ASSA ABLOY
Annual Report 2017

Plain-text annual report

Annual Report 2017 The global leader in door opening solutions “ More and more homes are being equipped with smart door locks for improved safety, security and convenience” Contents Report on operations ASSA ABLOY in brief Statement by the President and CEO Value creation strategy Goals and outcomes Value-creating model Market presence Product leadership Cost-efficiency Profitable growth Divisions ASSA ABLOY divisions EMEA division Americas division Asia Pacific division Global Technologies division Entrance Systems division Sustainability report Sustainable development Report of the Board of Directors Report of the Board of Directors Significant risks and risk management Corporate governance Board of Directors Executive Team Internal control – financial reporting Remuneration guidelines for senior management Financial statements Sales and income Consolidated income statement and Statement of comprehensive income Comments by division Results by division Financial position Consolidated balance sheet Cash flow Consolidated statement of cash flows Changes in consolidated equity Parent company financial statements Notes Comments on five years in summary Five years in summary Quarterly information Definitions of key ratios Proposed distribution of earnings Auditor’s report Shareholder information The ASSA ABLOY share Information for shareholders tab 2 6 7 8 10 16 22 26 28 29 30 31 32 33 36 39 41 46 50 52 54 55 56 57 58 59 60 61 62 63 64 66 68 94 95 96 97 98 99 104 107 Innovation and product development drive growth 2017 was once again a good year for ASSA ABLOY. Sales increased and totaled SEK 76,137 million. Organic growth increased to 4 percent, with continued strong growth for our electromechanical solutions. P2 Value creation strategy The Group’s overall strategic direction is to spearhead the trend toward increased security with a product-driven offering centered on the customer. The strategic action plans are focused on three areas: market presence, product leadership and cost-efficiency. Developments in the divisions 2017 Most divisions showed continued good organic growth with a strong development for electromechanical solutions. P6 P28 Sustainable development ASSA ABLOY’s sustainability initiatives continued to make good progress in 2017, with advances in line with the five-year sustainability plan. Report of the Board of Directors, corporate governance and financial statements P36 P39 ASSA ABLOY in brief WHO ARE WE? #1 SEK 76 billion 47,500 employees ASSA ABLOY is the global leader in door opening solutions with sales of SEK 76 billion and 47,500 employees. The strategies for profitable growth are market presence, product leadership and cost-efficiency. WHAT DO WE DO? ASSA ABLOY is the global leader in door opening solutions and offers mechanical and electromechanical locks, digital door locks, security doors, entrance automation, hotel security and secure identity solutions, primarily in identity and access management, as well as a number of other related products and services. ASSA ABLOY’s BRANDS ASSA ABLOY has considerable value in its well-known brands, several of which have been acquired through the Group’s many acquisitions. ASSA ABLOY is the global master brand. It is often com- bined with individual brands well estab- lished in local knowledge, regulations and security standards. The Group thus increases the visibility of the ASSA ABLOY master brand, which unites the Group’s sales departments and rep- resents innovation, leading technology and total door opening solutions. Approximately 70 percent of Group sales are under the ASSA ABLOY master brand or a combination of ASSA ABLOY and local brands. FOR WHOM? Institutional and commercial customers Residential market Aftermarket ASSA ABLOY covers all needs for door opening solutions and service for institutional and commercial customers, as well as for the residen- tial market. The Group has the largest installed base of products in the world, with a large share of sales in the stable aftermarket. WHERE ARE WE? OUR DIVISIONS ASSA ABLOY is divided into three regional and two global divisions. The regional divisions manufacture and sell mechanical and electromechanical locks, digital door locks, cylinders and security doors adapted to the local market’s standards and security requirements. The global divisions manufacture and sell electronic access control, identification products and entrance automation on the global market. Share of Group sales by region 2017 SALES BY DIVISION OPERATING INCOME BY DIVISION EUROPE NORTH AMERICA 40% SOUTH AMERICA 3% 38% 14% 4% 1% OCEANIA AFRICA ASIA (40) (3) (38) (15) (3) (1) ASSA ABLOY has leading positions in most of Europe, North and South America, Asia and Oceania. Legend Legend Legend Legend Legend Legend Legend Legend Legend Legend EMEA, 23% (23) Americas, 23% (24) Asia Pacific, 11% (12) Global Technologies, 14% (13) Entrance Systems, 29% (28) EMEA, 24% (23) Americas, 30% (31) Asia Pacific, 7% (7) Global Technologies, 15% (15) Entrance Systems, 24% (24) Read more about ASSA ABLOY’s security solutions on the last pages The master brand is complemented by global brands, which are all leaders in their respective market segments, some examples are: Yale in the residential market, HID in access control, secure card issuance and identification technology, and ABLOY in high security locks. The Group also has product brands that are not associated with ASSA ABLOY, such as Entrematic in entrance automation. STRATEGY Market presence Product leadership Cost-efficiency Growth and profitability FINANCIALS IN BRIEF 2017 Sales increased 7 percent during the year to SEK 76,137 million (71,293) driven by continued strong growth for electro mechanical products. Continued good earnings and strong cash flow achieved during the year. Operating margin excluding items affecting comparability was 16.2 percent (15.8). 16 acquisitions were completed during the year, con- tributing to net acquired growth of 2 percent for the year. Investments in product development continued at a high pace and a number of new products were launched. Key figures Sales, SEK M of which: Organic growth, % of which: Acquired growth, net total, % of which: Exchange rate effects, % Operating income (EBIT), SEK M Operating margin, % Income before tax (EBT), SEK M Operating cash flow, SEK M2 Return on capital employed, % 2016 71,293 2 3 0 11,2541 15.81 10,5491 10,467 16.5 2017 76,137 4 2 1 12,341 16.2 11,673 10,929 16.6 Change 7% 10% 11% 4% Data per share 2016 2017 Change Earnings per share after tax and dilution (EPS), SEK/share Equity per share diluted, SEK/share Dividend, SEK/share Weighted average number of shares, diluted, thousands 1 Excluding items affecting comparability. 2 Excluding restructuring payments. 3 As proposed by the Board of Directors. 7,091 42.51 3.00 7.77 45.60 3,303 10% 7% 10% 1,110,776 1,110,776 SALES AND OPERATING INCOME (EBIT) Sales Operating income (EBIT) Sales, SEK M 80,000 65,000 50,000 35,000 20,000 EBIT, SEK M 15,000 12,500 10,000 7,500 5,000 1, 2 08 1, 2 09 10 1 11 12 1 13 14 15 1 16 17 1 Excluding items affecting comparability. 2 Reclassification has been made. EARNINGS PER SHARE 1 SALES ON EMERGING MARKETS SEK 8 7 6 5 4 3 2 1 0 2 08 2 09 10 2 11 12 2 13 14 15 2 16 17 1 Earnings per share has been restated due to the 3:1 share split in 2015. 2 Excluding items affecting comparability. SEK M 20,000 15,000 10,000 5,000 0 08 09 10 11 12 13 14 15 16 17 ASSA ABLOY ANNUAL REPORT 2017 THE YEAR IN BRIEF 1 Statement by the President and CEO Innovation and product development drive growth 2017 was once again a good year for ASSA ABLOY. Sales increased and totaled SEK 76,137 million. Organic growth increased to 4 percent, with continued strong growth for our electromechanical solutions. We strengthened our market leadership, partly because of rapid innovation in electro- mechanical, digital and sustainable door opening solutions, and partly through the acquisition of 16 companies. Operating income increased 10 percent to SEK 12,341 million, supported by higher sales and good cost control. Operating margin improved to 16.2 percent, in line with our target. Global demand for door opening solutions strengthened in 2017 and once again the mature markets grew at a higher pace than the emerging markets. We saw con- tinued good organic sales growth in all of our divisions, except in APAC, where China once again had negative growth. ASSA ABLOY’s sales growth in 2017 was 7 percent, including 4 percent organic, 2 percent net through acquisitions and divestments and 1 percent from cur- rency fluctuations. Underlying the increase in organic growth is the growing demand for electromechanical and digital door opening solutions. This technology shift affects not only the advanced mature markets, but increasingly also many emerging markets. ASSA ABLOY is the leader in this technology shift, thanks to the many years we have focused on innovation, product develop- ment and complementary acquisitions. Our operating income for 2017 increased by 10 per- cent to SEK 12,341 million. The operating margin of 16.2 percent is in line with the target of 16–17 per cent on average over a business cycle. Good profitability requires a good cost-efficiency. Our restructuring program con- tinued to deliver according to plan, as did the Group- wide programs for more efficient processes at every stage from purchasing, across production and adminis- tration to sales. A review of the divisions in 2017 presents the following picture: Division EMEA, with 23 percent of the Group’s total sales, increased organic growth to 4 percent. Growth was strong in Finland and the UK, as well as in Eastern and Southern Europe, and good in Scandinavia, France, Israel and Africa. Germany and the Benelux countries had growth, while the Middle East remained negative. Demand has grown following the major investments in innovation and product development within digital door opening solutions in recent years, especially for the Group’s Yale brand and its smart door locks for the residential market. Acquisitions contributed with 3 percent growth. Three acquisitions were carried out during the year. The Americas division, with a 23-percent share of the Group’s total sales, experienced organic growth of 4 per- cent, a slight weakening after several years of high growth. The positive trend continued in Canada and in most Latin American countries. Brazil had slightly negative growth. In the US, demand grew in both the commercial and the residential segments at a somewhat slower pace after several years of high activity. Demand from the public sec- tor continued its recovery from last year. ASSA ABLOY’s Yale brand successfully strengthened its position as sup- plier of smart door locks on the division's markets. Two acquisitions were made during the year, including August Home, a leading provider of smart door locks in the US. Acquisitions contributed 1 percent to growth. DEVELOPMENT OF KEY FIGURES SALES AND OPERATING INCOME INCOME BEFORE TAX AND OPERATING CASH FLOW Sales SEK M 80,000 65,000 50,000 35,000 20,000 Sales Operating income1 Operating income SEK M 15,000 12,500 10,000 7,500 13 14 15 16 17 1 Excluding items affecting 5,000 comparability 2013 and 2016. SEK M 12,000 10,000 8,000 6,000 4,000 2,000 0 Income before tax1 Operating cash flow2 13 14 15 16 17 ¹ Excluding items affecting comparability 2013 and 2016. ² Excluding restructuring payments. 2 STATEMENT BY THE PRESIDENT AND CEO ASSA ABLOY ANNUAL REPORT 2017 “We are world leaders in the development of technologies for identification and authentication. 23% The EMEA division accounts for 23% of the Group’s total sales. 23% The Americas division accounts for 23% of the Group’s total sales. 11% The Asia Pacific division accounts for 11% of the Group’s total sales. 14% Global Technologies accounts for 14% of the Group’s total sales. 29% Entrance Systems accounts for 29% of the Group’s total sales. The Asia Pacific division, which accounts for 11 percent of the Group’s total sales, had organic sales growth of 0 percent, still affected by weak sales in parts of China. However, sales were strong in Japan, Southeast Asia and South Korea. Australia and New Zealand had good growth. In India, marketing efforts were expanded and sales increased sharply. Major streamlining measures, which reduced the number of employees in China by 29 percent over five years, have adapted Chinese operations to lower demand and the errors we discovered in China last year have led to improved and increased control. The division made one acquisition in India that contributed 0 percent to growth. Global Technologies, which accounted for 14 percent of the Group’s total sales, is the Group’s global division for secure identity solutions, primarily in identity and access management, as well as for lock systems for hotels and cruise ships, areas in which the division is a leading supplier. The organic growth rate continued to be high at 7 percent. Growth was strong in access management, printer products and national ID programs, with good growth in identification technology. The trend in Logical access was negative. In Hospitality, demand remained strong for high-end systems with both hardware and software that allow guests to use their mobile phones to check in, as well as integration with other mobile applica- tions from global hotel chains. The division made five acquisitions and one divestment. Growth from acquisi- tions was 0 percent, net. Entrance Systems, which accounted for 29 percent of the Group’s total sales, is the Group’s division for com- plete entrance automation solutions. The division grew organically by 4 percent and 6 percent from acquisitions. Growth was strong in North America, Asia and Oceania, good in Europe, but negative in South America. Sales of entrance automation and high-performance doors had strong growth. Increased e-commerce continued to lead to higher sales of solutions in the transportation and DEVELOPMENT OF EARNINGS PER SHARE 1 Earnings per share has increased by almost 158 percent since 2007. 1 Earnings per share has been restated due to the 3:1 share split in 2015. 2 Excluding items affecting comparability. SEK 8 7 6 5 4 3 2 1 0 08 2 2 09 10 2 11 12 2 13 14 15 2 16 17 logistics sector. Sales of industrial doors were good and the service offering continued to show good results. The division made five acquisitions during the year. In summary, 2017 was a rather typical ASSA ABLOY year, with good growth and profitability in most businesses. Positive growth trends Let me begin with the growth trends. I usually say that the lock and door business is a good industry to be in. We have four strong global trends driving demand for the foreseeable future. Safety, security and convenience. Demand for secu- rity, safety and convenience is steadily growing as the world economy grows and prosperity increases. Urbanization. More people are looking for work and housing in cities, which entails high construction activity and growing demand for safety and security, especially in emerging markets. Calculations suggest that another bil- lion people will move to cities over the next ten years. Digitization. Demand for electromechanical, digital, mobile and connected door opening solutions is con- tinuously increasing both in new construction and the aftermarket. These solutions are replaced and upgraded more often and also have a higher content of service and software, which benefits ASSA ABLOY. Sustainability. Sustainable and climate-smart solu- tions are becoming increasingly important for customers who want to reduce operating costs and achieve energy and sustainability targets. Laws, regulations and stand- ards and an increasingly environmentally aware public are driving demand. Sustainability has been integrated in all Group processes for many years. Growth trends affect the industry both individually and together. Our door opening solutions include a growing share of smart solutions for safety, security and convenience. Our expertise in access and keys in the form of digital codes, mobile phones and other identification technologies provides great added value for individuals, companies and institutions. Our solutions simplify life for individuals, enabling them to use mobile solutions to control, manage and monitor their homes. They can take advantage of the convenience of e-commerce and receive secure and monitored in home deliveries. New possibilities for secure initiatives are available to care for the sick and elderly in their homes with solutions to ensure that care is provided by trusted staff with proper identification. Service companies can also ensure that care providers easily have access to their care recipients’ homes and they can also monitor staff to ensure they were in the right place at the right time. Our system solutions for access to buildings, work- places and computers provide not only safe entry and ASSA ABLOY ANNUAL REPORT 2017 STATEMENT BY THE PRESIDENT AND CEO 3 Statement by the President and CEO exit to businesses and institutions, but also significant efficiency measures in other areas. Such areas include energy consumption, environmental impact and service needs, information about people’s movements in the building for smarter people flows, and better use of spaces and surfaces. In addition, critical operating infor- mation can be quickly and securely accessed via comput- ers and mobile phones. ASSA ABLOY leads the development of smart digital solutions thanks to our long-term investment in innova- tion and product development. Electromechanical prod- ucts, entrance automation, digital and mobile solutions account for more than half of Group sales today. We see that they have a shorter life due to more frequent replace- ments and upgrades, and we are also seeing more recur- ring revenue from these solutions. I firmly believe that the growth rate will continue to be strong in these areas. Continuity in strategies In 2006 the Group revised its strategy and established three areas in which to achieve growth and profitability. This strategy has served us well over the years. The three areas are: Market presence, Product leadership and Cost-efficiency. Market presence ASSA ABLOY’s strategies for an increased market pres- ence are based on ever-increasing customer relevance. The cornerstones are effective marketing and customer segmentation, specification, emerging markets, strong brands and acquisitions. Increased customer focus through market segmenta- tion is an important component of the marketing strat- egy. We work very closely with participants in the distri- bution sector with advice and provide digital tools for drawings and specifications. The number of specifiers in the Group continues to sharply increase, especially in the emerging markets, with over 10-percent growth in pro- jects requiring specifications. In an effort to get even closer to our end customers, we are making substantial investments in Commercial Excellence processes. We strive to maintain direct dia- logue with our customers, users and clients, where we can better present the value of our solutions. By digitiz- ing and automating the administrative aspects of the sales process we are able to allocate more resources to marketing and sales, and we are constantly striving to improve our service to customers. Our brand strategy prioritizes the ASSA ABLOY Group brand for a more cohesive offer. We are gradually reduc- ing the number of local brands. The Yale brand is the global leader in smart door locks and solutions for the residential market. Another essential component of the market presence strategy is acquisitions. Through our global operations and our wide product range we can often offer the best synergies with a proven model for integration. Product leadership ASSA ABLOY is a product-driven company where innova- tion and product development are central to our target of 5 percent organic growth per year. Over the past dec- ade we have greatly increased our investments in research and development and they now amount to 3 percent of sales. In 2017, new products (products that have been on the market for less than three years) accounted for 28 percent of sales. The target is 25 per- cent over a business cycle. Innovation work is based on a common structured process with a modular approach involving customers and partners at our 114 development and competence centers around the world. The number of development engineers is constantly increasing, and in 2017 we had more than 2,000 employees engaged in product devel- opment. The main driver for innovation and product develop- ment is the rapid growth of digital and mobile technolo- gies. This is the driving factor behind the Group-wide development platforms for products and solutions. Such initiatives include Seos, a complete ecosystem for digital keys and smart mobile devices and Aperio, a wireless solution to efficiently connect many locks and doors in a building complex. The Group develops standardized and open software combined with physical lock solutions, providing increased customer benefit with custom fea- tures. This creates a large aftermarket of licenses, virtual keys and services with updates and maintenance of installations and systems with shorter life cycles and recurring revenue with good profit potential. Smart door opening solutions is yet another digital and mobile technology that is undergoing rapid develop- ment. More and more homes are being equipped with smart door locks for improved safety, security and con- venience in the home. Here we develop leading solutions that are also compatible with other vendors’ smart home products and solutions. The mature markets account for about three quarters We are world leaders in the development of technolo- of ASSA ABLOY's total sales. For several years the Group has focused on increasing its market presence in emerg- ing markets. We have strong confidence in the potential for future growth in the emerging markets and continue to invest strategically for both organic and acquired growth. They account for 23 percent of our total sales, up from 13 percent in 2007. The business logic is simple: 80 percent of the world's population lives in the emerging markets. The growth rate in demand is trending much higher than in the mature markets and as our base gets larger, our aftermarket business is becoming increasingly profitable. gies for identification and authentication, how people prove their identity and right to access. This aspect is not limited to physical access to buildings, but also includes “logical access” to computers and other connected devices with virtual identification through cloud services. We develop systems for secure transactions, ID docu- ments and national passport systems, where ASSA ABLOY provides complete components such as cards, card r eaders printers and equipment for physical production of identification documents. Another increasingly impor- tant driver for product development is a higher demand for sustainable solutions. Sustainability is integrated into 4 STATEMENT BY THE PRESIDENT AND CEO ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY’s Executive Team. Sitting from the left: Carolina Dybeck Happe, Chief Financial Officer, and Johan Molin, President and CEO. Standing from the left: Thanasis Molokotos, Head of Americas divison, Anders Maltesen, Head of Asia Pacific division, Juan Varges*, Head of Entrance Systems division, Christophe Sut, Head of the ASSA ABLOY Hospitality business unit, Stefan Widing, Head of the HID Global business unit, Ulf Södergren, Chief Technology Officer. Tzachi Wiesenfeld, Head of EMEA division. * Juan Varges left the Executive Team on December 31, 2017 and was replaced by Mogens Jensen on January 1, 2018. our entire product development process from concept stage to materials recycling. We develop entire product ranges of sustainable products that help reduce environ- mental impact and save energy, while using less resources in the production of these products. All strategic product groups have environmental product declarations. Cost-efficiency The strategy to increase cost-efficiency involves radically reducing costs through increased efficiency in all parts of the value chain. Basic activities include the recurrent multiannual programs to move and concentrate produc- tion of key components to factories in low-cost coun- tries, increase the proportion of component purchasing and complete final assembly of products in factories close to customers. Since this initiative began in 2006, the Group has closed 77 plants, converted 126 plants to assembly and reduced staff by 13,564 people. The sixth program is underway and is progressing according to plan, with the goal of closing 10 plants and 40 offices over three years. Purchases are increasing and we aim to have fewer and larger high-quality suppliers, mainly in low-cost coun- tries, who are being integrated more and more into our value chain. Over the past five years, the number of sup- pliers has been reduced by 28 percent to around 6,900 worldwide. The goal is to continue to reduce the number of suppliers. We have been applying Lean methods and VA/VE analysis for a long time to save resources and simplify material flows. Our long-term Seamless flow initiative has great potential. The aim is to standardize all adminis- trative flows and processes through digitization and automation, thereby reducing costs. This broad program includes digitization and automation of everything we do in our entire value chain from sourcing, innovation and production to distribution and sales. Seamless flow allows us to shift resources to marketing, sales and main- tenance in order to increase customer value. Thank you for twelve fantastic years After twelve years as president, if I were to briefly reflect on ASSA ABLOY, it is perhaps the strategy and the con- tinuous value creation that it has contributed to that is the Group's hallmark: stable good growth with good profitability for over a decade in a world periodically affected by crises and political uncertainty. We have the strength to grow with good profitability even in difficult times, thanks to our large installed base and aftermarket, which provide a good buffer. Sales have increased 174 percent over these twelve years. This figure is surpassed by the increase in operating income at 203 percent and earnings per share, which increased by 235 percent. We also have a strong cash flow and a strong balance sheet, which assures our ability to move freely in the future. I have decided to step down and turn over the reins to a new energy source in 2018. It has been an amazing journey together with all of ASSA ABLOY’s talented employees. With pride and humility, I would like to thank you all for your amazing work that has made us the superior world leader in door opening solutions. I am convinced that the journey of profitable growth will continue well into the future. Finally, I would like to say thank you and wish all of ASSA ABLOY’s employees and my successor, Nico Delvaux, a continued successful journey. Stockholm, 5 February 2018 Johan Molin President and CEO ASSA ABLOY ANNUAL REPORT 2017 STATEMENT BY THE PRESIDENT AND CEO 5 Value creation strategy Vision To be the true world leader, the most successful and innovative provider of total door opening solutions. To lead in innovation and provide well-designed, safe, secure and convenient solutions that give true added value to our customers. To offer an attractive company to our employees. Strategy for growth and profitability The Group’s overall strategic direction is to spearhead the trend toward increased security with a product-driven offering centered on the customer. The strategic action plans are focused on three areas: market presence, product leadership and cost-efficiency. Market presence Increasing growth in the core business and expanding into new markets and segments. Product leadership Continuously devel- oping innovative products offering enhanced customer value and lower product costs. Cost- efficiency Reducing the cost base through improved processes, flexible final assembly close to the customer and production in low-cost countries. Employees Beliefs Sustainability Continuing professional development, capabilities and beliefs are the basis for the Group’s success. Based on accountability, diversity and commitment for a focused, results-driven company with high business ethics. Is integrated in all Group pro- cesses: innovation, product development, manufacturing, logistics and sales. 6 VALUE CREATION STRATEGY ASSA ABLOY ANNUAL REPORT 2017 Goals and outcomes GROWTH AND PROFITABILITY 10% annual growth through a combination of organic and acquired growth1 16–17% operating margin1 1 Long-term target as an average over a business cycle MARKET PRESENCE + increased sales on emerging markets PRODUCT LEADERSHIP 25% of sales from new products COST-EFFICIENCY –28% reduction in number of suppliers ENVIRONMENT –20% greenhouse gas emissions SOCIAL KPI –55% injury rate 30% women in management positions SEK M 80,000 60,000 40,000 20,000 0 % 20 18 16 14 12 10 SEK M 20,000 15,000 10,000 5,000 0 % 35 30 25 20 15 10 5 0 Number 10,000 8,000 6,000 4,000 2,000 0 08 09 10 11 12 13 14 15 16 17 08 09 10 11 12 13 14 15 16 17 08 09 10 11 12 13 14 15 16 17 13 14 15 16 17 13 14 15 16 17 Tons/SEK M 12 10 8 6 4 2 0 13 14 15 16 17 Injury rate 8 6 4 2 0 % 25 20 15 10 5 0 13 14 15 16 17 13 14 15 16 17 Average annual growth over the past ten years has been 9 percent. The Group’s growth in 2017 was 7 percent, including 4 percent organic growth and 2 percent from acquisi- tions. Average operating margin over the past ten years was about 16 percent, excluding items affecting comparability. Group sales on emerging markets increased sharply and the annual growth rate over the past ten years was nearly 20 percent. In 2017 sales in emerging markets increased. The goal of having at least 25 percent of total sales from products less than three years old has been exceeded in recent years. In 2017 the share was 28 percent. Reducing the number of suppliers is impor- tant for reducing costs and improving quality. Active efforts have reduced the total number of suppliers by 28 percent over the past five years. The target is to reduce the intensity of green- house gas emissions related to the Group’s energy consumption by 20 percent from 2015 to 2020. In 2017 the reduction was 2 percent and the reduction since 2015 is 14 percent. The target is to reduce the injury rate by 55 percent from 2015 to 2020. In 2017 the injury rate decreased by 20 percent and totaled 4.1 injuries per million hours worked. Since 2015 the injury rate has declined by 39 percent. The target is to have 30 percent of manage- ment positions held by women by 2020. In 2017 the share was 23 percent. ASSA ABLOY ANNUAL REPORT 2017 GOALS AND OUTCOMES 7 ASSA ABLOY’s value-creating model Value creation for all stakeholders OVERALL STRATEGY RESOURCES EXTERNAL FACTORS The Group’s overall strategic direction is to spearhead the trend toward increased safety and security with a product-driven offer- ing centered on the customer. The strategy is based on: Market presence Product leadership Cost-efficiency Financial capital 47,500 employees in over 70 countries Strong common processes in a decentralized customer- focused organization Sustainability is an integrated part of all business processes within the Group Efficient production and assembly facilities all over the world Strategic and cost-effective suppliers Strong brands, patents and well-diversified product portfolio that meets local regulations and standards Customers all over the world with a large installed base • Growing security needs • Urbanization • Digitization • Automation • Sustainability ASSA ABLOY’S MOST IMPORTANT ACTIVITIES Marketing, sales, advisory, service and support Innovation and product development Sourcing, manufactur- ing, and streamlining of processes Acquisitions and integration STAKEHOLDERS • Customers • Suppliers and partners • Shareholders and investors • Employees • Society 8 VALUE-CREATING MODEL ASSA ABLOY ANNUAL REPORT 2017 OVERALL VALUE- CREATION Security Safety Convenience Profitable growth RESULT VALUE FOR STAKEHOLDERS Products, services and support Electromechanical products and automatic solutions account for 55 percent of sales Products launched in the past three years account for 28 percent of sales Customers: • Security, safety and convenience • Retained market and product leadership • Sustainable products with environmental product declaration Suppliers and partners: • Technological development • Stable partner • Earnings and employment Shareholders and investors: • Dividends and capital appreciation Employees: • Safe workplace • Professional development and income • Ethically, stable and long-term business Society: • Growth • Employment • Sustainability • Increased safety and security ASSA ABLOY ANNUAL REPORT 2017 VALUE-CREATING MODEL 9 Value creation strategy #1 Market presence A world-leading market presence is achieved by increasing customer value and expanding into new markets and segments through organic growth and acquisitions. Customer value is supported by efficient seg- mentation of sales channels and the strength of the brand portfolio, which includes the global ASSA ABLOY master brand as well as many of the strongest brands in the industry. No.1Global leader in door opening solutions Global market leader with stable growing demand ASSA ABLOY has a unique global market presence with operations in over 70 countries. The basic human need for safety and security increases with rising prosperity, urbanization and technological development. At the same time, demand is growing for electromechanical, digital and mobile door opening solutions, as well as increasingly sustainable and energy-saving products and solutions. The result is stable and growing demand for ASSA ABLOY’s door opening solutions and good conditions for profitable growth. Institutional and commercial markets – complex, demanding projects Approximately 75 percent of ASSA ABLOY’s total sales go to buildings in education, health care, public administra- tion, private offices, shopping centers, stores and ware- houses – environments where people work, shop and seek out services. Customers are knowledgeable and demanding, and procurement often takes place in large, complex projects. ASSA ABLOY can deliver total door opening solutions as well as services and professional advice, with high profita- bility potential . Demand is growing particularly strongly for complete electromechanical and advanced door opening solutions with digital and mobile technologies, where ASSA ABLOY is the world leader. The Group’s focused and segmented sales forces have contact with many stakeholders in the value chain to develop optimal solutions for the multifaceted needs of the customers. Distribution and installation are largely handled by install- ers, system integrators and locksmiths. Residential market – urbanization and smart door locks drive growth Residential sales account for about 25 percent of total sales. Demand for secure door opening solutions is grow- ing in response to the urbanization trend, with more and more people moving to cities. Demand is also growing for smart door locks, driven by the “smart home” trend where ASSA ABLOY is spearheading the development of smart digital and mobile door opening solutions for private homes, often in partnership with suppliers of other smart home products. Private customers often need profes- sional advice and installation assistance. Depending on the geographic market, ASSA ABLOY cooperates with door ×523 percent of sales are in emerging markets, a fivefold increase in ten years 55% The percentage of electro- mechanical products and entrance automation has increased from 33 percent to 55 percent