY (NOK) 4 861 500 778 5 974 Vinordia AS * 1 470 1 470 6 530 14 093 De Lysholmske Brenneri- og Destillasjonsfabrikker ANS 0 0 -141 3 Siemers & Cos Destillasjon ANS 0 0 179 92 Vinunic OY Jointly controlled entities Det Danske Spiritus Kompani A/S Company name Arcus AS Vectura AS Vingruppen i Norden AB (NOK) Arcus Wine Brands AS Excellars AS Shares owned by Arcus AS Løiten Brænderis Destillation ANS 0 0 375 195 Oplandske Spritfabrik ANS 0 0 385 307 Shares owned by Vinordia AS Vingruppen i Norge AS Symposium Wines AS * The remaining shares are owned by Vingruppen i Norden AB. 125 125 96 2 1 000 1 000 2 251 4 523 67 Key figures for significant companies in the group Figures in NOK 1 000 Arcus AS Vectura AS Arcus Wine Brands AS Vinordia AS Excellars AS Vingruppen i Norden AB Net sales revenues 582 714 279 459 122 122 131 361 88 446 709 498 4 062 27 699 1 144 2 625 1 046 23 836 -555 172 -430 393 -100 801 -118 147 -61 484 -607 760 Other income Operating costs excluding depreciation Depreciation -19 242 -11 163 -57 0 -548 -790 Operating profit 12 362 -134 398 22 408 15 839 27 460 124 784 Net financial profit Tax Profit for the year 4 647 771 -524 2 863 801 5 419 -2 537 37 301 -6 262 -4 609 -7 939 -33 527 14 472 -96 326 15 622 14 093 20 322 96 676 Fixed assets 283 345 194 075 2 276 2 567 4 514 7 176 Current assets 304 894 1 203 402 75 593 52 675 58 607 370 748 Total assets 588 239 1 397 477 77 869 55 242 63 121 377 924 Equity 210 114 31 170 7 961 6 530 27 075 206 516 Liabilities 378 125 1 366 307 69 908 48 712 36 046 171 407 Equity and liabilities 588 239 1 397 477 77 869 55 242 63 121 377 923 The profit for the year of Excellars AS and Vingruppen i Norden AB is before non-controlling interests. NOTE 2 INVESTMENTS IN ASSOCIATED COMPANIES AND JOINTLY CONTROLLED ENTITIES 2012 Share of profit for the year Dividend 0 5 519 0 685 0 1 241 31 117 1 241 Company type Ownership interest Tiffon SA AC 34 % 30 354 Vinunic OY AC 30 % 763 JCE 50 % Figures in NOK 1 000 Det Danske Spiritus Kompani A/S * Total investments in associated companies and jointly controlled entities * Book value Buy/sell 01.01.2012 holdings Translation differences Book value 12.31.2012 -1 562 0 34 311 -277 -9 1 162 -267 0 -4 970 5 937 -1 839 -13 36 443 Det Danske Spiritus Kompani A/S was established in 2012. The company was established to handle sales of Arcus-Gruppen's products in Denmark, and is owned jointly with Flemming Karberg Familieholding ApS, which also owns Hans Just, Arcus-Gruppen's collaborative partner for distribution in the Danish market. The company has had no sales in 2012, but start-up costs have accrued. 2011 Figures in NOK 1 000 Company type Ownership interest Book value Buy/sell 01.01.2011 holdings Share of profit for the year Dividend Translation differences Book value 31.12.2011 SAS de l’Ile Madame** AC 0% 24 972 -24 972 0 0 0 0 Tiffon SA * AC 34 % 0 25 665 5 914 -1 225 0 30 354 Vinunic OY AC 30 % Total investments in associated companies 1 010 0 0 -244 -3 763 25 982 693 5 914 -1 469 -3 31 117 ** As at 31 December 2010 the group owned 34% of the SAS de l'ile Madame company in France, which in turn owned Tiffon AS, the manufacturer of Braastad Cognac. As a step in becoming more closely engaged in the running of Tiffon, the holding of 34% in SAS de l’Ile Madame was realised in 2011 against selement in a direct holding of 32.6% in Tiffon SA. This was presented in the financial statements as an exchange of assets, without accounting effect in Arcus-Gruppen group. In addition the group bought 106 shares in Tiffon from SAS de l'ile Madame, so that the holding in Tiffon stands at 34%, corresponding to the holding Arcus-Gruppen had in SAS de l'ile Madame before the transaction. 68 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen None of the associated companies has listed share prices. The group's share of profit from associated companies, aer tax, is presented on a separate line before operating profit in the income statement. The group buys inventory from Tiffon SA, see Note 6. Summarised financial information about the individual associated companies, based on 100 per cent: 2012 Total assets 31.12.2012 Total liabilities 31.12.2012 Total equity 31.12.2012 Operating income 2012 Profit 2012 220 079 126 432 93 647 130 994 16 232 Vinunic OY 2 514 555 1 958 1 429 1 370 Det Danske Spiritus Kompani A/S 2 590 612 1 978 0 526 Total assets 31.12.2011 Total liabilities 31.12.2011 Total equity 31.12.2011 Operating income 2011 Profit 2011 226 371 141 330 85 041 160 425 17 394 1 287 321 966 1 251 899 Figures in NOK 1 000 Tiffon SA 2011 Figures in NOK 1 000 SAS de l’Ile Madame Vinunic OY NOTE 3 OTHER INVESTMENTS 2012 Figures in NOK 1 000 Atlungstad Brenneri AS Registered office Ownership interest Currency Cost price Currency Cost price NOK Book value NOK 200 Stange 18.2 % NOK 200 200 Norwegian Ice-Water Company AS Olden 13.5 % NOK 440 440 0 AS Vinunic Estland Tallinn 12.0 % SEK 125 109 25 749 225 Other investments in shares The Atlungstad Brenneri property is a historic distillery at Stange in Hedmark. In 2011 the property was taken over by the newly formed company, Atlungstad Brenneri AS, which will run the plant as a museum and national experience centre. Arcus Gruppen group owns 18% of this company. Norwegian Ice-Water Company is the supplier of glacial water to Vikingord. NOTE 4 FINANCIAL RISK MANAGEMENT Financial risk Procedures for risk management are decided by the board of directors and implemented by the management in cooperation with the individual business areas. Arcus-Gruppen's principal source of income is the operating profits from the core business, and the group's main strategy in regard to risk is not to speculate, but to minimise the economic risk the core business creates. The most important financial risks to which the group is exposed are associated with interest rate risk, liquidity risk, foreign currency risk and credit risk. The group continuously assesses how these should be handled. For hedging purposes associated with interest-rate and currency risk, the group uses financial derivatives to reduce the risks. This is in accordance with the group's strategy for interest-rate and currency exposure. The group does not fulfil the accounting requirements for hedge accounting and therefore does not consider these as hedging from the accounting point of view. The treatment of financial derivatives is described under Accounting principles. 69 Credit risk The group is only trading with approved creditworthy counterparties. All counterparties receiving credit from the group, for example customers, are to be approved and subject to a credit-worthiness assessment. The group has no significant credit risk associated with an individual counterparty or multiple counterparties that can be seen as a group because of similarities in the credit risk. The group has guidelines for ensuring that sales are only undertaken to customers who have not had significant problems with paying previously, and that outstanding amounts do not exceed set credit limits. Counterparties for pension assets are Norwegian insurance companies and the risk associated with this is considered minimal. The group therefore considers its maximum risk exposure to be the capitalised value of long-term receivables, accounts receivable and short-term receivables other than the capitalised value of futures contracts. Overview of bad debts and age analysis of accounts receivable Figures in NOK 1 000 Accounts receivable 2012 2011 890 806 1 124 294 Provision for bad debt at 31 December 2012 was TNOK 2,191 (2011: 2,839 Bad debt is classified as other operating costs in the statement of comprehensive income. The change in provision for bad debt is as follows: Figures in NOK 1 000 2012 2011 -2 839 -3 719 Provision for losses for the year -18 -2 260 Confirmed losses for the period -652 -1 639 Opening Balance Received on previously wrien-off receivables during the period Reversed previous provisions Closing Balance 0 182 14 1 319 -2 191 -2 839 At 31 December the group had the following accounts receivable that had fallen due but not been paid Total Not due 0-60 days 60-365 days More than 1 year 2012 892 997 824 257 37 942 30 348 401 2011 1 127 085 933 028 182 207 11 290 560 Interest rate risk The group is exposed to interest-rate risk through investments (bank deposits) and financing activities (long-term borrowing and financial leasing debt). As at 31 December 2012 the group had floating interest on its short-term financing through bank deposits and credit facilities, as well as for long-term obligations associated with financial leasing. Of the long-term borrowing, 71% is hedged with an interest rate swap agreement with the same duration as the full duration of the loan up to 2016. Including financing of capitalised leasing agreements (financial leasing debt), 34% of the group's liabilities to credit institutions is hedged with fixed interest. It is the group's aim that the debt portfolio's average fixed interest period should be five years.. At the end of 2012 the group's remaining fixed interest agreement is 3.5 years which is also the long-term liability's due date horizon. The group has concluded the following interest-rate swaps that are current as of 31 December 2012 (linked to the group refinancing its secured loan from Nordea to SEB at the beginning of January 2013, these interest rate swap agreements were seled): Outstanding interest-rate swaps NOK 1 000 Nordea Bank Currency Principal Receive Pay Due date Fair value in NOK NOK 160 000 3 mth. NIBOR Fixed 4.26% April 2016 -12 109 Financial statements and Notes Arcus-Gruppen Group 70 Annual Report 2012 Arcus- Gruppen Average effective interest rate on financial instruments in % was as follows: Financial instruments: 2012 2011 Average credit balance in the group cash pool system 0.6 % 1.4 % Average debit balance in the group cash pool system 4.0 % 9.6 % Long-term financing from credit institutions - fixed interest 6.3 % 6.3 % Long-term financing from credit institutions - floating interest 4.5 % 5.1 % Financing from credit institutions (financial leasing) - floating interest 3.5 % 0.0 % Interest-rate sensitivity The following table shows the total impact on pre-tax profit for the Arcus-Gruppen group during 2013 if the interest rate level increases by 100 bps (1 per cent). Correspondingly the effects will be the opposite if the interest rate level is reduced by 100 bps (1 per cent). The effect on equity will be 28% lower than the effects before tax. Whole year effect during 2013 with 1% rate increase Currency Principal Interest Cost of interest Value change interest rate swap Total effect on income 2013 Liabilities to credit institutions (fixed) NOK 160 000 6.26 % 0 5 446 5 446 Liabilities to credit institutions (floating) NOK 65 000 3 mth. NIBOR Figures in NOK 1 000 Total liabilities to credit institutions 225 000 -650 0 -650 -650 5 446 4 796 Liquidity risk Liquidity risk is the risk that the group will not be in a position to service its financial liabilities as they fall due. The group's strategy for handling liquidity risk is to have adequate liquid assets at all times to be able to meet its financial liabilities when they fall due, both in normal and extraordinary circumstances, without risking unacceptable losses or at the cost of the group's good name. Unused credit opportunities are described in Note 18. The following table shows an overview of the maturity structure for the group's financial liabilities, based on non-discounted contractual payments. In instances where the counterparty can demand earlier redemption the sum is recorded in the earliest period in which the payment can be demanded by the counterparty. 2012 Figures in NOK 1 000 Debt to credit institutions* Liabilities at fair value Other provisions for obligations Accounts payable Remaining period 0-1 years 1-5 years More than 5 years 12 726 464 610 0 0 171 831 0 1 318 2 450 429 0 456 557 0 Other short-term liabilities 1 067 014 0 0 Total 1 537 615 638 891 429 * Read more about the financial lease maturity profile in Note 14 leasing agreements. 