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IVU Annual Report 2017

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IVU Annual Report 2017 ANNUAL REPORT 2017 OUTLooK HIGHLIGHTS MANAGEMENT REPORT KEY FIGURES OVERVIEW CONSOLIDATED FINANCIAL STATEMENTS IN ACCORDANCE WITH IFRS (€ million) 2013 2014 2015 2016 2017 Change 2017 to 2016 Revenues 46.3 47.2 58.1 59.8 71.1 +11.3 Gross profit 34.8 37.1 40.1 42.8 47.7 +4.9 Personnel expenses 22.8 23.9 25.2 28.6 31.2 +2.6 EBIT 3.9 4.3 4.9 1.4 6.1 +4.7 Consolidated net profit 3.8 4.4 3.6 -0.2 5.0 +5.2 Cash flow from operating activities 5.8 5.3 -5.0 2.6 3.8 +1.2 Free Cashflow 5.4 4.0 -6.3 1.1 2.9 +1.8 KEY FIGURES 2013 2014 2015 2016 2017 Equity ratio 55% 56% 63% 66% 64% (Equity/total assets) EBIT/Gross profit 11.1% 11.7% 12.1% 3.3% 12.9% Full-time equivalents 322 332 353 393 419 as annual average Gross profit per FTE 108 112 114 109 114 (in € thousand) COMPANY LETTER TO THE SHAREHOLDERS Dear shareholders, Dear friends of IVU, 2017 was the most successful fiscal year in IVU’s history. All key figures reached new record levels: revenue rose to €71.1 million, up 19% on the previous year’s outstanding total. Gross profit also increased sharply by 11% to €47.7 million, and EBIT rose to €6.1 million. We will therefore propose a dividend of €0.10 to the Annual General Meeting. Demand for our solutions on the market remains high. This is particularly evidenced by the numerous framework agreements we concluded last year with Matthias Rust Martin Müller­Elschner Leon Struijk the likes of DB Regio, the largest German local public transport provider, and the Transdev subsidiary Connexxion, which runs a fleet of around 2,000 buses experience as a successful founder and longstanding throughout the Netherlands. Our service always goes manager of transport operators, he brings a great beyond delivery of a reliable IT system: IVU is regarded deal to the table. as a partner that assists companies with their digital transformation. With our expertise and extensive We are confident that IVU will continue to earn your experience, we are ideally positioned for this. loyalty in 2018. Traditionally, we are particularly strong in our domes­ Yours sincerely, tic markets. To enable us to support our customers even more effectively and work with them to develop The Executive Board the right solutions for the transport of tomorrow, Berlin, 21 March 2018 we have made further additions to our workforce. Last year, IVU opened its first offices in Austria and Switzerland, where we already collaborate with numerous transport operators. As members of the Executive Board, we also want to be close to our customers. To achieve this in the con­ text of further growth, we have extra hands on board. Our new colleague Leon Struijk has been responsible for projects and sales since February 2018. With his 1 COMPY AN REPORT OF THE SUPERVISORY BOARD Dear Shareholders, in detail of the economic situation and development of IVU. The dates were 21 March, 30 May, 30 August and My colleagues and I are delighted with the extremely 17 November 2017. All Supervisory Board members positive business performance of IVU last year. As attended every meeting. In addition to these meetings, your Supervisory Board, our top priority is to safe­ the Supervisory Board adopted three circular resolu­ guard the economic development of the company and tions. Furthermore, in the context of the meetings and to lay the foundations for further successful growth in resolutions, preparatory and follow­up discussions took the future. This is why we regularly discuss strategic place between the members of the Supervisory Board matters intensively in our meetings. Last year, these in order to share information and prepare for decisions. matters included the acquisition of STI AG in Switzer­ land and the establishment of IVU Austria GmbH. As it only has three members, the Supervisory Board Furthermore, we addressed the range of expertise did not form any committees. We reached joint and the augmentation of the Executive Board, cul­ decisions on all transactions requiring approval. minating in the appointment of Leon Struijk as a new member at the beginning of this year. Focal points of discussions To perform all its tasks correctly, the Supervisory Discussions focused on the economic situation of Board continuously monitored and advised the Execu­ the company, its prospects and its future orientation tive Board in 2017 in line with legislation, the company in the international competitive environment. statutes and the German Corporate Governance Code. It received comprehensive information on the eco­ We dealt in detail here with the Executive Board’s nom ic and financial performance, key business events, strategy of concentrating on the domestic markets of strategy and planning of IVU. The Executive Board noti­ Germany, Austria and Switzerland. In particular, we fied the Supervisory Board promptly and on a regular held intense discussions in