of sales in ten years 10 MARKET PRESENCE ASSA ABLOY ANNUAL REPORT 2017 BREAKDOWN OF ASSA ABLOY’s SALES Working and shopping Aftermarket Institutional and commercial market – share of sales 75% Renovations, remodeling and additions, replacements and upgrades of existing door open- ing solutions, as well as ongoing service – share of sales 67% Living New construction Private customers and residential market – share of sales 25% New buildings – share of sales 33% and window manufacturers or specialist distribution chan- nels such as home improvement stores and locksmiths. Aftermarket – stability and profitability The aftermarket is significant in both the institutional, commercial markets and the residential market, accounting for two thirds of ASSA ABLOY’s total sales. The aftermarket includes renovations, remodeling and additions, replacements and upgrades of existing door opening solutions, as well as ongoing service. The after- market provides stability and good profitability thanks to the Group’s global market presence and the world’s largest installed base of door opening solutions. New ser- vice concepts based on long-term contracts, preventive maintenance and modernization strengthen customer relationships and provide good opportunities for upselling. Increased demand for electromechanical, digi- tal and mobile door opening solutions also has a positive impact on growth in the aftermarket. These solutions have shorter life spans and are supple- mented or replaced more often than mechanical solu- tions, which drives growth. ASSA ABLOY’s software plat- forms for flexible solutions enable customers to constantly upgrade their security with more and new features. Con- nected products, service products, subscription services and licenses contribute to stronger customer relation- ships, as well as to increased recurring revenue streams based on supply and service collaborations. ASSA ABLOY ANNUAL REPORT 2017 MARKET PRESENCE 11 Market presence Market strategies ASSA ABLOY’s strategies for an increased market presence is based on increased customer relevance. The cornerstones are effective market and customer segmentation, specification, strong brands and acquisitions. Increase growth through segmentation and specification Customer relevance is strengthened through segmenta- tion where specialized marketing and sales teams focus on different markets and customer segments to gain the industry’s best understanding of customer needs, build relationships and generate demand. The aspiration is to be an expert on total door opening solutions adapted to each segment. ASSA ABLOY offers solutions that meet customer requirements for safety, security, convenience and sustainability, special local requirements, rules and standards, as well as the need for integration into new or existing security systems. ASSA ABLOY’s market organization works closely with architects, security consultants, large end users and dis- tributors. A substantial portion of the business processes are digitized, including product information, design and configuration, order management, logistics and pay- ments. For example, ASSA ABLOY supports the custom- ers with digital drawings and configurations of door opening solutions, as well as objects for building infor- mation modeling (BIM). The digitization initiative for business processes and Seamless Flow has resulted in a reduction in the number of people involved in indirect sales, while the number of employees involved in direct sales has increased and continues to grow. Entrance automation, 28% Mechanical locks, lock systems and fittings, 27% Growth through acquisitions Acquisitions are an important part of the strategy to increase market presence. The ambition is 5 percent acquired growth per year. Over the past ten years the Group has made some 150 acquisitions to further increase its market presence, especially in emerging mar- kets, complementing existing operations and increasing its offering of electromechanical, digital and mobile solu- tions. On average these acquisitions have contributed to an annual growth of about 6 percent. In 2017, 16 acquisi- tions were consolidated and one business was divested. The Group sales increased by SEK 1,753 M net from acquisitions and divestments , or totally by 2 percent. Electromechanical and electronic locks, 27% Security doors and hardware, 18% Exploiting the strength of the brands and the sales force ASSA ABLOY’s portfolio includes valuable, leading and well-known brands as a result of the Group’s many acquisitions. To optimize benefit from the brand port- folio locally and globally, the brands are continually consolidated in parallel with market and customer segmentation. ASSA ABLOY is the global master brand that often sup- ports individual brands that are well versed in local knowledge, regulations and security standards. The ASSA ABLOY brands account for around 70 percent of Group sales. Global brands, which are all leaders in their respec- tive market segments, serve as a complement to sales: HID in secure identity and access management, Yale in the residential market, Mul-T-Lock for locksmiths, and ABLOY in high-security locks. These brands account for almost 20 percent of Group sales. The Group also has brands that are not associated with ASSA ABLOY. These brands, which represent leading expertise in specialty products and service, complement ASSA ABLOY’s market presence and positioning. Sales for these brands, which mainly occur through distributors and installers, account for about 10 percent of sales. Improve sales processes ASSA ABLOY’s market strategies aim to continually enhance customer value. Through the Group-wide initia- tive to improve sales processes, the Group is developing and streamlining its processes for pricing, brand posi- tioning, marketing and sales, with an increased focus on sales processes. Over the past 12 years, ASSA ABLOY has focused its strategies for profitable growth on market leadership with acquisitions, a high pace of innovation and product development, as well as cost efficiency. A fundamental idea is to gradually move more and more resources for- ward in the value chain to strengthen the sales processes and to increase customer value. In a first step, the initiative emphasizes streamlining the Group’s sales processes with strong support in digital solutions to further develop customer relationship man- agement and constantly enhance customer relevance in all dimensions. Being an ASSA ABLOY customer should be easy, convenient and value-creating. An extensive project conducted throughout the Group identified a number of sub-processes to understand how different product lines reach the market. These sub-pro- cesses addressed control of all channels in the supply chain for sales based on specifications to professional buyers, consumers and for OEM delivery, including sales organizations, functions, responsibilities, digital tools and sales channels, contact paths, pricing and sales messages. Although the sales processes in ASSA ABLOY’s global organization vary because of rules, norms and traditions, the initiative provided extensive knowledge-based syner- gies for more structured and efficient change manage- ment. Knowledge and experience are shared in the Group through Group-wide work groups for the various sales channels. The different sales approaches and tech- niques are analyzed, along with a large number of cus- tomer transactions. The result is a better understanding of customer needs and behaviors, along with further development of more efficient sales processes with reporting and follow-up. In a first step, specifiction sales aimed at commercial customers will be prioritized. Their projects are usually large and complicated, with many parties involved. Roll-out of the structured sales pro- cesses that were developed will begin in Asia. MARKET STRATEGY ASSA ABLOY’s world-leading market presence is based on three strategies: • Leveraging the strength of the brand portfolio • Increasing growth in the core business and • Expanding into new markets and segments. SALES BY PRODUCT GROUP Mechanical locks, lock systems and fittings, 27% Entrance automation, 28% Electromechanical and electronic locks, 27% Security doors and hardware, 18% The Group sees fast-growing demand for electromechani- cal products, as well as elec- tronic and digital solutions. Since 2007 these have sharply increased from 33 percent to 55 percent of Group sales. Mechanical products con- tinue to increase, but electro- mechanical products are growing considerably faster. 12 MARKET PRESENCE ASSA ABLOY ANNUAL REPORT 2017  Markets The global market for door opening solutions has good underlying growth because of positive trends such as growing demand for security, urbanization and digitization. ASSA ABLOY is the world-leading supplier with operations in over 70 countries and sales worldwide. The mature markets account for about three quarters of ASSA ABLOY’s total sales. For several years the Group has focused on increasing its market presence in emerging markets. Fragmented competition – continued consolidation The global market for door opening solutions is still fragmented, especially in emerging markets where the largest manufacturers have a small market share. Con- solidation is underway and has advanced farthest in North America, followed by Europe, with ASSA ABLOY as a driving force. The Group is the global market leader and considerably larger than its closest competitors the Germany-Swiss group Dormakaba, Allegion (USA), and Hörmann (Germany). Globalization benefits ASSA ABLOY The difference in demand for door opening solutions between countries is significant due to different cli- mates, security needs, development level, regulations and standards. As a global player with a local presence on all major markets, this gives ASSA ABLOY competitive advantages. The same applies to the globalization trend that promotes Group-wide smart and cost-effective solutions that are requested by more and more global companies. Demand is simultaneously shifting increas- ingly towards electromechanical technology, with rapid growth in higher value digital and mobile solutions. Large potential in emerging markets Group sales to customers in Asia, Eastern Europe, the Middle East, Africa and South America have increased over the past ten years from 13 percent of total sales in 2007 to 23 percent in 2017, and continues to have great potential. Demand for mechanical locks is somewhat stronger in emerging markets than in mature markets. But growth figures are high for electromechanical door opening solutions due to rapid technological develop- ments and increased prosperity, especially mobile solu- tions both in the commercial segment and the residen- tial market. Another encouraging trend for the future is that the aftermarket for maintenance and upgrades is expected to grow. Asia has the greatest growth potential because of its large population. The large Chinese market, where the Group is the largest supplier of door opening solutions, remains an important expansion area for the Group although the growth rate has slowed down considerably in recent years. Even so, growth in the region has been positive. Group sales trend 2017 by region in local currencies EUROPE NORTH AMERICA +8% SOUTH AMERICA +4% +7% +1% +4% +16% OCEANIA AFRICA ASIA Geographical expansion is mainly achieved through acquisitions of leading local companies with well-known brands, in order to build a strong platform on emerging markets in Asia, eastern Europe, the Middle East, Africa and South America. Emerging markets have increased their share of Group sales from 13 percent in 2007 to 23 percent in 2017. SALES BY REGION SALES ON EMERGING MARKETS1 Europe, 38% Africa, 1% North America, 40% South America, 3% Asia, 14% Oceania, 4% SEK M 20,000 15,000 10,000 5,000 0 08 09 10 11 12 13 14 15 16 17 1 Emerging markets are Africa, Asia, the Middle East, South America and eastern Europe. ASSA ABLOY ANNUAL REPORT 2017 MARKET PRESENCE 13 OceanienAsienSydamerikaNordamerikaAfrikaEuropaMarket presence Distribution Distribution is an important part of ASSA ABLOY’s value creation for the customers. The Group reaches its end-customers through a variety of distribution channels at various stages in the supply chain. The number of employees who work directly with customers has been substantially growing for many years, thanks to digitization and streamlining provided by the Group’s Seamless Flow pro- cesses. One example is the growing number of specifiers tasked with increasing knowledge and demand by offering expertise and digital tools as early as possible in the planning, specification and design of door opening solutions. Value creation in distribution ASSA ABLOY is increasingly becoming a supplier of inte- grated concepts for total door opening solutions. This takes place in close collaboration with customers and their advisers in distribution, creating good customer relations, market demand and entry barriers for competi- tors. Distributors also play a key role in providing service and support after installation. In the commercial segment, distributors in some mar- kets act as advisers and project managers. They have a good understanding of customer needs and ensure that the solutions meet local rules and standards. Electro- mechanical solutions are distributed from manufacturer to end-user mainly through security installers and spe- cialist distributors. The solutions are also sold through systems integrators, who offer total solutions for installa- tion of perimeter protection, access control, and access to computers and other connected devices. Specification – advice and digital tools Rapid technological development and the growing num- ber of rules and standards, especially in the area of sus- tainability, are constantly increasing complexity for builders and other end-customers. The trend goes from component to prefabricated door openings and advanced total door opening solutions. This is also Distribution channels for the security market ASSA ABLOY creates considerable value for customers in the distribution process. The Group’s advisers, the specifiers, pro- vide specialist advice on security solutions. Architects, building and security consultants can use ASSA ABLOY’s BIM technol- ogy to specify and test solutions in 3D on computer screen for 3D models of buildings and door openings. ASSA ABLOY representative Distributor ASSA ABLOY DISTRIBUTION / PARTNERS DISTRIBUTION takes place through many different players depending on customer segment and stage in the supply chain: security systems integrators, locksmiths, security installers, building and lock wholesalers, retailers, home improvement stores, hardware and security stores, OEMs, door and window manufacturers. Building and lock wholesalers, security consultants and locksmiths have a key role in delivering and installing the products specified for various construction projects. 14 MARKET PRESENCE ASSA ABLOY ANNUAL REPORT 2017 increasing the competence required by distributors. A central role in marketing is therefore played by ASSA ABLOY’s specifiers, who have increased sharply over the past few years and continue to increase rapidly, especially in emerging markets. Specification teams work as specialist advisers to cus- tomers, helping them specify products that provide total security solutions that meet all rules and standards. They also collaborate with other key groups early in the distri- bution chain, such as building consultants, architects, security consultants and building standards agencies, to educate them regarding new, innovative security solu- tions and to create demand with their business-driving competence. The Group is spearheading the industry trend for product configurations and 3D modeling using building information modeling (BIM), which facilitates the work of architects and building consultants. BIM technology makes it possible to create digital models of buildings into which ASSA ABLOY products can be dropped in 3D. A door design can then be checked and tested on the computer screen, and the solution’s products can be ordered online. Distributors have constant access to advice. The complex information in BIM creates good oppor- tunities for repeat business, since the customer can quickly see exactly which products are installed in the building, along with their location. This simplifies the upgrade, service and repair processes. Building and lock wholesalers, security consultants and locksmiths have a key role in delivering the products specified for different construction projects. Many door and window manufacturers install lockcases and hard- ware in their products before delivery to customers. ASSA ABLOY also shares competence with locksmiths, a key distributor of mechanical and electromechanical security products in many markets. Locksmiths buy direct from ASSA ABLOY or through wholesalers and pro- vide advice, delivery, installation and service. Some lock- smiths have an increased focus on electronics, while IT integrators are increasingly offering physical security solutions. More advanced electronic and digital security solutions mainly reach the end-user through security installers and specialist distributors. These products and solutions are also sold through systems integrators, who often offer total solutions for the installation of perimeter protection, access control and computer security. ASSA ABLOY representative SPECIFICATION involves configuration, checking and testing proposed solutions. ASSA ABLOY provides support in the form of specialist advice and smart tools for digital drawings and 3D models. ASSA ABLOY representative INSTALLERS SPECIFICATION END CUSTOMERS Installer ASSA ABLOY representative Input STAKEHOLDERS CODES AND SECURITY STANDARDS END CUSTOMERS Large institutional and commercial customers • Healthcare • Education • Retail • Hospitality • Offices • Industry Small and medium-sized customers • Offices • Stores Residential market • Apartments • Houses STAKEHOLDERS Such as architects, security consultants, government agencies responsible for security standards, and other stakeholders. ASSA ABLOY has developed close cooperation with customers, architects and security consultants to specify appropriate products and a well-functioning security solution. Many door and window manufacturers install lockcases, hardware and other fittings in their products before delivery to customers. ASSA ABLOY ANNUAL REPORT 2017 MARKET PRESENCE 15 Value creation strategy #2 Product leadership Product leadership is achieved through innovation and continuous prod- uct development to enhance customer value and quality, and reduce product costs. Customer benefits are developed in close cooperation with end-users in a constant process of many small steps. The objective is to meet or exceed customer expectations. No.1The most innovative supplier of total door opening solutions World-leading technology for digital and mobile solutions A constant flow of new, innovative and sustainable products is the most important driver for ASSA ABLOY’s target of five percent organic growth. The Group has sharply increased investments in inno- vation and product development since 2007. One goal is for products less than three years old to account for at least 25 percent of total sales. The goal has been surpassed for seven consecutive years, and the figure was 28 percent in 2017. ASSA ABLOY is the global market leader in meeting the needs of the digital and mobile society for intelligent, connected and networked door opening solutions. 55% The percentage of electro- mechanical products and entrance automation has increased from 33 percent to 55 percent of sales in ten years Product leadership Strategies for a high innovation rate The Group’s vision is to be the most innovative supplier of total door opening solutions, in order to deliver con- venient, secure and well-designed security solutions that provide real added value to customers. The strategy is aimed at global product leadership. It is based on an innovation process with technology development of Group-wide global platforms, with 114 competence centers close to the customers and focused product development work in all divisions. R&D investment has increased by 190 percent since 2007, reaching a new record level of SEK 2,200 million in 2017. Over 2,000 employees are engaged in product development. Technology development and new technologies Technology development for door opening solutions takes place in steps. The foundation is usually a solid reli- able mechanical product. Electromechanical solutions make it possible to digitally control the bolt, door and the entire entrance environment for more efficient and convenient operation. A connected smart solution is the next step. It can be remotely controlled for added secu- rity and linked to a system of products and solutions with multiple security features. In addition, the status of con- nected products can be constantly followed for purposes such as saving energy and ensuring that they are always in operation and that they receive the service that they 16 PRODUCT LEADERSHIP ASSA ABLOY ANNUAL REPORT 2017 28% Products launched in the past three years account for 28 percent of total sales The strategy for product leadership is based on four points: 1 Developing and exploiting the advantages of a Group- wide, structured innovation process. 2 Applying Lean technolo- gies in product development based on product manage- ment and customer insight. 3 Developing and using common technology plat- forms and common tech- nologies. 4 Continuing to expand the number of R&D competence centers close to customers. relating to identification and authentication. Global Technologies is the global market leader for products and solutions for secure identities for physical access to buildings and areas, as well as logical access to com- puters and other connected devices. This is a core com- petence in the development of digital door solutions. The products include access cards, both physical and mobile, readers, and complex systems services for iden- tity management for physical and logical access. Sustainable solutions Another important driver for product development is the sharply rising demand for sustainable solutions. Invest- ments in sustainable buildings are growing worldwide, with requirements for energy savings, lower materials consumption, and renewable or recycled materials becoming increasingly important. The various openings of a building can account for up to 20 percent of energy consumption. ASSA ABLOY offers a growing selection of products with environmental declarations and saves energy for customers in a variety of ways, while also reducing consumption of materials and other resources used in production. need. ASSA ABLOY’s global platforms currently provide customers with a complete, intelligent ecosystem that coordinates multidimensional security solutions for whole complexes of buildings, with user identification and preventive and acute signaling of security risks. Plat- forms such as Aperio, Seos, Cliq and Accentra that have been adapted to local needs have undergone annual growth of 12–24 percent globally and even higher in cer- tain markets. The main driver of innovation and product develop- ment is the rapid growth of digital and mobile technolo- gies. Sales of electromechanical products have grown by 270 percent since 2007. Electromechanical lock solu- tions, entrance automation and Global Technologies identity and access management solutions currently account for 55 percent of Group sales. Demand in certain product areas is particularly strong. The number of smart residential door locks sold in 2017 was 2 million, an increase of 270 percent since 2012. Sales of mechanical products continue to increase, but electromechanical products are growing considerably faster. Technological leadership in the digital and mobile world provides substantial potential for robust profitable growth for some time to come. More electronics means increased sales growth per door with rapid technological developments that require more frequent replacements and upgrades, while recurring service and maintenance revenues also increase. The market potential is large when over 10 percent of doors today are equipped with some form of electronic/digital solution. A key competitive advantage is ASSA ABLOY’s Global Technologies division with its technology development ASSA ABLOY ANNUAL REPORT 2017 PRODUCT LEADERSHIP 17 Product leadership Future security solutions – Convenient, secure, digital Human needs in the new digital and connected service society serve as an important point of depar- ture for ASSA ABLOY’s innovation and product development. Secure, convenient and intelligent door opening solutions that interact with people and products play a major role in the continued develop- ment of successful e-commerce, the Internet of Things, home services and the sharing economy. The technology shift for door opening solutions in the digital society is accelerating, providing ASSA ABLOY with major growth opportunities. Strong growth is expected for home delivery of products and services. Broadening and deepening demand are boosting revenue with more value per product, faster replacements and upgrades, more recurrent revenues and new business opportunities. E-commerce, sharing economy och home care Online commerce is rapidly expanding worldwide and many customers want their goods physically delivered to their homes or workplaces, which requires trusted suppli- ers to have access and be able to open doors even when the recipient is not there. ASSA ABLOY delivers smart door locks and access management systems with the technol- ogy to create digital identities, which are represented in mechanical systems by a key that fits in a lock. This digital identity, a code or a digital signal that is programmed to apply for a certain person and a certain door during a cer- tain time period, can be given to a supplier who thereby gains access at a certain point in time. The code or digital signal – the key – can be sent to a mobile phone and the supplier can securely and conveniently deliver goods. The same type of solutions will make it easier for the rapidly growing sharing economy where individuals and families can share housing, vacation homes, vehicles and equipment. Secure identification and digital identities enable secure and convenient access to whatever is shared. An aging population means an increased need for home care, where caregivers and home care providers need to be able to visit the home to provide their ser- vices. Home care is rapidly growing in many mature mar- kets. The problem is the same as for delivery of goods. Care providers have to be able to get into the home to provide care and nursing. In simple cases, smart door locks provide secure and convenient access. In some cases, however, care providers need access to a gate, a garage or other area to perform the services such as laun- dry or picking up the mail. ASSA ABLOY’s Accentra prod- uct platform for multi-family buildings and small and medium enterprises enables easy and intuitive manage- ment of access to housing and other areas using digital keys, cell phones or other mobile devices while providing the safety and security that small businesses, care provid- ers and their customers demand. The Group works in partnership with several local and global participants to facilitate the delivery of goods, the sharing economy, and home care. During the year, Ama- zon launched a home delivery solution with video moni- toring in which ASSA ABLOY is a partner and delivers smart door locks. Security for shipping and logistics Shipping and logistics is another growing area in which the Group is developing systems, products and solutions. There is a great need for security and surveillance. Loss during shipping is a huge problem and many shipments take place in unlocked trucks with unidentified drivers. The Group is developing total solutions based on a pro- prietary service platform, software and hardware in the form of locks, digital and mobile keys, gates, identifica- tion and access management systems that work around the clock. The Internet of Things and Information Services ASSA ABLOY’s products and technologies are well-posi- tioned to grow with the Internet of Things, where various machines and products at home and at work are con- nected for control and monitoring of functions and pro- Next evolutionary stage Higher value per product Increased replacement rate New business opportunities Increase in recurring revenues Higher value per product Increased replacement rate Intelligent connected products and cloud-based systems Electromechanical and electronic products Mechanical products 18 PRODUCT LEADERSHIP Today mechanical and electromechanical door opening solutions are predominant worldwide. But development is now entering a third technology phase, the digital and connected phase. This means that the necessary basic function of a mechanical lock cylinder, door and entrance environment can be digitally controlled for more effective and conven- ient function, and lower operating costs in large multifunctional systems. Shorter life cycles with more frequent additions of new technology solutions create busi- ness opportunities for ASSA ABLOY. ASSA ABLOY ANNUAL REPORT 2017 duction. Estimates indicate about 25 billion connected devices today, or about 3.5 per person. This figure is pro- jected to double by 2020 to a total of 50 billion con- nected devices. The Group has world-leading technology and solu- tions for secure digital and mobile management of iden- tity and authentication to determine who should have access when, where and how, with various layers of secu- rity and control. ASSA ABLOY’s Seos is a flexible and mod- ular technology platform that serves as an eco-system of products and services that are integrated in various solu- tions for the Internet of Things. A significant source of revenue in the future is also the information that ASSA ABLOY’s products and solutions can give customers. Movement patterns as people enter and leave buildings provide valuable information about how different areas are used at different times. This infor- mation provides signals about both security needs and energy needs – one of the largest cost items for property operations – for efficient climate control and use of vari- ous areas of the building. Control may also include open- ing and closing doors, surveillance of high-security areas and goods and transport flows. These information flows provide greater opportunities for preventive and more efficient service and maintenance before errors occur. More recurrent services As ASSA ABLOY’s product portfolio contains more digital electronics, software and information, revenues shift increasingly toward recurrent services in the Group’s offering. These services are often based on subscription agreements for upgrades, information and analysis, as well as licenses. ASSA ABLOY strives to achieve open standards to facilitate integration with customers’ secu- rity and administrative systems. The trend toward com- plex, multifunctional systems creates new business opportunities, promotes close customer relationships, and generates stronger recurring revenue streams, often with long-term contracts for supply and service collabo- rations for cloud services. Improved function and more benefit thanks to more efficient solutions and opera- tional cost savings entail higher value for customers and more efficient administrative processes for ASSA ABLOY. Entrance automation A strong and fast-growing market for the new electronic technologies is entrance automation, in which ASSA ABLOY has gained global market leadership with its Entrance Systems division through acquisitions, innova- tion and organic growth. Hospitals, schools, airports, offices, warehouses, commercial buildings and industrial buildings are typical facilities with many entrances and doors of various types. The total market for entrance automation is estimated at about SEK 200 billion, with a robust growth rate. Connected products with electronic monitoring of installations provide the facility services provider with information about maintenance needs. If a problem arises, accurate information is received about what happened and what spare parts are needed to fix the problem. This approach allows errors to be quickly and efficiently remedied, while generating substantial customer value. ASSA ABLOY is leading the development of digital and mobile security solutions. Shared Technologies, the Group’s joint development center, plays a key role in this initiative. ASSA ABLOY ANNUAL REPORT 2017 PRODUCT LEADERSHIP 19 Product leadership Continuously improved innovation process ASSA ABLOY’s product leadership is based on the Group’s joint innovation process. Guiding prin- ciples are insights into customer needs, product development based on a long-term plan, active management of product portfolios, and a cost-efficient innovation process. Shared Technologies, the Group’s joint development center, plays a key role in this initiative. Value creation with customer insight Each new product and product solution should create as much customer value as possible through improved function and lower costs. All new projects aim to solve an identified customer need and are based on insight into underlying customer needs and requirements. Broad monitoring and collection of market data and surveys of different customer segments are conducted on an ongoing basis, which also include efforts to understand unspoken customer needs. Cost-savings are achieved through improved designs, new materials and compo- nents, as well as continuous improvement of the devel- opment and production process. Sustainability ASSA ABLOY’s sustainability program is integrated into the development process from the concept stage to recycling of worn-out products. Specifications for the development of new products and customer solutions may be based on life cycle analyses and a reduction in energy consumption in buildings, as well as concrete sav- ings in materials consumption, packaging and transport solutions. ASSA ABLOY can standardize materials, reduce the number of components, constantly improve quality, and considerably reduce the costs of each new product by developing common technology platforms and modular systems. Product platforms CLIQ™ Seos™ Aperio™ Accentra™ CLIQ is a secure locking sys- tem with advanced micro- electronics in programmable keys and cylinders. The sys- tem offers a large number of combinations of mechanical and electronic products, which satisfy various requirements for secure, flexible access control. Most types of locks can be fitted with CLIQ technology, which together with various soft- ware programs provides the global market with custom- ized, flexible access control solutions. Seos is an identification tech- nology solution that allows the customer to use various devices, from smart cards to cell phones, for secure access to applications. Seos’ appli- cations range from building access control, computer login and cashless payments to IoT (Internet of Things) applications, time and attendance reporting, and secure printing. Aperio is a technology devel- oped as a complement to existing electronic access control systems. It is a con- venient solution for end- users to improve the security and control of their prem- ises. Central to Aperio is a wireless communications protocol, which functions at short distances and can con- nect an online access control system to an Aperio-com- patible mechanical lock. Accentra is a cloud-based access control system that focuses on solutions for multi- family buildings and small and medium-sized enterprises. A scalable infra- structure through a cloud provider provides a high level of service