2011 Figures in NOK 1 000 Debt to credit institutions Liabilities at fair value Other provisions for obligations Accounts payable Remaining period 0-1 years 1-5 years More than 5 years 0 166 029 0 51 451 164 565 0 1 675 3 046 727 500 952 0 0 Other short-term liabilities 1 143 344 0 0 Total 1 697 422 333 640 727 71 Currency risk The group is exposed to currency risk since it has production, purchase and sales in several different countries. The group's currency exposure can mainly be divided into two groups: cash flow risk and currency translation risk. The group's principal objective is to minimise the effect of exchange rate fluctuations on the company's profits and competitiveness. Arcus Gruppen has different ways of compensating for negative exchange-rate movements in regard to its customers and suppliers. Generally, but not in all cases, the competition situation means that Arcus-Gruppen cannot use foreign exchange trends as arguments in price negotiations. The group companies' revenues are largely in the subsidiaries' functional currency, but is also in foreign currency. Purchasing is carried out extensively both in functional and foreign currency. The most significant currencies are EUR, GBP, USD, AUD, SEK and NOK. The risk horizon, i.e. the time it takes to compensate for negative foreign exchange movements, is expected to be largely controlled by price-changing opportunities in the wines and spirits monopolies. ArcusGruppen’s customers' prices cover a period of about 3-4 months, in addition to the period between the purchase order to the manufacturer and the due date of the customer accounts receivable, which is between 6-8 months. Because of this the hedging horizon should not be longer than 12 months. Throughout the year procurement of goods is hedged in foreign currency and forward rates achieved in the market are used as transaction rates. As a rule the currency exposure in Norway is revealed three times a year with 4-month time periods, whereas in Sweden it is revealed twice a year with 6-month time periods. Receivables and debt, as well as money items in foreign currency, are translated at the rate of exchange at the end of the reporting period into the companies' functional currency for reporting. The group's presentation currency is NOK. The group is therefore further exposed to curency risk in translation of foreign subsidiaries from their functional currency to the group's presentation currency. This translation risk is not hedged. As at 31 December 2012 the net translation difference associated with the majority's equity was negative by MNOK 5.0, corresponding to a negative change in 2012 of MNOK 3.9. The table below shows the group's purchase of non-functional foreign exchange during 2012. Purchase of currency 2012 Spot Term Total Proportion hedged through forwards AUD 462 1 765 2 227 79.3 % DKK 6 925 700 7 625 9.2 % EUR 33 535 81 473 115 008 70.8 % GBP 548 354 902 39.2 % SEK 3 025 350 3 375 10.4 % USD 5 272 4 130 9 402 43.9 % Figures in 1 000 (local currency) As at 31 December 2011 the group had the following forward contracts (hedging of cash flows) that hedged financial position statement items and orders already entered into (firm commitments), which were recognised at fair value through profit or loss: Currency Currency amounts Value on balance sheet date Forward value in NOK Fair value in NOK Buy contracts USD 2 380 13 297 13 897 -600 2013 Buy contracts EUR 12 130 89 505 91 149 -1 644 2013 Figures in NOK 1 000 Due date Buy contracts GBP 120 1 085 1 140 -55 2013 Buy contracts AUD 280 1 626 1 708 -82 2013 Total -2 381 All forward contracts are recognised in the accounts at fair value at the end of the reporting period. Sensitivity to currency changes linked to translation differences (not hedged) Change in exchange rate Figures in NOK 1 000 Currency 5% -5 % Effect on other comprehensive income and equity SEK 15 142 -15 142 Effect on other comprehensive income and equity EUR Total effect on other comprehensive income and equity 299 -299 15 441 -15 441 72 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen Categorisation of financial assets and liabilities: Figures in NOK 1 000 Financial instruments at fair value with value changes through profit or loss Loans and receivables Financial assets available for sale Financial liability Total book value 31.12. Fair value Assets Other investments 0 0 225 0 225 225 Accounts receivable 0 890 806 0 0 890 806 890 806 Other accounts receivable1 0 133 035 0 0 133 035 133 035 Cash and cash equivalents 0 355 463 0 0 355 463 355 463 Total financial assets 2012 0 1 379 304 225 0 1 379 529 1 379 529 Total financial assets 2011 0 1 554 751 225 0 1 554 976 1 554 976 Liabilities Liabilities to credit institutions Liabilities at fair value3 Interest rate derivatives3 Forward exchange contracts3 Accounts payable Other current liabilities2 0 0 0 477 336 477 336 477 336 171 831 0 0 0 171 831 171 831 12 109 0 0 0 12 109 12 109 2 381 0 0 0 2 381 2 381 0 0 0 456 557 456 557 456 557 0 0 0 14 194 14 194 14 194 Total financial liabilities 2012 186 321 0 0 948 087 1 134 408 1 134 408 Total financial liabilities 2011 229 151 0 0 679 964 909 115 909 115 1. Prepayments are excluded from the overview since they are not defined as financial assets in accordance with IAS 39. 2. Accrued costs and public taxes owed are excluded from the overview since these are not defined as financial liabilities in accordance with IAS 39. 3. These are all earmarked for measurement at fair value through profit or loss on first recognition. Fair value hierarchy The group uses the following hierarchy to determine and report fair value of the financial instruments: Level 1: Listed (unadjusted) prices in active markets Level 2: Direct or indirect inputs other than listed prices that are included in Level 1 that are observable for the asset or the liability Level 3: Techniques for calculation of fair value based on other than observable market data As at 31 December 2012 the Arcus-Gruppen group had the following financial liabilities at fair value in the financial position statement: 2012 Figures in NOK 1 000 Liabilities at fair value Interest rate derivatives Forward exchange contracts Level 1 Level 2 Level 3 Book value 31.12.2012 0 0 171 831 171 831 12 109 0 0 12 109 2 381 0 0 2 381 Total liabilities 14 490 0 171 831 186 321 2011 Figures in NOK 1 000 Level 1 Level 2 Level 3 Book value 31.12.2011 0 0 216 016 216 016 Interest rate derivatives Liabilities at fair value 9 611 0 0 9 611 Forward exchange contracts 3 524 0 0 3 524 13 135 0 216 016 229 151 Total liabilities There have been no reclassifications between Level 1 and Level 2 during the period. Nor have there been transfers out of Level 3 during the period. 73 Reconciliation of liabilities (Level 3): Figures in NOK 1 000 Book value 31.12.2011 Used 2012 Provision made 2012 Value changes 2012 Interest 2012 Book value 31.12.2012 Liabilities at fair value 216 016 -52 480 0 5 309 2 986 171 831 Total 216 016 -52 480 0 5 309 2 986 171 831 Further information on earmarked liabilities measured at fair value through profit or loss is provided in Note 21. Capital control and covenants The group wishes as far as possible to have flexibility in its liquid assets that are associated with day-to-day operation. The group achieves this largely through a group cash pool system with a drawing facility in the Norwegian part of the business. When there is an investment requirement in-house liquidity is used as far as possible, but in larger investments external financing is also used. During 2012 the group has concluded agreements on financial leasing for new production and distribution equipment.. The agreement on the secured loan facility contains 4 loan covenants which the group monitors continuously. For 2012 these covenants apply: • Net interest-bearing debt/adjusted EBITDA for the last 12 months. Net interest-bearing debt is calculated as total interest-bearing loans minus holdings of cash and cash equivalents. EBITDA is adjusted for certain defined maers. • Adjusted EBITDA for the last 12 months/total of net interest costs for the last 12 months. • Net interest costs and repayments for the last 12 months compared with net cash flows for the last 12 months. • Maximum limit for total CapEx investments (investments associated with the move to Gjelleråsen are not to be included). Throughout 2012 Arcus-Gruppen has met the loan conditions. The group refinanced its loan from Nordea to SEB on 4 January 2013. Linked to this change are new loan covenants that apply from this date. The new loan covenants are mainly linked to the same ratios as before. NOTE 5 SEGMENT INFORMATION 2012 Figures in NOK 1 000 External operating income Spirits Wine Distribution Other Eliminations Group 547 117 1 095 012 315 258 70 790 1 958 247 Sales between the segments 100 005 33 673 -8 100 171 670 -297 248 0 Total operating income 647 122 1 128 685 307 158 171 740 -296 458 1 958 247 Cost of goods -278 543 -784 592 0 0 90 609 -972 526 Salaries and other personnel costs -108 584 -57 606 -173 625 -37 426 0 -377 241 Depreciation Other operating expenses Oher income and expenses1 Total operating expenses -19 490 -1 395 -11 163 -1 966 0 -34 014 -170 424 -87 959 -191 478 -159 823 205 850 -403 834 -47 320 -684 -65 290 -57 435 0 -170 729 -624 361 -932 236 -441 556 -256 650 296 458 -1 958 344 Share of profit from AC & JCE 5 252 685 0 0 0 5 937 Total share of profit from AC & JCE 5 252 685 0 0 0 5 937 28 013 197 134 -134 398 -84 910 0 5 840 Operating profit 1. This is associated with non-recurring effects that are specified in more detail in Note 7. 74 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen 2011 Figures in NOK 1 000 External operating income Spirits Wine Distribution Other Eliminations Group 493 359 971 381 321 226 1 007 2 573 1 789 546 Sales between the segments 98 260 25 097 -7 788 107 917 -223 486 0 591 619 996 478 313 438 108 924 -220 913 1 789 546 Cost of goods -260 078 -716 417 0 0 90 164 -886 331 Salaries and other personnel costs -108 249 -50 353 -133 533 -38 666 0 -330 801 Total operating income Depreciation Other operating expenses -15 755 -916 -9 774 -2 637 0 -29 082 -140 763 -82 090 -160 635 -122 753 127 539 -378 702 Oher income and expenses1 -22 837 -7 653 -18 456 -4 790 0 -53 736 -547 682 -857 429 -322 398 -168 846 217 703 -1 678 652 Share of profit from AC & JCE 5 914 0 0 0 0 5 914 Total share of profit from AC & JCE 5 914 0 0 0 0 5 914 49 851 139 049 -8 960 -59 922 -3 210 116 808 2012 2011 Norway 960 851 854 724 Sweden 764 897 733 992 Finland 22 516 21 186 Denmark 25 040 26 412 Germany 22 969 22 490 USA 21 891 14 356 Other international 97 220 81 964 1 915 384 1 755 124 Total operating expenses Operating profit 1. This is associated with non-recurring effects that are specified in more detail in Note 7. Net sales by geographic market: Total net sales NOTE 6 TRANSACTIONS WITH RELATED PARTIES In addition to subsidiaries and associated companies, the group's related parties are defined as the owners, all members of the board of directors and group senior management, as well as companies in which any of these parties have either controlling interests, board appointments or are senior staff. The group's transactions with related parties: Purchase of goods and services: Figures in NOK 1 000 Relationship Deliverable 2012 2011 Hoff SA Owner (10%) Raw materials 20 335 20 527 Tiffon SA Associated company (34%) Finished goods 77 735 77 334 Steenberg & Plathe AS K. Frydenberg is chair of the Arcus-Gruppen AS and Steenberg & Plathe AS boards of directors Consultancy services 87 591 Saga Management AS K. Frydenberg is chair of the Arcus-Gruppen AS and Saga Management AS boards of directors Consultancy services Total purchase of goods and services 0 493 98 157 98 945 75 Sale of goods and services: Figures in NOK 1 000 Relationship Deliverable 2012 2011 Tiffon SA Associated company (34%) Marketing support 5 120 3 774 Tiffon SA Associated company (34%) Sale of production tanks Total sale of goods and services 0 227 5 120 4 001 Transactions between group companies: Agreements have been reached between the companies in the group on costs distribution for internal services. Principally this applies to rent, maintenance and property service functions, as well as common functions such as IT, payroll etc. The services are recognised in the various companies as other income and other operating costs respectively. All buying and selling of goods and services between the companies is carried out on market terms and is eliminated in the group financial statements. NOTE 7 OTHER OPERATING EXPENSES Figures in NOK 1 000 Sales and advertising costs Logistics costs from warehouse to customer Other logistic costs 2012 2011 -118 902 -113 054 -66 968 -51 182 -6 539 -5 263 -102 579 -55 478 Other costs associated with premises -29 659 -18 288 Maintenance costs -22 640 -15 103 Office materials and administrative costs -7 810 -7 413 Insurance -3 000 -3 282 -40 610 -22 127 Rent Consultants Other costs -138 977 -100 499 Total other operating costs -537 684 -391 689 Of which non-recurring effects and restructuring costs, which are included in the financial statements line Other income and expenses Total other operating costs as presented in the financial statements line Other operating expenses 133 850 12 987 -403 834 -378 702 Oher income and expenses: Other income and expenses comprise significant positive and negative non-recurring effects and restructuring costs. The main aim of this line is to show these significant non-recurring and non-periodic items that are perceived to lie outside the ordinary operation, so that the development and comparability of the ordinary profit or loss lines presented in the income statement should be more relevant to the business. Figures in NOK 1 000 2012 2011 0 9 000 Personnel policy and other organisational measures -19 340 -33 969 Moving costs -41 534 -7 173 Costs associated with double operating -53 953 -6 440 6 475 -9 659 Supplementary consideration associated with sale of land at Hamar Extraordinary pensions effects Acquisition costs (M&A) -12 722 0 Other non-recurring effects -49 655 -5 495 -170 729 -53 736 Total other income and expenses 76 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen Supplementary consideration associated with sale of land at Hamar: Until 2006 the Arcus-Gruppen group owned a property at Hamar. When the property was sold in 2006 a gain of MNOK 32 was taken to income. The agreement meant that Arcus-Gruppen AS would additionally receive a supplementary fee of up to MNOK 9 when planning regulation