ANNUAL REPORT 2011 INTRODUCTION Kongsberg Gruppen (KONGSBERG) is an international technology corporation that delivers advanced and reliable solutions that improve safety, security and performance in complex operations and during extreme conditions. The Group is a customer focused organization with a world- wide performance culture. KONGSBERG works with demanding customers in the global defence, maritime, oil and gas and aerospace industries. CONTENT ORGANISATION KONGSBERG GRUPPEN 2 INTRODUCTION Revenues MNOK 15 128 3 Key figures 2011 4 Vision, objectives and strategy EBITA MNOK 2 132 5 President and CEO Walter Qvam 6 681 employees in more than 25 countries 7 DIRECTORS’ REPORT AND 18 FINANCIAL STATEMENTS 9 Directors’ Report 18 Consolidated financial statements 55 Financial statements – Kongsberg Gruppen ASA 62 Auditor’s Report 64 CORPORATE GOVERNANCE 65 Report on Corporate Governance Kongsberg Maritime Kongsberg Defence Systems Kongsberg Protech Systems 65 KONGSBERG’s Policy Offshore Missile Systems 66 Articles of Association Merchant Marine Naval Systems & Surveillance 67 The Norwegian Code of Practice Subsea Integrated Defence Systems Aerostructures 76 FINANCIAL CALENDAR AND Defence Communications ADDRESSES Kongsberg Maritime has in 2011 Kongsberg Defence Systems had a Kongsberg Protech Systems remote shown a good growth in the number good year in 2011 which led to an weapon system, Protector, con- of new orders and a strong increase in both turnover and firmed its position during 2011 as performance. The business area has operating profit. The business area is world leader in this market. during the year strengthened its in the implementation phase of large KONGSBERG’s design was chosen market positions in several key projects including anti-aircraft to continued by the U.S. Army for the segments. Expansion of the product Finland, Norwegian NSM project and next phase of the CROWS program. portfolio and operations close to the coastal artillery to Poland. All these The business area also won a customers are key elements of projects are in schedule and have major framework contract with Kongsberg Maritime’s strategy. contributed to the positive trend. the Norwegian and Swedish Armed Forces. 2 KONGSBERG Annual Report 2011 76 64 18 7 2 FINANCIAL CALENDAR AND ADDRESSES CALENDAR FINANCIAL GOVERNANCE CORPORATE STATEMENTS FINANCIAL AND REPORT DIRECTORS’ INTRODUCTION KEY FIGURES 2011 Beløp i mill. kr 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 Operations Operating revenues 15 128 15 497 13 816 11 056 8 306 6 720 5 791 5 901 6 651 6 980 - operating revenues, outside Norway % 82 84 80 77 71 72 67 69 76 72 - operating revenues, civilian % 47 45 52 62 62 57 59 54 54 58 Earnings before interest, tax and amortisation (EBITA) 2 132 2 216 1 376 1 122 796 464 378 239 383 485 EBITA margin % 14.1 14.3 10.0 10.1 9.6 6.9 6.5 4.1 5.8 6.9 Earnings before tax (EBT) 2 008 2 097 1 169 861 685 390 314 180 190 291 Profit for the year 1 430 1 500 828 587 490 252 262 118 125 216 Order backlog 17 839 17 759 19 892 16 692 12 646 6 472 5 416 5 425 5 913 5 143 Book-to-Bill Ratio 1.0 0.9 1.4 1.5 1.5 1.0 0.9 0.9 0.9 0.7 Net interest-bearing debt (2 191) (1 813) (634) 1 439 (242) 294 282 1 101 1 164 795 Employees 6 681 5 681 5 423 5 243 4 205 3 650 3 372 3 495 4 176 4 208 Owners’ value Market capitalisation 13 920 15 960 10 590 9 840 10 170 5 250 3 720 2 970 3 180 2 715 Earnings per share after tax in NOK 11.93 12.46 6.83 4.86 4.04 2.08 1.80 0.92 1.06 1.80 P/E in NOK 9.72 10.67 12.92 16.87 20.96 21.08 17.24 27.62 25.06 12.55 Equity 5 484 4 881 3 726 1 894 2 758 1 684 1 505 1 626 1 830 1 741 Equity ratio % 35 35 30 15 30 23 23 26 30 31 Dividend per share in NOK 3.75 3.75 2.00 1.38 1.25 0.63 0.54 0.50 0.33 0.53 KEY FIGURES BY BUSINESS AREA Operating revenues EBITA Amounts in MNOK 2011 2010 2009 2011 2010 2009 Kongsberg Maritime 6 693 6 286 6 657 1 078 991 831 Kongsberg Defence Systems 3 895 3 376 2 734 263 245 144 Kongsberg Protech Systems 4 185 5 683 4 123 755 995 442 Other/elimination 355 152 302 36 (15) (41) Total 15 128 15 497 13 816 2 132 2 216 1 376 EBITA 2002–2005 2007–2011 Establishing an International expansion into international platform for America and Asia. KONGSBERG, and Several breakthrough contracts investing in key product awarded. Major shift in protability. MNOK developments % 16 000 16 Driftsinntekter 12 000 12 8 000 8 4 000 4 Revenues EBITA margin % 0 0 2 200 2003 2004 2005 2006 2007 2008 2009 2010 2011 KONGSBERG Annual Report 2011 3 OPERATING REVENUES MNOK 16 000 18 14 000 12 000 15 10 000 12 8 000 9 6 000 12% 4 000 increase 6 2 000 3 0 2 4 5 7 0 7 8 008 200 2003 200 200 2006 200 2 2009 2010 2011 2006 200 200 2009 2010 2011 76 64 18 7 2 FINANCIAL CALENDAR AND