and full con- trol over information in a centrally based security sys- tem. Accentra supports mul- tiple global products at door level (Aperio, Yale, ASSA and HID readers) and is devel- oped for, and deployed in, a true cloud environment for a global reach, while comply- ing with local demands. Hi-O™ Hi-O (Highly intelligent Opening) is a concept that simplifies installation, ser- vice and maintenance of connected doors thanks to advanced technology and the plug-and-play principle. Hi-O is a standardized tech- nology for control and secu- rity of door environments. The technology enables communication between all the components included in a door opening solution. PERCENTAGE OF SALES OF PRODUCTS LAUNCHED IN PAST THREE YEARS % 35 30 25 20 15 10 5 0 13 14 15 16 17 INVESTMENTS IN RESEARCH AND DEVELOPMENT SEK M 2,500 2,000 1,500 1,000 500 0 13 14 15 16 17 Design and design language The Group has established a unit for development of industrial design and a common design language. Plan- ning of a Group-wide design center is the next step in the development, to create an even clearer expression of ASSA ABLOY’s basic values and the physical experience of products with common guidelines for design, location of brand names, colors and visuals. During the year the Group also launched a Concept Lab where the product development teams can test prototypes and conduct user tests of technologies for the future. Product management and product development Product management ensures that each product group has a vision-based long-term plan founded on market insight, technology development, customer value and the strengths of each product. These plans form the basis for the portfolio balancing that must then take place across all product groups within each unit. Projects are planned and run according to Lean principles, where a clear vision and a visual overview are important com- ponents. Product development is continuous and has three phases: pre-development projects, new product devel- opment and development of products already on the market. Good development builds on knowledge and reuse. A modular approach provides an opportunity to reuse designs, make improvements and substitute parts of a product or solution. Shared Technologies, the Group’s joint development center for global product platforms in which a modular approach to both hard- ware and software is the basis for the joint solutions, plays a key role in this initiative. The Group continually invests in improvements to make the innovation process more efficient by expanding its IT support with common platforms for collaboration, project management and product data management. New products ABLOY PULSE is a sustainable ecosystem in which the cylinder generates energy from the movement when the key is turned; no cables or batteries are needed. The PULSE key can also be reused for other lock systems, which reduces the quantity of waste. A mechanical cylinder can easily be replaced with a PULSE cylinder – all that needs to be replaced is the core of the lock, the existing cylinder can be reused. Aperio H100 has a narrow door handle that contains energy and flexibility for wireless electronic access con- trol. The H100 fits standard European and Scandinavian interior doors, and can be integrated with many third- party solutions and security systems. The H100 has an environmental product declaration that describe the environmental impact of the product throughout its life cycle. The new sectional door ASSA ABLOY OH1042S from ASSA ABLOY Entrance Systems can be opened at a speed of one meter per second – four times faster than a standard door, saving an aver- age of 20 seconds per opening cycle. This pro- vides temperature control, less draft and dust and shorter lead times. HID Location Services is an award-winning solution that allows organizations to see where staff is located inside a building, which makes it possible to analyze how the premises are used to achieve better control of the build- ing and increased operational efficiency. This offering is tailored for companies, universities, manufacturing plants or other organizations that want to optimize their workforce and improved efficiency within the facility. Yale Assure Lock SL is the slimmest key free deadbolt available in the US. This sleek and modern touchscreen deadbolt allows homeowners to enjoy the convenience of 100% key free unlocking while enhancing curb appeal. It is upgradeable for smart home or security systems with a Yale Network Module - available in HomeKit (iM1), Z-Wave or Zigbee. Lockwood T-Lock is a new smart and keyless lock from ASSA ABLOY in Australia. The lock can be controlled remotely using Telstra’s Smarthome app. The lock is specially designed for Telstra’s Connected Home product series and can be con- nected with other digital products. Value creation strategy #3 Cost- efficiency ASSA ABLOY aims to radically reduce the cost base through cost-efficiency and sustainable operations. This is achieved by applying Lean methods in manufacturing, professional sourcing and outsourcing. Production com- bines final assembly close to the customer with the transfer of standard production to low-cost countries. €$Price management for price leadership Increased efficiency through automation and digitization ASSA ABLOYs strategy for radically reducing costs and increasing efficiency is fundamental to continue to drive profitable growth by investing in market presence and innovation, while simultaneously achieving the target of an operating margin of 16–17 percent. The work includes recurring programs to streamline production and enhance efficiency in all processes within the Group along the entire chain from product development and purchasing through production and administration, to marketing, sales and distribution. Initiatives to improve efficiency through digitization and automation of production and administrative flows are a top priority. Production structure ASSA ABLOY’s production structure is continually evolving with recurring multiyear structural programs. One strong driving force is the Group’s acquisition strategy, with an average of one acquisition per month. A significant part of the synergy effects on acquisition are the streamlining of manufacturing and modernization of production, efficien- cies in the organization and global logistics that result in lower costs, increased flexibility, improved service to cus- tomers and a better work environment. The goal is to concentrate product assembly to sophis- ticated plants close to customers primarily in mature markets. Production of the more strategic components, such as cylinders, rim locks and some electromechanical products, is concentrated to the Group’s own produc- tion plants in low-cost countries, while other compo- nents are increasingly sourced from production partners. Since 2006, 77 production plants have closed, more than 126 plants have been remodeled into assembly plants, and about sixty offices have closed. The majority of the remaining production units in high-cost countries have switched to mainly final assembly and customiza- tion. These streamlining measures have been accompa- 22 COST-EFFICIENCY ASSA ABLOY ANNUAL REPORT 2017 -28% The number of suppliers has been reduced by 28 percent over the past five years. nied by a staff reduction of 13,564 employees, largely in production in high-cost countries. Including acquisi- tions, the number of employees in low-cost countries has nearly doubled since 2006 to about 20,370, and the share has increased from 34 percent in 2007 to 43 per- cent in 2017. In 2016 the sixth Group-wide manufacturing footprint program was launched, which will be implemented over a three-year period. The goal is to close 10 production plants and about 40 offices, and the work is proceeding according to plan. The estimated cost of the program is SEK 1,597 million. A review of ASSA ABLOY’s logistics structure con- tinued in 2017. Work is underway to reduce the number of freight and other logistics providers, while creating a more efficient structure for warehouse and logistics centers with a high degree of standardization of materi- als and products and a seamless flow-based, digital IT infrastructure for fast, efficient and secure transportation solutions. PLANTS IN LOW-COST COUNTRIES +Restructuring program provides significant results Czech Republic Hungary Croatia Poland Romania Bulgaria Mexico Colombia United Arab Emirates China India Malaysia Chile Brazil South Africa ASSA ABLOY ANNUAL REPORT 2017 COST-EFFICIENCY 23 Cost-efficiency Professional sourcing The transition from in-house production to an increased share of sourced standard components for final assembly and customization, means that the Group’s purchasing processes are gaining in importance. Purchasing accounts for a very large proportion of total costs, and is significant for reducing costs. Purchasing has increased by around160 percent over the past decade and at the same time the purchases have concentrated on fewer and more qualified suppliers, which has entailed significant cost reductions. The aim of the purchasing process is to ensure high qual- ity at a low cost. This occurs in processes that drive a number of activities for development and management of purchases, where the Group's suppliers become stra- tegic partners. They participate to a greater extent in product development and grow in close collaboration with ASSA ABLOY to be able to deliver not only compo- nents, but entire subsystems and products based on sup- plier agreements with category and quality manage- ment. The Group contributes competence transfer and its production and quality expertise. The purchasing organization has become highly pro- fessional over the past ten years. It categorizes and seg- ments suppliers based on the strategic needs identified by the Group and according to a number of different quality categories. The best suppliers achieve partner status, and the worst may not remain as suppliers, or may only remain if they meet certain conditions. The condi- tions are demanding, with a thousand terminated collab- orations in 2017. The divisions have specialized purchas- ing managers for each component category. Purchasing centers efficiently manage different categories of com- ponents. Cost trends are monitored on a monthly basis. The ambition is to have an increasingly limited num- ber of larger, high-quality suppliers for more of the Group’s divisions, mainly in low-cost countries. Over the past five years, the number of suppliers has been reduced by 28 percent to around 6,900 worldwide, with a major- ity in low-cost countries. The goal is to continue to reduce the number of suppliers. ASSA ABLOY requires all suppliers and business part- ners to comply with the principles of the Code of Con- duct for business partners, and to accept their social, environmental and ethical responsibilities. This often results in continual improvement in the sustainability efforts of our suppliers regarding resource consumption, health and safety, the working environment and condi- tions, and other sustainability-related issues. Collabora- tion is terminated with business partners who fail to live up to the Code of Conduct, or who show no interest in improvements. Reviews are conducted to check the pro- gress of over 2,000 suppliers in Latin America, Asia, Africa and eastern Europe. In 2017 two suppliers were black- listed because they failed to live up to the demands and deliveries from 20 suppliers were halted while waiting for improvements. Quality and price are at the focus of all purchases. ASSA ABLOY has developed an analytical tool, the “Should Cost analysis”, to get a picture of what deliveries from subcontractors should cost. It breaks down costs at multiple levels, including value analyses and cost esti- mates to gain an understanding of the true costs and pricing of products. The analysis is complemented by the Group’s extensive knowledge of product optimization based on VA/VE methodology and potential process improvements. The Group has trained over 200 employees in Should-Cost methods, which provide the knowledge to conduct cost reduction negotiations. Current initiatives include a special quality council for subcontractors launched in 2016 and a process for better risk management of subcontractors, which will strengthen the Group-wide control process beginning in 2018. E-commerce in purchasing is substantially growing with the purchase of goods and services online with electronic payment. Another successful initiative is the investment in e-auctions where divisions put out tenders for materials and services for competitive bidding by suppliers. The process is effective and leads to significant savings. NUMBER OF SUPPLIERS SHARE OF TOTAL PURCHASES IN LOW-COST COUNTRIES Number 10,000 8,000 6,000 4,000 2,000 0 13 14 15 16 17 % 60 50 40 30 20 10 0 13 14 15 16 17 Reducing the number of suppliers is important for reducing costs and improving quality. Active efforts have reduced the total number of sup- pliers by 28 percent over the past five years. Raw materials, components and finished goods from low-cost countries accounted for 48 percent of the Group’s total purchases in 2017. 24 COST-EFFICIENCY ASSA ABLOY ANNUAL REPORT 2017  Process development A constant effort is underway to apply and develop methods and processes in all stages of the value chain to improve cost efficiency and customer benefit. Lean methodology encompasses all processes in all divisions. The same applies to Seamless Flow, referring to the automation of all of the Group’s administrative flows. Lean methods are central in achieving on-demand flow manufacturing, in which testing and packing have been integrated into the flows. Production becomes transpar- ent, with better material cost control, improved deci- sion-making procedures, shorter development times, and increased collaboration with the marketing and sales staff. Today Lean methods are applied in all of the Group units and the number of projects is increasing each year. Seamless Flow encompasses the entire Group and aims to streamline administrative work, especially in sales support and indirect production, where over 40 percent of the Group’s personnel costs can be found. By standardizing flows and processes through digitization and automation, the Group improves the quality of administrative processes while freeing up resources that can be dedicated to direct customer relationships to increase customer value. This trend makes it easier to be an ASSA ABLOY customer and enhances the added value in the relationship as fewer resources are used for administration. The implementation of Seamless Flow and optimization of the IT infrastructure will enable more efficient coordination of an increasing number of support functions. Value Analysis (VA) is a structured process for optimiz- ing cost and customer value in existing products. The same applies to Value Engineering (VE), which is part of the product development process. Value Analysis/Value Engineering (VA/VE) entails an in-depth analysis of the product’s design, components and production methods, which systematically reduces costs and enhances cus- tomer value with improved quality. Cost savings may amount to 20–40 percent. VA/VE has resulted in consid- erable savings for the Group since the methodology was first introduced. Investments in increased automation of production flows have accelerated in recent years. The number of robots has doubled every year since 2013 and efficient customization of individual products shortens lead times and improves quality. Seamless Flow PDM CAD SUPPLIERS & PARTNERS PURCHASES PRODUCTION PRODUCT CONFIGURATION CUSTOMERS ORDERS LOGISTICS / WAREHOUSE FREIGHT ASSA ABLOY’s Seamless Flow objective is to achieve an efficient flow in all support functions, an automated flow of information and products across the whole value chain. ASSA ABLOY ANNUAL REPORT 2017 COST-EFFICIENCY 25 The result of ASSA ABLOY’s strategy Profitable growth ASSA ABLOY’s strategic focus on market presence, product leadership and cost-efficiency has been very successful. The Group’s growth and earnings trend have created significant value for customers, shareholders and employees. Focus on long-term value-creation 127% Sales growth since 2007 ASSA ABLOY focuses on long-term value- creation. Average annual sales growth has been nine per- cent over the past decade, despite periods with financial crisis and a weak economy. Operating income grew by an average of 13 percent per year during the same period. The Group has met its target of an operating margin of 16–17 percent over a business cycle. 158% Increase in earnings per share since 2007 126% Increase in operating income since 2007 26 PROFITABLE GROWTH ASSA ABLOY was formed in 1994 through the merger of Swedish ASSA and Finnish ABLOY. The Group grew rap- idly during its first decade - mainly through acquisitions - from being a regional lock company in the Nordic coun- tries into the leading global player. With a new manage- ment team in 2006 the Group entered a new phase of growth based on three main strategies for market pres- ence, product leadership and cost-efficiency. With a focus on profitable growth, great value has been created for shareholders and other stakeholders. Market presence and growth ASSA ABLOY’s growth rests on a strong long-term trend: the growing human need for safety, security and conven- ient solutions for locks and doors. This trend follows the development of prosperity around the world, which is expected to be particularly strong in emerging markets, especially in fast-growing cities, and contribute to strong demand for ASSA ABLOY’s products and services. The Group has rapidly expanded in the emerging markets. This segment now accounts for 23 percent of total sales, compared with 13 percent in 2007. The Group is currently represented in over 70 countries. These driving forces also contribute to growing demand for electromechanical, digital and mobile door opening solutions, as well as increasingly sustainable and energy-saving products and solutions. Another significant factor for ASSA ABLOY’s sta- ble growth is the Group’s installed base of locks and doors, which is the largest in the world. It provides a con- tinuous flow of profitable and recurring business. Organic growth is supplemented with an acquisition strategy to strengthen the Group’s market presence geo- ASSA ABLOY ANNUAL REPORT 2017 graphically, and to expand the product range with more door opening solutions and new technology in selected areas. Over the past decade, ASSA ABLOY has completed some 150 acquisitions that have con- tributed an average of six percent growth annually. As a result of several major acquisitions in entrance automation and in industrial, warehouse and garage doors, ASSA ABLOY’s Entrance Systems division has become the market leader and the Group’s largest division with sales of SEK 21,781 million and a 29 percent share of sales. The division has grown by over 20 percent annually over the past ten years. Growth-driving product leadership ASSA ABLOY is the leading innovator and product developer in the tech- nology shift toward more electromechanical, digital and mobile solu- tions. Products that are less than three years old account for 28 percent of the Group’s total sales and continual investments in product develop- ment is the main driver for achieving the target of 5 percent annual organic growth. Electromechanical solutions are rapidly growing and now account for 55 percent of Group sales, compared with 33 percent in 2007. Cost-efficiency for profitability Constant cost-cutting measures and efficiency enhancements are essential for good and stable profitability, as well as a sustainable busi- ness and products. The Group continually streamlines the global pro- duction structure through recurring multiyear restructuring programs. The purpose of these programs is to concentrate assembly and customi- zation close to the major customer markets and to relocate component production to low-cost countries. Since 2006, the Group has completed five such programs, and a sixth has been in progress since 2016. As of the end of 2017, 77 production plants have closed, about 126 were con- verted into assembly plants, and about 60 offices closed as a result of these programs. The programs reduced the number of employees by 13,564 people. At the same time, sourcing has increased substantially and been concentrated to fewer, larger and better suppliers. They have been reduced in number by one third since 2008. ASSA ABLOY runs several group-wide programs to reduce costs while improving efficiency and customer benefit. All units operate based on Lean processes with professional teams for smarter production flows. VA/VE methods in product development reduce the cost of new prod- ucts while improving their customer benefit and sustainability perfor- mance. Seamless Flow is a top-priority, group-wide initiative that pro- motes more efficient digital processes for information flows. It focuses on the administration, which accounts for more than 40 percent of staff costs, and moves resources closer to the market and customer. The Group is making major investments in common IT systems, as well as in the use of automation and robotics in production processes. SALES AND OPERATING INCOME (EBIT) Sales Operating income (EBIT) Sales, SEK M 80,000 65,000 50,000 35,000 20,000 EBIT, SEK M 15,000 12,500 10,000 7,500 5,000 1, 2 08 1, 2 09 10 1 11 12 1 13 14 15 1 16 17 1 Excluding items affecting comparability. 2 Reclassification has been made. ASSA ABLOY ANNUAL REPORT 2017 PROFITABLE GROWTH 27 ASSA ABLOY’s divisions ASSA ABLOY is divided into three regional and two global divisions. Regional divisions The regional divisions manufacture and sell mechanical and electromechanical locks, digital door locks, cylinders and security doors adapted to the local market’s standards and security requirements. EMEA Americas Asia Pacific Share of sales Share of operating income Share of sales Share of operating income Share of sales Share of operating income 23% 24% 23% 30% 11% 7% Read more on page 29 emea Read more on page 30 Americas Read more on page 31 Asia Global divisions The global divisions manufacture and sell electronic access management, identification products and entrance automation on the global market. Global Technologies Entrance Systems Share of sales Share of operating income Share of sales Share of operating income 14% 15% 29% 24% Read more on page 32 global Read more on page 33 entre 28 ASSA ABLOY’S DIVISIONS ASSA ABLOY ANNUAL REPORT 2017 EMEA Good growth and high innovation rate Demand improved in the region with organic sales growth of 4 percent. Growth was strong or good in most markets in Europe. Sales increased in Africa but decreased in the Middle East. Sales of electromechanical locks with digital and mobile solutions increased sharply. Product development continued at a high pace and efficiency and streamlining programs pro- duced good results. Market trend Demand growth for the division improved in 2017. Growth was strong in Finland and the UK, as well as in Eastern and Southern Europe, and good in Scandinavia, France and Israel. DACH and the Benelux countries had growth, while the Middle East was negative. The Afri- can markets recovered despite weak demand. Growth was characterized by three overar- ching trends: more major projects in the institutional and commercial segments, contin- ued strong demand for electromechanical, digital and mobile solutions, as well as signifi- cant successes for the Yale brand and smart locks for the residential market, especially in Northern Europe. Another strong demand trend is sustainable solutions, where EMEA has a leading range of products and solutions that meet the increasing demands, for example for increased environmental classification of buildings in the EU. The division continues to move more resources to commercial functions and the number of employees in direct customer contact has increased by 37 percent over the past five years. In the Group-wide Commercial Excellence initiative, efforts continued to focus on brand development, value-based pricing, recurring revenue and specification. Digital support is gradually being expanded to architects and security experts with ASSA ABLOY Openings Studio, a BIM-enabled tool and BIM objects now available in most countries. The division has over 250 specifiers and the number of projects speci- fied continued to increase sharply. The e-commerce initiative continued to expand and new online stores were launched in Sweden, the UK, Belgium and Germany. During the year IDS, the leading manufacturer and distributor of electronic security FACTS ON EMEA Financials in brief 2017 • Sales: SEK 18,081 million (16,837) with 4 percent organic growth. • Operating income (EBIT): SEK 2,990 million (2,722).1 • Operating margin: 16.5 percent (16.2).1 1 Excluding items affecting comparability. See key figures for EMEA p59 SALES AND OPERATING INCOME Sales SEK M 20,000 18,000 16,000 14,000 12,000 Operating income SEK M 3,000 2,750 2,500 2,250 2,000 Sales Operating income1 1 Excluding items affecting comparability 2013 and 2016. 13 14 15 16 17 solutions in South Africa, was acquired. SALES BY PRODUCT GROUP Product leadership The high pace of product development continued during the year. The share of new products introduced over the past three years was 28 percent of total sales. Nearly 300 product development projects, of wich more than 30 percent are electromechanical or digital solutions, are expected to reach the market over the next few years. The devel- opment of the CLIQ system, with programmable keys and cylinders for new segments, continued with great success. Yale launched a new series of smart door locks for the Scandinavian market and Abloy introduced Pulse, a lock system that generates its own energy and requires neither batteries nor cables. More and more products are under development for the division’s electromechanical platforms, which showed strong double-digit growth during the year. Cost-efficiency The division’s restructuring program to reduce the number of plants and to concen- trate on assembly close to customers continued according to plan. As a result, compo- nent production was moved to low-cost countries with continued consolidation of sub-contractors to fewer and larger partners. The number of direct sub-contractors declined by more than 10 percent during the year. Automation of production contin- ued at a high pace and the number of robots has doubled in two years to over 250. The Seamless Flow initiative is providing significant results with gradual consolidation of 60 different ERP systems. Migration to the Group’s Product Data Management (PDM) sys- tem, with standardised data storage and management, was successfully concluded dur- ing the year. Mekaniska lås, låssystem och tillbehör, 54% Mechanical locks, lock systems and fittings, 52% Elektromekaniska och elektroniska, 31% Säkerhetsdörrar och beslag, 15% Electromechanical and electronic, 33% Security doors and hardware, 15% Offering: Mechanical and electromechanical locks, digital door locks, security doors and fire doors, as well as hardware. Markets: EMEA is the leader in its product areas in Europe, the Middle East and Africa. The commercial segment accounts for around 60 percent of sales and the residential segment for 40 percent. EMEA comprises a large number of Group companies with a good knowledge of their local and in many respects diverse markets. Products are sold primar- ily through a number of distribution channels, but also directly to end-users. Acquisitions 2017: IDS in South Africa. ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY’S DIVISIONS 29 Säkerhetsdörrar och beslagElekromekaniska och elektroniskaMekaniska lås, låssystem och tillbehörAmericas Increased market presence with new electromechanical solutions Sales continued to increase in 2017, with 4 percent organic growth. Growth was good in the US. Sales growth was strong in Canada and Mexico, as well as in most markets in South America with the exception of Brazil where the market continued to be weak. Sales of electromechanical products with digital and mobile solutions were strong in all of the divi- sion’s markets, including Yale, with Yale as a market-leading smart door lock brand in the residential segment. Growth along with continued efficiency initiatives contributed to an increase in operating income and a very good operating margin. Market trend The division’s largest market (US) continued to show a positive trend though demand was somewhat weaker in the commercial and institutional markets, which together account for about three quarters of the division’s sales. Growth in the residential mar- ket continued, with a weakening in the multi-family housing segment after a long period of strong demand. The important markets of Canada and Mexico had strong growth, as did Colombia and Peru. In Brazil, the multi-year recession continued, though demand stabilized toward the end of the year. Demand for advanced electromechanical solutions continued to grow in all markets and segments. ASSA ABLOY has partnered with Amazon in a highly publicized launch of a solution that enables home deliveries to “smart homes.” Growth was high for high-se- curity products, security doors and perimeter solutions. Traditional lock products and accessories also showed growth. The trends toward more wireless and mobile lock solutions and a growing number of sustainable products that provide energy savings are strong and important driving forces of future growth. To further strengthen customer relevance, marketing and sales processes are being optimized at every level for rapid and seamless information flows, including digital technologies. During the year the US company August Home was acquired to complement the division’s offering of smart door opening solutions and home delivery solutions. Additionally, Jerith Aluminum Fence was acquired in the US. Product leadership The division has a very competitive offering of new products due to its high innovation rate. New products launched in the past three years accounted for 25 percent of total sales in 2017. In all, 119 new products were introduced during the year and an addi- tional 178 products are heading for the market. The division is the market leader for smart door solutions for the connected home under the Yale and August brands. During the year several solutions were launched that provide security while enabling homeowners to control and monitor home deliveries via mobile phone applications. Cost-efficiency The division continues with a strong focus on efficiency improvements and has a long tradition of Lean practices which provide significant efficiency gains each year. The Seamless Flow initiatives cover the entire administrative flow of information with a focus on customer-oriented processes to strengthen and deepen customer relation- ships. The transition to a common business system continues to be on schedule and the division’s Group-wide restructuring program continued according to plan. A large number of products have been updated and processes simplified using VA/VE methods. Investments in robots accelerated during the year with 80 new robots for a total of 329. FACTS ON AMERICAS Financials in brief 2017 • Sales: SEK 17,940 million (17,044) with 4 percent organic growth. • Operating income (EBIT): SEK 3,815 million (3,640).1 • Operating margin: 21.3 percent (21.4).1 1 Excluding items affecting comparability. See key figures for Americas p59 SALES AND OPERATING INCOME Sales SEK M 18,000 16,000 14,000 12,000 10,000 8,000 Operating income SEK M 4,000 3,500 3,000 2,500 2,000 1,500 Sales Operating income1 1 Excluding items affecting comparability 2013 and 2016. 13 14 15 16 17 SALES BY PRODUCT GROUP Mekaniska lås, låssystem och tillbehör, 41% Mechanical locks, lock systems and fittings, 41% Elektromekaniska och elektroniska, 15% Säkerhetsdörrar och beslag, 44% Electromechanical and electronic, 15% Security doors and hardware, 44% Offering: Mechanical and electromechanical locks, digital door locks, cylinders, door fittings, security doors, door frames, and industrial high-security fencing and gates. Markets: U.S. Canada, Mexico, Central America and South America. The majority of sales are in the US and Canada, where ASSA ABLOY has an extensive sales organization and sells its products through distributors. Institutional and commercial customers are the largest end-customer seg- ments. These segments account for 85 percent of sales, while the private residential segment accounts for 15 per- cent of sales. Sales in South America and Mexico take place mainly through distributors, wholesalers and home improvement stores. Sales in these markets are more evenly distributed between the non-residential and residential segments. Acquisitions 2017: August Home and Jerith Aluminium Fence, both in the US. 30 ASSA ABLOY’S DIVISIONS ASSA ABLOY ANNUAL REPORT 2017 Säkerhetsdörrar och beslagElekromekaniska och elektroniskaMekaniska lås, låssystem och tillbehörAsia Pacific Strong growth in APAC with the exception of China The division’s sales returned to organic growth just over 0 percent. Growth was strong in most markets in the region, but China continued to be challenging and showed decreased sales. Streamlining measures in China are proceeding according to plan. The number of new products continues at a high level with strong demand for smart door locks and other digital solutions. Market trend Demand in large parts of the region was good and sales were strong in the Pacific region, South Korea, Southeast Asia, Japan and India. In India the division is building a mar- ket-leading position that was strengthened with in-house production with the acquisition of SMI. This leading manufacturer of locks and door hardware, with sales of approximately SEK 140 million and 960 employees, has a high potential for product development and increased sales. However, demand in China, which accounts for about half of the division’s sales, remained weak, especially in the residential segment and in the northern parts of the country where the division has its largest market. Sales declined sharply for fire and security doors. Organic sales in China declined with –4 percent. The commercial segment had low growth, but accounts for a smaller portion of the business. Demand for digital and mobile solutions is strong and rapidly growing in the region, with Korea leading the way as a global pioneer. Digital, smart door locks are also an extremely popular product and continued to grow with double-digit figures. Demand for sustainable and climate-smart solutions go hand in hand with the digital trend and increased sharply from a low level, especially in China where the desire to address envi- ronmental problems has now become an important driver. The division is developing its market leadership with clear market segmentation, investments in specifications and increased customer focus. Product leadership The division continued to launch new products at a high pace. The share of products launched in the past three years increased to 38 percent of total sales, compared with the Group target of 25 percent. The region has a large generation of young consumers who are extremely interested in technology. The division is strengthening its product leadership by increasing investments in innovation and new products. The number of development engineers continued to increase in the division’s 15 development centers, including in China, where products are also developed for the entire region. Interest in sustainable products is rapidly growing, especially in China, where regulatory requirements promote for environmentally rated and energy-efficient products. The division has the widest range of “green” products with a rapidly growing number of environmental product declarations. Cost-efficiency The sharp decline in demand in the Chinese market after a prolonged construction boom in the residential segment has been ongoing for three years. In addition, account- ing errors were found at some companies in 2016, which has led to improved and increased control. The division has sharply cut back on staff and in 2017 the number of employees declined by about 1,000 in China to a total of 8,900 or a 10 percent reduc- tion. As a result the number of employees in the division have been reduced by 23 per- cent, excluding acquisitions, in the last three years. For several years the division has been working intensively on streamlining the production structure, increased out- sourcing, greater efficiency throughout the value chain, robotics and expanded Lean programs. These efforts provide continuous results that pointed in a positive direction during the year, though the gains were partially offset by higher commodity prices. The Seamless Flow initiative also continued. Over 60 percent of the division is now working in a common business system. Streamlining of administrative information flows broadened to include more processes such as product data, order and billing sys- tems, as well as marketing with the expansion of e-commerce. FACTS ON ASIA PACIFIC Financials in brief 2017 • Sales: SEK 9,211 million (9,189) with 0 percent organic growth. • Operating income (EBIT): SEK 934 million (787).1 • Operating margin: 10.1 percent (8.6).1 1 Excluding items affecting comparability. See key figures for Asia Pacific p59 SALES AND OPERATING INCOME Sales SEK M 12,000 10,000 8,000 6,000 4,000 2,000 Operating income SEK M 1,500 1,300 1,100 900 700 500 Sales Operating income1 1 Excluding items affecting comparability 2013 and 2016. 