was complete on the property. This MNOK 9 was taken to income in 2011 when planning regulation of the property was completed. Personnel policy and other organisational measures: In connection with the move to Gjelleråsen, an organisational and staffing adjustment has been necessary in order to accommodate new surroundings, new work processes and new technology. During this change process the group has offered a range of personnel policy measures to its employees in order to meet the new circumstances without compulsory redundancy. In addition there are individual key personnel in the process who have received loyalty bonuses on the completion of the move project. Moving costs and costs associated with double operating: This is associated with costs directly related to the move from Hasle to Gjelleråsen, as well as costs for operating both at Hasle and Gjelleråsen for a period in advance of an subsequent to the move, such as for example double rent, electricity, water and other operating costs. Pensions effects: In 2011 pension provisions were made associated with 3 maers: • an insurance excess for certain employees who had inadequate seniority claims in the new AFP scheme to be able to retire with AFP. For these employees Arcus-Gruppen had to cover the excess in full. • additional provision for the disabled or sick who were le behind in the Storebrand defined benefit scheme when the rest of the group transferred to a defined contribution scheme in 2009. • extra provision for the promise of indexation to the National Insurance base amount (G) for employees who have or may become disabled aer the transition to the defined contribution scheme in 2009. During 2012 the group has had gains as a result of the group having chosen to change the discounting interest rate from government bonds to covered bonds interest rates in accordance with the recommendations of NASB. See the more detailed discussion of this in Note 9 on pensions. Acquisition costs: During 2012 the group has used resources on the acquisition of De Danske Spritfabrikker and the Aalborg aquavit, Maltezerkreutz and Gammel Dansk brands. The transaction was finally completed on 4 January 2013. Temporarily the shares are owned by Arcus-Gruppen Holding AS, but will be transferred to Arcus-Gruppen AS and included in the group’s segment reporting. It is anticipated that this will be done during 2013. Other non-recurring effects: Other non-recurring effects are associated with other extraordinary costs in connection with the opening celebration at Gjelleråsen in June 2012, as well is extraordinary personnel costs and compensation to customers as a result of delivery problems at Vectura during the months directly aer the move. During 2012 it has become known that environmental pollution has been found on the land sold at Hamar. According to the sale contract entered into, Arcus-Gruppen is responsible for part of the clean-up. Negotiations in regard to this are in hand. NOTE 8 SALARY AND OTHER PERSONNEL COSTS Figures in NOK 1 000 2012 2011 -278 995 -272 589 Social security costs -46 088 -43 818 Pension costs including social security costs -15 442 -41 846 Other personnel costs -73 595 -22 297 -414 120 -380 550 Salary including holiday pay Total salaries and other personnel costs Of which non-recurring effects and restructuring costs, which are included in the financial statements line Other income and costs (see Note 7) Total other salaries and other personnel costs as presented in the financial statements line Salaries and other personnel costs Average FTEs employed during the year 36 879 49 749 -377 241 -330 801 450 454 77 Benefits for leading individuals Salary Pension costs Other remuneration Group CEO Board of Directors 3 197 1 449 963 9 In addition to salary the Group CEO has a bonus agreement that on certain conditions will provide payment of up to 5 months' salary. The Group CEO is a member of the Swedish National Insurance and so the group pays Swedish social security costs associated with his benefits. The Group CEO's pension agreement is in two parts. 4/5 of the pension basis is linked to an unfunded defined benefit pension scheme in Norway, which is capitalised annually in the group financial position statement and in which the return is based on the return in the Storebrand Balansert pension fund. He also has a Swedish pension agreement (1/5 of the pension basis) in accordance with the collectively agreed pension scheme through the ITP plan. Neither loans nor security have been provided for the Group CEO or other members of the board of directors beyond general schemes for all group employees. The other senior managers in the group participate in the bonus scheme and have personal agreements that on certain conditions may produce payments with an upper limit of 4 months' salary. In addition one senior group manager has a personal bonus agreement. Agreements have been entered into on a shares programme in Arcus-Gruppen Holding AS for 6 employees in the senior management group and one board member. The Group CEO has 2,470 synthetic shares and 22,230 synthetic options in this programme. Seing of salary and other benefits for senior employees The main principle for the group's management salary policy is that its managers' salaries should be competitive, motivational and comprehensible. Benefits are provided in the form of bonus, pension, severance payments and other natural benefits customary in such positions. The terms and conditions for the Group CEO are set by the board of directors. For other members of the group senior management, terms and conditions are set by the Group CEO. Auditor’s remuneration Auditor's fees are specified below. The fees cover the group auditor, Ernst & Young, as well as other auditors of group subsidiaries. Figures in NOK 1 000 2012 2011 Statutory financial audit 1 528 1 510 5 30 Other financial audit Other certification services Tax advisory services 72 36 124 16 Non-audit services 1 067 8 Total auditor's fee 2 796 1 600 All sums exclude VAT. Total fees to auditors for the group include fees to entities other than the group auditor of TNOK 623 for 2012 and TNOK 599 for 2011. NOTE 9 PENSION COSTS, ASSETS AND OBLIGATIONS Defined benefits pension scheme Until 31 December 2008 Arcus-Gruppen and its subsidiaries had a group defined benefits scheme for their employees in Statens Pensjonskasse (the Norwegian Public Service Pension Fund - SPK) and Storebrand. The SPK pension scheme also incorporated a contractual early retirement scheme (AFP) with financing from the date of commencement of employment. From 31 December 2008 the Arcus-Gruppen board of directors terminated the SPK group pension scheme for the whole group, which resulted in non-recurring income in 2009 of MNOK 96.2 and a final selement in 2010 resulting in a further income recognition of MNOK 3.0. With the transition to the new pension scheme all those who were sick or disabled remained in the respective defined benefit schemes. Statens Pensjonskasse has confirmed that Arcus-Gruppen has no obligations associated with the pensioners who remain linked to the SPK defined benefit scheme, so they are no longer included in any pension obligation in the group, but the group takes current invoices from SPK to expenses in the same way as for the defined contribution scheme. Within the company's pension obligation as at 31 December 2012, a provision of MNOK 3.3 is linked to 5 individuals in the Storebrand defined benefit scheme. 78 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen In addition 2 individuals, one of whom is no longer employed in the company, have a defined benefit scheme for salary income above 12 G (National Insurance base amount). This scheme has been recognised with the obligation totalling MNOK 4.3 at the end of 2012. During 2012 a former manager chose to terminate her pension agreement above 12G, resulting in selement income for the group of MNOK 0.5. On the transition to the defined contribution scheme in 2009, there were some employees who had previously been with SPK who would be worse off in the event of early retirement at age 65-67. To compensate for this an agreement was reached on a gi pension to all employees who were with SPK before the transition. As at 31 December 2012 this gi pension is linked to 332 employees spread over the Norwegian business, whilst the total obligation has been recognised at MNOK 8.3. The group CEO has an unfunded defined benefit pension based on the accumulation principles in the Swedish pension agreement for collectively agreed pension schemes through the ITP plan. This obligation is recognised in the financial statements at MNOK 1.3 as at 31 December 2012. Contractual early retirement scheme pension (AFP) Starting on 1 January 2011 a new contractual early retirement scheme (AFP) pension act was introduced in Norway, in which the Norwegian companies in the group participate. At the same time the old scheme was terminated. The old AFP scheme was a joint Norwegian Confederation of Trade Unions (LO)/ Confederation of Norwegian Enterprise (NHO) scheme which meant that all employees could choose to retire with a premature pension on reaching the age of 62. The group has a continuing reserve applicable to the company's contribution for individuals who are prematurely retired under the old scheme. On cessation of the old AFP scheme it became apparent there was substantial underfunding in the scheme. The member companies have to redress this underfunding by continuing payment of premiums for the coming five years. The company's share of this underfunding has been estimated and provision made in the financial statements. As a replacement for the old AFP scheme, from 1 January 2011 a new AFP scheme was established. The new AFP scheme is, unlike the old one, not a premature early retirement scheme, but a scheme that provides a lifelong supplement to the ordinary pension. The employees may choose to take out the new AFP scheme on reaching the age of 62, in parallel with continuing working, and it provides further accumulation on working up to aged 67. This new AFP scheme is a defined benefit based multi-enterprise pension scheme, and is financed through premiums that are set as a percentage of salary. So far no reliable measurement and allocation of obligations and assets in the scheme is available. In accounting terms the scheme is treated as a defined contribution based pension scheme in which premium payments are charged as current costs and no provisions are made in the financial statements. In 2011 the current premium payments were set at 1.4% of total payments between 1 G and 7.1 G to the company's employees, whereas in 2012 this figure has been 1.75%. There is no build up of funds in the scheme and it is expected that the premium level will increase for the coming years. There are some seniority requirements associated with the new AFP scheme in regard to accumulated length of service in the scheme. This means that the individual employee on reaching the age of 62 must have been employed for 7 of the previous 9 years to meet the seniority requirements to be able to take out AFP in accordance with the new scheme. For the Arcus-Gruppen group there were 17 individuals who did not fulfil the seniority requirements on the introduction of the new AFP scheme. In 2011 for these individuals Arcus-Gruppen applied for them to be allowed to count their accumulated period of service in the old SPK AFP scheme, before transition to the LO/NHO scheme from 1 January 2009. The Fellesordningen (Joint Pension Sceme) gave its agreement to this, in return for Arcus-Gruppen paying the whole excess above and beyond the state supplement of 1/3 of the AFP pension. This resulted in costs for Arcus-Gruppen of MNOK 3.6 in 2011, whilst the costs in 2012 amounted to MNOK 0.2. 