the run­up to the acqui­ basis. All facts required for pending decisions were sition of the Swiss consultancy firm STI AG and the made available to the Supervisory Board in good time. associated establishment of IVU Traffic Technologies Schweiz AG, and assessed the possible impacts on The Chairman of the Supervisory Board maintained the company’s economic situation and future perfor­ regular contact with the Executive Board above and mance. We share the Executive Board’s view that this beyond the meetings. He passed on major findings and step is suitable for strengthening local sales, expand­ information from these discussions to the Supervisory ing customer service and unlocking new potential in Board members in order to keep them equally informed the significant Swiss market. and give them the opportunity to offer their advice. In addition, we discussed the establishment of Vienna­ Activities based IVU Austria GmbH in detail. Given the large number of existing customer relationships with major The Supervisory Board meets regularly in order to dis­ companies such as Wiener Linien, ÖBB and Steirischer cuss the matters described above and take decisions. Verkehrsverbund, we believe that it is appropriate to In 2017, four scheduled meetings were held at which expand sales and customer service locally in the con­ the Executive Board informed the Supervisory Board text of a wholly owned subsidiary. 2 Other key topics at the meetings were: Scrutiny and approval of planning for the financial year 2017 Approving the consolidated financial statements Adopting the separate financial statements Liquidity planning Discussing the quarterly financial statements Personnel Line­up and allocation of duties of the Executive Board Risk management Major projects and their economic impacts on the company Preparations for the Annual General Meeting André Neiß Uli Mayer­Johanssen Prof Herbert Sonntag Internationalisation strategy Corporate Governance Annual and consolidated financial statements Responsible management and sustainable value At our balance sheet meeting on 21 March 2018, we creation are hugely important to IVU Traffic Technolo­ considered in detail the financial statements of IVU gies AG. Therefore, in 2017, the Supervisory Board Traffic Technologies AG, the consolidated financial and Executive Board again discussed the recommen­ statements of 31 December 2017 as well as the re­ dations and suggestions of the German Corporate spective management reports. The auditors, Ernst & Governance Code and issued the declaration of Young GmbH Wirtschaftsprüfungsgesellschaft, were conformity pursuant to Section 161 of the German available during the meeting to answer questions. Stock Corporation Act (AktG) and published it on IVU’s After detailed examination and discussion, we approved website (www.ivu.de) together with the corporate both the consolidated financial statements and the governance declaration. With just a few exceptions, separate financial statement of the AG. IVU meets the code’s recommendations. Detailed reasons for the deviations are provided. They relate to the information and reporting obligations of the Berlin, 21 March 2018 Executive Board, the deductible in the case of D&O insurance for the Supervisory Board, the compliance management system and whistleblower system, the reporting of Executive Board remuneration, the age For the Supervisory Board limit for members of the Executive Board, diversity, Prof Herbert Sonntag the formation of committees and the composition and Chairman of the Supervisory Board remuneration of the Supervisory Board. 3 COMPY AN INTERVIEW WITH THE EXECUTIVE BOARD Revenue, gross profit and EBIT increased significantly Along with a long­term increase in enterprise value, in fiscal year 2017, exceeding your expectations. this should also include payment of appropriate What is your assessment of the past year? dividends. At the same time, we must use the profits of the past to invest for the future. We will carefully Martin MÜLLER-ELSCHNER: We are more than weigh up all these aspects every year. satisfied. Last year was the most successful in IVU’s history. This shows that we are back on track. We have The news that DB Regio has opted for IVU met a worked on the areas requiring attention and put our particularly positive response on the stock markets. operating business on a stable footing. Martin MÜLLER-ELSCHNER: We are very proud that After the negative non-recurring effects in 2016, DB Regio chose our bid. As a solution partner, we are you announced a concentration on core markets. helping DB Regio with the company’s digital transfor­ What does that mean? mation, thus creating another important reference for our top product, IVU.rail. In the long term, framework Matthias Rust: We have a strong market position in agreements of this kind also boost the proportion Europe. We aim to build on this and create new oppor­ of recurring income.
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