13 14 15 16 17 SALES BY PRODUCT GROUP Mekaniska lås, låssystem och tillbehör, 51% Mechanical locks, lock systems and fittings, 51% Elektromekaniska och elektroniska, 20% Säkerhetsdörrar och beslag, 29% Electromechanical and electronic, 20% Security doors and hardware, 29% Offering: Mechanical and electromechanical locks, digital door locks, high-security doors, fire doors and hardware. Markets: The Asian countries are predominately emerging markets without established security standards. New con- struction accounts for around three-quarters of sales. In the Chinese market the same types of lock, handle and hardware are often used in both homes and workplaces. The produc- tion units in China also produce for ASSA ABLOY’s other divi- sions. Australia and New Zealand are mature markets with established lock standards, where renovations and upgrades account for the majority of sales. Acquisitions 2017: SMI (Shree Mahavir Metalcraft) in India. ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY’S DIVISIONS 31 ServiceHotellåsMekaniska lås, låssystem och tillbehörGlobal Technologies Strong sales and earnings trend Global Technologies, which consists of HID Global and ASSA ABLOY Hospitality, achieved strong organic sales growth of 7 percent. Demand for HID Global’s products and services grew in most markets and within most product segments. Strong growth continued for ASSA ABLOY Hospitality due to growing demand for hotel locks with mobile keys. HID GLOBAL Underlying global demand continued to be strong with growing security needs and upgrades to electromechanical technology with digital and mobile solutions. The year showed good sales growth in Europe and North America. Even in the emerging markets, sales growth was solid, with slightly weaker growth in China and Latin America. Market growth is driven by rapid developments toward digital and mobile solutions. Demand from government agencies and institutional customers took off once again after several years of relatively weak growth. Sales increased in access management and identification technology, where the Group has launched several new solutions. Secure Issuance, which offers printing products, showed strong sales growth, as did Citizen ID, due to several projects for national identity documents during the year. Two strategically important acquisitions were completed during the year: Mercury Security in the US, a leading OEM provider of control systems for physical access man- agement with sales of about SEK 500 million, and Arjo Systems in France, a leading sup- plier of physical and digital identity solutions, with sales of about SEK 550 million. The division also sold the project business AdvanIDe with sales of about SEK 1,250 million. HID Global’s innovation and product development continued on a high level. The share of products launched in the past three years is about 34 percent, compared with the Group average of 25 percent. One strong driver is the technology shift to digital and mobile solutions with increased software content. These products have a shorter ser- vice life and require updates and modifications in response to technological develop- ments. FACTS ON GLOBAL TECHNOLOGIES Financials in brief 2017 • Sales: SEK 10,373 million (9,697) with 7 percent organic growth. • Operating income (EBIT): SEK 1,946 million (1,752).1 • Operating margin: 18.8 percent (18.1).1 1 Excluding items affecting comparability. See key figures for Global Technologies p59 SALES AND OPERATING INCOME Sales SEK M 12,000 10,000 8,000 6,000 4,000 2,000 0 Operating income SEK M 2,000 1,800 1,600 1,400 1,200 1,000 800 Sales Operating income1 1 Excluding items affecting comparability 2013 and 2016. 13 14 15 16 17 The division’s identity and access management products undergo constant develop- SALES BY PRODUCT GROUP ment with new features and adaptations to different mobile platforms. In the field of printers, new products were launched with better sustainability performance, lower operating costs and higher resolution. During the year HID Location Services was launched. This service solution locates people in buildings, which increases security and makes it possible to map the flow of people in workplaces and commercial premises. Efficiency initiatives continued, both through streamlining of operations, but also by improving processes. The relocation of passport and ID card production from Ireland to Malaysia was completed, resulting in cost savings and greater flexibility. The consolida- tion of development units made major advances with new units in Krakow, Poland, and in Chennai and Bangalore, India. The aim is to create fewer units with larger critical mass for product development, while increasing engineering capacity in emerging markets. ASSA ABLOY HOSPITALITY ASSA ABLOY Hospitality continued to have strong sales growth with high operating income and very good margin growth. Demand continues to be stronger in the mature markets than in emerging markets, where the decline in China began to level off. Demand for renovations, upgrades, systems and software also continues to be high. The main driver is the rapid growth of demand for electromechanical door opening solu- tions using mobile technology. Several major global hotel chains have installed and continue to install ASSA ABLOY Hospitality’s high-end systems with both hardware and software that enable guests to check in by mobile phone, as well as integration with other mobile applications. ASSA ABLOY Hospitality has also begun to offer solutions for student housing, hospitals and senior housing, as well as multi-family buildings. Passerkontroll, 71% Access management, 71% Hotellås, 22% Service, 7% Hotel locks, 22% Service, 7% Offering: HID Global is a worldwide leader in trusted identity solutions, powering the trusted identities of the world’s people, places and things. Millions of people around the world use HID products and services to navigate their every- day lives, and over 2 billion things are connected through HID-technology. Customers comprise companies, health- care, education, financial, government and state institutions. ASSA ABLOY Hospitality manufactures and sells electronic lock systems, safes, energy management systems and mini- bars for hotels and cruise ships under the VingCard and Elsafe product brands. It is the world’s best-known brands for lock systems and in-room safes, with products installed in over seven million hotel rooms in more than 42,000 hotels worldwide. Markets: Customers are mainly in the institutional and commercial sectors worldwide. Acquisitions 2017: Mercury Security in the US and Arjo Systems in France. 32 ASSA ABLOY’S DIVISIONS ASSA ABLOY ANNUAL REPORT 2017 ServiceHotellåsPasserkontrollEntrance Systems Continued good growth and efficiency improvement Demand showed a positive trend in 2017, with continued good sales growth in North America and Pacific, an improvement to good growth in Western Europe and a return to high growth in emerging markets. Inno- vation and product development continued to focus on effective and sus- tainable solutions. The restructuring programs for a more efficient pro- duction structure proceeded according to plan, and other efficiency measures continued to give results. Market trend The division’s sales grew organically by 4 percent. Good demand continued in North America in most market segments. In Europe, demand strengthened, with sales in Northern and Central Europe continuing to grow at about the same rate as last year, while it increased to a good level in Western and Southern Europe. In the emerging markets, sales increased strongly, except in China, where demand continued to be weak. The division continues to invest in an increased presence in emerging markets with the aim of increasing the share of sales from the current 12 percent to 25 percent. Sustainability and energy savings are strong drivers of demand in all product seg- ments. The division has a competitive and comprehensive offer, such as in entrance automation, industrial doors and high-performance doors, all products that are achiev- ing good or strong growth, especially in Europe. Another driving force is the growth in e-commerce that is driving demand for warehouse and logistics solutions. For garage doors, growth was strong in the US, while growth was negative in Europe. The service offering, which accounts for 27 percent of the division’s sales, continued to perform well. New service concepts based on long-term contracts, with an efficient information flow and analysis for preventive maintenance and modernization, strengthen customer relationships and provide good opportunities for upselling. Acquisitions are an important part of growth. During the year five companies were acquired: Southeastern Dock & Door, Atlantic Door Control and OHD Nashville in the US, Reco Port in Sweden, and Dimension Engineering in Ireland. Product leadership Innovation and product development continued at a high level. New products launched in the past three years accounted for 26 percent of sales. The Group target is 25 percent. Launches of new products and solutions encompass essentially all product segments and include a complete system for swing doors, a new generation of revolv- ing doors, new garage products for the US market with smart digital app-based solu- tions, new solutions for high-performance doors and sliding doors. The division has a large and growing range of energy-saving solutions. Important product features include the ability to be quickly opened and closed, good insulation and various intelligent solutions with sensors and digital technology to monitor energy consumption. Cost-efficiency Consolidation of the production structure continued according to plan. The division continued to pursue efficiency initiatives with investments in robotics, implementation of Lean practices and by reducing purchasing and production costs through VA/VE anal- yses. The division took a major step forward in its Seamless Flow initiative, implement- ing a new common ERP system. The division’s Commercial Excellence initiative includes improvements in its work with customer segmentation, specification projects and sales processes, including increased digitization. In addition, a transition to use only the ASSA ABLOY brand in direct sales channels is also underway. FACTS ON ENTRANCE SYSTEMS Financials in brief 2017 • Sales: SEK 21,781 million (19,789) with 4 percent organic growth. • Operating income (EBIT): SEK 3,087 million (2,753).1 • Operating margin: 14.2 percent (13.9).1 1 Excluding items affecting comparability. See key figures for Entrance Systems p59 SALES AND OPERATING INCOME Sales SEK M 24,000 20,000 16,000 12,000 8,000 4,000 0 Operating income SEK M 3,500 3,000 2,500 2,000 1,500 1,000 500 Sales Operating income1 1 Excluding items affecting com- parability 2013 and 2016. 13 14 15 16 17 SALES BY PRODUCT GROUP Produkter, 73% Products, 73% Service, 27% Service, 27% Offering: Products, service and components in entrance automation. The product range includes automatic swing, sliding and revolving doors, industrial doors, garage doors, high-performance doors, docking solutions, hangar doors, gate automation, components for overhead sectional doors and sensors. Markets: Entrance Systems is a global leader with sales worldwide. It has sales companies in 35 countries and dis- tributors in 90 countries. Service operations account for nearly one-third of sales. The products are sold through three channels. In the direct channel, new equipment and comprehensive service are sold directly to end-customers under the ASSA ABLOY brand. The indirect channel mainly targets large and medium-sized distributors under the Entrematic brand. The third channel, Cardo, sells compo- nents and fittings for industrial doors in the industrial and residential segments, as well as sensors for the door and elevator industries. Acquisitions 2017: Southeastern Dock & Door, Atlantic Door Control and OHD Nashville in the US, Reco Port in Sweden, and Dimension Engineering in Ireland. ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY’S DIVISIONS 33 ServiceProdukterPractical examples of ASSA ABLOY’s security solutions Luxury Parisian property enhances classic design with installation of Mobile Access Smart locks for smart homes  CUSTOMER: Future Park Istanbul is a complex of several high-rise buildings covering 35,000 square meters, and comprised of an estimated 1,700 smart homes, a 5-star hotel, a shopping mall, banks, mul- ti-sports facilities, offices and restaurants.  CHALLENGE: The apartments are designed around a ‘smart home’ concept with the most advanced technologies – including for access con- trol. Solutions such as mechanical keys and locks were not an option for such an investment.  SOLUTION: Project developer Hiper Gayrimenku chose a smart door lock (model YDM 3168) from ASSA ABLOY brand Yale, with around 1,700 smart locks installed on the front door to every residen- tial apartment. The locks provide the highest level of security at a cost-effective price. The energy-efficient smart door lock enables resi- dents to open the door to their apartment via their smart home system, with a secure PIN or RFID smart card. The lock’s easy operation and design contrib- uted to the choice of ASSA ABLOY’s solution. Integration of the smart door lock with the apartment’s smart home system was straightfor- ward and wire-free. RF communication allows remote opening of the entrance door using Future Park’s smart home app.  CUSTOMER: The five-star hotel Park Hyatt Paris-Vendôme is located in the heart of Paris. With 153 bedrooms, 43 of the luxury hotel’s suites are decorated in a refined and contemporary style and guests can enjoy an array of onsite amenities, including the hotel’s three restaurants.  CHALLENGE: Desiring to renovate Park Hyatt Paris-Vendôme with an innovative design solution, the Hyatt Group wanted to install security technologies that would not only adapt to the amenities offered by the hotel, but would also respond to the demands of its sophisticated guests. These innovative tech- nologies needed to meet the requirements of a palace, in terms of both functionality and design.  SOLUTION: ASSA ABLOY Hospitality provided the property with the latest in locking technology to enhance both the design aesthetic and the guest experience, while optimizing the management of its rooms. Hotel guests can now enjoy a seamless experience by bypassing the front desk and accessing their rooms immediately upon arrival with the use of their mobile device. In addition to having the abil- ity to book their room directly via their smartphone, they can now use it to retrieve their digital room key immediately upon arrival and have it automatically removed from their mobile device as soon as they are ready for check-out. Operating with secure Seos technology, a digitally encrypted key is delivered directly to a guests’ mobile device, providing unsurpassed security with the hotel management system. Northwestern University achieves an advanced degree of access control these doorways is WiFi locks from ASSA ABLOY Group brand Sargent. The locks form the base of the access control system along with Sargent exit devices, mortise locks and a mix of access control components, hardware and a key system from HID Global, ASSA ABLOY Architectural Door Accessories and Group brand Medeco. Installing an online access control system can be costly, requiring either labor-intensive hard- wiring of doorways or a separate proprietary wireless network. But the IN120 WiFi locks pro- vided a cost savings for the university by leverag- ing the school’s existing IT infrastructure to deliver advanced access control to more loca- tions. “We are a longstanding Sargent customer and believe in the quality and integrity of the ASSA ABLOY family of products,” said Anthony Hicks, head locksmith for the University’s Evanston and Chicago campuses. “Thanks to our wireless access control system, we have a higher level of security on campus.”  CUSTOMER: Northwestern University is a pri- vate research university based in Evanston, Illi- nois with an enrollment of 21,000 students.  CHALLENGE: Northwestern University wanted an online access control system that could be implemented without hardwiring infrastructure or a proprietary wireless network.  SOLUTION: An interconnected web of wire- less access control locks weaves a thorough sys- tem of doorway security throughout Northwest- ern University. The common thread connecting  Entrematic chosen for North America’s largest automated freezer facility  CUSTOMER: Preferred Freezer Services offers full service temperature controlled warehouses in 37 locations in the United States and Asia. The new 42,000 square meter facility in Richland, Washington is the largest automated freezer building in North America with over one million cubic meter of storage capacity; turning over 135 million kg of frozen potato products per quarter.  CHALLENGE: This high volume facility includes a 2,2 degrees Celsius load- ing dock area adjacent to the freezer building so the customer required a dock design solution that provided the highest degree of sealing capability and energy efficiency. Washington gets warm during the summer months and the temperature differential between outside and inside can be as much as 18 degrees Celsius. Additionally, the dock and door controls had to be integrated into singular panels and sequenced so product would operate only in the proper order for safety and energy efficiency.  SOLUTION: The Entrematic team worked very closely with the Preferred Freezer Services design staff to collaborate on how to seal the building effec- tively. The loading dock solution with Kelley dock levelers now provides a very tight seal around the trailer and the proper level of activation sequenc- ing for safety and efficiency. The dock door selected was the TKO Verticool, which was the natural selection to eliminate condensation often present in these applications. This package has since become the standard for Preferred Freezer Services facilities worldwide. Stylish security for new theater  CUSTOMER: The newly-completed Jiangsu Grand Theater in Nanjing, China, spans over 270,000 square meters and was constructed at a cost of around EUR 250 million. Its intricate design includes an opera house, a theater, a concert hall and a multifunctional hall, which can accommodate up to 8,000 people.  CHALLENGE: The hardware for the building had to adhere to stringent product configuration requirements: as well as being functional, the solu- tions had to have excellent visual appeal. It was also necessary to specify dif- ferent hardware for different locations and applications such as the audito- riums, shops and offices.  SOLUTION: ASSA ABLOY Guoqiang therefore supplied hardware with cus- tomized colors to fit the various applications, as well as spider fittings for glass curtain walls and aluminum alloy hardware for windows and doors. In total, ASSA ABLOY Guoqiang supplied 1,000 window, facade and door hard- ware sets. Despite the complexity associated with supplying such a large quantity of different solutions combined with a short lead time, Jingfang Li, general manager of ASSA ABLOY Guoqiang, says that the people involved in the pro- ject ensured its success. “The R&D, production and sales teams worked closely together to accom- plish the project,” Jingfang says. Mobile Access for India’s largest broadcaster  CUSTOMER: Star India is the country’s largest multimedia entertainment company, with over 50 channels in its network and programs that are broadcast to over 100 countries.  CHALLENGE: Star India sought a solution to pro- vide advanced and convenient access control for the staff at its Mumbai headquarters. The solution needed to be easier to manage. With the company’s existing access card system, cards were easily dam- aged and misplaced. Each new or replacement card had to be provisioned manually.  SOLUTION: HID Global’s Mobile Access solution provided a total of 2,500 mobile IDs to staff member smartphones, with iCLASS SE contactless readers at gates and doors throughout the building. Mobile IDs are at the center of the solution. Because they are provisioned via an online portal, mobile IDs can be easily changed, issued or revoked by administrators at a moment’s notice. HID’s breakthrough Seos credential technology ensures that end-user identity data stored on mobile IDs is protected using secure data encryption. In addition to making it possible for staff mem- bers to use their own smart device of choice, Star TV India no longer has to maintain an inventory of physical access cards, which saves the company time and money while reducing its environmental footprint. Sustainable development Continued good progress in sustainability ASSA ABLOY’s sustainability initiatives continued to make good progress in 2017, with advances in line with the five-year sustainability plan, with many new sustainable products, improved water and energy efficiency, more plants with certified environmental management systems (ISO 14001) and fewer workplace accidents. Commercial driver Global demand for environmentally certified products and products with improved environmental perfor- mance is growing. Customers are increasingly choosing sustainable security solutions, especially when it comes to energy consumption and health aspects for the build- ing’s users. Sustainability initiatives are integrated into all of ASSA ABLOY’s business processes, from product development to purchasing, production and logistics, and finally to sales. The goal is to reduce the impact on the environ- ment, conserve resources and lead developments to meet the rapidly growing demand for sustainable prod- ucts. Substantial sustainability gains can be achieved in the Group’s product development, streamlining of the Group’s production structure, investments in modern equipment and other efficiency programs such as Seam- less Flow and smarter IT systems. Governance Responsibility for operational sustainability lies with the divisions. Governance is based on the Group’s Code of Conduct for all employees and the Code of Conduct for business partners, as well as a series of policy documents that comprise the Group’s sustainability commitment. A global sustainability council collects, inspires and spreads common experiences and ideas. The Group’s sustainability performance is reported in detail in its Sus- tainability Report, which is prepared in accordance with GRI Standards: Core. Results and focus areas ASSA ABLOY’s operational work is based on its five-year sustainability program through 2020, with more indica- tors and broader and faster follow-up than previous pro- grams. Energy consumption is an important area with investments in more efficient processes and control sys- tems. The results in 2017 are favorable and in line with the plan. Efforts to increase the share of renewable energy with the goal of 20 percent of total energy con- sumption in 2020 faced constraints in many countries with difficulties finding this type of energy at competitive prices. The percentage of renewables in 2017 was 12 per- cent of total energy consumption. Water consumption is following the plan in the sus- tainability program with progress in recovery due to tech- nology and facility investments, especially in various sur- face treatment processes. The use of solvents when paint- ing products also continues to decline due to the intro- duction of more environmentally friendly alternatives. ASSA ABLOY is investing more in careful sorting and recycling of waste, and as a result in some cases clean waste fractions can be sold and generate revenue. The Group is also working to find smarter production meth- ods and more environmentally friendly packaging. The Group’s initiative to implement environmental management systems in all divisions with significant environmental impact is making progress. At the end of 2017, 131 units had environmental management sys- tems, which means that the system now covers approxi- mately 79 percent of employees in the Group’s plants. These practices are gradually being implemented in all acquired companies with production facilities. To spread commitment and increase activity in sus- tainability efforts, employees are also encouraged to form “Green Teams” at workplaces throughout the Group. They are formed through local initiatives and work concretely and practically with everyday sustaina- bility, health and safety issues. ASSA ABLOY is working systematically with its suppli- ers to improve sustainability performance across the supply chain. Evaluation and improvement of the sup- plier base is a continuous process, with a special focus on suppliers in low-cost countries. The number of supplier audits continues to increase and was 919 in 2017. To ver- ify the quality of the audits, external auditors have assessed the work processes and confirmed the audit outcomes. Strong safety culture In 2017 a new Group-wide strategy was implemented to reduce the injury rate. The initiative is being conducted for preventive purposes. The results show a positive trend, based on a systematic approach to education, risk identification and in-depth reporting of accidents and incidents. New analytical tools and indicators have been developed to be able to quickly monitor the trend in greater detail. Sustainable products ASSA ABLOY is a world leader in innovation, product development and sales of climate-smart and environ- mentally certified products. The Group has an increased proportion of products with industry-leading sustaina- bility characteristics, several of which are certified by a third party, such as the “Green Circle.” ASSA ABLOY has a system for internal measurement of sales of sustainable products where each division defines the criteria to be included in the measurement. The objective is to stimu- late development and sales of sustainable products. Read more about ASSA ABLOY’s sustainability initiatives in the 2017 Sustainability Report. THE GROUP’S REPORTING UNITS Number 400 350 300 250 200 150 100 50 0 13 14 15 16 17 The number of reporting units in the Group is now 360 (347). 276The number of products with environmental product declarations at the end of 2017 was 276. 36 SUSTAINABLE DEVELOPMENT ASSA ABLOY ANNUAL REPORT 2017 Focus on employee commitment and development Employee commitment and competence are crucial for ASSA ABLOY’s success. The basic beliefs of transparency, accountability and valuing results and performance along with a clear innovation culture are the main features of the Group’s role as an employer. The aim is to offer stimulating work tasks and good development opportunities, where all employees feel they are making a contribution. ASSA ABLOY actively invests worldwide in an array of common programs for increased commitment and development for all employees. Focus areas include increased internal mobility, diversity and health and safety. The programs are decentralized and run in a decentralized manner and are harmonized with local regulations and standards and coordinated at Group level. Recruitment and internal mobility ASSA ABLOY’s recruitment policy gives priority to inter- nal candidates provided they have equal qualifications to external applicants. All job vacancies are advertised on the Group’s global intranet. Recruitment takes place locally in the majority of cases. The focus on develop- ment aims to meet the demands that the digital transfor- mation not the least place on the future organization. All employees complete an introduction program and ongoing training online. To increase internal mobility, the Group offers a variety of programs, for example the pos- sibility to trade jobs with colleagues, or to work together for periods of time. Diversity and gender equality ASSA ABLOY’s Code of Conduct states that gender, nationality, social or ethnic origin, age, religion, physical disability, sexual orientation and political opinion must not be the basis for negative discrimination. A key con- cept is “diversity of perspectives,” an aspiration for an open exchange of ideas and more perspectives that pro- mote creativity and change. The Group operates on all levels in order to achieve increased diversity. During recruitment, managers are expected to prioritize the underrepresented gender in the case of equal qualifica- tions, provided compliance with local legislation, and to have at least one person from the underrepresented gender among the final candidates. One target is to have 30 percent of management positions held by women. Europe excl. Sweden, 33% Sweden, 21% Pacific North America, 20% Asia, 16% South America Africa and Middle East, 4% Africa ME WOMEN AT DIFFERENT LEVELS OF THE ORGANIZATION South America, 4% Pacific, 2% Level Pacific 2 – reports to CEO 3 – reports to level 2 4 – reports to level 3 5 – reports to level 4 Levels 2–5 Africa ME All employees South America Asia Share of women, % 20131 2014 North America 2015 2016 2017 27 12 19 24 22 31 Sweden Europe 27 16 17 24 22 31 27 17 16 25 23 31 27 18 16 24 22 31 27 17 16 25 23 30 1 The definition of management positions was revised in 2014. 