6 of these individuals have retired with AFP during 2012, which has meant a disbursement and reduction of the obligation for the group by MNOK 3.1. The liability at 31 December 2012 amounts to MNOK 6.3. Defined contribution pensions The Arcus-Gruppen group's ordinary pension scheme for all other employees is a defined contribution pension scheme with Storebrand. The contribution rate is 5% of salary in the bracket 2-6 times the National Insurance base amount (G) and 8% of salary in the bracket 6 to 12 times the National Insurance base amount (G). In addition there is a private invalidity scheme with 66% benefits level, without free standing policy accumulation. Child and carer supplement to Arcus-Gruppen’s group life scheme comes as a replacement for the previous spouse and child pension. The costs associated with the defined contribution pension are linked to the routine premium invoices from the insurance company with which ArcusGruppen has contracted a defined contribution pension agreement. The current defined contribution pensions and invalidity pensions for employees in the defined contribution scheme are adjusted annually with the pension fund's profits. Employees in the defined contribution scheme who have become disabled are entitled to receive their disability obligations indexed with the same adjustment as the base amount is (G) each year. This resulted in an extra provision for Arcus-Gruppen of MNOK 1.7 in 2011, whilst the costs in 2012 have been modest. This obligation is recognised in the financial statements at MNOK 1.0 as at 31 December 2012. Summary and general assumptions From 2012 the Group has chosen to change the discounting interest rate for its pension obligations from the government bond interest rate to the covered bond interest rate. This is in line with the NASB recommendations. The pension obligations as at 31 December 2012 are generally linked to former employees who have retired with AFP in accordance with the old AFP scheme, obligations associated with employees who need to have their period of service from SPK taken into account in the new AFP scheme and provision of reserves in connection with transition to the defined contribution scheme. The pension liabilities recognised are otherwise based on financial assumptions that are generally in accordance with the recommendations of the NASB. 79 Figures in NOK 1 000 Pension costs 2012 2011 Present value of pension earnings for the year (service cost) 1 745 1 029 Interest cost on pension obligations 1 060 1 750 -496 -434 Return on pension assets Estimating loss/(gain) taken to profit/loss Plan change taken to profit/loss -5 915 25 0 -2 937 Accrued social security contributions 323 220 Extraordinary provisions 424 12 580 Effect of curtailment or selement Net pension cost aer social security contributions -552 0 -3 412 12 233 18 854 29 513 Defined contribution pension scheme Contribution including social security contributions Net pension obligations: 2012 2011 -12 993 -15 890 Estimated value of pension assets 10 811 10 343 Net estimated pension obligations (-)/assets (+), funded pension plans -2 181 -5 547 Estimated accrued obligations, funded pension plans Estimated accrued obligations, non-funded pension plans -27 206 -31 804 Net estimated pension obligations (-)/assets (+) -29 387 -37 351 Non-amortised estimate changes and differences Net pension assets/(obligations) recognised in the financial position statement -107 -790 -29 493 -38 143 Changes in the obligations: Net pension obligation 01.01 Pension costs Premium payments including SSC -38 143 -31 873 3 412 -12 233 5 238 5 963 -29 493 -38 143 Discounting interest rate 3.90 % 2.60 % Expected salary growth 3.25 % 3.25 % Expected pension growth 2.50 % 2.50 % Expected growth of National Insurance base amount (G) 3.25 % 3.25 % Expected return on pension assets 3.90 % 4.80 % Net pension obligation 31.12 Financial assumptions: Actuarial assumptions Expected withdrawal frequency AFP* 0% 0% Mortality K2005 K2005 Disability K1963 K1963 Voluntary cessation (under aged 50) 50 % 50 % Voluntary cessation (over aged 50) 0% 0% The actuarial assumptions are based on ordinarily used assumptions in insurance in regard to demographic factors. The group's pension schemes satisfy the statutory requirements on obligatory occupational pension. * From 1 January 2011 it was no longer possible to retire with AFP under the old AFP scheme. 80 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen NOTE 10 FINANCIAL INCOME AND COSTS Figures in NOK 1 000 2012 2011 6 283 13 511 Financial income External interest income Interest income from companies in the same group Total interest income Value change liabilities at fair value 940 656 7 223 14 167 0 1 420 Value change foreign exchange forwards at fair value 1 139 5 022 Other agio gains 1 528 459 Total other financial income 2 667 6 901 Total financial income 9 890 21 068 -25 438 -15 534 Financial costs Interest costs to credit institutions Interest costs to companies in the same group -227 -666 -2 986 -2 976 -28 651 -19 176 -5 309 0 Value changes interest swap contracts at fair value -2 498 -9 611 Other financial expenses -8 209 -1 815 Other financial expenses -16 016 -11 426 Total financial expenses -44 667 -30 602 Net financial profit -34 777 -9 534 Interest costs on liabilities at fair value Total interest costs Value change liabilities at fair value NOTE 11 TAX The tax cost for the year has been calculated as follows: Figures in NOK 1 000 Tax payable Change in deferred tax Inadequate provision earlier years Cost of taxes Tax shown by country: 2012 2011 -43 765 -39 787 50 469 12 372 2 119 6 706 -27 296 2012 2011 Tax to Norway 41 352 3 346 Tax to Sweden -34 377 -30 595 Tax to Finland -269 -47 6 706 -27 296 Total cost of taxes 81 Reconciliation from nominal to actual tax rates: Pre-tax profit Expected income tax i.a.w. nominal tax rate (28%) 2012 2011 -28 937 107 274 8 102 -30 037 -6 421 -3 407 Tax effect of the following items: Non-deductible costs Inadequate provision earlier years 2 693 Change in non-capitalised tax asset 1 528 1 759 Differences in tax rates 2 318 2 040 Profit share associated companies 1 152 1 656 Other 25 0 Tax 6 706 -27 296 Effective tax rate 23 % 25 % Specification of the tax effect of temporary differences and deficit to be carried forward: 2012 2011 Figures in NOK 1 000 Asset Liability Asset Liability Tangible fixed assets 16 707 0 21 018 0 Financial assets 17 696 0 12 646 0 Inventories 6 396 0 4 361 0 Accounts receivable 7 818 0 8 536 0 Pension obligations 28 779 0 37 896 0 Provision for obligations 50 286 0 55 354 0 0 31 592 0 1 596 Profit and loss account and other foreign tax accrual funds Deficit to be carried forward 244 710 0 28 636 0 Total temporary differences 372 392 31 592 168 447 1 596 Gross deferred tax 104 270 -8 846 47 165 -447 Deferred tax asset not recognised in financial position statement Net deferred tax in the financial position statement: 0 0 -1 713 0 95 424 0 45 005 0 At the end of the year the group had MNOK 95.4 in capitalised deferred tax assets, of which MNOK 68.5 was associated with the deficit to be carried forwardthat arose principally in the Norwegian part of the business during 2012. Over the last 18 months the group's board of directors and senior management team have worked on strategy plans for the business up to 2016, and based on these plans it is anticipated that the deferred tax assets can be utilised. 82 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen NOTE 12 TANGIBLE FIXED ASSETS Figures in NOK 1 000 Land, buildings and other real estate Investments in leased premises Purchase cost 01.01 Transferred from assets under construction Additions tangible fixed assets Assets under construction Machinery and equipment Fixtures and fiings, tools, office equipment etc Total tangible fixed assets 464 897 0 6 921 54 843 298 612 104 521 1 626 0 -73 330 53 630 18 074 0 0 0 24 195 17 409 13 113 54 717 257 757 Additions tangible fixed assets via financial lease 0 0 0 257 757 0 Reclassifications 0 -327 0 -474 801 0 Disposals purchase price 0 -6 594 0 -96 623 -25 992 -129 209 Translation differences 0 0 0 -57 -169 -226 1 626 0 5 708 530 254 110 348 647 936 Accumulated depreciation 01.01 0 -6 534 0 -245 171 -88 204 -339 909 Ordinary depreciation for the year 0 -321 0 -24 153 -8 510 -32 984 Disposals accumulated depreciation 0 6 594 0 96 624 25 762 128 980 Purchase cost 31.12 Reclassifications 0 261 0 382 -643 0 Translation differences 0 0 0 47 149 196 Accumulated depreciation 31.12 0 0 0 -172 271 -71 446 -243 717 1 626 0 5 708 357 983 38 902 404 219 Book value 31.12. Of which book value of capitalised leases 0 0 0 248 922 0 248 922 Ordinary depreciation for the year - capitalised leases 0 0 0 -8 835 0 -8 835 Book value of capitalised interest costs 0 0 0 5 170 0 5 170 662 74 408 0 3 492 585 78 485 Annual leasing amount on non-capitalised tangible fixed assets Both the parent company and the group use straight-line depreciation for all tangible fixed assets. The economic life for tangible fixed assets is estimated at: • Machinery and equipment 3-15 years • Office machinery and accessories 4-10 years • Land, buildings and other real estate 0 years • Investments in leased premises 4 years 83 NOTE 13 INTANGIBLE ASSETS Figures in NOK 1 000 Brands Goodwill Soware Total Purchase cost 01.01 9 084 221 952 50 407 281 443 143 Addition intangible assets 143 0 0 Acquisition of business 0 0 0 0 Disposals purchase price 0 0 -4 837 -4 837 Reclassification 0 0 0 0 Translation differences 0 -1 029 0 -1 029 9 227 220 923 45 570 275 720 Purchase cost 31.12 Accumulated depreciation 01.01 0 0 -48 910 -48 910 -440 0 -590 -1 030 Disposals accumulated depreciation 0 0 4 820 4 820 Reclassification 0 0 0 0 Translation differences 0 0 0 0 -440 0 -44 680 -45 120 Book value 31.12 8 787 220 923 890 230 600 Of which book value of assets with indeterminate utilisable life 4 827 220 923 0 225 750 Ordinary depreciation for the year Accumulated depreciation 31.12 Economic life Depreciation method 0-10 years 5-7 years Straight line Straight line Impairment testing Goodwill is allocated to the group's cash generating units and is tested for impairment annually, or more oen if there are indicators that the values may have been subject to impairment. Testing for impairment involves determining the recoverable amount for the cash generating unit. The recoverable amount is determined through discounting expected cash flows, based on the cash generating entity's board-approved business plans. The group's cash generating units are defined as the operational companies in the group. The same is carried out for brands with indeterminate utilisable life. The table below shows the group's intangible assets with indeterminate utilisable life (goodwill and brands) by cash generating entity. Figures in NOK 1 000 Segment Brands Goodwill Total Cash generating unit Arcus AS Spirits 4 827 0 4 827 Vingruppen i Norden AB Wine 0 83 005 83 005 Excellars AS Wine Total 3 960 137 918 141 878 8 787 220 923 229 710 The recoverable amount for the cash generating entity is calculated based on the present value estimate of the expected cash flows before tax. The cash flows on which the impairment test is based are based on expectations of future sales volume, sales prices, purchase prices for input factors, salary developments, as well as other direct costs set out in board-approved budgets and long-term plans. The terminal value is based on the cash flow in the last prognosis year (2017), assuming annual growth of 2.0 per cent, which corresponds to a measure of inflation. The terminal value includes assumptions on reinvestments corresponding to expected depreciation of the entities' fixed assets. Cash flows estimates used are discounted with discounting interest rate. The discounting rate used on the future cash flows is based on the group's weighted average cost of capital (WACC). The discounting interest rate used is 12.4 per cent before tax, and reflects estimated risk and capital costs for the group, based on a capital structure considered representative for the business in which the Arcus-Gruppen group is engaged. Based on impairment tests carried out, write-downs have not been carried out in 2012. Sensitivity A downward adjustment of the estimated cash flows by 20% or an increase in the discounting interest rate of 2% would not have resulted in write-downs. 84 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen NOTE 14 LEASING AGREEMENTS Operational leasing On 31 December 2012 the group had the following leases which are defined and recognised as operational leases. There were no significant terms and conditions covering subleing, purchase, escalation or restrictions in the operational leases as at 31 December 2012. Figures in NOK 1 000 Annual lease amount Due date within 1 year Due date 2-5 years Due date aer more than 5 years Total 75 070 74 408 291 145 1 358 500 1 724 053 3 463 2 692 1 458 640 4 790 614 614 493 112 1 219 79 147 77 714 293 096 1 359 252 1 730 062 Leased premises Vehicles Machines and office equipment Total This overview includes the contract concluded with Gjelleråsen Prosjekt 1 AS on the lease of production, distribution and administration buildings at Gjelleråsen with the duration of 25 years starting 1 January 2012. The annual rental for this lease is TNOK 71,500. Financial leasing As at 31 December 2012 the group had entered into four contracts to lease equipment to be used at Gjelleråsen. These contracts both are from 1 June 2012, and have a duration of 15 years. This equipment has been recognised in the Arcus-Gruppen financial position statement as at 31 December 2012. Annual lease amount Due date within 1 year Due date 2-5 years Due date aer more than 5 years Total Machinery and equipment 21 610 21 610 263 026 0 284 636 Total 21 610 21 610 263 026 0 284 636 Figures in NOK 1 000 The contract partner for the financial leases is Nordea, and the contract is run on variable interest rates at three months' NIBOR (Norwegian InterBank Offered Rate) + a margin of 1.85%. The average interest charged in 2012 has been 3.5%. The leases are in principle drawn up with a 15-year profile, but with the contracts running for five years at a time. Repayments and interest are based on a 15-year lease profile for the 4 first years of the 5-year period, but the residual amount falls due over 12 months in year 5. The group is entitled to extend the agreements by another 5 years before the end of the 5-year period so that the total maturity profile is 15 years. Both the group and Nordea intend to extend the agreements to a total maturity profile of 15 years. The present value of future lease payments is MNOK 249.2 on 31 December 2012, based on a discounting interest rate equal to the effective interest rate on the financing in 2012. Arcus-Gruppen AS has pledged a 100% ordinary guarantee for the fixed assets leased. The fixed assets are included in pledged assets as security for the group's long-term bank financing. NOTE 15 OTHER RECEIVABLES Figures in NOK 1 000 2012 2011 Long-term receivables Accounts receivable from associated companies 96 97 Other long-term receivables 166 166 Total other long-term receivables 262 263 The group has no receivables with a due date of more than 5 years. 