ADDRESSES CALENDAR FINANCIAL GOVERNANCE CORPORATE STATEMENTS FINANCIAL AND REPORT DIRECTORS’ INTRODUCTION VISION, OBJECTIVES AND STRATEGY VISION “WORLD CLASS – through people, technology and dedication” OBJECTIVES KONGSBERG is an international oriented technology group with • Continuous improvement projects will be implemented in order headquarter in Norway. Stakeholders’ values will be maintained to increase profitability. and increased by utilizing the Group’s high level of knowledge to • Growth and profitability will be generated through organic develop attractive solutions for the market, and through growth, acquisitions and structural initiatives. continuous operational improvements. We are reliable people. • The Group will be organized in a way that takes advantage of We are responsible citizens. relationships and synergies. • The business will be operated ethically, environmentally and socially responsible, and have a clear profile and a good reputation. STRATEGY Important initiatives for achieving the objectives are: Corporate Social Responsibility and Ethics KONGSBERG has focused on implementing a corporate Code of Culture and values Conduct, an Environmental Policy and a Policy for Corporate Social KONGSBERG has a unique and strong corporate culture that has Responsibility. These are basic elements in the efforts to achieve a been built up over many years. The work done is clearly character- corporate culture that supports profitable sustainable development. ized by our shared values. The culture and values of KONGSBERG constitute an important part of the Group’s strategic platform. Technology Annual costs of product development represent around 10 percent The market, internationalization and growth of total operating revenue. A high level of activity within this area is Over 80 percent of the Group’s revenue are from countries outside necessary in order to maintain a profitable organic growth. Product Norway and a growing share of the value created takes place outside development is financed out of own capital and by customers. It is Norway. Several customers demand local presence and contents. always the market needs that govern the direction, ambitions and Strategic alliances are also crucial for success in several of solutions for product development. KONGSBERG’s markets are KONGSBERG’s product areas. KONGSBERG is working continuously characterized by high standards of performance, quality and to develop market activities being able to satisfy customer needs. operations. Collaboration with the end user is a critical success Being close to the customer is important to provide optimal service, factor when developing the best solutions and to ensure that more both in terms of response time and performance. value are created for our customers and a high utility value for their Acquisitions in our core areas are essential to KONGSBERG’s investments. KONGSBERG’s products are mainly based on the growth strategy. A continuous development of the Group’s strategic following core competencies: software development, engineering market position is a key element of our acquisition strategy. cybernetics, systems integration and signal processing. Competence Financial strategy Knowledge and expertise are KONGSBERG’s most important The Group emphasizes the importance of a strong solidity ensuring competitive parameters. Opportunities for development of expertise financial flexibility. Growth is to be funded mainly by earnings and by are important to achieve positive performance trends, making this a making capital available for this purpose. External funding is always high priority. Emphasis is placed on offering attractive and based on a long-term perspective and in accordance with the challenging job responsibilities. The Group offers a systematic Group’s business strategy. The Group’s financial policy is primarily leadership development program. aimed at increasing predictability and reducing risk. 4 KONGSBERG Annual Report 2011 76 64 18 7 2 FINANCIAL CALENDAR AND ADDRESSES CALENDAR FINANCIAL GOVERNANCE CORPORATE STATEMENTS FINANCIAL AND REPORT DIRECTORS’ INTRODUCTION PRESIDENT AND CEO WALTER QVAM “Activity levels ran high throughout 2011, and our backlog of orders was good at year end. All our business areas reported satisfactory earnings last year.” Walter Qvam, President and CEO KONGSBERG can look back on yet another good year. have strengthened our general position as a supplier to the Activity levels ran high throughout 2011, and our backlog of merchant marine industries. We have built up Kongsberg orders was good at year end. All our business areas report- Maritime Engineering and, in so doing, won turnkey EPC ed satisfactory earnings last year.