2013 was restated Asia for comparability with 2014. North America Sweden Europe In 2017 the share was 23 percent. The Group currently has 28 different nationalities in the senior management structure. Health and safety A new health and safety program was launched during the year for all buiness entities with at least 10 employ- ees. The goal is to significantly reduce injuries and injury incidents, improve working conditions and strengthen the safety culture of the Group. The initiative involves a Group-wide structured process with greatly expanded reporting, documentation and indicators that provide the basis for analysis of safety risks and injuries. The pro- gram includes employee training with a strong emphasis on prevention and showed positive results during the year. ASSA ABLOY’s employee survey is a tool for report- ing on the work environment, skills development and career opportunities and is conducted every second year. The most recent survey in 2016 had a very high response rate of 92 percent. Development and career ASSA ABLOY is guided by a vision to be an attractive employer for our all employees. The annual performance reviews, during which managers and employees monitor and plan the employee’s professional development, are a foundation in the effort to obtain and inspire commit- ment and continuous development. Leadership development aims to promote active lead- ership, where each employee is seen as an individual according to the motto “know your people,” and based on continuous feedback. The Group has a well-estab- lished global development process for senior managers, the Talent Management Process, which aims to ensuring that the Group has the expertise it needs to meet the demands of the future. The foundation consists of two development pro- grams for senior managers: ASSA ABLOY MMT and ASSA ABLOY IMD, “Leading the future”. MMT has three mod- ules based on the Group’s three basic strategies: market presence, product leadership and cost-efficiency. The IMD training program is conducted in cooperation with the world-famous Swiss management school IMD in Lausanne. The collaborative effort also includes a cus- tomized IMD program with about 30 participants per session. Its aim is to support the implementation of the Group’s strategies, with a focus on problem solving and activities based on an analysis of various case studies. Over 500 of the Group’s senior managers from 35 coun- tries have participated in the IMD training program. SUSTAINABLE DEVELOPMENT 37 NATIONALITIES – ASSA ABLOY’s MANAGEMENT TEAMS Europe excl. Sweden, 33% Sweden, 21% North America, 20% Asia, 16% Africa and Middle East, 4% South America, 4% Pacific, 2% ASSA ABLOY ANNUAL REPORT 2017 Report of the Board of Directors and Financial statements Contents Report of the Board of Directors Significant risks and risk management Corporate governance Board of Directors Executive Team Internal control – financial reporting Remuneration guidelines for senior management Sales and income Consolidated income statement and Statement of comprehensive income Comments by division Results by division Financial position Consolidated balance sheet Cash flow Consolidated statement of cash flows Changes in consolidated equity Parent company financial statements 39 41 46 50 52 54 55 56 57 58 59 60 61 62 63 64 66 Notes 1 Significant accounting and valuation principles 2 Sales 3 Auditors’ fees 4 Other operating income and expenses 5 Share of earnings in associates 6 Operating leases 7 Expenses by nature 8 Depreciation and amortization 9 Exchange differences in the income statement 10 Financial income 11 Financial expenses 12 Tax on income 13 Earnings per share 14 Intangible assets 15 Property, plant and equipment 16 Shares in subsidiaries 17 Investments in associates 18 Deferred tax 19 Other financial assets 20 Inventories 21 Trade receivables 22 Parent company’s equity 23 Share capital, number of shares and dividend per share 24 Post-employment employee benefits 25 Other provisions 26 Other current liabilities 27 Accrued expenses and deferred income 28 Contingent liabilities 29 Assets pledged against liabilities to credit institutions 30 Business combinations 31 Profit from discontinued operations 32 Cash flow 33 Employees 34 Financial risk management and financial instruments Comments on five years in summary Five years in summary Quarterly information Definitions of key ratios Proposed distribution of earnings Auditor’s report 68 74 74 74 74 75 75 75 75 75 75 75 75 76 78 79 79 80 80 80 80 80 80 81 83 83 83 83 83 84 85 85 86 88 94 95 96 97 98 99 38 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Report of the Board of Directors The Annual Report of ASSA ABLOY AB (publ.), corporate identity number 556059-3575, contains the consolidated financial statements for the fiscal year January 1 through December 31, 2017. ASSA ABLOY is the global leader in door opening solutions, dedicated to satisfying end-user needs for security, safety and convenience. Significant events Sales and income Sales increased by 7 percent and totaled SEK 76,137 M (71,293). The increase consisted of organic growth of 4 per- cent (2), acquired growth of 3 percent (3) and discontinued growth of –1 percent (0). The exchange rate impact on sales was 1 percent (0). Operating income (EBIT) excluding items affecting com- parability increased by 10 percent to SEK 12,341 M (11,254), equivalent to an operating margin of 16.2 percent (15.8). There were no items affecting comparability for 2017, while for the comparative year there were costs for the restructur- ing program that was launched. Net financial items were SEK –668 M (–705). Income before tax excluding items affecting comparability totaled SEK 11,673 M (10,549). Operating cash flow increased by 4 percent to SEK 10,929 M (10,467). Earnings per share after full dilution, excluding items affecting comparability, increased 10 percent to SEK 7.77 (7.09). Restructuring During the year, the restructuring program that was launched the previous year involving the closure of about fifty factories and offices made progress and was effective. The savings rate has been favorable and as expected. Activi- ties were also carried out within the framework of previously launched structural programs. At year-end 2017, 13,564 employees had left the Group, of which 1,402 employees during the year, as a result of the changes in the production structure since the restructuring programs began in 2006. A total of 77 plant closures have been implemented, including one closure in 2017. A large number of plants in high-cost countries have switched from production to final assembly. The Group’s production is increasingly concentrated in its own plants in China, central and eastern Europe and to exter- nal suppliers in low-cost countries. Payments for the restructuring programs totaled SEK 612 M (442) for the year. At year-end 2017, the remaining provisions for restructuring measures amounted to SEK 944 M (1,572). Acquisitions and divestments In July 2017, ASSA ABLOY acquired 100 percent of the share capital in the French company Arjo Systems, a leading pro- vider of physical and digital identity solutions for national ID documents. The acquisition strengthens the current offering of secure identity solutions and will strengthen the Group’s position in national ID documents, while offering additional growth opportunities. Arjo Systems operates in France, Italy and Hong Kong. In August 2017, ASSA ABLOY acquired 76 percent of the share capital in Shree Mahavir Metalcraft (SMI), one of India’s leading manufacturers of locks and hardware. In connection to the acquisition, an agreement was signed on future acqui- sition of outstanding interests, and the company is therefore consolidated 100 percent from the acquisition date. The acquisition strengthens the Group’s position in the Indian market. SMI also offers opportunities to develop market- specific and competitive products and is a good fit with ASSA ABLOY’s other operations in India. The company’s headquarters are located in Jamnagar in India. In October 2017, ASSA ABLOY acquired 100 percent of the share capital of Mercury Security, a leading US OEM sup- plier of control systems for physical access control. The acquisition strengthens the current offering in physical access management where Mercury Security considerably strengthens the Group’s position in physical access manage- ment and offers complementary growth opportunities Mercury Security is headquartered in Long Beach, California. In November 2017, ASSA ABLOY acquired 100 percent of the share capital of August Home Inc., a leading US supplier of smart digital locks. The acquisition of August Home fur- ther strengthens the strategy for smart door solutions aimed at the residential market with additional smart digital locks, doorbells with camera and complete home delivery solu- tions. August Home is headquartered in San Francisco, California. Other acquisitions during the year included Southeastern Dock & Door in the US, which strengthens the leading posi- tion in entrance automation, and Jerith in the US, a leading provider of aluminum fences for private, commercial and industrial applications. A total of 16 businesses, including minor acquisitions, were consolidated during the year. The total purchase price of these acquisitions was SEK 6,862 M on a debt-free basis, and acquisition analyses indicate that goodwill and other intangible assets with an indefinite useful life amounted to SEK 5,111 M. Net financial items were SEK 365 M. Additional acquisitions of non-controlling interests occurred during the year for SEK 130 M (40). The holdings were previously 100 percent consolidated. In August 2017, operations at AdvanIDe, a leading pro- vider of products such as semiconductors and chip cards, were sold to a Singapore holding company with the Japanese South East Asia Fund as the principal owner. The operation, with headquarters in Singapore, was expected to have sales of about SEK 1,250 M in 2017. The disposal resulted in a small capital loss and had a positive impact on ASSA ABLOY’s operating margin moving forward, all else being equal. Research and development ASSA ABLOY’s expenditure on research and development during the year totaled SEK 2,244 M (2,218), equivalent to 2.9 percent (3.1) of sales. The pace of innovation remained high throughout the year, including in areas such as digital door opening solu- tions, products with increased sustainability and energy- saving products. New products launched in the past three years accounted for 28 percent of sales for the year. ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 39 Report of the Board of Directors Sustainable development ASSA ABLOY’s operations in Gothenburg, Sweden, carry on licensable and notifiable activities under the Swedish Environmental Code. The affected operation is part of the Entrance Systems division in Gothenburg. A number of units outside Sweden carry on licensable activities and hold equivalent licenses under local legisla- tion. ASSA ABLOY’s units worldwide are working systemati- cally and purpose fully to reduce their environmental impact. In accordance with the Swedish Annual Accounts Act, Chapter 6, Section 11, ASSA ABLOY opted to prepare the Sustainability Report as a separate report from the Annual Report. The Sustainability Report has been submitted to the auditor at the same time as the Annual Report. The 2017 Sustainability Report, reporting on the Group’s prioritized environmental activities and providing other information on sustainable development, is available on the company’s website, www.assaabloy.com. Internal control and financial reporting ASSA ABLOY strengthened the internal audit and internal control functions in terms of staffing during the year. More reviews were conducted, and work continued during the year to strengthen internal control and compliance in the business in general. Special emphasis has been placed on financial reporting and internal control compliance issues related to the internal control framework that has been in effect for some time. Tax matters In 2016 the Administrative Court in Sweden decided not to allow tax deductions for interest expenses relating to one of the Group’s subsidiaries for the years 2008–2012 on the grounds that the deductions were misallocated. The deci- sion was appealed to the Administrative Court of Appeal. In 2017 the Administrative Court of Appeal ruled not to change the previous decision. Tax payment that resulted from the Court’s decision totaled SEK 928 M. In 2015 the Finnish Tax Administration decided not to allow tax deductions for interest expenses in the Finnish operations for the years 2008–2012. The decision was appealed to a higher court. In 2017, the earlier decision was reconsidered to ASSA ABLOY’s advantage. The decision has since been appealed by the Finnish tax authority. The total tax exposure amounts to around SEK 800 M. Transactions with related parties No transactions occurred between ASSA ABLOY and related parties that significantly affected the company’s financial position and performance. Significant events after the financial year-end No significant events occurred after the financial year-end and up to the date of adoption of the Annual Report for ASSA ABLOY AB. Proposed distribution of earnings The Board of Directors and the President propose that the 2018 Annual General Meeting should approve a dividend of SEK 3.30 (3.00) per share, representing an increase of 10 per- cent. The proposal for profit distribution can be found in its entirety on page 98 of the Annual Report. Outlook Long-term outlook ASSA ABLOY anticipates an increase in demand for security solutions in the long term. A focus on customer value and innovations as well as leverage on ASSA ABLOY’s strong posi- tion will accelerate growth and increase profitability. Organic sales growth is expected to continue at a good rate. The operating margin (EBIT) and operating cash flow are expected to develop well. 40 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Report of the Board of Directors Significant risks and risk management Risk management Uncertainty about future developments and the course of events is a natural risk for any business. Risk-taking in itself provides opportunities for continued economic growth, but naturally the risks may also have a negative impact on busi- ness operations and company goals. It is therefore essential to have a systematic and efficient risk assessment process and an effective risk management program in general. The purpose of risk management at ASSA ABLOY is not to avoid risks, but to take a controlled approach to identifying, man- aging and minimizing the effects of these risks. This work is based on an assessment of the probability of the risks and their potential impact on the Group. ASSA ABLOY is an international group with a wide geo- graphical spread, involving exposure to various forms of stra- tegic, operational and financial risks. Strategic risks refer to changes in the business environment with potentially signifi- cant effects on ASSA ABLOY’s operations and business objec- tives. Operational risks comprise risks directly attributable to business operations, entailing a potential impact on the Group’s financial position and performance. Financial risks mainly comprise financing risk, currency risk, interest rate risk, credit risk, and risks associated with the Group’s pension obligations. Organization ASSA ABLOY’s Board of Directors has overall responsibility for risk management within the Group and determines the Group’s strategic focus based on recommendations from the Executive Team. In view of the decentralized structure of ASSA ABLOY, and to keep risk analysis and risk management as close as possible to the actual risks, a large proportion of operational risk management takes place at division and business unit levels. Responsibility ASSA ABLOY’s Board of Directors has overall responsibility for the Group’s strategic direction in close consultation with the Executive Team. Divisions and business units have overall responsibility for management of operational risks, in accordance with the ASSA ABLOY’s decentralized approach to organization, responsibility and authority. In the case of financial risks, allocation of responsibilities and control of the Group’s financing activities are regulated in a financial policy adopted by the Board of Directors. Group Treasury then has the main responsibility for financial risks within the framework established in the financial policy, with the excep- tion of credit risks relating to operational business activities, which are managed locally at company level and monitored at division level. Review process Strategic risks, such as competitors, brand positioning and so on, are regularly reviewed at ASSA ABLOY AB’s board meet- ings. The Group’s operational risk management is continu- ously monitored by the Executive Team through divisional reporting and divisional board meetings. For further infor- mation on monitoring and management of operational risks, see page 43. ASSA ABLOY’s Group Treasury monitors the Group’s short- and long-term financing, financial cash management, currency risk and other financial risk management. Financial operations are centralized in a Treasury function, which man- ages most financial transactions as well as financial risks with a Group-wide focus. ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 41 Report of the Board of Directors Significant risks and risk management ASSA ABLOY’s risks STRATEGIC RISKS OPERATIONAL RISKS FINANCIAL RISKS Changes in the business environment with potentially significant effects on opera- tions and business objectives. Risks directly attributable to business oper- ations with a potential impact on financial position and performance. • Country-specific risks • Customer behavior • Competitors • Brand positioning • Reputational risk • Legal risks • Environmental risks • Tax risks • Acquisition of new businesses • Restructuring measures • Price fluctuations and availability of raw materials • Credit losses • Insurance risks • Risks relating to internal control Financial risks with a potential impact on financial position and performance. • Financing risk • Currency risk • Interest rate risk • Credit risk • Risks associated with pension obligations Strategic risks The risks of this nature encountered by ASSA ABLOY include various forms of business environment risks with an impact on the security market in general, mainly changes in cus- tomer behavior, competitors and brand positioning. In addition, there are country-specific risks. Brand positioning The Group owns a number of the strongest brands in the industry, including several global brands that complement the ASSA ABLOY master brand. Local product brands are gradually being linked increasingly to the master brand. Country-specific risks ASSA ABLOY has global market penetration, with sales and production in a large number of countries. The emphasis is on western Europe and North America, but the proportion of sales in Asia and in central and eastern Europe has increased in recent years. Consequently the Group has increased expo- sure to the emerging markets, which may entail a higher risk profile for country-specific risks in the form of inadequate compliance, policy decisions, overall changes in regulations and more. Customer behavior Changes in customer behavior in general and the actions of competitors affect demand for different products and their profitability. Customers and suppliers, including the Group’s relationships with them, are subject to continuous local review. Competitors As regards competitors, risk analyses are carried out both centrally and locally. Reputational risk Activities to maintain and further strengthen ASSA ABLOY’s good reputation are constantly ongoing. These include ensuring compliance with ASSA ABLOY’s Code of Conduct for employees and the Code of Conduct for business part- ners. These codes express the Group’s values relating to busi- ness ethics, human rights and working conditions, as well as the environment, health and safety. Operational risks Operational risks comprise risks directly attributable to busi- ness operations, with a potential impact on the Group’s financial position and performance. They include legal and environmental risks, tax risks, acquisition of new businesses, restructuring measures, availability and price fluctuations of raw materials, and customer dependence. Risks relating to compliance with laws and regulations and to internal control and financial reporting are also included in this category. The table on page 43 describes in more detail the management of these risks. 42 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY’s operational risks and risk management Operational risks Risk management Comments Legal risks The Group continuously monitors anticipated and implemented changes in legislation in the countries in which it operates. Ongoing and potential disputes and other legal matters are reported regularly to the Group’s central legal function. Policies and guidelines on compliance with current competition, export control and anti-corruption legislation have been implemented. At year-end 2017, there are considered to be no outstanding legal disputes that may lead to significant costs for the Group. Environmental risks Ongoing and potential environmental risks are regu- larly monitored in the operations. External expertise is brought in for environmental assessments when necessary. Prioritized environmental activities and other information on sustainable development are reported in the Group’s Sustainability Report. Tax risks Ongoing and potential tax cases are regularly reported to the Group’s central tax function. At year-end 2017, there are considered to be no ongoing tax cases with a significant impact on the Group’s earnings. A tax-related case in Finland has been appealed to a higher court. For further information see the Report of the Board of Directors. Acquisition of new businesses Acquisitions are carried out by a number of people with considerable acquisition experience and with the support of, for example, legal and financial con- sultants. During the year ASSA ABLOY acquired 16 busi- nesses. The Group’s acquisitions in 2017 are reported in the Report of the Board of Direc- tors and in Note 30, Business combinations. Restructuring measures The restructuring programs mainly entail some production units changing direction princi- pally to final assembly, while certain units are closed. Price fluctuations and availability of raw materials Credit losses Insurance risks Risks relating to internal control Acquisitions are carried out according to a uniform and predefined Group-wide process. This consists of four documented phases: strategy, evaluation, implementation and integration. The restructuring programs are carried on as a series of projects with stipulated activities and schedules. The various projects in the respective restructuring program are systematically monitored on a regular basis. Raw materials are purchased and handled primarily at division and business unit level. Regional com- mittees coordinate these activities with the help of senior coordinators for selected material com- ponents. Trade receivables are spread across a large number of customers in many markets. No individual cus- tomer in the Group accounts for more than 1 per- cent of sales. Commercial credit risks are managed locally at com- pany level and monitored at division level. A Group-wide insurance program is in place, mainly relating to property, business interruption and liabil- ity risks. This program covers all business units. The Group’s exposure to the risk areas listed above is regulated by means of its own captive insurance company. The organization is considered to be relatively trans- parent, with a clear allocation of responsibilities. A well-established Controller organization at both division and Group level monitors financial report- ing quality. Instructions about the allocation of responsibilities, authorization and procedures for ordering, sourcing and plant management are laid down in an internal control manual. Compliance is evaluated annually for all operating companies, combined with an action plan for concrete improvements. An annual internal audit of financial reporting is per- formed for selected Group companies on a rotating basis. During the year, the restructuring program that was launched at the end of the previous year involving the closure of about fifty facto- ries and offices made progress and was effec- tive in 2017. The scope, costs and savings of the restructuring programs are presented in more detail in the Report of the Board of Directors. For further information about procurement of materials, see Note 7, Expenses by nature. Receivables from each customer are relatively small in relation to total trade receivables. The risk of significant credit losses for the Group is considered to be limited, but has increased somewhat in pace with the Group’s increased share of operations in emerging markets, mainly regarding China. The Group’s insurance cover is considered to be generally adequate, providing a reasonable balance between assessed risk exposure and insurance costs. ASSA ABLOY strengthened the internal audit and internal control functions in terms of staff- ing in 2017 and the number of audits was increased, in part because of the previously discovered errors in the financial reporting in China during the previous year. Internal con- trol and other related issues are reported in more detail in the Report of the Board of Directors, section on Corporate governance. Further information on risk management relating to financial reporting can be found in the Report of the Board of Directors, section on Corporate governance. See also the section ‘Basis of preparation’ in Note 1. ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 43 Report of the Board of Directors Significant risks and risk management Financial risks The Group’s financial risks mainly comprise financing risk, currency risk, interest rate risk, credit risk, and risks associ- ated with the Group’s pension obligations. A large number of financial instruments are used to manage these risks. Accounting principles, risk management and risk exposure are described in more detail in Notes 1 and 34, as well as Note 24, Post-employment employee benefits. Financing risk Financing risk refers to the risk that financing the Group’s capital requirements and refinancing outstanding loans become more difficult or more expensive. It can be reduced by maintaining an even maturity profile for borrowing and a solid credit rating. The risk is further reduced by substantial unutilized confirmed credit facilities. Currency risk Since ASSA ABLOY sells its products in countries worldwide and has companies in a large number of countries, the Group is exposed to the effects of exchange rate fluctuations. These fluctuations affect Group earnings when the income state- ments of foreign subsidiaries are translated to Swedish kro- nor (translation exposure), and when products are exported and sold in countries outside the country of production (transaction exposure). Translation exposure is primarily related to earnings in USD and EUR. This type of exposure is not hedged. Currency risk in the form of transaction expo- sure, i.e. the relative values of exports and imports of goods, is expected to increase over time due to rationalization of production and sourcing. In accordance with financial policy, the Group only hedged a very limited part of current cur- rency flows in 2017. As a result, exchange rate fluctuations had a direct impact on business operations. Exchange rate fluctuations also affect the Group’s debt- equity ratio and equity. The difference between the assets and liabilities of foreign subsidiaries in the respective foreign currency is affected by exchange rate fluctuations and causes a translation difference, which affects the Group’s compre- hensive income. A general weakening of the Swedish krona leads to an increase in net debt, but at the same time increases the Group’s equity. At year-end, the largest foreign net assets were denominated in USD and EUR. Interest rate risk With respect to interest rate risks, interest rate changes have a direct impact on ASSA ABLOY’s net interest expense. The net interest expense is also impacted by the size of the Group’s net debt and its currency composition. Net debt was SEK 25,275 M (23,127) at year-end 2017. Debt was mainly denominated in USD and EUR. Group Treasury analyzes the Group’s interest rate exposure and calculates the impact on income of interest rate changes on a rolling 12-month basis. In addition to raising variable-rate and fixed-rate loans, various interest rate derivatives are used to adjust interest rate sensitivity. Credit risk Credit risk arises in ordinary business activities and as a result of financial transactions. Trade receivables are spread across a large number of customers, which reduces credit risk. Credit risks relating to operational business activities are managed locally at company level and monitored at division level. Financial risk management exposes ASSA ABLOY to certain counterparty risks. Such exposure may arise, for example, as a result of the placement of surplus cash, bor- rowings and derivative financial instruments. Counterparty limits are set for each financial counterparty and are con- tinuously monitored. Pension obligations At year-end 2017, ASSA ABLOY had obligations for pensions and other post-employment benefits of SEK 8,014 M (8,184). The Group manages pension assets valued at SEK 5,081 M (5,063). Provisions in the balance sheet for defined benefit and defined contribution plans and post-employment medi- cal benefits totaled SEK 2,933 M (3,121). Changes in the value of assets and liabilities from year to year are due partly to the development of equity and debt capital markets and partly to the actuarial assumptions made. Significant remeasurement of obligations and plan assets is recognized on a current basis in the balance sheet and in other compre- hensive income. The assumptions made include discount rates and anticipated inflation and salary increases. 44 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Aperio gives access for students at Lund’s University  CUSTOMER: Lund University, Sweden, among the top 100 universities in the world, is also one of Scandinavia’s largest: with a single smart access card for its 42,000 students and 7,500 staff.  CHALLENGE: The Faculty of Law sought a replacement for its 20-year-old access control system. It needed a modern, user-friendly system, so security staff could focus on service rather than administration. There was a need to update faculty access rights without thousands of users having to return smart cards for reprogramming. Security managers needed to block lost cards centrally, without technicians having to visit every door.  SOLUTION: The solution is based on seamless integration between ASSA ABLOY Aperio wireless locks and PACOM’s Unison security management plat- form, which is already installed at Lund. The installed Aperio locks with inte- grated card readers are opened with existing student and staff cards. With Aperio, security managers can block lost cards centrally, and it is easy to de-authorize staff and students who leave the university – an operator simply removes them from the user database and their smart card is disabled. There’s no longer any security threat from lost or copied physical keys. Security staff focus on security rather than user management and system administration. Mobile Access provides seamless solution  CUSTOMER: The Mohammed Bin Rashid Housing Establishment (MRHE) is a public company with around 200 employees. It provides housing solutions for Dubai’s residents.  CHALLENGE: MRHE needed to upgrade its employee access control to an advanced solution where a mix of smart cards, smartphones and wearables could be used to open doors throughout its facilities. The company wanted a seamless upgrade and a secure and easy to use solution.  SOLUTION : MRHE chose HID Global’s Seos smart cards and HID Mobile Access, enabling employees to use any combination of mobile devices and smart cards for access control. Mobile-ready iCLASS SE readers were already installed at MHRE in a phased upgrade plan. The solution enables a new level of convenience for both users and in access management. HID Mobile Access provides employees with the option to use HID Global’s patented ‘Twist and Go’ gesture technology or to simply tap their smartphone or wearable at a mobile-ready iCLASS SE reader to open doors. Employee feedback has been positive and ‘Twist and Go,’ where users twist their phone to gain access, is very popular. The solution enabled MRHE to simplify access management for administra- tors with the HID Mobile Access portal for issuing, managing and revoking Mobile IDs to smartphones and wearables. Report of the Board of Directors Corporate governance ASSA ABLOY is a Swedish public limited liability company with registered office in Stockholm, Sweden, whose Series B share is listed on the Nasdaq Stockholm. The Group’s corporate governance is based on the Swed- ish Companies Act, the Annual Accounts Act, the Nasdaq Stockholm Rule Book for Issuers and the Swedish Corporate Governance Code, as well as other applicable external laws, rules and regulations, and internal rules and regulations. This Corporate Governance Report has been prepared as part of ASSA ABLOY’s application of the Swedish Corporate Governance Code. The report is audited by ASSA ABLOY’s auditor. ASSA ABLOY’s objective is that its activities should gener- ate good long-term returns for its shareholders and other stakeholders. An effective scheme of corporate governance for ASSA ABLOY can be summarized in a number of inter- acting components, which are described below. Corporate governance structure 1 2 4 7 7 8 General Meeting Board of Directors CEO Executive Team Divisions Shareholders 3 9 5 6 Nomination Committee Auditor Remuneration Committee Audit Committee Important external rules and regulations • Swedish Companies Act • Annual Accounts Act • Nasdaq Stockholm Rule Book for Issuers • Swedish Corporate Governance Code (www.bolagsstyrning.se) Important internal rules and regulations • Articles of Association • Board of Directors’ rules of procedure • Financial Policy • Accounting Manual • Communication Policy • Insider Trading Policy • Internal control procedures • Code of Conduct and Anti-Bribery Policy 46 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 1 Shareholders At the end of 2017, ASSA ABLOY had 33,811 shareholders (27,638). The principal shareholders are Investment AB Latour (9.5 percent of the share capital and 29.5 percent of the votes) and Melker Schörling AB (3.9 percent of the share capital and 11.4 percent of the votes). Foreign sharehold- ers accounted for 66.6 percent (64.0) of the share capital and 45.4 percent (43.7) of the votes. The ten largest shareholders accounted for 40.3 percent (39.5) of the share capital and 59.3 percent (58.7) of the votes. For further information on shareholders, see page 105. ASSA ABLOY’s Articles of Association contains a pre-emption clause for own- ers of Series A shares regarding Series A shares. A shareholders’ agreement exists between Gustaf Douglas, Melker Schörling and related companies and includes an agreement on right of first refusal if any party disposes of Series A shares. The Board of Directors of ASSA ABLOY is not aware of any other shareholders’ agree- ments or other agreements between shareholders in ASSA ABLOY. Share capital and voting rights ASSA ABLOY’s share capital at the end of 2017 amounted to SEK 370,858,778 distributed among a total of 1,112,576,334 shares, comprising 57,525,969 Series A shares and 1,055,050,365 Series B shares. The total number of votes amounted to 1,630,310,055. Each Series A share carries ten votes and each Series B share one vote. All shares have a par value of around SEK 0.33 and give shareholders equal rights to the company’s assets and earnings. Repurchase of own shares Since 2010, the Board of Directors has requested and received a mandate from the Annual General Meeting to repurchase and transfer ASSA ABLOY Series B shares. The aim has been, among other things, to secure the compa- ny’s undertakings in connection with its long-term incentive programs (LTI). The 2017 Annual General Meeting authorized the Board of Directors to acquire, during the period until the next Annual General Meeting, a maxi- mum number of Series B shares so that after each repurchase ASSA ABLOY holds a maximum 10 percent of the total number of shares in the company. ASSA ABLOY holds a total of 1,800,000 (1,800,000) Series B shares after repurchase. These shares account for around 0.2 percent (0.2) of the share capital and each share has a par value of around SEK 0.33. The purchase consid- eration amounted to SEK 103 M (103). No shares were repurchased in 2017. Share and dividend policy ASSA ABLOY’s Series B share is listed on the Nasdaq Stockholm Large Cap list. At the end of 2017, ASSA ABLOY’s market capitalization amounted to SEK 189,276 M, calculated based on shares of both Series A and Series B. The Board of Directors’ objective is that, in the long term, the dividend should be equivalent to 33–50 percent of income after standard tax, but always taking into account ASSA ABLOY’s long-term financing requirements. 2 General Meeting Shareholders’ rights to decide on the affairs of ASSA ABLOY are exercised at the General Meeting. Shareholders who are registered in the share register on the record date and have duly notified their intent to attend are entitled to take part in the General Meeting, either in person or by proxy. Resolutions at the General Meeting are normally passed by simple majority. For certain matters, however, the Swedish Companies Act pre- scribes that a proposal should be supported by a higher majority. Individual shareholders who wish to submit a matter for consideration at the General Meeting can send such request to ASSA ABLOY’s Board of Directors at a spe- cial address published on the company’s website well before the Meeting. The Annual General Meeting should be held within six months of the end held if the Board of Directors considers this necessary or if ASSA ABLOY’s auditors or shareholders holding at least 10 percent of the shares so request. 