85 Figures in NOK 1 000 2012 2011 Short-term receivables Short-term receivables from companies in same group* Prepaid expenses Other short-term receivables Total other short-term receivables * 940 656 18 777 21 710 4 862 6 107 24 579 28 473 2012 2011 Receivables from companies in the same group relates to interest receivables from Arcus-Gruppen Holding AS. Figures in NOK 1 000 Other receivables from group companies Loan receivables from Arcus-Gruppen Holding AS 31 392 16 410 Total other short-term receivables from companies in same group 31 392 16 410 NOTE 16 INVENTORY Figures in NOK 1 000 Raw materials Goods in progress Finished goods/goods for resale 2012 2011 15 390 26 093 55 924 49 471 191 855 188 471 Obsolescence provision (14 448) (12 047) Total inventories 248 721 251 988 Cost of goods in the income statement comprise input costs for finished goods/goods for resale. The total cost of inventories was NOK 973 million in 2012 (2011: NOK 886 million). The group has its inventories pledged as security for obligations, see Note 25 Mortgages and guarantees. NOTE 17 PREPAYMENTS TO SUPPLIERS Figures in NOK 1 000 Prepayments to suppliers Loss provisions Capitalised prepayments to suppliers 2012 2011 101 598 82 794 -6 019 -5 819 95 579 76 975 The change in provision for losses is as follows: Figures in NOK 1 000 Provisions for loss 01.01. Provisions for loss for the period Confirmed losses for the period Provisions for loss 31.12. 2012 2011 -5 819 -6 044 -200 -1 204 0 -1 429 -6 019 -5 819 86 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen NOTE 18 CASH AND CASH EQUIVALENTS Figures in NOK 1 000 2012 2011 Cash and cash equivalents in the group cash pool system 171 822 224 175 Other bank deposits 183 503 182 731 Cash holding Total cash and cash equivalents 138 115 355 463 407 021 Credit facilities 497 640 497 905 Available liquidity 853 103 904 926 Cash and cash equivalents as at 31 December 2012 include TNOK 2,122 (2011: TNOK 2,199) in restricted tax deduction funds. The group's exposure to interest rate risk is described in Note 4. The Norwegian companies in the group participate in a group cash pool system administered by Arcus-Gruppen AS. Balances in this scheme for the individual companies included in the scheme are shown as inter-company receivables with Arcus-Gruppen AS in the respective company financial statements. The companies in the group have joint responsibility for the bank debt. The joint overdra limit in the group cash pool system is TNOK 477,500. The total balance in the group cash pool system on 31 December 2012 was TNOK 171,822 (2011: TNOK 224,175). Overview of bank guarantees 31 December 2012: Figures in NOK 1 000 2012 2011 Bank guarantees for tax deduction funds 23 900 22 000 Bank guarantees for customs and duty credit 13 357 10 871 Other bank guarantees 1 217 1 730 Total bank guarantees 38 474 34 601 Nominal value Book value (NOK 1 000) NOTE 19 SHARE CAPITAL AND SHAREHOLDER INFORMATION The share capital comprises: Figures in NOK 1 000 Number of shares Shares 276 000 1 000 276 000 Total 276 000 1 000 276 000 Nationality Number of shares Ownership and voting % NOR 276 000 100 % Shareholder Arcus-Gruppen Holding AS Dividends and group contribution The board of directors has proposed no distribution of group contribution for 2012 (2011: NOK 54.35 per share). 87 Earnings per share Basic earnings per share Basic earnings per share are based on profit for the year aributed to the shareholders in the company and a weighted average of the number of outstanding ordinary shares for the year, reduced for ordinary shares bought by the company and held as own shares. 2012 2011 Profit for the year aributed to the owners of the parent company (52 933) 59 150 Number of outstanding shares 276 000 276 000 (0.19) 0.21 Earnings per share (basic) At the end of 2012 the group had lower equity than the parent company, Arcus-Gruppen AS. This was because in accordance with international financial reporting standards (IFRS) the group can no longer recognise goodwill on staged acquisition aer the date of group establishment.This meant that the cost price associated with the increased ownership interest in Vingruppen i Norden AB in 2011 was recognised against group equity, whilst it is recognised as an asset (shares in subsidiary) in the parent company. NOTE 20 LIABILITIES TO CREDIT INSTITUTIONS Type of financing Nordea Loan Nordea Loan Nordea Financial leasing liability Figures in NOK 1 000 Currency Interest profile Weighted average interest rate Amount of loan in foreign currency NOK variable 4.50 % 65 000 65 000 65 000 NOK fixed 6.26 % 160 000 160 000 106 000 NOK variable 3.50 % 252 336 Total liabilities to credit institutions Capitalised loan arrangement costs 1 Capitalised value 31.122 Maturity structure Nordea Loan Nordea Financial leasing liability3 Total liabilities to credit institutions Amount of loan in NOK 2012 Amount of loan in NOK 2011 252 336 0 477 336 171 000 0 -4 971 477 336 166 029 Matures 2013 Matures 2014 Matures 2015 Matures 2016 Matures 2017 Total 0 0 0 225 000 0 225 000 12 726 13 218 13 729 103 463 109 200 252 336 12 726 13 218 13 729 328 463 109 200 477 336 1 The group's long-term secured loan was refinanced with Skandinaviske Enskildabanken on 4 January 2013, and capitalised loan arrangement costs associated with the Nordea financing were therefore recognised as expenses in 2012. 2 Of this, TNOK 12,726 is presented as short-term debt to credit institutions. 3 See Note 14 on for information on the maturity structure of annual leasing amounts. 88 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen NOTE 21 LIABILITIES AT FAIR VALUE THROUGH PROFIT/LOSS Earmarked liabilities, measured at fair value through profit/loss are related to 3 maers: 1. Estimated liability associated with the deferred purchase consideration for 28.19% of the shares in the subsidiary Vingruppen i Norden AB in 2011, with due dates in 2014. 2. Estimated liability for buying out minority shareholders (9.34%) in the subsidiary Vingruppen i Norden AB, based on management's best estimate of the expected due date. 3. Estimated liability for buying out minority shareholders (49%) in the subsidiary Excellars AS, based on management's best estimate of the expected due date. The liabilities are estimated on the basis of the pricing mechanisms used on the purchase agreement (1) and the shareholder agreements (2 and 3), discounted to the end of the reporting period. The most important parameters in the pricing mechanisms are the development of the share values measured through earnings before interest and tax (EBIT) up to the estimated due date. As a basis for EBIT the group's budgets and long-term plans up to the expected due date have been used. The discount rate used is NIBOR with duration matched to the expected due date (1.44% on 31 December 2012). Reconciliation of earmarked liabilities, measured at fair value through profit/loss: Figures in NOK 1 000 Deferred purchase consideration, shares in Vingruppen i Norden AB Options obligations minority shares in Vingruppen i Norden AB Options obligations minority shares in Excellars AS Currency SEK SEK NOK Nominal value of the liability in currency at the first time of recognition 82 511 76 900 83 900 Nominal value of the liability in currency 31.12 25 243 84 700 84 300 72 181 63 742 80 093 216 016 -52 480 Figures in NOK 1 000 Recognised value of liability 01.01 Paid during the period Changes in value during the period Interest during the period Book value of obligation 31.12 Total -52 480 0 0 1 016 4 795 -502 5 309 813 1 003 1 170 2 986 21 530 69 540 80 761 171 831 NOTE 22 OTHER PROVISIONS FOR LIABILITIES Severance pay (long-term) Provisions for obligations are associated with severance pay on cessation of employment. The scheme covers initially 70 group employees who have received severance packages in connection with restructuring of the companies. The obligations are paid monthly up to 2019 and are presented under other long-term provision for obligations. The provision is calculated by discounting the future payments including social security contributions at a discounting rate dependent on the duration of the obligation. On 31 December 2012 the provision was linked to 34 remaining individuals. Clear-up at Hasle (short-term) The group had an obligation to the purchasers of the Hasle property to clear up before final departure in 2012. The provision has been credited in its entirety during 2012 to cover actual clear-up expenses on departure from Hasle. Severance pay (short-term) In connection with the group's move from Hasle in Oslo to Gjelleråsen, an organisational and staffing adjustment has been necessary for the group in order to accommodate new surroundings, new work processes and new technology. During this change process the group has offered a range of personnel policy measures to its employees in order to meet the new circumstances without compulsory redundancy. The obligations associated with these personnel policy measures are estimated at MNOK 30.6 of which MNOK 18.0 was recognised as expenses during 2011 and MNOK 12.6 has been recognised as expenses during 2012. Of these obligations MNOK 5.5 has been paid out during 2012 and credited. This obligation is recognised in the financial statements at MNOK 25.1 at 31 December 2012. 89 In addition there is 1 person who was previously in the senior management group whose employment ended in 2011 and who received severance pay in April 2012. At the end of 2012 there were no further obligations in the group linked to this. Compensation from Vectura (short-term) The group moved at the end of the first quarter from Hasle in Oslo to Gjelleråsen. Despite comprehensive testing before moving, during the second quarter the company had problems with the logistics in the plant which resulted in delivery problems. As a result of this, Vectura has a responsibility to compensate its customers. All compensation claims have been examined and assessed by Arcus-Gruppen's senior management in cooperation with the group's legal advisers. Some of the claims have already been accepted and paid, but remaining provisions for claims not paid result in estimate uncertainty because they are subject to discretionary appraisal. All the short-term obligations have been recognised in the financial position statement on the line other current liabilities. Figures in NOK 1 000 Recognised 31.12.2011 Used 2012 Provision made 2012 Recognised 31.12.2012 Severance pay 5 448 -1 251 0 4 197 Long-term provision for obligations 5 448 -1 251 0 4 197 Clear-up at Hasle 13 000 -13 000 0 0 Severance pay 20 432 -7 941 12 600 25 091 0 -10 851 33 800 22 949 33 432 -31 792 46 400 48 040 2012 2011 Other obligations Other short-term obligations NOTE 23 CURRENT LIABILITIES Figures in NOK 1 000 Unpaid public charges Special duties, alcohol 507 336 579 361 Value-added tax 276 445 294 769 25 063 22 171 808 844 896 301 2012 2011 Other public charges Total unpaid public charges Figures in NOK 1 000 Other short-term liabilities Short-term interest-bearing debt Short-term non-interest-bearing debt Current liabilities to companies in the same group 260 273 10 508 11 959 227 666 Prepayments from customers 67 194 Interest rate swap derivatives 12 109 9 611 Forward exchange contracts 2 381 3 524 Accrued interest costs 3 132 1 843 48 040 33 432 Provision for obligations, see Note 22 Other accrued costs 157 251 162 070 Total other short-term liabilities 233 975 223 572 All short-term liabilities are due within 12 months. 