2017 Annual General Meeting The Annual General Meeting in April 2017 was attended by shareholders rep- resenting 55.3 percent of the share capital and 69.6 percent of the votes. The Annual General Meeting’s resolutions included the following. • Dividend of SEK 3.00 per share. • Lars Renström, Carl Douglas, Ulf Ewaldsson, Eva Karlsson, Birgitta Klasén, Eva Lindqvist, Johan Molin and Jan Svensson were re-elected as members of the Board of Directors and Sofia Schörling Högberg was elected as new member of the Board of Directors. Further, Lars Renström was re-elected as Chairman of the Board of Directors, and Carl Douglas was re-elected as Vice Chairman. • PricewaterhouseCoopers AB (PwC) was re-appointed as the company’s auditor. • Remuneration of the Board of Directors. • Remuneration guidelines for senior management. • Authorization to the Board of Directors regarding repurchase and trans- fers of own Series B shares. • A long-term incentive program for senior executives and other key staff in the Group (LTI 2017). • Members of the Nomination Committee prior to the 2018 Annual General Meeting and determination of the assignment of the Nomination Committee. For more information about the Annual General Meeting, including the minutes, please see www.assaabloy.com. 3 Nomination Committee The Nomination Committee prior to the 2018 Annual General Meeting comprises Carl Douglas (Investment AB Latour), Mikael Ekdahl (Melker Schörling AB), Liselott Ledin (Alecta), Marianne Nilsson (Swedbank Robur fonder) and Anders Oscarsson (AMF and AMF fonder). Carl Douglas is Chairman of the Nomination Committee. Carl Douglas is also Vice Chairman of ASSA ABLOY’s Board of Directors. The Nomination Committee thus deviates from the Swedish Corporate Governance Code in that the Vice Chairman of the Board of Directors is Chairman of the Nomination Commit- tee. The reason for this deviation is that the major shareholders consider it to be important to have the representative from the largest shareholder as Chairman of the Nomination Committee. If a shareholder represented by one of the members of the Nomination Committee ceases to be among the major shareholders in ASSA ABLOY, the Committee has the right to appoint another representative of one of the major shareholders to replace such a member. The same applies if a member of the Nomination Committee ceases to be employed by such a shareholder or leaves the Nomination Committee before the 2018 Annual General Meeting. The Nomination Committee has the task of preparing and recommend- ing, on behalf of the shareholders, proposals for the election of the Chairman of the Annual General Meeting, the election of the Chairman, the Vice Chair- man and other members of the Board of Directors, the appointment of the auditor, resolution on fees to the auditor and to the Board of Directors (including division between the Chairman, Vice Chairman and other mem- bers of the Board of Directors, as well as remuneration for committee work), as well as the appointment of members to the Nomination Committee and determination of the assignment of the Nomination Committee. The Audit Committee assists the Nomination Committee in work associated with the proposal regarding the appointment of the auditor. of the company’s financial year. Matters considered at the Annual General Meeting include: dividend; adoption of the income statement and balance sheet; discharge of the Board of Directors and the CEO from liability; election of members of the Board of Directors and Chairman of the Board of Direc- tors; appointment of the Nomination Committee and auditors; and determi- nation of remuneration guidelines for senior management and fees for the Board of Directors and auditors. An Extraordinary General Meeting may be Prior to the 2018 Annual General Meeting, the Nomination Committee makes an assessment of whether the current Board of Directors is appropri- ately composed and fulfills the requirements imposed on the Board of Direc- tors by the company’s present situation and future direction. The annual evaluation of the Board of Directors and its work is part of the basis for this assessment. Moreover, the Nomination Committee has applied ASSA ABLOY’s diversity policy for the Board of Directors, which is based on Rule 4.1 ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 47 Report of the Board of Directors Corporate governance of the Swedish Corporate Governance Code, when preparing its proposal for election of members of the Board of Directors. The search for suitable board members is carried on throughout the year and proposals for new board members are based in each individual case on a profile of requirements established by the Nomination Committee. Shareholders wishing to submit proposals to the Nomination Committee can do so by e-mailing: nominationcommittee@assaabloy.com. The Nomination Committee’s proposals for the 2018 Annual General Meeting are published at the latest in conjunction with the formal notifica- tion of the Annual General Meeting, which is expected to be issued around 21 March 2018. 4 Board of Directors In accordance with the Swedish Companies Act, the Board of Direc- tors is responsible for the organization and administration of the Group and for ensuring satisfactory control of bookkeeping, asset manage- ment and other financial circumstances. The Board of Directors decides on the Group’s overall objectives, strategies, significant policies, acquisitions and divestments as well as investments of major importance. Acquisitions and divestments with a value (on a debt-free basis) exceeding SEK 200 M are decided by the Board of Directors. This amount presumes that the matter relates to acquisitions or divestments in accordance with the strategy agreed by the Board of Directors. The Board of Directors approves the Annual Report and Interim Reports, proposes a dividend and remuneration guidelines for senior management to the Annual General Meeting, and makes decisions concerning the Group’s financial structure. The Board of Directors’ other ongoing duties include: • appointing, evaluating and if necessary dismissing the CEO, • approving the CEO’s significant assignments outside the company, • establishing appropriate guidelines to govern the company’s conduct in society with the aim of ensuring long-term value-creating capability, • ensuring that appropriate systems are in place for monitoring and control of the company’s operations and the risks for the company associated with its operations, • ensuring that there is satisfactory control of the company’s compliance with laws and other regulations relevant to the company’s operations, and its compliance with internal guidelines, and • ensuring that external information provided by the company is transpar- ent, accurate, relevant and reliable. Each year, the Board of Directors reviews and adopts the Board of Directors’ rules of procedure, which is the document that governs the work of the Board and the distribution of duties between the Board of Directors and the CEO. The rules of procedure include instructions for the CEO, instructions relating to financial reporting and internal control, and instructions to the Remuneration Committee and the Audit Committee. Included in the rules of procedure is a description of the role of the Chair- man of the Board. In addition to organizing and leading the work of the Board of Directors, the Chairman’s duties include maintaining contact with the CEO to continuously monitor the Group’s operations and development, consult- ing with the CEO on strategic issues, representing the company in matters concerning the ownership structure, ensuring that the Board receives satis- factory information and data on which to base decisions and ensuring that Board decisions are implemented. In addition, the Chairman should ensure that the work of the Board of Directors is evaluated annually. The Board of Directors has at least four ordinary meetings and one statu- tory meeting per year. An ordinary meeting is always held in connection with the company’s publication of its Year-end Report and Interim Reports. At least once a year the Board of Directors visits one of the Group’s operations, combined with a board meeting. In addition, extraordinary board meetings are held when necessary. All meetings follow an approved agenda. Prior to each meeting, a draft agenda, including documentation, is provided to all members of the Board of Directors. The Board of Directors has a Remuneration Committee and an Audit Committee. The purpose of these Committees is to deepen and streamline the work of the Board of Directors and to prepare matters in these areas. The members of the Committees are appointed annually by the Board of Direc- tors at the statutory board meeting. Board of Directors’ composition The Board of Directors is elected annually at the Annual General Meeting for the period until the end of the next Annual General Meeting and shall, according to the Articles of Association, comprise a minimum of six and a maximum of ten members elected by the Meeting. Two of the members are appointed by the employee organizations in accordance with Swedish law. The employee organizations also appoint two deputies. The Board of Direc- tors has consisted of nine elected members and two employee representa- tives since the 2017 Annual General Meeting. With the exception of the CEO, none of the board members are members of the Executive Team. The CEO has no significant shareholdings or partnerships in companies with signifi- cant business relationships with ASSA ABLOY. The diversity policy that ASSA ABLOY applies with respect to the compa- ny’s Board of Directors is based on Rule 4.1 of the Swedish Corporate Gov- ernance Code. The objective is that the composition of the Board of Direc- tors, taking into account the company’s operations, phase of development and other circumstances, shall be appropriate, characterized by versatility and breadth regarding qualifications, experience and background of the elected members, and strive to achieve gender equality. In 2017 the Nomi- nation Committee has taken the diversity policy into account when prepar- ing its proposal for election of members of the Board of Directors prior to the 2017 Annual General Meeting, which resulted in the current Board, which in the opinion of the Nomination Committee is essentially appropriate for the purpose with respect to both the diversity policy and the company’s opera- tions, phase of development and other circumstances. After the election at the 2017 Annual General Meeting, four of nine elected members of the Board of Directors are women. In addition, in-depth reviews of operations were conducted during the year at selected divisions and the Group’s com- mon development center, Shared Technologies, in order to broaden the expertise of the Board of Directors within ASSA ABLOY. As a result of the Board’s evaluation, the Board will complete training at Shared Technologies in early 2018 to gain further understanding of ASSA ABLOY’s new technologi- cal solutions. SUMMARY OF BOARD OF DIRECTORS’ WORK AND COMMITTEE MEETINGS IN 2017 Ordinary board meeting Year-end results Proposed distribution of earnings Approval Annual Report Final Audit Report Proposals to Annual General Meeting Evaluation Executive Team Acquisitions Ordinary board meeting Interim Report Q1 Acquisitions Presentation Entrance Systems January February March April May June Remuneration Committee meeting Audit Committee meeting Extraordinary board meeting Notice Annual General Meeting At the ordinary board meetings the CEO also reported on the Group’s performance and financial position, including the outlook for the coming quarters. Audit Committee meeting Statutory board meeting Appointment committee members Adoption Board of Directors’ rules of procedure and significant policies Signatory powers Extraordinary board meeting Acquisitions 48 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Board of Directors’ work in 2017 The Board of Directors held twelve meetings during the year. At the ordinary board meetings the CEO reported on the Group’s performance and financial position, including the outlook for the coming quarters. Acquisitions and divestments were also discussed to the extent they arose. More important matters dealt with by the Board of Directors during the year comprised recruiting a new CEO, a number of acquisitions, including Arjo Systems, August Home and Mercury Security, and the divestment of business operations of AdvanIDe. During the year, the Board of Directors also conducted in-depth reviews of the Group’s operations in the Entrance Sys- tems division, Americas division, EMEA division, and Global Technologies division’s HID Global business unit, and visited the EMEA division’s opera- tions in Birmingham, England. The Board of Directors’ work is summarized in the timeline on pages 48–49. An evaluation of the Board of Directors’ work is conducted annually in the form of a web-based survey, which each board member responds to individ- ually. The 2017 evaluation focused on the field of skills development for the Board of Directors within ASSA ABLOY’s areas of operation. A summary of the results is reported to the Board of Directors at the board meeting in Novem- ber. Board members who wish can access the complete results of the evalua- tion. The Secretary to the Board of Directors presents the complete results of the evaluation to the Nomination Committee. 5 Remuneration Committee In 2017 the Remuneration Committee comprised Lars Renström (Chairman) and Jan Svensson. The Remuneration Committee has the task of drawing up remuneration guidelines for senior management, which the Board of Directors proposes to the Annual General Meeting for resolution. The Board of Directors’ proposal for guidelines prior to the 2018 Annual General Meeting is set out on page 55. The Remuneration Committee also prepares, negotiates and evaluates matters regarding salaries, bonus, pension, severance pay and incentive pro- grams for the CEO and other senior executives. The Committee has no deci- sion-making powers. of the evaluation. The Audit Committee also has the task of supporting the Nomination Committee in providing a proposal for the appointment of audi- tors. Furthermore, the Audit Committee shall review and monitor the impar- tiality and independence of the auditor, paying particular attention to whether the auditor provides the company with services other than auditing services. The Audit Committee establishes guidelines for procurement of services other than audit services from the company’s auditor, but otherwise, the Committee has no decision-making powers. The Audit Committee held four meetings in 2017, which were attended by committee members, the company’s auditor and representatives of senior management. More important matters dealt with by the Audit Com- mittee during the year included internal control, financial statements and valuation matters, tax matters, insurance and risk management matters, IT security, and legal risk areas. Audit Committee meetings are minuted; a copy of the minutes is enclosed with the materials provided to the Board and a verbal report is given at board meetings. Remuneration of the Board of Directors The Annual General Meeting passes a resolution on the remuneration to be paid to board members. The 2017 Annual General Meeting passed a resolu- tion on board fees totaling SEK 6,450,000 (excluding remuneration for com- mittee work) to be allocated between the members as follows: SEK 2,000,000 to the Chairman, SEK 850,000 to the Vice Chairman, and SEK 600,000 to each of the other members elected by the Annual General Meet- ing and not employed by the company. As remuneration for committee work, the Chairman of the Audit Committee is to receive SEK 250,000, the Chairman of the Remuneration Committee SEK 150,000, members of the Audit Committee (except the Chairman) SEK 200,000 each, and members of the Remuneration Committee (except the Chairman) SEK 75,000 each. The Chairman and other board members have no pension benefits or severance pay agreements. The CEO and employee representatives do not receive board fees. For further information on the remuneration of board members in 2017, see Note 33. The Committee held two meetings in 2017. Its work included preparing a Attendance 2017, Board of Directors and Committees proposal for the remuneration of the Executive Team, evaluating existing incentive programs, and preparing a proposal for a long-term incentive pro- gram for 2018. Remuneration Committee meetings are minuted; a copy of the minutes is enclosed with the materials provided to the Board and a verbal report is given at board meetings. 6 Audit Committee From the 2017 Annual General Meeting, the Audit Committee has consisted of Jan Svensson (Chairman), Birgitta Klasén and Sofia Schörling Högberg. The duties of the Audit Committee include continuous monitoring and quality assurance of ASSA ABLOY’s financial reporting. Regular communication is maintained with the company’s auditor, including the focus and scope of the audit. The Audit Committee is also responsible for evaluating the audit assign- ment and obtaining the results of the Swedish Inspectorate of Auditors’ quality control of the auditor, as well as informing the Board of Directors of the results Name Lars Renström Carl Douglas Ulf Ewaldsson Eva Karlsson Birgitta Klasén Eva Lindqvist Johan Molin Sofia Schörling Högberg Jan Svensson Bert Arleros Rune Hjälm Mats Persson Board of Directors Audit Committee Remuneration Committee 2/2 2/2 4/4 2/2 4/4 12/12 12/12 9/12 12/12 12/12 12/12 11/12 8/9 12/12 3/3 9/9 11/12 The maximum number of meetings varies due to appointment and resignation in 2017. Ordinary board meeting Interim Report Q2 Acquisitions Ordinary board meeting Presentation Americas Acquisitions Ordinary board meeting and visit to operations Visit EMEA Presentation HID Acquisitions Ordinary board meeting Interim Report Q3 Ordinary board meeting Presentation Entrance Systems Evalution Board of Directors work Acquisitions Extraordinary board meeting Acquisitions Audit Committee meeting Audit Committee meeting Remuneration Committee meeting Extraordinary board meetings CEO recruitment July August September October November December ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 49 Report of the Board of Directors – Corporate governance Board of Directors Board members elected by the 2017 Annual General Meeting Lars Renström Carl Douglas Ulf Ewaldsson Eva Karlsson Birgitta Klasén Eva Lindqvist Johan Molin Lars Renström Chairman. Board member since 2008. Born 1951. Master of Science in Engineering and Master of Science in Business and Economics. President and CEO of Alfa Laval AB 2004–2016. President and CEO of Seco Tools AB 2000–2004. President and Head of Division of Atlas Copco Rock Drilling Tools 1997–2000. Previously a number of senior positions at ABB and Ericsson. Other appointments: Chairman of Tetra Laval Group. Shareholdings (including through companies and related natural parties): 30,000 Series B shares. Birgitta Klasén Board member since 2008. Born 1949. Master of Science in Engineering and degree in Business and Economics. Independent IT consultant (Senior IT Advisor). CIO and Head of Information Management at EADS (European Aeronautics Defence and Space Company) 2004–2005. CIO and Senior Vice President at Pharmacia 1996–2001 and previously CIO at Telia. Various positions at IBM 1976–1994. Other appointments: Board member of Avanza. Shareholdings (including through companies and related natural parties): 21,000 Series B shares. Carl Douglas Vice Chairman. Board member since 2004. Born 1965. BA (Bachelor of Arts) and D. Litt (h.c.) (Doctor of Letters). Self-employed. Other appointments: Vice Chairman of Securitas AB. Board member of Investment AB Latour. Shareholdings (including through companies and related natural parties): 41,595,729 Series A shares and 63,900,000 Series B shares through Investment AB Latour. Ulf Ewaldsson Board member since 2016. Born 1965. Master of Science in Engineering and Business Management. Senior Vice President and Head of Business Area Digital Services at Ericsson since 1 April 2017. Various managerial positions within the Ericsson Group since 1990, including Chief Technology Officer, Head of Strategy and Head of Group Function Strategy and Technology (September 2016–March 2017), Chief Technology Officer and Head of Group Function Technology (2012–september 2016), and Head of Product Area Radio within Business unit Networks (2007–2012). Ulf has worked internationally for over 11 years (China, Japan and Eastern Europe). Other appointments: Chairman of KTH Royal Institute of Technology. Member of the Royal Swedish Academy of Engineering Sciences (IVA). Shareholdings (including through companies and related natural parties): – Eva Karlsson Board member since 2015. Born 1966. Master of Science in Engineering. President and CEO of Armatec AB since 2014. CEO of SKF Sverige AB and Global Manufacturing Manager 2011–2013, Director of Industrial Marketing & Product Development Industrial Market AB SKF 2005– 2010, various positions in the SKF Group mainly in Manufacturing Management. Other appointments: Board member of Bräcke diakoni. Shareholdings (including through companies and related natural parties): – Eva Lindqvist Board member since 2008. Born 1958. Master of Science in Engineering and Master of Science in Business and Economics. Senior Vice President of Mobile Business at TeliaSonera AB 2006– 2007. Previously several senior positions at TeliaSonera AB, including President and Head of Business Operation International Carrier, and various positions in the Ericsson Group 1981–1999. Other appointments: Board member of Caverion Oy, Sweco AB, Com Hem, Alimak Group AB, Mr Green & Co AB, Keller group plc and Bodycote plc. Member of the Royal Swedish Academy of Engineering Sciences (IVA). Shareholdings (including through companies and related natural parties): 7,650 Series B shares. Johan Molin Board member since 2006. Born 1959. Master of Science in Business and Economics. President and CEO of ASSA ABLOY AB since 2005. CEO of Nilfisk- Advance (2001–2005). Various positions mainly in Finance and Marketing, later divisional head in the Atlas Copco Group (1983– 2001). Other appointments: Chairman of Sandvik AB. Shareholdings (including through companies and related natural parties): 2,000,000 Series B shares. Appointments and shareholdings as at 31 December 2017. 50 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Board members appointed by employee organizations Sofia Schörling Högberg Jan Svensson Rune Hjälm Mats Persson Bjarne Johansson Nadja Wikström Sofia Schörling Högberg Board member since 2017. Born 1978. BSc (Bachelor of Science) in Business Administration. Other appointments: Board member of Melker Schörling AB, Securitas AB and Hexagon AB. Shareholdings (including through companies and related natural parties): 15,930,240 Series A shares and 26,882,608 Series B shares through Melker Schörling AB and 514,500 Series B shares through Edeby-Ripsa Skogsförvaltning Aktiebolag. Jan Svensson Board member since 2012. Born 1956. Degree in Mechanical Engineering and Master of Science in Business and Economics. President and CEO of Investment AB Latour since 2003. Previously CEO of AB Sigfrid Stenberg 1986–2002. Other appointments: Chairman of AB Fagerhult, Nederman Holding AB, Troax Group AB and Tomra Systems ASA. Board member of Loomis AB, Oxeon AB, Alimak Group AB and Investment AB Latour. Shareholdings (including through companies and related natural parties): 6,000 Series B shares. Rune Hjälm Board member since 2017. Born 1964. Employee representative, IF Metall. Chairman of European Works Council (EWC) in the ASSA ABLOY Group. Shareholdings (including through companies and related natural parties): – Mats Persson Board member since 1994. Born 1955. Employee representative, IF Metall. Shareholdings (including through companies and related natural parties): – Bjarne Johansson Deputy board member since 2015. Born 1966. Employee representative, IF Metall. Shareholdings (including through companies and related natural parties): – Nadja Wikström Deputy board member since 2017. Born 1959. Employee representative, Unionen. Shareholdings (including through companies and related natural parties): – ASSA ABLOY’s Board of Directors fulfills the requirements for independence in accordance with the Swedish Corporate Governance Code. Independence of the Board of Directors Name Position Lars Renström Carl Douglas Ulf Ewaldsson Eva Karlsson Birgitta Klasén Eva Lindqvist Johan Molin Sofia Schörling Högberg Jan Svensson Chairman Vice Chairman Board member Board member Board member Board member Board member, President and CEO Board member Board member Independent of the company and its management Independent of the company’s major shareholders Yes Yes Yes Yes Yes Yes No Yes Yes Yes No Yes Yes Yes Yes – No No The Board of Directors’ composition and shareholdings Name Position Elected Lars Renström Carl Douglas Ulf Ewaldsson Eva Karlsson Birgitta Klasén Eva Lindqvist Johan Molin Sofia Schörling Högberg Jan Svensson Rune Hjälm Mats Persson Bjarne Johansson Nadja Wikström Chairman Vice Chairman Board member Board member Board member Board member Board member, President and CEO Board member Board member Board member, employee representative Board member, employee representative Deputy, employee representative Deputy, employee representative 1 Shareholdings through companies and related natural parties. 2008 2004 2016 2015 2008 2008 2006 2017 2012 2017 1994 2015 2017 Born 1951 1965 1965 1966 1949 1958 1959 1978 1956 1964 1955 1966 1959 Remuneration Committee Audit Commit- tee Series A shares1 Series B shares1 Chairman – – – – – – – Member – – – – – – – – Member – – Member Chairman – – – – – 41,595,729 – – – – – 15,930,240 – – – – – 30,000 63,900,000 – – 21,000 7,650 2,000,000 27,397,108 6,000 – – – – ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 51 Appointments and shareholdings as at 31 December 2017. Report of the Board of Directors – Corporate governance Executive Team Executive Team Johan Molin Carolina Dybeck Happe Mogens Jensen Anders Maltesen Johan Molin President and CEO since 2005 and Head of Global Technologies division since 2007. Born 1959. Master of Science in Business and Economics. Previous positions: CEO of Nilfisk-Advance 2001–2005. Various positions mainly in Finance and Marketing, later divisional head in the Atlas Copco Group 1983– 2001. Other appointments: Chairman of Sandvik AB. Shareholdings (including through com- panies and related natural parties): 2,000,000 Series B shares. Carolina Dybeck Happe Executive Vice President and Chief Financial Officer (CFO) since 2012. Born 1972. Master of Science in Business and Economics. Previous positions: CFO of Trelleborg AB 2011–2012. Previously various positions in the ASSA ABLOY Group, including CFO of ASSA ABLOY EMEA 2007–2011 and ASSA ABLOY Central Europe 2002–2006. Previous to that various positions in finance at EF Education First. Other appointments: Member of the Supervisory Board of E.ON. Shareholdings: 21,360 Series B shares. Mogens Jensen Executive Vice President and Head of Entrance Systems division since 1 January 2018. Born 1958. Master of Science in Mechanical Engineering, MBA. Previous positions: Various positions in the ASSA ABLOY Group, including BA President Industrial Door and Docking Solutions, Entrance Systems division 2016–2017, Market Region Manager Scandinavia, EMEA division 2006–2016 and Managing Director Ruko A/S Denmark. Previously various Managing Director positions. Shareholdings: 12,439 Series B shares. Anders Maltesen Executive Vice President and Head of Asia Pacific division since 1 September 2017. Born 1965. Bachelor’s degree in Marketing and Bachelor’s degree in Financial and Management Accounting. Previous positions: Regional General Manager och President, Asia Pacific, GE Energy, Power Services 2015–2017, Managing Director, Asia Pacific, Alstom Thermal Services 2014–2015, Vice President, East Asia, Alstom Thermal Services 2011–2014, General Manager, board member, Tianjin Alstom Hydro Co., Ltd. 2003–2011. Previously various positions within Alstom. Shareholdings: – 7 Organization CEO and Executive Team The Executive Team consists of the CEO, the Heads of the Group’s divisions, the Chief Financial Officer and the Chief Technology Officer. For a presentation of the CEO and the other members of the Executive Team, see pages 52–53. 8 Divisions – decentralized organization ASSA ABLOY’s operations are decentralized. Oper- ations are organizationally divided into five divi- sions: EMEA, Americas, Asia Pacific, Global Technologies and Entrance Systems. The fundamental principle is that the divi- sions should be responsible, as far as possible, for business operations, while various functions at ASSA ABLOY’s head- quarters are responsible for coordination, monitoring, poli- cies and guidelines at an overall level. Decentralization is a deliberate strategic choice based on the industry’s local nature and a conviction of the benefits of a divisional control model. The Group’s structure results in a geographical and strategic spread of responsibility ensuring short decision- making paths. ASSA ABLOY’s operating structure is designed to create max- imum transparency, to facilitate financial and operational monitoring, and to promote the flow of information and communication across the Group. The five divisions are divided into around 50 business units. These consist in turn of a large number of sales and production units, depending on the structure of the business unit concerned. Apart from monitoring by unit, monitoring of products and markets is also carried out. Policies and guidelines Significant policies and guidelines in the Group include financial control, communication issues, insider issues, the Group’s brands, environmental issues, business ethics, data protection and export control. ASSA ABLOY’s financial policy and accounting manual provide the framework for financial control and monitoring. The Group’s communication policy aims to ensure that information is provided at the right time and in compliance with applicable rules and regulations. ASSA ABLOY has adopted an insider policy to complement applicable insider legislation. This policy applies to individu- 52 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Thanasis Molokotos Christophe Sut Ulf Södergren Stefan Widing Tzachi Wiesenfeld Thanasis Molokotos Executive Vice President and Head of Americas division since 2004. Born 1958. Master of Science in Engineering. Previous positions: President of ASSA ABLOY Architectural Hardware 2001– 2004. Previously various positions and later President of Sargent Manufacturing 1993–2001. Shareholdings: 169,010 Series B shares. Christophe Sut Executive Vice President and Head of Global Technologies business unit ASSA ABLOY Hospitality since 2016. Born 1973. Master of Science in Business and Marketing, Bachelor of Science in Language and Mathematics. Previous positions: Various positions in the ASSA ABLOY Group, 2001–2010 and 2012–2014, including CTO and Vice President Business Development ASSA ABLOY Hospitality and Platform Director for ASSA ABLOY AB. Niscayah Group 2010–2012. SPIT France (ITW group) 1999–2001 and SAM Outillage 1997–1999. Shareholdings: 3,498 Series B shares. Ulf Södergren Executive Vice President and Chief Technology Officer (CTO) since 2006. Born 1953. Master of Science in Engineering and Master of Science in Business and Economics. Previous positions: Various positions in the ASSA ABLOY Group, including Regional Manager of ASSA ABLOY Scandinavia 2003–2006 and COO and Senior Vice President ASSA ABLOY 2000–2003. Previously various senior positions in Electrolux 1984–2000. Other appointments: Board member of Mantex AB. Shareholdings: 133,630 Series B shares. Stefan Widing Executive Vice President and Head of Global Technologies business unit HID Global since 2015. Born 1977. Master of Science in Applied Physics and Electrical Engineering and Bachelor of Social Science in Business Administration. Previous positions: Various positions in the ASSA ABLOY Group, including Director of Product Management and General Manager of Shared Technologies Unit 2006–2015. Previously various positions in the Saab Group 2001–2006. Shareholdings: 10,082 Series B shares. Tzachi Wiesenfeld Executive Vice President and Head of EMEA division since 2006. Born 1958. Bachelor of Science in Industrial Engineering, MBA. Previous positions: Various positions in the ASSA ABLOY Group, including Market Region Manager and Managing Director ASSA ABLOY UK 2004–2006, and President and CEO of Mul-T-Lock Ltd. 2000–2003. Previously various senior positions at Mul-T-Lock 1990– 2000. Shareholdings: 50,962 Series B shares. Changes in the Executive Team Nico Delvaux has been appointed to serve as new President and CEO for ASSA ABLOY with effect from 15 March 2018. He succeeds Johan Molin, who has requested to leave the position. Thanasis Molokotos, Executive Vice President and Head of Americas division has announced that he will leave ASSA ABLOY during 2018. Recruitment of a successor has begun. Chris Bone has been appointed Executive Vice President and CTO with effect from 1 March 2018. He succeeds Ulf Södergren, who retires in 2018. In 2017 Magnus Kagevik and Juan Vargues left the Executive Team. Appointments and shareholdings as at 31 December 2017. als in managerial positions at ASSA ABLOY AB (including sub- sidiaries) as well as certain other categories of employees. Brand guidelines aim to protect and develop the major assets that the Group’s brands represent. Meeting, PwC notified that the authorized public accountant Bo Karlsson would remain the auditor in charge. In addition to ASSA ABLOY, Bo Karlsson, born 1966, is responsible for audit- ing SKF, Scania and Investment AB Latour. ASSA ABLOY had adopted a Code of Conduct for employees and a separate ASSA ABLOY Code of Conduct for business part- ners. The Codes, which are based on a set of internationally accepted conventions, define the values and guidelines that should apply both within the Group and for ASSA ABLOY’s business partners with regard to business ethics, human rights and working conditions, as well as the environment, health and safety. ASSA ABLOY has also adopted an anti-bribery pol- icy and an export control policy that apply to the whole Group. In 2017 ASSA ABLOY adopted a new data protection policy that applies to the entire Group. 9 Auditor At the 2017 Annual General Meeting, Pricewater- houseCoopers (PwC) was re-appointed as the com- pany’s external auditor up to the end of the 2018 Annual Gen- eral Meeting. In connection with the 2017 Annual General PwC has been the Group’s auditor since its formation in 1994. PwC submits the audit report for ASSA ABLOY AB, the Group and a large majority of the subsidiaries worldwide. The audit of ASSA ABLOY AB also includes the administration by the Board of Directors and the CEO. The auditor in charge attends all Audit Committee meetings as well as the February board meeting, at which he reports his observations and rec- ommendations concerning the Group audit for the year. The external audit is conducted in accordance with Interna- tional Standards in Auditing (ISA), and generally accepted auditing standards in Sweden. The audit of the financial state- ments for legal entities outside Sweden is conducted in accordance with statutory requirements and other applicable rules in each country. For information about the fees paid to auditors and other assignments carried out in the Group in the past three financial years, see Note 3 and the Annual Report for 2016, Note 3. ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 53 Report of the Board of Directors – Corporate governance Internal control – financial reporting ASSA ABLOY’s internal control process for financial reporting is designed to provide reasonable assurance of reliable finan- cial reporting, which is in compliance with generally accepted accounting principles, applicable laws and regula- tions, and other requirements for listed companies. Control environment The Board of Directors is responsible for effective internal control and has therefore established fundamental docu- ments of significance for financial reporting. These docu- ments include the Board of Directors’ rules of procedure and instructions to the CEO, the Code of Conduct, financial policy, and an annual financial evaluation plan. Regular meet- ings are held with the Audit Committee. The Group has an internal audit function whose primary objective is ensuring reliable financial reporting and good internal control. All units in the Group apply uniform accounting and reporting instructions. Internal control guidelines have been established and are reviewed annually for all operating com- panies. These Group-wide guidelines have a relatively broad scope and concern various processes such as ordering, sourcing, financial statements, plant management, compli- ance with various policies, legal matters, and HR matters. The Code of Conduct was most recently reviewed and updated in 2016, and compliance is monitored systemati- cally in operations. Risk assessment Risk assessment includes identifying and evaluating the risk of material errors in accounting and financial reporting at Group, division and local levels. A number of previously established documents govern the procedures to be used for accounting, finalizing accounts, financial reporting and review. A major focus has been on auditing the reconciliation between local accounts and consolidated reporting in recent years. The entire Group uses a financial reporting system with pre-defined report templates. Control activities The Group’s controller and accounting organization at both central and division levels plays a significant role in ensuring reliable financial information. It is responsible for complete, accurate and timely financial reporting. A global financial internal audit function has been estab- lished and carries out annual financial evaluations in accord- ance with the plan annually adopted by the Audit Commit- tee. The results of the financial evaluations are submitted to the Audit Committee and the auditors. In 2017 ASSA ABLOY strengthened the internal audit and internal control functions in terms of staffing, which in turn has resulted in an expanded number of audits at the division level. Each division will employ full-time internal auditors who will audit the companies and monitor internal control. Information and communication Reporting and accounting manuals as well as other financial reporting guidelines are available to all employees con- cerned on the Group’s intranet. A regular review and analysis of financial outcomes is carried out at both business unit and division levels and as part of the Board of Directors’ estab- lished operating structure. The Group also has established procedures for external communication of financial informa- tion, in accordance with the rules and regulations for listed companies. Review process The Board of Directors and the Audit Committee evaluate and review the Annual Report and Interim Reports prior to publication. The Audit Committee monitors the financial reporting and other related issues, and regularly discusses these issues with the external auditors. All business units report their financial results monthly in accordance with the Group’s accounting principles. This reporting serves as the basis for quarterly reports and a monthly legal and operating review. Operating reviews conform to a structure in which sales, earnings, cash flow, capital employed and other impor- tant key figures and trends for the Group are compiled, and form the basis for analysis and actions by management and controllers at different levels. Financial reviews take place quarterly at divisional board meetings, monthly in the form of performance reviews and through more informal analysis. Other important Group- wide components of internal control are the annual business planning process and regular forecasts. The Group-wide internal control guidelines are reviewed during the year in all operating companies through self- assessment and in some cases a second opinion from external auditors. An action plan focused on concrete measures was implemented a few years ago to further improve basic processes with an impact on the company’s financial position. 