90 Financial statements and Notes Arcus-Gruppen Group Annual Report 2012 Arcus- Gruppen NOTE 24 LARGE INDIVIDUAL TRANSACTIONS Acquisition Arcus Denmark A/S On 1 July 2012 Arcus-Gruppen concluded an agreement for the purchase of De Danske Spritfabrikker through acquiring 100% of the shares in Pernod Ricard Denmark A/S and V&S Deutschland GmbH. Through this acquisition the group obtained ownership of the aquavit brands Aalborg, Brøndums and Malteserkreuz, Gammel Dansk, which is a biers, as well as the production plant in Aalborg. The acquisition has a total value of about MNOK 792, and was completed on 4 January 2013. The acquisition is not presented in the group's financial position statement for 31 December 2012. Temporarily the shares are owned in Arcus Gruppen Holding AS, but the intention is that the operation will be moved down to Arcus-Gruppen AS and be included in the group's segment reporting. This is expected to be completed during 2013. Observable assets and liabilities in the acquired business on 4 January 2013 Figures in NOK 1 000 Book value in the acquired business Tangible fixed assets 86 670 Inventories 26 843 Receivables 1 985 Cash and cash equivalents 110 939 Deferred tax liability -2 607 Other provisions for obligations -11 178 Public taxes -20 998 Other current liabilities -5 181 Tax payable -7 943 Fair value observable net assets 178 530 Acquisition value 791 864 Added value for allocation 613 334 The final disposition of the added values associated with the acquisition is something the group is working on and will use the first quarter of 2013 to determine. Brands with associated tax liabilities, as well as goodwill are expected to be the most important holdings. Net cash expenses in connection with the acquisition The group had acquisition costs of MNOK 12.7 during 2012 associated with this. These costs are included in the line "Other income and expenses" in the income statement. Additional comments on these are shown in Note 7. NOTE 25 MORTGAGES AND GUARANTEES For present and future obligations the Arcus-Gruppen group has/will have to our bank, Nordea, it is a condition that all companies in the group provide security to the Nordea Group. The amount has an upward limit of TNOK 1,000,000 and covers the group's credit facilities up to TNOK 477,500 and limits for guarantees of TNOK 38,474. The pledged assets below stand as security both for the long-term loan that Arcus-Gruppen AS has with Nordea, and for the long-term loan the parent company company, Arcus-Gruppen Holding AS has with Nordea. Figures in NOK 1 000 2012 2011 595 210 Pledged assets: Pledges in shares 515 604 Fixed assets 366 178 75 015 Accounts receivable 747 862 997 563 Inventories Total 162 209 148 692 1 791 853 1 816 480 91 The loan with Nordea was refinanced in Svenske Enskildabanken (SEB) on 4 January 2013. In connection with this these pledges have been dissolved and corresponding pledges have been established with SEB. Guarantees Gjelleråsen Prosjekt AS The bank has provided two guarantees on behalf of Gjelleråsen Project AS, which could affect the Arcus-Gruppen group if they were called on. Any guarantees would not involve direct claims against Arcus-Gruppen, but they would be included as a part of the project's construction costs, which in turn form the basis for annual lease costs for Arcus-Gruppen. The guarantees are formulated on commercial terms. Arcus-Gruppen does not expect the guarantees to be called on. NOTE 26 EVENTS AFTER THE END OF THE REPORTING PERIOD Refinancing of long-term loan financing and credit facilities In connection with the acquisition of De Danske Spritfabrikker (see Note 24), the group has refinanced its long-term loan financing from 4 January 2013. In this connection the long-term secured loan with Nordea was repaid and a new secured loan was taken up with Svenske Enskildabanken (SEB). This change means that additional group companies are included in the group's group cash pool system. The change of bank also meant that the group had to buy itself out of the fixed interest rate agreements concluded in connection with the secured loan from Nordea. Fair value of the fixed interest rate agreements was recognised in the group's financial position statement at the end of 2012. New managing director of Vectura The Managing Director of Vectura resigned at the end of January 2013. Erik Bern has been appointed as the new managing director. A substantial operational and strategic process has been initiated to ensure long-term profitability in the Distribution business area. Other Apart from the above-mentioned maers, no significant events have occurred between the end of the reporting period and the date on which ArcusGruppen's group financial statements and company financial statements were approved for publication. This applies in regard to events that would have provided knowledge of factors present at the end of the reporting period or events that affect maers that have occurred aer the end of the reporting period. The corporate financial statements were approved for publication by resolution of the board of directors on 15 February 2013. 92 Annual Report 2012 Arcus- Gruppen Financial statements and Notes Arcus-Gruppen AS 93 COMPANY FINANCIAL STATEMENTS – PARENT COMPANY Statement of comprehensive income 01.01. – 31.12. Figures in NOK 1 000 Note 2012 2011 OPERATING INCOME AND EXPENSES Other operating income Other operating income from group companies Net gain on sale of fixed assets 6 15 89 1 007 171 670 107 917 37 9 000 171 796 117 924 2 -48 990 -46 992 3,4 -1 966 -2 639 Other operating expenses -205 786 -128 471 Total operating expenses -256 742 -178 102 -84 946 -60 178 Interest income 1 682 2 601 Interest income from companies in the same group 2 647 656 Total operating income Salaries and other personnel costs Depreciation Operating profit FINANCIAL INCOME AND COSTS Other financial income Dividend/group contribution from companies in the same group Interest costs 238 61 81 038 108 469 -21 240 -15 175 Interest costs to companies in same group -1 214 -4 057 Other financial costs -5 287 -776 Net financial profit 57 864 91 779 -27 082 31 601 21 020 4 878 Ordinary profit aer tax -6 062 36 479 PROFIT FOR THE YEAR -6 062 36 479 Transferred from/to other equity -6 062 21 479 PRE-TAX PROFIT Tax Proposed group contribution aer tax Total allocations 11 0 15 000 -6 062 36 479 94 Financial statements and Notes Arcus-Gruppen AS Annual Report 2012 Arcus- Gruppen Statement of financial position 31 December Figures in NOK 1 000 Note 2012 2011 11 31 025 10 005 4 890 1 496 31 915 11 501 ASSETS Fixed assets Intangible assets Deferred tax assets Soware Total intangible assets Tangible fixed assets Land, buildings and other real estate 1 626 0 3 12 226 73 Fixtures and fiings, tools, office equipment etc 3 17 849 1 591 Assets under construction 3 5 323 46 111 37 024 47 775 641 358 Machinery and equipment Total tangible fixed assets Long-term financial assets Investments in subsidiaries 5 693 839 Investments in assoc. companies & jointly controlled entities 5 5 633 4 393 Total financial assets 699 472 645 751 Total fixed assets 768 411 705 027 Current assets Receivables Accounts receivable Accounts receivable from companies in the same group 10 15 335 18 035 15 192 Group contribution/dividend from subsidiaries 10 23 500 72 701 Other receivables from companies in same group 10 84 690 30 201 Other receivables 6 310 12 130 Total receivables 132 550 130 559 173 170 255 531 305 720 386 090 1 074 131 1 091 117 Cash and cash equivalents Total current assets TOTAL ASSETS 8 95 Statement of financial position 31 December Figures in NOK 1 000 Note 2012 2011 276 000 276 000 EQUITY AND LIABILITIES Equity Paid-in equity Share capital 12 Share premium fund 23 545 23 545 Total paid-in equity 299 545 299 545 Retained earnings Retained earnings 12 Total retained earnings Total equity 21 094 27 156 21 094 27 156 320 639 326 701 5 529 Liabilities Provision for obligations Pension obligations 13 6 198 Other provision for obligations 14 384 730 6 582 6 259 166 029 Total provision for obligations Other long-term liabilities Liabilities to credit institutions 9 234 205 Liabilities to companies in the same group 10 24 676 24 676 258 881 190 705 Total other long-term liabilities Current liabilities Accounts payable 14 984 14 706 Liabilities to companies in the same group 10 262 237 Tax payable 11 0 0 Public taxes 2 494 2 188 Proposed group contribution 10 0 15 000 Other current liabilities to group companies 10 438 210 504 517 Other current liabilities 32 079 30 804 Total current liabilities 488 029 567 452 Total liabilities 753 492 764 416 1 074 131 1 091 117 TOTAL EQUITY AND LIABILITIES Oslo, 15 February 2012 Kaare Frydenberg Chair of the Board Leif Johansson Hanne Refsholt Mikael Norlander Eilif Due Stefan Elving Henning Øglænd Birgitta Stymne Göransson Bjørn Erik Olsen Kjell Arne Greni Erik Hagen Lasse Hansen Otto Drakenberg Group CEO 96 Financial statements and Notes Arcus-Gruppen AS Annual Report 2012 Arcus- Gruppen Statement of cash flows 01.01. – 31.12. Figures in NOK 1 000 2012 2011 -27 082 31 601 CASH FLOWS FROM OPERATIONS Pre-tax profit Ordinary depreciation Dividend/group contribution Pension costs without cash effect Changes other provisions without cash effect Tax payable Loss/gain on sale of shares/fixed assets Change in accounts receivable Change in accounts payable Change in other current assets and other liability items Net cash flows from operational activities 1 966 2 639 -23 500 -72 701 669 372 -346 -407 0 0 -37 -9 000 -2 523 -2 295 303 7 092 2 010 -18 059 -48 540 -60 758 CASH FLOWS FROM INVESTMENT ACTIVITIES Proceeds from sale of tangible fixed assets 0 9 000 Payments on purchase of tangible fixed assets -30 304 -21 643 Payment on acquisition of subsidiaries -52 480 -180 716 Payment on acquisition of associated companies Net cash flow from investment activities -1 241 -693 -84 025 -194 052 CASH FLOWS FROM FINANCING ACTIVITIES Change in other long-term receivables 0 693 Repayment of debts to group companies 0 -60 103 54 000 171 000 New long-term debt Instalments paid on leasing liabilities Loan arrangement costs paid, not recognised in profit or loss Loan arrangement costs recognised as expenses, without profit/loss effect Change in inter-company balances in the group cash pool system -118 0 0 -4 971 4 971 0 -66 350 12 206 129 000 Receipts of dividends/group contributions 72 701 Payments of dividends/group contributions -15 000 -76 000 Net cash flow from financing activities 50 204 171 825 Net change in cash and cash equivalents -82 361 -82 985 Holdings of cash and cash equivalents 01.01. 255 531 338 516 Holdings of cash and cash equivalents 31.12. 173 170 255 531 97 Notes NOTE 1 ACCOUNTING PRINCIPLES The annual accounts have been prepared in accordance with the Norwegian Accounting Act of 1998 and generally accepted accounting principles. Income recognition principles Sales revenues are presented net aer deduction of any value added tax. Income on sales of goods and services is accrued on the delivery date. Currency Receivables and liabilities, as well as money items in foreign currency are translated at the exchange-rate rate at the end of the reporting period. Main rule for valuation and classification of assets and liabilities Assets intended for continuing ownership or use are classified as fixed assets. Other assets are classified as current assets. Receivables due within one year are classified as current assets, whereas receivables due aer more than one year are classified as fixed assets. In classifying current liabilities and long-term liabilities similar criteria are applied. Fixed assets are valued at purchase cost but are wrien down to fair value if the fall in value is not expected to be transient. Fixed assets with limited economic life are depreciated evenly. Current assets are valued at the lower of the cost of purchase and fair value. Current and long-term liabilities are capitalised at nominal sum received at the time of seing up. Certain items are valued according to other principles and are reported below. Shares in subsidiaries Shares in subsidiaries are valued by the cost method. The shares are wrien down to fair value if the fall in value is not transient. Dividend and other distributions are recognised in the income statement in the same year as they are allocated in the subsidiary. If dividend exceeds the proportion of retained income aer the acquisition, the surplus represents repayment of capital invested and the distribution is deducted from the value of the investment in the financial position statement. Other shares Other shares in which the company does not have substantial influence are capitalised at cost of acquisition. The investments are wrien down to fair value if the fall in value is not transient. Receivables Accounts receivable and other receivables are shown at nominal value aer deduction for provisions for expected losses. Provision for bad debt is made on the basis of an individual assessment of the individual receivable. In addition, for other trade debtors, an unspecified provision is made to cover estimated losses. Cash and cash equivalents Cash and cash equivalents includes cash, bank deposits and other means of payment with due date of less than three months from purchase. Arcus-Gruppen AS administers the group’s group cash pool system. The companies in the group are jointly and severally liable for the bank debt. Financial instruments Financial instruments that are not used as hedging are recognised at the end of the reporting period at fair value with value changes through profit or loss. Financial instruments used in hedging strategies are recognised through profit or loss in the same period as the effects of the objects hedged are reflected in the income statement. Pensions Net pension costs for defined benefit plans comprise the period's service cost, including future growth in salary and interest rates on the estimated obligation, less contributions and expected returns on the pension assets. Prepaid pension is shown as a long-term asset in the statement of financial position where it is probable that the over-financing can be used or repaid. Correspondingly a long-term liability is shown in the accounts when the pension obligation is greater than the pension assets. Net pension costs are classified as salary costs in the income statement. Changes in the obligation resulting from changes in pensions plans are distributed over the expected average remaining accumulation period with the exception of rights accumulated at the amendment date which are recognised as expenses immediately. Changes in the obligation and the pensions assets resulting from changes in and deviation against the estimating assumptions (estimate deviations) are distributed over the expected average accumulation time for that part of the deviations that exceeds 10% of the higher of pensions liability or pensions assets at the start of the year ("the corridor solution"). 