54 REPORT OF THE BOARD OF DIRECTORS ASSA ABLOY ANNUAL REPORT 2017 Report of the Board of Directors Remuneration guidelines to senior management The Board of Directors’ proposal for remuneration guidelines to senior management The Board of Directors of ASSA ABLOY proposes that the Annual General Meeting adopts the following guidelines for the remuneration and other employment conditions of the President and CEO and other members of the ASSA ABLOY Executive Team (the Executive Team). Except for certain adjustments to the long-term incentive program for 2018, the proposed guidelines below do not involve any material change, compared with the guidelines adopted by the 2017 Annual General Meeting. The basic principle is that remuner- ation and other employment conditions should be in line with market conditions and be competitive. ASSA ABLOY takes into account both global remuneration practice and practice in the home country of each member of the Execu- tive Team. The total remuneration of the Executive Team should consist of base salary, variable components in the form of annual and long term variable remuneration, other benefits and pension. The total expensed remuneration of the Executive Team, including previous commitments not yet due for payment, is reported in Note 33. Fixed and variable remuneration The base salary should be competitive and reflect responsi- bility and performance. The variable part consists of remu- neration paid partly in cash, and partly in the form of shares. The Executive Team should have the opportunity to receive variable cash remuneration based on the outcome in rela- tion to financial targets and, when applicable, individual tar- gets. This remuneration should be equivalent to a maximum of 75 percent of the base salary (excluding social security costs). In addition, the Executive Team should, within the frame- work of the Board of Directors’ proposal for a long-term incentive program, be able to receive variable remuneration in the form of shares, based on the annual development of ASSA ABLOY’s earnings per share in relation to target levels, as defined by the Board of Directors, during the measure- ment period 1 January 2018 – 31 December 2020, where each year during the measurement period is compared to the previous year. The outcome is calculated yearly, whereby one third of the maximum outcome is measured against the outcome for 2018, one third is measured against the out- come for 2019 and one third is measured against the out- come for 2020. The remuneration shall, if the share price is unchanged, be equivalent to a maximum of 90 percent of the base salary (excluding social security costs). The company’s annual cost of variable remuneration for the Executive Team as above, assuming maximum outcome, can total around SEK 63 M (excluding social security costs and financing cost). This calculation is made on the basis of the current members of the Executive Team. Other benefits and pension Other benefits, such as company car, extra health insurance or occupational healthcare, should be payable to the extent this is considered to be in line with market conditions in the market concerned. All members of the Executive Team should be covered by defined contribution pension plans, for which pension premiums are based on the executive’s base salary and paid by the company during the period of employment. In addition, the Swedish participants may be given the possibility to use the outcomes from the com- pany’s long-term incentive program for pension savings according to a pension obligation. The obligation will be secured by depositing a gross amount in an endowment insurance owned by ASSA ABLOY. The pension amount must be invested in shares in ASSA ABLOY during the time the participant is employed by the Group. Notice and severance pay If the CEO is given notice, the company is liable to pay the equivalent of 24 months’ base salary and other employment benefits. If one of the other members of the Executive Team is given notice, the company is liable to pay a maximum of six months’ base salary and other employment benefits plus an additional twelve months’ base salary. Deviation from guidelines The Board of Directors shall have the right to deviate from the guidelines for renumeration to senior management adopted by the Annual General Meeting, if there are particu- lar reasons for doing so in an individual case. ASSA ABLOY ANNUAL REPORT 2017 REPORT OF THE BOARD OF DIRECTORS 55 Consolidated financial statements Sales and income • Net sales increased by 7 percent to SEK 76,137 M (71,293). Organic growth was 4 percent (2). Growth from acquisitions and divestments amounted to 2 percent (3). • Operating income (EBIT) excluding items affecting comparability increased by 10 percent to SEK 12,341 M (11,254), equivalent to an operating margin of 16.2 percent (15.8). • Earnings per share after full dilution and excluding items affecting comparability increased by 10 percent till SEK 7.77 (7.09). Sales The Group’s sales totaled SEK 76,137 M (71,293), represent- ing a 7-percent increase. Change in sales % Organic growth Acquisitions and divestments Exchange rate effects Total 2016 2017 2 3 0 5 4 2 1 7 The total change in sales for 2017 was 7 percent (5). Organic growth was 4 percent (2) and acquired growth and divest- ments contributed 3 percent (4) and –1 percent (–1). The exchange rate impact on sales was 1 percent (0). Sales by product group Mechanical locks, lock systems and fittings accounted for 27 percent (28) of total sales. Electromechanical and elec- tronic locks rose to 27 percent (26) of sales and entrance automation accounted for 28 percentage points (28). Secu- rity doors and hardware accounted for 17 percent (18) of sales. Cost structure Total wage costs, including social security expenses and pen- sion expenses, amounted to SEK 21,618 M (21,231), equiva- lent to 28 percent (30) of sales. The average number of employees was 47,426 (46,928). The Group’s material costs amounted to SEK 27,630 M (26,067), equivalent to 36 percent (37) of sales. Other purchasing costs totaled SEK 13,144 M (12,675), equivalent to 17 percent (18) of sales. Depreciation and amortization of non-current assets amounted to SEK 1,688 M (1,580), equivalent to 2 percent (2) of sales. Operating income Operating income (EBIT) excluding items affecting compara- bility increased by 10 percent to SEK 12,341 M (11,254), due to efficiency improvements and continued growth in opera- tions. The operating margin was 16.2 percent (15.8). The exchange rate effects in operating income amounted to SEK 37 M (–12). Operating income before amortization of intangible assets recognized in business combinations (EBITA), exclud- ing items affecting comparability, was SEK 12,584 M (11,450) The corresponding margin was 16.5 percent (16.1). Items affecting comparability No items affecting comparability of material significance occurred in 2017. In 2016 a restructuring program was launched for a cost of SEK 1,597 M before tax. The program involves the closure of about fifty plants and offices over a three-year period. Income before tax Income before tax excluding items affecting comparability totaled SEK 11,673 M (10,549). The exchange rate effect before taxes amounted to SEK 17 M (–2). Net financial items were SEK –668 M (–705). The profit margin was 15.3 percent (14.8). The Parent company’s operating income for 2017 was SEK 1,701 M (1,687). Taxes The Group’s tax expense totaled SEK 3,038 M (2,328), equiv- alent to an effective tax rate of 26 percent (26). The effective tax rate for 2017 included a positive impact corresponding to 0.8 percentage points attributable to the new tax reform in the US. Earnings per share Earnings per share before and after full dilution and exclud- ing items affecting comparability amounted to SEK 7.77 (7.09), an increase of 10 percent. SALES AND OPERATING INCOME SEK M 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 13 14 15 16 17 SEK M 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Sales Omsättning Operating income1 Rörelseresultat1 1 Excluding items affecting comparability 2013 and 2016. 56 CONSOLIDATED FINANCIAL STATEMENTS ASSA ABLOY ANNUAL REPORT 2017 Consolidated financial statements Consolidated income statement and Statement of comprehensive income Note 2 3 4 5 6–9, 24, 33 10 9, 11, 24 12 31 13 13 Note 24 Income statement, SEK M Sales Cost of goods sold Gross income Selling expenses Administrative expenses Research and development costs Other operating income and expenses Share of earnings in associates Operating income Financial income Financial expenses Income before tax Tax on income Net income for the year from continuing operations Profit from discontinued operations Net income Net income attributable to: Parent company’s shareholders Non-controlling interests Earnings per share Before and after dilution, SEK Before and after dilution and excluding items affecting comparability, SEK Statement of comprehensive income, SEK M Net income Other comprehensive income: Items that will not be reclassified to profit or loss Actuarial gain/loss on post-employment benefit obligations Deferred tax from actuarial gain/loss on post-employment benefit obligations Total Items that may be reclassified subsequently to profit or loss Share of other comprehensive income of associates Cash flow hedges Net investment hedges Other hedges Exchange rate differences Tax attributable to items that may be reclassified subsequently to profit or loss Total Total comprehensive income Total comprehensive income attributable to: Parent company’s shareholders Non-controlling interests 2016 71,293 –44,319 26,974 –11,543 –3,473 –2,218 –210 127 9,657 9 –714 8,952 –2,328 6,625 28 6,653 6,651 1 5.99 7.09 2016 6,653 –138 36 –102 126 7 –39 23 1,955 3 2,077 8,627 8,627 1 2017 76,137 –46,148 29,988 –12,008 –3,680 –2,244 156 129 12,341 19 –687 11,673 –3,038 8,635 – 8,635 8,633 2 7.77 7.77 2017 8,635 26 –77 –51 50 8 15 – –1,864 4 –1,788 6,796 6,794 2 SALES BY PRODUCT GROUP, 2017 EARNINGS PER SHARE BEFORE AND AFTER DILUTION Mekaniska lås, låssystem Mechanical locks, lock och tillbehör, 28% (29) systems and fittings, 27% (28) Entréautomatik, 28% (27) Entrance automation, Elektromekaniska och 28% (28) elektroniska lås, 26% (23) Electromechanical and Säkerhetsdörrar och electronic locks, 27% (26) beslag, 18% (20) Security doors and hardware, 18% (18) SEK 8 7 6 5 4 3 2 1 0 Earnings per share before Vinst per aktie efter skatt och utspädning1 and after dilution1 13 14 15 16 17 1 Excluding items affecting comparability 2013 and 2016. ASSA ABLOY ANNUAL REPORT 2017 CONSOLIDATED FINANCIAL STATEMENTS 57 Consolidated financial statements Comments by division ASSA ABLOY is organized into five divisions. EMEA (Europe, Middle East and Africa) division, Americas (North and South America) division and Asia Pacific (Asia and Oceania) division manu- facture and sell mechanical and electromechanical locks, security doors and hardware in their respective geographical markets. Global Technologies division operates worldwide in the product areas of access control systems, secure card issuance, identification technology and hotel locks. Entrance Systems division is a global supplier of entrance automation products and service. EMEA Sales totaled SEK 18,081 M (16,837), with organic growth of 4 percent (3). Acquired units contributed 3 percent (0) to sales. Operating income excluding items affecting compara- bility amounted to SEK 2,990 M (2,722), with an operating margin (EBIT) of 16.5 percent (16.2). Return on capital employed was 21.4 percent (19.9). Operating cash flow before interest paid was SEK 2,977 M (2,577). Growth was strong or robust in the region for most mar- kets. Sales of electromechanical locks with digital and mobile solutions increased sharply during the year. A con- tinuing focus on innovation and new products, as well as improved efficiency and streamlining initiatives contributed to EMEA’s continued good growth and high operating margin. Americas Sales totaled SEK 17,940 M (17,044), with organic growth of 4 percent (5). Acquired units contributed 1 percent (3) to sales. Operating income excluding items affecting compara- bility amounted to SEK 3,815 M (3,640), with an operating margin (EBIT) of 21.3 percent (21.4). Return on capital employed was 24.2 percent (25.0). Operating cash flow before interest paid was SEK 3,491 M (3,447). Growth was robust in the Americas with continued posi- tive demand in the important commercial and institutional customer segments in the US, in part due to the high pace of innovation and new product launches. Canada, Mexico and most markets in South America showed strong growth. Prof- itability remained strong due to robust growth in key cus- tomer segments and continuous streamlining initiatives. Asia Pacific Sales totaled SEK 9,211 M (9,189), with organic growth of 0 percent (–9). Acquired units contributed 0 percent (1) to sales. Operating income excluding items affecting compara- bility amounted to SEK 934 M (787), with an operating mar- gin (EBIT) of 10.1 percent (8.6). Impairment of operating assets, etc., reduced operating income for the comparative year, 2016, by a total of SEK 300 M. Return on capital employed was 7.8 percent (6.6). Operating cash flow before interest paid was SEK 859 M (1,564). The division’s growth was strong in most markets in the region, with the exception of China. Pacific, South Korea and Southeast Asia all showed strong growth. The market posi- tion in India was strengthened through acquisitions. Mean- while, demand remained weak in China with declining sales primarily in the residential segment and in the northern parts of the country. The division’s operating margin increased due to stabilized sales, continued streamlining initiatives and improved efficiency. Global Technologies Sales totaled SEK 10,373 M (9,697), with organic growth of 7 percent (3). Acquired and divested units contributed 5 percent (3) and –5 percent (–) to sales, respectively. Operat- ing income excluding items affecting comparability amounted to SEK 1,946 M (1,752), with an operating margin (EBIT) of 18.8 percent (18.1). Return on capital employed was 14.4 percent (16.6). Operating cash flow before interest paid was SEK 1,732 M (1,724). Growth for the HID Global business unit was generally robust for Europe and the US, but emerging markets also showed good growth in general, albeit with a somewhat weaker trend in China and Latin America. ASSA ABLOY Hospi- tality showed strong growth and good profitability, driven by continued increased demand for electromechanical door opening solutions with mobile technology. Entrance Systems Sales totaled SEK 21,781 M (19,789), with organic growth of 4 percent (4). Acquired units contributed 6 percent (6) to sales. Operating income excluding items affecting compara- bility amounted to SEK 3,087 M (2,753), with an operating margin (EBIT) of 14.2 percent (13.9). Return on capital employed was 16.4 percent (15.7). Operating cash flow before interest paid was SEK 3,065 M (2,713). Most market segments in North America reported con- tinued robust growth. In Europe growth increased, primarily in western and southern Europe. Sales rose sharply in most emerging markets with the exception of China. New product launches, a strong service offering and consolidation of the production structure were contributing factors to the trend of continued robust growth, cash flow and increasing oper- ating margins. Other The costs of Group-wide functions, such as corporate man- agement, accounting and finance, supply management and Group-wide product development, totaled SEK 432 M (401). Elimination of sales between the Group’s segments is included in ‘Other’. EXTERNAL SALES, 2017 Legend EMEA, 23% (23) Legend Americas, 23% (24) Legend Asia Pacific, 11% (12) Legend Global Technologies, 14% (13) Legend Entrance Systems, 29% (28) 58 CONSOLIDATED FINANCIAL STATEMENTS ASSA ABLOY ANNUAL REPORT 2017 Consolidated financial statements Results by division EMEA Americas Asia Pacific SEK M Sales, external Sales, internal Sales 2016 2017 2016 2017 16,535 302 17,873 67 16,837 18,081 17,044 17,940 17,729 351 16,963 81 Organic growth Share of earnings in associates 3% – 4% – 5% – 4% – 2016 8,491 698 9,189 –9% 23 2017 8,553 658 9,211 0% 25 Global Technologies Entrance Systems Other Total 2016 2017 2016 2017 2016 2017 2016 2017 9,619 78 10,301 72 0 100 –1,2623 9,697 10,373 19,789 21,781 –1,262 19,685 104 21,681 0 –1,2493 –1,249 71,293 – 76,137 – 71,293 76,137 3% – 7% – 4% 104 4% 104 – – – – 2% 127 4% 129 Operating income (EBIT) excluding items affecting comparability Operating margin (EBIT) excluding items affecting comparability Items affecting comparability1 Operating income (EBIT) Operating margin (EBIT) Net financial items Tax on income Profit from discontinued operations Net income Capital employed – of which goodwill – of which other intangible assets and property, plant and equipment – of which investments in associates Return on capital employed excluding items affecting comparability Operating income (EBIT) Restructuring costs Depreciation and amortization Investments in property, plant and equipment and intangible assets Sales of property, plant and equipment and intangible assets Change in working capital Cash flow2 Non-cash items Interest paid and received Operating cash flow2 2,722 2,990 3,640 3,815 787 934 1,752 1,946 2,753 3,087 –401 –432 11,254 12,341 16.2% –781 1,942 11.5% 16.5% – 2,990 16.5% 21.4% –34 3,606 21.2% 21.3% – 3,815 21.3% 8.6% –258 529 5.8% 10.1% – 934 10.1% 18.1% –148 1,603 16.5% 18.8% – 1,946 18.8% 13.9% –207 2,546 12.9% 14.2% – 3,087 14.2% – –168 –569 – – – 15.8% –1,597 16.2% – –432 – 9,657 12,341 16.2% 13.5% –668 –705 –3,038 –2,328 28 – 8,635 6,653 13,275 8,348 13,865 8,571 15,749 11,012 16,095 11,190 11,803 7,920 12,048 7,752 11,331 8,784 15,615 11,121 18,291 11,480 18,379 11,696 3,296 9 3,567 9 3,516 – 3,310 – 3,900 496 3,789 519 2,499 – 4,064 17 4,282 1,605 4,273 1,699 –98 – 125 – –71 – 140 – 70,351 47,544 75,932 50,330 17,618 2,109 19,144 2,243 19.9% 21.4% 25.0% 24.2% 6.6% 7.8% 16.6% 14.4% 15.7% 16.4% – – 16.5% 16.6,% 1,942 781 402 2,990 – 421 3,606 34 330 3,815 – 333 529 258 283 934 – 310 1,603 148 296 1,946 – 353 2,546 207 257 3,087 – 255 –569 168 11 –432 – 15 9,657 1,597 1,580 12,341 – 1,688 –480 –659 –385 –479 –221 –353 –239 –296 –222 –288 –28 –30 –1,575 –2,105 8 –75 2,577 88 136 2,977 13 –152 3,447 13 –191 3,491 9 705 1,564 16 –48 859 1 –86 1,724 –1 –271 1,732 65 –141 2,713 14 –4 3,065 – –188 –607 –354 –597 – 30 –417 –221 –557 97 62 130 –347 11,418 11,706 –354 –597 –221 –557 10,467 10,929 Average number of employees 10,835 11,033 8,961 8,836 12,481 11,756 3,907 4,328 10,505 11,211 240 264 46,928 47,426 1 Items affecting comparability consist of restructuring costs. 2 Excluding restructuring payments 3 Of which eliminations SEK –1,249 M (–1,262). The segments have been determined on the basis of report- ing to the CEO, who monitors the overall performance and makes decisions on resource allocation. The breakdown of sales is based on customer sales in the respective country. Sales between segments are carried out at arm’s length. The different segments generate their revenue from the manufacture and the sale of mechanical, electromechanical and electronic locks, lock systems and fittings, and security doors and hardware. For further information on sales, see Note 2. OPERATING INCOME, 20171, 2 AVERAGE NUMBER OF EMPLOYEES, 2017 Legend EMEA, 24% (23) Legend Americas, 30% (31) Legend Asia Pacific, 7% (7) Legend Global Technologies, 15% (15) Legend Entrance Systems, 24% (24) 1 “Other” is not included in the calcula- tion. See section Comments by divi- sion for what is included in “Other”. 2 Excluding items affecting comparability. Legend EMEA, 23% (23) Legend Americas, 19% (19) Legend Asia Pacific, 25% (27) Legend Global Technologies, 9% (8) Legend Entrance Systems, 24% (23) ASSA ABLOY ANNUAL REPORT 2017 CONSOLIDATED FINANCIAL STATEMENTS 59 Consolidated financial statements Financial position • Capital employed amounted to SEK 75,932 M (70,351). • Return on capital employed remained high at 16.6 percent (16.5). • The net debt/equity ratio was 0.50 (0.49). SEK M Capital employed – of which goodwill Net debt Equity – of which non-controlling interests 2016 70,351 47,544 23,127 47,224 5 2017 75,932 50,330 25,275 50,657 9 Capital employed Capital employed in the Group, defined as total assets less interest-bearing assets and non-interest-bearing liabilities including deferred tax liabilities, amounted to SEK 75,932 M (70,351). The return on capital employed excluding items affecting comparability was 16.6 percent (16.5). Intangible assets amounted to SEK 61,409 M (57,096). The increase is mainly due to the effects of completed acqui- sitions. During the year, goodwill and other intangible assets with an indefinite useful life have arisen to a preliminary value of SEK 5,063 M as a result of completed acquisitions and adjustments of acquisitions made in previous years. A valuation model, based on discounted future cash flows, is used for impairment testing of goodwill and other intangible assets with an indefinite useful life. Property, plant and equipment amounted to SEK 8,065 M (8,066). Capital expenditure on property, plant and equip- ment and intangible assets, less sales of property, plant and equipment and intangible assets, totaled SEK 1,975 M (1,478). Total depreciation and amortization amounted to SEK 1,688 M (1,580). Trade receivables amounted to SEK 13,068 M (12,648) and inventories totaled SEK 9,430 M (9,565). The average collection period for trade receivables was 54 days (56). Material throughput time was 92 days (95). The Group is making systematic efforts to increase capital efficiency. Net debt Net debt amounted to SEK 25,275 M (23,127), of which pen- sion commitments and other post-employment benefits accounted for SEK 2,933 M (3,121). Net debt was increased by acquisitions and the dividend to shareholders during the year, while it was reduced by a continued strong positive operating cash flow, as well as from exchange rate effects. Over the whole period net debt changed marginally although it fluctuated during the year. External financing The Group’s long-term loan financing mainly consists of a Private Placement Program in the US totaling USD 442 M, of which USD 320 M (442) is long-term, a GMTN program of SEK 10,700 M (9,976), of which SEK 9,329 M (8,585) is long- term, a loan from the European Investment Bank of EUR 55 M (73) and USD 137 M (154), and a loan from the Nordic Investment Bank of EUR 110 M (110). During the year, ten new issues were made under the GMTN program for a total amount of SEK 2,157 M. In addition, a new long-term bank loan of EUR 90 M was obtained. Other changes in long-term loans are mainly due to some of the originally long-term loans now having less than 1 year to maturity. The size of the loans decreased because of currency fluctuations, in particu- lar regarding the USD. A total of SEK 3,226 M was raised in new long-term loans, while SEK 2,637 M in originally long- term loans matured during the year. The Group’s short-term loan financing mainly consists of two Commercial Paper Programs for a maximum USD 1,000 M (1,000) and SEK 5,000 M (5,000) respectively. At year-end, SEK 1,307 M (455) of the Commercial Paper Programs had been utilized. In addition, substantial credit facilities are available, mainly in the form of a Multi-Currency Revolving Credit Facility of EUR 900 M (900), which was wholly unutilized at year-end. The interest coverage ratio, defined as income before tax plus net interest, divided by net interest, was 19.1 (14.1). Fixed interest terms increased during the year, with an average term of 25 months (28) at year-end. Cash and cash equivalents amounted to SEK 459 M (750). and are invested in banks with high credit ratings. Some of the Group’s main financing agreements contain a customary Change of Control clause. This clause means that lenders have the right in certain circumstances to demand the renegotiation of conditions or to terminate the agreements should control of the company change. Equity Consolidated equity was SEK 50,657 M (47,224) at year-end. The return on equity was 17.6 percent (15.0). The equity ratio was 50.9 percent (49.6). The debt/equity ratio, defined as net debt divided by equity, was 0.50 (0.49). NET DEBT CAPITAL EMPLOYED AND RETURN ON CAPITAL EMPLOYED SEK M 30,000 24,000 18,000 12,000 6,000 0 13 14 15 16 17 Nettoskuldsättning Net debt Nettoskuldsättning/ Net debt/equity Eget kapital 1.0 0.8 0.6 0.4 0.2 0.0 SEK M 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 13 14 15 16 17 % 40 35 30 25 20 15 10 5 0 Sysselsatt kapital Capital employed Avkastning på Return on capital employed1 sysselsatt kapital1 1 Excluding items affecting comparability 2013 and 2016. 60 CONSOLIDATED FINANCIAL STATEMENTS ASSA ABLOY ANNUAL REPORT 2017 Consolidated financial statements Consolidated balance sheet SEK M ASSETS Non-current assets Intangible assets Property, plant and equipment Investments in associates Other financial assets Deferred tax assets Total non-current assets Current assets Inventories Trade receivables Current tax receivables Other current receivables Prepaid expenses and accrued income Derivative financial instruments Short-term investments Cash and cash equivalents Total current assets TOTAL ASSETS EQUITY AND LIABILITIES Equity Parent company’s shareholders Share capital Other contributed capital Reserves Retained earnings Equity attributable to the Parent company’s shareholders Non-controlling interests Total equity Non-current liabilities Long-term loans Deferred tax liabilities Pension provisions Other non-current provisions Other non-current liabilities Total non-current liabilities Current liabilities Short-term loans Derivative financial instruments Trade payables Current tax liabilities Current provisions Other current liabilities Accrued expenses and deferred income Total current liabilities TOTAL EQUITY AND LIABILITIES Note 2016 2017 14 15 17 19 18 20 21 34 34 34 23 34 18 24 25 34 34 25 26 27 57,096 8,066 2,109 86 1,899 69,257 9,565 12,648 497 1,273 1,123 167 2 750 26,025 95,282 371 9,675 2,540 34,634 47,220 5 47,224 16,901 2,344 3,121 1,945 1,634 25,945 3,929 137 7,443 1,142 797 3,190 5,474 22,112 95,282 61,409 8,065 2,243 227 1,355 73,299 9,430 13,068 472 1,552 1,015 107 43 459 26,145 99,444 371 9,675 2,489 38,113 50,648 9 50,657 16,859 2,218 2,933 1,447 836 24,293 6,151 112 7,811 751 699 3,446 5,524 24,494 99,444 ASSA ABLOY ANNUAL REPORT 2017 CONSOLIDATED FINANCIAL STATEMENTS 61 Consolidated financial statements Cash flow • Operating cash flow remained strong and amounted to SEK 10,929 M (10,467). • Net capital expenditure totaled SEK 1,975 M (1,478). Relationship between cash flow from operating activities and operating cash flow SEK M Cash flow from operating activities Restructuring payments Net capital expenditure Reversal of tax paid Operating cash flow 2016 8,575 442 –1,478 2,928 10,467 2017 9,248 612 –1,975 3,044 10,929 Investments in subsidiaries The total purchase price of investments in subsidiaries amounted to SEK 6,885 M (2,866), of which the cash flow effect was SEK 6,825 M (2,640). Acquired cash and cash equivalents totaled SEK 187 M (263). Change in net debt Net debt was mainly affected by the strong positive operat- ing cash flow, the dividend to shareholders, acquisitions and exchange rate differences. SEK M Net debt at 1 January Operating cash flow Restructuring payments Tax paid on income Acquisitions/Divestments Dividend Actuarial gain/loss on post-employment benefit obligations Exchange rate differences, etc. Net debt at 31 December 2016 22,269 –10,467 442 2,928 3,037 2,944 138 1,836 23,127 2017 23,127 –10,929 612 3,044 6,790 3,332 –26 –675 25,275 Operating cash flow SEK M Operating income (EBIT) Restructuring costs Depreciation and amortization Net capital expenditure Change in working capital Interest paid and received Non-cash items Operating cash flow1 2016 9,657 1,597 1,580 –1,478 62 –597 –354 10,467 2017 12,341 – 1,688 –1,975 –347 –557 –221 10,929 Operating cash flow/Income before tax 0.992 0.94 1 Excluding restructuring payments 2 Excluding restructuring costs. The Group’s operating cash flow amounted to SEK 10,929 M (10,467), equivalent to 94 percent (99) of income before tax excluding restructuring costs. Net capital expenditure Net capital expenditure on intangible assets and property, plant and equipment totaled SEK 1,975 M (1,478), equiva- lent to 117 percent (94) of amortization and depreciation on intangible assets and property, plant and equipment. The higher net capital expenditure compared with the previous year can largely be explained by somewhat larger invest- ments in property and facilities in China and the US. Change in working capital SEK M Inventories Trade receivables Trade payables Other working capital Change in working capital 2016 –551 –61 461 213 62 2017 –158 –696 454 52 –347 The material throughput time was 92 days (95) at year-end. Capital tied up in working capital increased somewhat dur- ing the year, which had an impact on cash flow of SEK –347 M (62) overall. INCOME BEFORE TAX AND OPERATING CASH FLOW CAPITAL EXPENDITURE SEK M 12,000 10,000 8,000 6,000 4,000 2,000 0 Resultat före skatt1 Income before tax1 Operativt kassaflöde2 Operating cash flow2 1 Excluding items affecting comparability 2013 and 2016. 2 Excluding restructuring payments. 13 14 15 16 17 Nettoinvesteringar Net capital expenditure Avskrivningar Depreciation and amortiza- tion Nettoinvesteringar i % av omsättningen Net capital expenditure % of sales SEK M 2,000 1,500 1,000 500 0 13 14 15 16 17 % 4 3 2 1 0 62 CONSOLIDATED FINANCIAL STATEMENTS ASSA ABLOY ANNUAL REPORT 2017 Consolidated financial statements Consolidated statement of cash flows SEK M OPERATING ACTIVITIES Operating income Depreciation and amortization Reversal of restructuring costs Restructuring payments Other non-cash items Cash flow before interest and tax Interest paid Interest received Tax paid on income Cash flow before changes in working capital Change in working capital Cash flow from operating activities INVESTING ACTIVITIES Investments in property, plant and equipment and intangible assets Sales of property, plant and equipment and intangible assets Investments in subsidiaries Investments in associates Divestments of subsidiaries Other investments Cash flow from investing activities FINANCING ACTIVITES Dividend Long-term loans raised Long-term loans repaid Purchase of shares in subsidiaries from non-controlling interest Stock purchase plans Change in short-term loans, etc. Cash flow from financing activities CASH FLOW CASH AND CASH EQUIVALENTS Cash and cash equivalents at 1 January Cash flow Effect of exchange rate differences Cash and cash equivalents at 31 December Note 2016 2017 8 32 32 14, 15 14, 15 30 32 34 9,657 1,580 1,597 –442 –354 12,037 –613 16 –2,928 8,512 62 8,575 –1,575 97 –2,640 –1 55 0 –4,063 –2,944 2,876 –2,223 –40 –80 –1,859 –4,271 240 501 240 9 750 12,341 1,688 – –612 –221 13,196 –570 13 –3,044 9,595 –347 9,248 –2,105 130 –6,825 0 139 0 –8,661 –3,332 3,226 –2,637 –130 –74 2,085 –861 –274 750 –274 –17 459 ASSA ABLOY ANNUAL REPORT 2017 CONSOLIDATED FINANCIAL STATEMENTS 63 Consolidated financial statements Changes in consolidated equity SEK M Opening balance 1 January 2016 Net income Other comprehensive income Total comprehensive income Dividend for 2015 Stock purchase plans Total contributions by and distributions to parent company’s shareholders Change in non-controlling interests Total transactions with shareholders Closing balance 31 December 2016 Opening balance 1 January 2017 Net income Other comprehensive income Total comprehensive income Dividend for 2016 Stock purchase plans Total contributions by and distributions to parent company’s shareholders Change in non-controlling interests Total transactions with shareholders Closing balance 31 December 2017 Parent company’s shareholders Share capital Other con- tributed capital 371 9,675 Reserves 2,642 –102 –102 Note 23 23 371 9,675 2,540 371 9,675 2,540 –51 –51 23 23 371 9,675 2,489 Retained earnings Non-controlling interests 28,888 6,651 2,077 8,729 –2,944 –39 –2,982 – –2,982 34,634 34,634 8,633 –1,788 6,845 –3,332 –33 –3,366 0 –3,366 38,113 4 1 0 1 – – – – – 5 5 2 0 2 – – – 3 3 9 Total 41,579 6,653 1,975 8,627 –2,944 –39 –2,982 – –2,982 47,224 47,224 8,635 –1,839 6,796 –3,332 –33 –3,366 3 –3,363 50,657 EQUITY PER SHARE AFTER DILUTION AND RETURN ON EQUITY AFTER TAX DIVIDEND AND EARNINGS PER SHARE SEK 50 40 30 20 10 0 13 14 15 16 17 % 25 20 15 10 5 0 Eget kapital per aktie efter utspädning, SEK Equity per share after dilution, SEK Avkastning på eget kapital efter skatt, % Return on equity after tax, % SEK 8 7 6 5 4 3 2 1 0 Utdelning per aktie Dividend per share Vinst per aktie efter Earnings per share after utspädning1 dilution1 13 14 15 16 17 1 Excluding items affecting comparability 2013 and 2016. 64 CONSOLIDATED FINANCIAL STATEMENTS ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY secures Chinese skyscraper  CUSTOMER: Ping An International Finance Center is the second highest skyscraper in China and the fourth highest in the world. The center is 599 meters high with 118 stories. The headquarters of China Ping An Insur- ance, it also houses offices, a hotel, a conference center and a shopping mall.  CHALLENGE: The customer needed a supplier who could provide a cost-efficient door opening solution and was able to provide technical advice and recom- mend hardware at the design stage. As a landmark building, the hardware was required to present good visual appeal on top of its functionality, security and convenient access control.  