98 Financial statements and Notes Arcus-Gruppen AS Annual Report 2012 Arcus- Gruppen Borrowing Financial liabilities on borrowing from credit institutions are recognised at amount received net aer transaction costs. Transaction costs (arrangement charges) are capitalised in the financial position statement and depreciated over the period of the loan. Borrowing in currency other than functional currency is translated at the exchange rate at the end of the period. Options for employees Options for employees are measured at fair value on the allocation date and accrued by straight-line over the accumulation period up until the first time the option is exercised. Social security costs associated with options earned accrue correspondingly over the life of the option. Restructuring Provisions for restructuring are recognised as expenses when the programme is decided and announced and the costs are identifiable, quantifiable and are not covered by associated income. Provisions linked to restructuring are included as other provisions for liabilities calculated at present value. Agreements securing future work input are recognised as expenses over the period the work input is delivered. Taxes Tax expenses are matched with accounting profit/loss before tax. Tax costs comprise tax payable (tax on the year's directly taxable income) and change in net deferred tax. The tax cost is allocated to the ordinary profit/loss and profit/loss from extraordinary items in accordance with the taxation basis. Deferred tax and deferred tax assets are presented net in the balance sheet. Tax assets are only capitalised if it can be shown to be probable they will be utilisable through future taxable income. Statement of cash flows The indirect method has been used in preparation of the statement of cash flows. Cash and cash equivalents in the financial position statement are defined as holdings of cash and cash equivalents in the cash flows statement. NOTE 2 COST OF SALARIES, NUMBER OF EMPLOYEES, REMUNERATION, LOANS TO EMPLOYEES ETC. Figures in NOK 1 000 Salaries 2012 2011 -38 006 -33 928 Social security costs -5 672 -5 261 Pension costs including social security costs -1 921 -3 401 Other benefits -3 391 -4 402 -48 990 -46 992 31 33 Total Average FTEs employed during the year Benefits for leading individuals Salary Pension costs Other remuneration Group CEO Board of Directors 3 197 1 449 963 9 In addition to salary the Group CEO has a bonus agreement that on certain conditions will provide payment of up to 5 months' salary. The Group CEO is a member of the Swedish National Insurance and so the group pays Swedish social security costs associated with his benefits. The Group CEO's pension agreement is in two parts. 4/5 of the pension basis is linked to an unfunded defined benefit pension scheme in Norway, which is capitalised annually in the group financial position statement and in which the return is based on the return in the Storebrand Balansert pension fund. He also has a Swedish pension agreement (1/5 of the pension basis) in accordance with the collectively agreed pension scheme through the ITP plan. Neither loans nor sureties have been provided for the Group CEO or other members of the board of directors beyond general schemes for all group employees. The other senior managers in the group participate in the bonus scheme and have personal agreements that on certain conditions may produce payments with an upper limit of 4 months' salary. In addition one senior group manager has a personal bonus agreement. 99 Agreements have been entered into on a shares programme in Arcus-Gruppen Holding AS for 6 employees in the senior management group and one board member. The Group CEO has 2,470 synthetic shares and 22,230 synthetic options in this programme. Seing of salary and other benefits for senior employees The main principle for the group's management salary policy is that its managers' salaries should be competitive, motivational and comprehensible. Benefits are provided in the form of bonus, pension, severance payments and other natural benefits customary in such positions. The terms and conditions for the Group CEO are set by the board of directors. For other members of the group senior management, terms and conditions are set by the Group CEO. Auditor's remuneration Auditor's fees are specified below. The fees cover the group auditor, Ernst & Young, as well as other auditors of group subsidiaries. Figures in NOK 1 000 2012 2011 260 250 5 10 124 7 Non-audit services 1 067 4 Total auditor's remuneration 1 456 271 Statutory financial audit Other financial audit Tax advisory services All amounts exclude VAT. NOTE 3 TANGIBLE FIXED ASSETS Figures in NOK 1 000 Land, buildings and other real estate Assets under construction Machinery and equipment Operating assets, inventory and office machinery Total tangible fixed assets Purchase cost 01.01 0 46 111 645 21 354 68 110 Addition fixed assets purchased 0 23 810 85 7 784 31 679 Addition financial leasing 0 0 9 323 0 9 323 1 626 -14 254 3 286 9 342 0 0 -50 344 -526 -19 180 -70 050 1 626 5 323 12 813 19 300 39 062 -20 334 Transferred from assets under construction Deletion tangible fixed assets sold Purchase cost 31.12 Accumulated depreciation 01.01 0 0 -572 -19 762 Ordinary depreciation for the year 0 0 -487 -889 -1 376 Accumulated depreciations, tangible fixed assets sold 0 0 472 19 200 19 672 Accumulated depreciation 31.12 0 0 -587 -1 451 -2 038 1 626 5 323 12 226 17 849 37 024 Of which book value of leases 0 0 8 966 0 8 966 Ordinary depreciation for the year - capitalised leases 0 0 -357 0 -357 Book value of capitalised interest costs 0 0 85 0 85 72 531 0 313 558 73 402 Book value 31.12. Annual leasing sum on non-capitalised tangible fixed assets The company uses straight-line depreciation for all tangible fixed assets. The economic life for tangible fixed assets is estimated at: • Machinery and equipment 3-15 years • Fixtures and office machinery 4-10 years 100 Financial statements and Notes Arcus-Gruppen AS Annual Report 2012 Arcus- Gruppen NOTE 4 INTANGIBLE ASSETS Figures in NOK 1 000 Soware Total intangible assets Purchase cost 01.01 50 407 50 407 Disposals at purchase cost -4 836 -4 836 Purchase cost 31.12 45 571 45 571 Accumulated depreciation 01.01 -48 911 -48 911 -590 -590 Ordinary depreciation for the year Disposals accumulated depreciation Accumulated depreciation Book value 31.12. Economic life Depreciation method 4 820 4 820 -44 681 -44 681 890 890 5 years 5 years Straight line Straight line NOTE 5 SUBSIDIARIES AND ASSOCIATED COMPANIES Figures in 1 000 (local currency) Registered office Currency Nominal share capital Holding and voting share Oslo NOK 63 563 100 % 100 % Subsidiaries Arcus AS Vectura AS Oslo NOK 14 000 Stockholm SEK 4 192 91 % Arcus Wine Brands AS Oslo NOK 100 100 % Excellars AS Oslo NOK 181 51 % Jarnac EUR 1 131 34 % Copenhagen DKK 2 500 50 % Cost price Book value 31.12. Equity according to last annual financial statements Profit for the year 2012 275 705 275 104 210 114 14 472 79 230 79 060 31 170 -84 326 265 311 265 311 206 516 96 676 125 125 7 961 15 622 Vingruppen i Norden AB Associated company Tiffon SA Jointly controlled entities Det Danske Spiritus Kompani A/S Company name Arcus AS Vectura AS Vingruppen i Norden AB (NOK) Arcus Wine Brands AS Excellars AS Total 74 239 74 239 27 075 20 322 694 610 693 839 482 836 62 766 101 NOTE 6 OTHER OPERATING INCOME AND EXPENSES/RELATED PARTIES Other operating expenses comprise mainly marketing, freight and transport costs, repair and maintenance and shared group costs. Rent and internal services are invoiced between group companies based on agreed and signed agreements between the companies. Principally this applies to pure maintenance and service tasks, as well as common functions such as IT, payroll and group administration. The services are reported under other operating income and other operating costs respectively. From To Arcus-Gruppen AS Arcus-Gruppen Holding AS 2012 Arcus-Gruppen AS 2011 600 600 Arcus AS 94 294 58 373 Arcus-Gruppen AS Vectura AS 67 319 39 173 Arcus-Gruppen AS Vinordia AS 2 654 2 024 Arcus-Gruppen AS Arcus Wine Brands AS 5 938 7 018 Arcus-Gruppen AS Arcus Finland OY 143 278 Arcus-Gruppen AS Arcus Sweden AB 217 302 Arcus-Gruppen AS Symposium Wines AS 503 149 Arcus AS Arcus-Gruppen AS 31 0 Vectura AS Arcus-Gruppen AS 260 302 Arcus Sweden AB Arcus-Gruppen AS 1 358 649 Ratos AB owns 83.5% of the equity in Arcus-Gruppen Holding AS, Hoff SA owns 9.9%, whilst the Board of Directors and the management of ArcusGruppen AS and Arcus-Gruppen Holding AS have a holding of 6.6%. Arcus-Gruppen Holding AS owns 100% of the equity of Arcus-Gruppen AS. Arcus-Gruppen AS has established a loan arrangement with Vectura AS. The loan is not subject to repayment instalments and fell due for full repayment no later than 31.12.12. The interest rate was 4% paid monthly. All purchases and sales of goods and services between the companies take place on market terms and are eliminated in the group financial statements. NOTE 7 SHARE CAPITAL AND SHAREHOLDER INFORMATION The share capital comprises: Number Nominal Shares 276 000 1 000 Book value TNOK 276 000 Total 276 000 1 000 276 000 Shareholders as at 31.12: Shares Ownership interest Voting share Arcus-Gruppen Holding AS 276 000 100.0 % 100.0 % 102 Financial statements and Notes Arcus-Gruppen AS Annual Report 2012 Arcus- Gruppen NOTE 8 BANK DEPOSITS Arcus-Gruppen AS has a bank guarantee for tax withholding funds and other guarantee obligations of up to TNOK 4,000. The bank deposits of Arcus-Gruppen AS, Arcus AS, Vectura AS, Vinordia AS, Arcus Wine Brands AS, Symposium Wines AS, Vingruppen i Norge AS, De Lysholmske Brenneri- og Destillasjonsfabrikker ANS, Løiten Brænderis Destillation ANS, Oplandske Spritfabrik ANS and Siemers & COs Destillasjon ANS are included in a group cash pool system administered by Arcus-Gruppen AS, which has the account-holder relationship with the bank. Subsidiaries' balances are thus inter-company balances with Arcus-Gruppen AS. The companies in the group are jointly and severally liable for the bank debt. The joint overdra limit in the group cash pool system is TNOK 477,500. The overdra limit depends on certain key financial figures. The group lies within these requirements. The inter-company balances in the group cash pool system on 31 December 2012 are presented on the line Other current liabilities to companies in the same group. The total balance on the group cash pool system on 31 December 2012 was TNOK 171,822. NOTE 9 LIABILITIES TO CREDIT INSTITUTIONS, MORTGAGES AND GUARANTEES For present and future liabilities the Arcus-Gruppen Holding group has/incurs to our bank, Nordea, it is a condition that all companies in the group provide security to the Nordea Group. The amount has an upward limit of TNOK 1,000,000 and covers the group's credit facilities up to TNOK 477,500 and limits for guarantees of TNOK 38,474. Long-term liabilities falling due aer more than 5 years 2012 2011 Borrowing in NOK Currency Nordea Bank NOK 5.11 % 65 000 65 000 65 000 Nordea Bank NOK 6.26 % 106 000 160 000 106 000 225 000 171 000 Figures in NOK 1 000 Total liabilities to credit institutions Capitalised loan arrangement costs Book value 31.12. Borrowing in foreign currency Borrowing in NOK Weighted average interest rate 0 -4 971 225 000 166 029 The loan would normally fall due in 2016, but is being paid on 4 January 2013 in connection with the group refinancing its overall borrowing position. As a result of the refinancing, the remaining capitalised loan arrangement costs associated with the existing secured loan were recognised as expenses in 2012. The company has no long-term liabilities falling due aer more than 5 years. Book value of pledged assets Figures in NOK 1 000 2012 2011 Pledges in shares 693 839 641 358 Total 693 839 641 358 Arcus-Gruppen's shares in subsidiaries are pledged as security for the long-term loan from Nordea, as well as security for the long-term loan taken up from the parent company Arcus-Gruppen Holding AS. 103 In addition accounts receivable, inventories and fixed assets in the subsidiaries are pledged as security for the loans. Total book value of pledged assets in other group companies is: Figures in NOK 1 000 Fixed assets 2021 2011 366 178 75 015 Accounts receivable 747 862 997 563 Inventories 162 209 148 692 1 276 249 1 221 270 Total NOTE 10 INTRAGROUP RECEIVABLES AND LIABILITIES Receivables Figures in NOK 1 000 Accounts receivable from companies in the same group Group contribution from Arcus AS Group contribution from Arcus Wine Brands AS Dividend from Excellars AS Loan to Arcus-Gruppen Holding AS Other receivables from companies in same group Total 2012 2011 18 035 15 192 5 000 63 000 18 500 1 000 0 8 701 31 392 16 410 53 298 13 791 126 225 118 094 2012 2011 Liabilities Figures in NOK 1 000 Accounts payable to companies in the same group Inter-company balances in the group cash pool system Other current liabilities to companies in the same group Provision for group contribution to Arcus Gruppen Holding AS Other long-term liabilities to companies in the same group Total 262 237 436 535 502 885 1 675 1 632 0 15 000 24 676 24 676 463 148 544 430 The company has no inter-company receivables or liabilities that fall due more than one year aer the end of the reporting period. Arcus-Gruppen AS has established a long-term loan from Vectura AS of TNOK 24,676 as at 31 December 2012. The loan is subject to interest and annual interest in 2012 was 4%. NOTE 11 TAX The tax cost for the year has been calculated as follows: Tax payable 2012 2011 0 0 -21 020 -4 878 Inadequate provision earlier years 0 0 28% of group companies' group contribution 0 0 -21 020 -4 878 Changes in deferred tax assets Tax 104 Financial statements and Notes Arcus-Gruppen AS Annual Report 2012 Arcus- Gruppen Reconciliation from nominal to actual tax rates: Pre-tax profit Anticipated income tax at nominal tax rate (28%) 2012 2011 -27 082 31 601 -7 583 8 848 Tax effect of the following items: Non-deductible costs Dividends received Group contribution received without tax effect 3 033 644 -15 627 -12 077 -845 -2 293 Share of profit from ANS (general partnerships) 2 0 Inadequate provision earlier years 0 0 Accounting losses/write-down of shares 0 0 -21 020 -4 878 78 % -15 % Tax Effective tax rate Specification of the tax effect of temporary differences and deficit to be carried forward: 2012 Arcus-Gruppen AS 2011 Asset Liability Asset Liability Tangible fixed assets 0 769 2 598 0 Tangible fixed assets - financial leasing 0 8 966 0 0 9 205 0 0 0 0 4 0 1 6 198 0 5 529 0 15 081 0 20 351 0 0 12 241 0 15 301 Liability - financial leasing Pension assets Pension obligations Other provision for obligations Profit and loss account Deficit to be carried forward 102 301 0 22 556 0 Total 132 785 21 980 51 034 15 302 Gross deferred tax/tax assets 37 180 6 154 14 290 4 285 Deferred tax asset not recognised in financial position statement 0 0 0 0 Net deferred tax/tax asset in the financial position statement 31 025 10 005 Deferred tax assets resulting from a deficit to be carried forward are recognised on the expectation of future surplus. NOTE 12 EQUITY Equity 01.01 Profit for the year Equity 31.12 Share capital Share premium fund Retained earnings Total equity 276 000 23 545 27 156 326 701 0 0 -6 062 -6 062 276 000 23 545 21 094 320 639 At the end of 2012 the parent company, Arcus-Gruppen AS, had higher equity than the group. This was because in accordance with international financial statement rules (IFRS) the group can no longer recognise goodwill through staged acquisition aer the date of group establishment. This meant that the whole cost price associated with the increased ownership interest in Vingruppen i Norden AB in 2011 was recognised against group equity, whilst it is recognised as an asset (shares in subsidiary) in the parent company. There is no indication of a need to write down the shares in the parent company financial statements. 105 NOTE 13 PENSION COSTS, ASSETS AND OBLIGATIONS The company is required to have an occupational pension scheme in accordance with the Norwegian Act on Mandatory Occupational Pensions and has a pension scheme that meets these statutory requirements. Defined benefits pension scheme Until 31 December 2008 Arcus-Gruppen and its subsidiaries had a collective defined benefits scheme for their employees in Statens Pensjonskasse (the Norwegian Public Service Pension Fund - SPK) and Storebrand. The SPK pension scheme also incorporated a contractual early retirement scheme (AFP) with financing from the date of commencement of employment. From 31 December 2008 the Arcus-Gruppen board of directors terminated the SPK group pension scheme for the whole group, which resulted in a lump sum income in 2009 of MNOK 94.8 and a final selement in 2010 resulting in an income recognition of MNOK 3.0. During 2012 Arcus-Gruppen AS has received an additional selement on the final selement, resulting in income of MNOK 0.35. With the transition to the new pension scheme all those who were sick or disabled remained in the respective defined benefit schemes. Within the company's pension obligation as at 31 December 2012, a provision of MNOK 2.1 is linked to 2 individuals in the Storebrand defined benefit scheme. In addition 1 individual who is no longer employed in the company has a defined benefit scheme for salary income above 12 G ("G" - "grunnbeløpet", the Norwegian National Insurance "base amount"). This scheme has been recognised with the obligation totalling MNOK 1.7 at the end of 2012. During 2012 a former manager chose to terminate their pension agreement above 12G, resulting in selement income for the company of MNOK 0.5. The group CEO has an unfunded defined benefit pension based on the accumulation principles in the Swedish pension agreement for collectively agreed pension schemes through the ITP plan. This obligation is recognised in the financial statements at MNOK 1.3 as at 31 December 2012. Contractual early retirement scheme pension (AFP) Starting on 1 January 2011 a new contractual early retirement scheme (AFP) pension act was introduced in Norway, in which the Norwegian companies in the group participate. At the same time the old scheme was terminated. The old AFP scheme was a joint Norwegian Confederation of Trade Unions (LO)/Confederation of Norwegian Enterprise (NHO) scheme which meant that all employees could choose to retire with a premature pension on reaching the age of 62. The group has a continuing reserve applicable to the company's contribution for individuals who are prematurely retired under the old scheme. On cessation of the old AFP scheme it became apparent there was substantial underfunding in the scheme. The member companies have to redress this underfunding by continuing payment of premiums for the coming five years. The company's share of this underfunding has been estimated and provision made in the financial statements. As a replacement for the old AFP scheme, from 1 January 2011 a new AFP scheme was established. The new AFP scheme is, unlike the old one, not a premature early retirement scheme, but a scheme that provides a lifelong supplement to the ordinary pension. The employees may choose to take out the new AFP scheme on reaching the age of 62, in parallel with continuing working, and it provides further accumulation on working up to aged 67. This new AFP scheme is a defined benefit based multi-enterprise pension scheme, and is financed through premiums that are set as a percentage of salary. So far no reliable measurement and allocation of obligations and assets in the scheme is available. In accounting terms the scheme is treated as a defined contribution based pension scheme in which premium payments are charged as current costs and no provisions are made in the financial statements. In 2011 the current premium payments were set at 1.4% of total payments between 1 G and 7.1 G to the company's employees, whereas in 2012 this figure has been 1.75%. There is no build up of funds in the scheme and it is expected that the premium level will increase for the coming years. Defined contribution pensions The Arcus-Gruppen group's ordinary pension scheme for all other employees is a defined contribution pension scheme with Storebrand. The contribution rate is 5% of salary in the bracket 2-6 times the National Insurance base amount (G) and 8% of salary in the bracket 6 to 12 times the National Insurance base amount(G). In addition there is a private invalidity scheme with 66% benefits level, without free standing policy accumulation. Child and carer supplement to Arcus-Gruppen’s group life scheme comes as a replacement for the previous spouse and child pension. The costs associated with the defined contribution pension are linked to the routine premium invoices from the insurance company with which ArcusGruppen has contracted a defined contribution pension agreement. The current defined contribution pensions and invalidity pensions for employees in the defined contribution scheme are adjusted annually with the pension fund's profits. Employees in the defined contribution scheme who have become disabled are entitled to receive their disability obligations indexed with the same adjustment as the base amount is (G) each year. Summary and general assumptions The pension obligations as at 31 December 2012 are generally linked to former employees who have retired with AFP in accordance with the old AFP scheme, obligations associated with employees who need to have their period of service from SPK taken into account in the new AFP scheme and provision of reserves in connection with transition to the defined contribution scheme. The pension liabilities recognised are based on financial assumptions that are generally in accordance with the recommendations of The Norwegian Accounting Standards Board (NASB). 106 Financial statements and Notes Arcus-Gruppen AS Pension costs Annual Report 2012 Arcus- Gruppen 2012 2011 Present value of pension earnings for the year (service cost) 684 404 Interest cost on pension obligations 237 343 Return on pension assets -190 -164 0 -1 725 Estimating loss/(gain) taken to profit/loss 42 31 Accrued social security contributions 12 26 -552 2 315 Plan change taken to profit/loss Effect of curtailment or selement Net pension cost aer social security contributions Income (-)/Cost (+) on transition to new pension scheme 233 1 230 -353 0 2 041 2 171 -5 146 -6 282 Defined contribution pension scheme Contribution including social security contributions recognised as expenses Net pension obligations Estimated accrued obligations, funded pension plans Estimated value of pension assets Net estimated pension obligations (-)/assets (+), funded pension plans 4 144 3 959 -1 002 -2 323 Estimated accrued obligations, non-funded pension plans -3 660 -4 079 Net estimated pension obligations (-)/assets (+) -4 662 -6 402 Non-amortised estimate changes and differences -1 536 873 Net pension obligations recognised in the financial position statement -6 198 -5 529 -5 529 -5 157 -233 -1 230 266 858 Changes in the obligation Net pension obligation 01.01 Pension costs Premium payments including SSC Reclassification from previous year -702 0 -6 198 -5 529 Discounting interest rate 3.90 % 2.60 % Expected salary growth 3.25 % 3.25 % Expected pension growth 2.50 % 2.50 % Expected growth of National Insurance base amount (G) 3.25 % 3.25 % Expected return on pension assets. 3.90 % 4.80 % Net pension obligation 31.12 Financial assumptions Actuarial assumptions Expected withdrawal frequency AFP* 0% 0% Mortality K2005 K2005 Disability K1963 K1963 50 % 50 % 0% 0% Voluntary cessation (under aged 50) Voluntary cessation (over aged 50) The actuarial assumptions are based on ordinarily used assumptions in insurance in regard to demographic factors. * From 1 January 2011 it was no longer possible to retire with AFP under the old AFP scheme. 107 NOTE 14 OTHER PROVISIONS FOR OBLIGATIONS Severance pay (long term) Provision for obligations is linked to severance pay on cessation of employment in connection with restructuring of the company. The scheme covers 5 employees as at 31 December 2012 and is paid monthly up until 2019. The obligations are presented under Other long-term provision for obligations. The provision is calculated by discounting the future payments including social security contributions by a discounting rate dependent on the length of the obligation. Clear-up at Hasle The provision for clear-up at Hasle is a provision for the group's obligation to the purchasers of the Hasle property to be carried out before final departure in 2012. The provision has been credited in its entirety during 2012 to cover actual clear-up expenses on departure from Hasle. Severance pay (short-term) In connection with the group's move from Hasle in Oslo to Gjelleråsen, an organisational and staffing adjustment has been necessary for the group in order to accommodate new surroundings, new work processes and new technology. During this change process the group has offered a range of personnel policy measures to its employees in order to meet the new circumstances without compulsory redundancy. The obligations associated with these personnel policy measures are estimated as a total for the company at MNOK 8.4 of which MNOK 0.9 was recognised as expenses during 2011 and MNOK 7.5 has been recognised as expenses during 2012. Of these obligations MNOK 0.7 has been paid out during 2012 and credited. This obligation is recognised in the financial statements at MNOK 7.7 as at 31 December 2012. In addition there is 1 person who was previously in the senior management group whose employment ended in 2011 and who received severance pay in April 2012. At the end of 2012 there were no further obligations in the group linked to this. The obligations are recognised as other current liabilities. Capitalised 31.12.2011 Used 2012 Provisions made 2012 Capitalised 31.12.2012 Severance pay 730 -346 0 384 Long-term provision for obligations 730 -346 0 384 13 000 -13 000 0 0 3 339 -3 173 7 531 7 697 Figures in NOK 1 000 Clear up at Hasle Severance pay Other obligations Other current liabilities 0 0 7 000 7 000 16 339 -16 173 14 531 14 697 108 Auditor’s report Annual Report 2012 Arcus- Gruppen 109 ARCUS-GRUPPEN AS Destilleriveien 11 PO Box 64 NO-1483 Hagan www.arcusgruppen.no