SOLUTION: ASSA ABLOY has delivered door opening solutions to optimize the security and aesthetic needs. The hardware solution meets ANSI and EN-standards for the various security needs around the building. Electromechanical locks matching convenience and aesthetic appeal have been provided in selected areas where access control is critical. Mobile Access works across international offices  CUSTOMER: CafeX Communications develops software for web and mobile applications. Headquartered in New York City, it has offices in the United States, Canada and the UK.  CHALLENGE: CafeX needed to modernize its access control system to work across its inter- national locations. The company wanted a centralized solution enabled on smartphones and wearables with speedy issuance of employee and visitor digital IDs.  SOLUTION: CafeX chose HID Mobile Access, which enables employees to easily and securely open doors in the company’s offices using their smartphones or wearable devices, such as the Apple Watch. Employees use HID Global’s patented ‘Twist and Go’ feature or simply tap their smartphone on the HID Global readers to access the building or other sensitive entrances within the offices. With the HID Global Mobile Access app, which holds the digital credentials, employee and visitor passes can be issued within minutes. The solution has enabled the company to streamline its access control processes, thereby reducing administration costs and saving money. This is because it is very simple to issue, manage and revoke mobile IDs to smartphones and wearables. Parent company financial statements Income statement – Parent company SEK M Administrative expenses Research and development costs Capitalized work for own account Other operating income and expenses Operating income Financial income Financial expenses Income before appropriations and tax Group contributions Change in excess depreciation and amortization Tax on income Net income Statement of comprehensive income – Parent company SEK M Net income Other comprehensive income Total comprehensive income Balance sheet – Parent company SEK M ASSETS Non-current assets Intangible assets Property, plant and equipment Shares in subsidiaries Other financial assets Total non-current assets Current assets Receivables from subsidiaries Other current receivables Prepaid expenses and accrued income Cash and cash equivalents Total current assets TOTAL ASSETS EQUITY AND LIABILITIES Equity Restricted equity Share capital Revaluation reserve Statutory reserve Fund for development expenses Non-restricted equity Share premium reserve Retained earnings including net income for the year Total equity Untaxed reserves Non-current liabilities Long-term loans Other non-current liabilities Total non-current liabilities Current liabilities Short-term loans Trade payables Current liabilities to subsidiaries Current tax liabilities Other current liabilities Accrued expenses and deferred income Total current liabilities TOTAL EQUITY AND LIABILITIES Note 3, 6, 8, 9 6, 8, 9 4 9, 33 10 9, 11 12 2016 –1,464 –872 – 4,023 1,687 1,697 –433 2,952 1,240 – –573 3,619 2016 3,619 – 3,619 2017 –1,524 –911 73 4,063 1,701 2,955 –418 4,238 1,300 –565 –303 4,670 2017 4,670 – 4,670 Note 2016 2017 14 15 16 19 22 23 34 34 27 408 30 33,611 1,621 35,670 10,329 44 175 0 10,548 46,218 371 275 8,905 – 787 10,852 21,190 – 8,786 108 8,894 1,404 91 14,144 170 5 319 16,134 46,218 3,497 32 34,242 1,808 39,579 12,716 14 10 0 12,740 52,319 371 275 8,905 139 787 12,017 22,494 565 10,491 90 10,581 1,371 116 16,805 5 10 372 18,679 52,319 66 PARENT COMPANY FINANCIAL STATEMENTS ASSA ABLOY ANNUAL REPORT 2017 Cash flow statement – Parent company Note 8 SEK M OPERATING ACTIVITIES Operating income Depreciation and amortization Cash flow before interest and tax Interest paid and received Dividends received Tax paid and received Cash flow before changes in working capital Changes in working capital Cash flow from operating activities INVESTING ACTIVITIES Investments in property, plant and equipment and intangible assets Investments in subsidiaries Other investments Cash flow from investing activities FINANCING ACTIVITIES Dividends Loans raised Loans repaid Cash flow from financing activities CASH FLOW CASH AND CASH EQUIVALENTS Cash and cash equivalents at January 1 Cash flow Cash and cash equivalents at December 31 2016 1,687 448 2,135 –279 1,601 –541 2,916 –263 2,653 –203 –669 –1 –873 –2,944 2,637 –1,473 –1,780 0 0 0 0 Change in equity – Parent company SEK M Opening balance January 1, 2016 Net income Total comprehensive income Dividend for 2015 Stock purchase plans Total transactions with shareholders Closing balance December 31, 2016 Opening balance January 1, 2017 Net income Total comprehensive income Dividend for 2016 Stock purchase plans Reclassifications Total transactions with shareholders Closing balance December 31, 2017 Restricted equity Non-restricted equity Share capital Revaluation reserve Statutory reserve 371 275 8,905 371 275 8,905 371 275 8,905 371 275 8,905 Fund for development expenses – – – 139 139 139 Share premium reserve 787 787 787 787 Retained earnings 10,215 3,619 3,619 –2,944 –39 –2,982 10,852 10,852 4,670 4,670 –3,332 –33 –139 –3,505 12,017 2017 1,701 339 2,040 –285 2,832 –614 3,973 1,431 5,404 –3,431 –630 0 –4,061 –3,332 2,977 –988 –1,343 0 0 0 0 Total 20,553 3,619 3,619 –2,944 –39 –2,982 21,190 21,190 4,670 4,670 –3,332 –33 – –3,366 22,494 ASSA ABLOY ANNUAL REPORT 2017 PARENT COMPANY FINANCIAL STATEMENTS 67 Notes Note 1 Significant accounting and valuation principles Group ASSA ABLOY applies International Financial Reporting Standards (IFRS) as adopted by the European Union (EU), the Swedish Annual Accounts Act and the Swedish Financial Reporting Board’s RFR 1 Supplementary Accounting Rules for Corporate Groups. The accounting principles are based on IFRS as endorsed by 31 December 2017 and have been applied to all years presented, unless stated otherwise. This Note describes the most significant accounting principles that have been applied in the preparation of the financial statements, which comprise the information provided on pages 39–98. Basis of preparation ASSA ABLOY’s consolidated financial statements have been prepared in accordance with IFRS as endorsed by the EU. The consolidated financial statements have been prepared in accordance with the cost method, except for financial assets and liabilities (including derivatives) measured at fair value through profit or loss and available-for-sale financial assets. The total amount in tables and statements might not always summarize as there are rounding differences. The aim is to have each line item corresponding to the source and it might therefore be rounding differences in the total. Key estimates and assessments for accounting purposes The preparation of financial statements requires estimates and assessments to be made for accounting purposes. The management also makes assessments when applying the Group’s accounting principles. Estimates and assessments may affect the income statement and balance sheet as well as the supplementary information provided in the financial statements. Consequently changes in estimates and assess- ments may lead to changes in the financial statements. Estimates and assessments play an important part in the measurement of items such as identifiable assets and liabili- ties in acquisitions, in impairment testing of goodwill and other assets, as well as in determining actuarial assumptions for calculating employee benefits. Estimates and assessments also affect valuation of deferred taxes, other provisions and deferred considerations. Estimates and assessments are con- tinually evaluated and are based on both historical experi- ence and reasonable expectations about the future. The Group considers that estimates and assessments relating to impairment testing of goodwill and other intangi- ble assets with indefinite useful life are of material impor- tance to the consolidated financial statements. The Group tests carrying amounts for impairment on an annual basis. The recoverable amounts of cash generating units are deter- mined by calculating their values in use. The calculations are based on certain assumptions about the future which, for the Group, are associated with the risk of material adjust- ments in carrying amounts during the next financial year. Material assumptions and the effects of reasonable changes in them are described in Note 14. The actuarial assumptions made when calculating post- employment employee benefits also have material impor- tance for the consolidated financial statements. For informa- tion on these actuarial assumptions, see Note 24. New and revised standards applied by the Group None of the standards and interpretations to be applied for the first time for the financial year beginning 1 January 2017 had a significant impact on the consolidated financial state- ments. New and revised IFRS not yet effective The following IFRS have been published but were not yet effective as of the closing date, and have not been applied in the preparation of the financial statements. • IFRS 9 Financial Instruments • IFRS 15 Revenue from contracts with customers • IFRS 16 Leases IFRS 9 and 15 came into force 1 January 2018 and the Group applies them from this date. IFRS 16 is applicable for financial years beginning on 1 January 2019. Early application is per- mitted, but the Group has chosen not to make use of this opportunity. IFRS 15 supersedes IAS 11 Construction contracts and IAS 18 Revenue and includes a new single model for revenue recognition related to customer contracts. The project initi- ated in 2016 relating to the implementation of IFRS 15 has proceeded according to plan in 2017 with evaluation and analysis of the effects on the Group’s financial statements. The Group’s assessment of the financial effects over the course of the project have been communicated in the con- solidated quarterly reports. Upon completion of the project in the fourth quarter of 2017 the Group concluded that its current revenue recognition practices are essentially in accordance with IFRS 15. The new standard will therefore have no impact on the Group’s performance and financial position, though the Group’s future financial statements will be affected by the expanded disclosure requirements that accompany IFRS 15. IFRS 9 addresses classification, measurement and recog- nition of financial liabilities and assets and replaces the parts of IAS 39 that relate to the classification and measurement of financial instruments. The Group has analyzed the standard and concluded that it will not have any material impact on the Group’s performance and financial position. No effects of changes in accounting policies as a result of IFRS 9 will be recognized in equity in 2018. The part of the standard that has the greatest impact on the Group is the new impairment model that is being implemented, based on expected credit losses rather than incurred losses. For the Group, the new model will entail a new procedure for measurement of credit losses. In 2017 the Group started preparing for IFRS 16, which is applicable from 1 January 2019, but it has not yet assessed the financial impact of the standard. Consolidated financial statements The consolidated financial statements include ASSA ABLOY AB (the Parent company) and all companies over which the Group has control. The Group controls an entity when the Group is exposed to, or has the rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. Com- panies acquired during the year are included in the consoli- dated financial statements with effect from the date when a controlling interest arose. Companies divested during the year are included in the consolidated financial statements up to the date when a controlling interest ceased. The consolidated financial statements have been pre- pared in accordance with the purchase method, which means that the cost of shares in subsidiaries was eliminated against their equity at the acquisition date. In this context, equity in subsidiaries is determined on the basis of the fair value of assets, liabilities and contingent liabilities at the acquisition date. Consequently, only that part of the equity in subsidiaries that has arisen after the acquisition date is included in consolidated equity. The Group determines on 68 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 1 cont. an individual basis for each acquisition whether a non-con- trolling interest in the acquired company shall be recognized at fair value or at the interest’s proportional share of the acquired company’s net assets. Any negative difference, neg- ative goodwill, is recognized as revenue immediately after determination. Deferred considerations are classified as financial liabili- ties and revalued through profit or loss in operating income. Significant deferred considerations are discounted to pre- sent value. Acquisition-related transaction costs are expensed as incurred. ing cash flow hedges, which are recognized in other compre- hensive income. Receivables and liabilities are measured at the year-end rate. In translating the accounts of foreign subsidiaries pre- pared in functional currencies other than the Group’s presen- tation currency, all balance sheet items except net income are translated at the year-end rate and net income is trans- lated at the average rate. The income statement is translated at the average rate for the period. Exchange differences aris- ing from the translation of foreign subsidiaries are recognized as translation differences in other comprehensive income. Intra-Group transactions and balance sheet items, and unrealized profits on transactions between Group compa- nies are eliminated in the consolidated financial statements. The table below shows the weighted average rate and the closing rate for important currencies used in the Group, rela- tive to the Group’s presentation currency (SEK). Non-controlling interests Non-controlling interests are based on the subsidiaries’ accounts with application of fair value adjustments resulting from a completed acquisition analysis. Non-controlling interests’ share in subsidiaries’ earnings is recognized in the income statement, in which net income is attributed to the Parent company’s shareholders and to non-controlling inter- ests. Non-controlling interests’ share in subsidiaries’ equity is recognized separately in consolidated equity. Transactions with non-controlling interests are recognized as transac- tions with the Group’s shareholders in equity. Associates Associates are defined as companies which are not subsidiar- ies but in which the Group has a significant (but not a con- trolling) interest. This generally refers to companies in which the Group’s shareholding represents between 20 and 50 percent of the voting rights. Investments in associates are accounted for in accordance with the equity method. In the consolidated balance sheet, shareholdings in associates are recognized at cost, and the carrying amount is adjusted for the share of associates’ earn- ings after the acquisition date. Dividends from associates are recognized as a reduction in the carrying amount of the hold- ings. The share of associates’ earnings is recognized in the consolidated income statement in operating income as the holdings are related to business operations. Segment reporting Operating segments are reported in accordance with inter- nal reporting to the chief operating decision maker. Chief operating decision maker is the function that is responsible for allocation of resources and assessing performance of the operating segments. The divisions form the operational structure for internal control and reporting and also consti- tute the Group’s segments for external financial reporting. The Group’s business is divided into five divisions. Three divi- sions are based on products sold in local markets in the respective division: EMEA, Americas and Asia Pacific. Global Technologies and Entrance Systems consist of products sold worldwide. Foreign currency translation Functional currency corresponds to local currency in each country where Group companies operate. Transactions in foreign currencies are translated to functional currency by application of the exchange rates prevailing on the transac- tion date. Foreign exchange gains and losses arising from the settlement of such transactions are normally recognized in the income statement, as are those arising from translation of monetary balance sheet items in foreign currencies at the year-end rate. Exceptions are transactions relating to qualify- Country Currency 2016 2017 2016 2017 Average rate Closing rate ARS Argentina AUD Australia BRL Brazil CAD Canada CHF Switzerland CLP Chile CNY China COP Colombia CZK Czech Republic DKK Denmark Euro zone EUR United Kingdom GBP HKD Hong Kong HUF Hungary ILS Israel INR India KES Kenya KRW South Korea MXN Mexico MYR Malaysia NOK Norway NZD New Zealand PLN Poland RON Romania RUB Russia SGD Singapore THB Thailand TRY Turkey USD US ZAR South Africa 0.58 6.36 2.47 6.46 8.67 0.013 1.29 0.0028 0.35 1.27 9.44 11.60 1.11 0.030 2.24 0.127 0.084 0.0074 0.46 2.06 1.02 5.97 2.16 2.10 0.13 6.19 0.24 2.84 8.58 0.59 0.51 6.54 2.67 6.57 8.67 0.013 1.27 0.37 1.30 9.64 11.03 1.10 0.031 2.38 0.131 0.083 0.57 6.58 2.80 6.75 8.91 0.014 1.31 0.0029 0.0030 0.35 1.29 9.58 11.19 1.17 0.031 2.37 0.134 0.089 0.0076 0.0076 0.44 2.03 1.05 6.33 2.17 2.11 0.15 6.30 0.25 2.58 9.11 0.67 0.45 1.99 1.03 6.07 2.26 2.11 0.15 6.19 0.25 2.36 8.55 0.64 0.43 6.43 2.49 6.57 8.44 0.013 1.27 0.0028 0.39 1.32 9.86 11.11 1.06 0.032 2.38 0.129 0.080 0.0077 0.42 2.03 1.00 5.86 2.36 2.12 0.14 6.17 0.25 2.18 8.25 0.67 Revenue Revenue comprises the fair value of goods sold, excluding VAT and discounts, and after eliminating intra-Group sales. The Group’s sales revenue mainly consists of product sales. Service related to products sold represents a limited share of revenue. Revenue from sales of the Group’s products is rec- ognized when all significant risks and benefits associated with ownership have been transferred to the purchaser in accordance with applicable terms of sale, which is normally upon delivery. If the product requires installation at the cus- tomer’s premises, revenue is recognized when installation has been completed. Revenue from service contracts is rec- ognized on a continuous basis over the contract period. In the case of installations over a longer period of time, the per- centage of completion method is used. Intra-Group sales Transactions between Group companies are carried out at arm’s length and thus at market prices. Intra-Group sales are eliminated from the consolidated income statement, and profits on such transactions have been eliminated in their entirety. ASSA ABLOY ANNUAL REPORT 2017 NOTES 69 Note 1 cont. Notes Government grants Grants and support from governments, public authorities and the like are recognized when there is reasonable assur- ance that the company will comply with the conditions attaching to the grant and that the grant will be received. Grants relating to assets are recognized after reducing the carrying amount of the asset by the amount of the grant. Research and development Research expenditure is expensed as incurred. Development expenditure is recognized in the balance sheet to the extent that it is expected to generate future economic benefits for the Group and provided such benefits can be reliably measured. Capitalized development expenditure is amortized over the expected useful life. Such intangible assets, which are not yet in use, are tested annually for impairment. Expenditure on the further development of existing products is expensed as incurred. Borrowing costs Borrowing costs are interest expenses and other expenses directly related to borrowing. Borrowing costs directly attributable to the acquisition, construction or production of a qualifying asset (an asset that necessarily takes a sub- stantial period of time to get ready for its intended use or sale) are included in the cost of the asset. Other borrowing costs are recognized as an expense in the period in which they are incurred. Tax on income The income statement includes all tax that is to be paid or received for the current year, adjustments relating to tax due for previous years, and changes in deferred tax. These taxes have been calculated at nominal amounts, in accordance with the tax regulations in each country, and in accordance with tax rates that have either been decided or have been notified and can confidently be expected to be confirmed. For items recognized in the income statement, associated tax effects are also recognized in the income statement. The tax effects of items recognized directly against equity or in other comprehensive income are themselves recognized against equity or in other comprehensive income. The liabil- ity method is used in accounting for deferred tax. This means that deferred tax is recognized on all temporary differences between the carrying amounts of assets and liabilities and their respective tax bases. Deferred tax assets relating to tax losses carried forward or other future tax allowances are rec- ognized to the extent that it is probable that the allowance can be offset against taxable income in future taxation. Deferred tax liabilities for temporary differences relating to investments in subsidiaries are not recognized in the con- solidated financial statements, since the Parent company can control the time at which the temporary differences are reversed, and it is not considered likely that such reversal will occur in the foreseeable future. Deferred tax assets and deferred tax liabilities are offset when there is a legal right to do so and when deferred taxes relate to the same tax authority. Cash flow statement The cash flow statement has been prepared according to the indirect method. The recognized cash flow includes only transactions involving cash payments. Cash and cash equivalents Cash and cash equivalents include cash and bank balances, and short-term financial investments that mature within three months of the acquisition date. Goodwill and acquisition-related intangible assets Goodwill represents the positive difference between the acquisition cost and the fair value of the Group’s share of the acquired company’s identifiable net assets at the acquisition date, and is recognized at cost less accumulated impairment losses. Goodwill is allocated to cash generating units (CGU) and is tested annually to identify any impairment loss. Cash generating units are subject to systematic annual impair- ment testing using a valuation model based on discounted future cash flows. Deferred tax assets based on local tax rates are recognized in terms of tax-deductible goodwill (with corresponding reduction of the goodwill value). Such deferred tax assets are expensed as the tax deduction is uti- lized. Other acquisition-related intangible assets consist chiefly of various types of intellectual property rights, such as brands, technology and customer relationships. Identifiable acquisition-related intellectual property rights are initially recognized at fair value at the acquisition date and subse- quently at cost less accumulated amortization and impair- ment losses. Amortization is on a straight-line basis over the estimated useful life and amounts to 5–12 years for technol- ogy and 8–15 years for customer relationships. Acquisition- related intangible assets with an indefinite useful life are tested for impairment annually in the same way as goodwill. Other intangible assets An intangible asset that is not acquisition-related is recog- nized only if it is likely that the future economic benefits associated with the asset will flow to the Group, and if the cost of the asset can be reliably measured. Such an asset is initially recognized at cost and is amortized over its esti- mated useful life, usually between three and five years. The carrying amount is the cost less accumulated amortization and impairment losses. Property, plant and equipment Property, plant and equipment are recognized at cost less accumulated depreciation and impairment losses. Cost includes expenditure directly attributable to acquisition of the asset. Subsequent expenditure is capitalized if it is prob- able that economic benefits associated with the asset will flow to the Group, and if the cost can be reliably measured. Expenditure on repairs and maintenance is expensed as incurred. Depreciable amount is the cost of an asset less its estimated residual value. Land is not depreciated. For other assets, cost is depreciated over the estimated useful life, which for the Group results in the following average depreciation periods: • Buildings 25–50 years • Land improvements 10–25 years. • Machinery 7–10 years • Equipment 3–6 years The residual value and useful life of assets are reviewed at each reporting date and adjusted when necessary. Gain or loss on the disposal of property, plant and equipment is rec- ognized in the income statement as ‘Other operating income’ or ‘Other operating expenses’, and consists of the difference between the selling price and the carrying amount. 70 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 1 cont. Leasing The Group’s leasing is chiefly operating leasing. The lease payments are expensed on a straight-line basis over the term of the lease and are recognized as operating expenses. Impairment Assets with an indefinite useful life are not amortized but are tested for impairment on an annual basis. For impairment testing purposes, assets are grouped at the lowest organiza- tional level where there are separate identifiable cash flows, so-called cash generating units (CGU). For assets that are depreciated/amortized, impairment testing is carried out when events or circumstances indicate that the carrying amount many not be recoverable. Impair- ment losses are recognized in the amount by which the car- rying amount of the asset exceeds the recoverable amount. The recoverable amount is the higher of an asset’s fair value less selling expenses and its value in use. Inventories Inventories are valued in accordance with the ‘first in, first out’ principle at the lower of cost and net realizable value at the reporting date. Deductions are made for internal profits arising from deliveries between Group companies. Work in progress and finished goods include both direct costs incurred and a fair allocation of indirect production costs. Trade receivables Trade receivables are recognized initially at fair value and subsequently measured at amortized cost using the effective interest method. A provision is recognized when there is objective evidence that the Group will not be able to collect recorded amounts. The year’s change in such a provision is recognized in the income statement as selling expenses. Financial assets Financial assets include cash and cash equivalents, trade receivables, short-term investments and derivatives, and are classified in the following categories: financial assets at fair value through profit and loss, available-for-sale financial assets, and loans and receivables. Management determines the classification of financial assets at initial recognition. Financial assets at fair value through the income statement This category is divided into two sub-categories: financial assets held for trading, and those classified on acquisition as financial assets at fair value through profit and loss. A finan- cial asset is classified in this category if acquired principally for the purpose of selling in the short term or if classified as such by management. Derivatives are also classified as held for trading provided they are not defined as hedges. Assets in this category are classified as current assets. Available-for-sale financial assets Available-for-sale financial assets are non-derivative assets that have been identified as available for sale or assets that have not been classified in any other category. They are included in non-current assets, unless management intends to sell the asset within 12 months of the end of the reporting period. Changes in fair value are recognized in Other com- prehensive income. Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payment streams, which are not quoted in an active market. They are recognized in current assets, except for receivables maturing more than 12 months after the reporting date, which are classified as non- current assets. Loans and receivables are initially recognized at fair value and subsequently carried at amortized cost using the effec- tive interest method. Financial liabilities Financial liabilities include deferred considerations, loan lia- bilities, trade payables and derivative instruments. Recogni- tion depends on how the liability is classified. Financial liabilities at fair value through the income statement This category includes derivatives with negative fair value that are not used for hedging, deferred considerations, and financial liabilities held for trading. Liabilities are measured at fair value on a continuous basis and changes in value are recognized in the income statement as a financial item. Loan liabilities Loan liabilities are initially valued at fair value, net of transac- tion costs, and subsequently at amortized cost. Amortized cost is determined based on the effective interest rate calcu- lated when the loan was raised. Accordingly, surplus values and negative surplus values as well as direct issue expenses are allocated over the term of the loan. Non-current loan lia- bilities have an anticipated term of more than one year, while current loan liabilities have a term of less than one year. Trade payables Trade payables are initially valued at fair value, and subse- quently at amortized cost using the effective interest method. Recognition and measurement of financial assets and liabilities Acquisitions and sales of financial assets are recognized on the trade date, the date on which the Group commits to pur- chase or sell the asset. Transaction costs are initially included in fair value for all financial instruments, except for those rec- ognized at fair value through profit and loss where the trans- action cost is recognized through profit and loss. The fair value of quoted investments is based on current bid prices. In the absence of an active market for an investment, the Group applies various measurement techniques to deter- mine fair value. These include use of available information on current arm’s length transactions, comparison with equiva- lent assets and analysis of discounted cash flows. The Group assesses at each reporting date whether there is any objec- tive evidence that a financial asset or a group of financial assets is impaired. A financial asset is derecognized from the balance sheet when the right to receive cash flows from the asset expires or is transferred to another party through the transfer of all the risks and benefits associated with the asset to the other party. A financial liability is derecognized from the balance sheet when the obligation is fulfilled, cancelled or expires, see above. ASSA ABLOY ANNUAL REPORT 2017 NOTES 71 Note 1 cont. Notes Derivative instruments and hedging Derivative instruments are recognized in the balance sheet at the transaction date and are measured at fair value, both initially and in subsequent revaluations. The method for rec- ognizing profit or loss depends on whether the derivative instrument is designated as a hedging instrument, and if so, the nature of the hedged item. For derivatives not desig- nated as hedging instruments, changes in value are recog- nized on a continuous basis through profit or loss under financial items, either as income or expense. The Group designates derivatives as follows: i) Fair value hedge: a hedge of the fair value of an identified liability; ii) Cash flow hedge: a hedge of a certain risk associated with a forecast cash flow for a certain transaction; or iii) Net investment hedge: a hedge of a net investment in a foreign subsidiary. When entering into the hedge transaction, the Group docu- ments the relationship between the hedging instrument and hedged items, as well as its risk management strategy for the hedge. The Group also documents its assessment, both on inception and on a regular basis, of whether the derivative instruments used in hedge transactions are effective in off- setting changes in fair value attributable to the hedged items. The fair value of forward exchange contracts is calculated at net present value based on prevailing forward rates on the reporting date, while interest rate swaps are measured by estimating future discounted cash flows. For information on the fair value of derivative instru- ments, see Note 34, ‘Financial risk management and financial instruments’. Derivatives at fair value, with a maturity of more than 12 months, are classified as non-current interest- bearing liabilities or receivables. Other derivatives are classi- fied as current interest-bearing liabilities and investments respectively. Fair value hedges For derivatives that are designated and qualify as fair value hedges, changes in value of both the hedged item and the hedging instrument are recognized on a continuous basis in the income statement (under financial items). Fair value hedges are used to hedge interest rate risk in borrowing linked to fixed interest terms. If the hedge would no longer qualify for hedge accounting, the fair value adjustment of the carrying amount is dissolved through profit or loss over the remaining term using the effective interest method. Cash flow hedges For derivatives that are designated and qualify as cash flow hedges, changes in value of the hedging instrument are rec- ognized on a continuous basis in other comprehensive income for the part relating to the effective portion of the hedges. Gain or loss arising from ineffective portions of derivatives is recognized directly in the income statement under financial items. When a hedging instrument expires, is sold or no longer qualifies for hedge accounting, and accu- mulated gains or losses relating to the hedge are recognized in equity, these gains/losses remain in equity and are taken to income, while the forecast transaction is finally recog- nized in the income statement. When a forecast transaction is no longer expected to occur, the accumulated gain or loss recognized in equity is immediately transferred to Other comprehensive income in the income statement. When a forecast transaction is no longer expected to occur, the gain or loss recognized in Other comprehensive income is recog- nized directly under financial items. Net investment hedges For derivatives that are designated and qualify as net invest- ment hedges, the portion of value changes in fair value des- ignated as effective is recognized in other comprehensive income. The ineffective portion of the gain or loss is recog- nized directly in profit or loss for the period under financial items. Accumulated gain or loss in other comprehensive income is recognized in the income statement when the for- eign operation, or part thereof, is sold. Provisions A provision is recognized when the Group has a legal or con- structive obligation resulting from a past event and it is prob- able that an outflow of resources will be required to settle the obligation, and that a reliable estimate of the amount can be made. Provisions are recognized at a value equivalent to the outflow of resources that will probably be required to settle the obligation. The amount of a provision is dis- counted to present value where the effect of time value is considered material. Assets and liabilities of disposal group classified as held for sale Assets and liabilities are classified as held for sale when their carrying amounts will principally be recovered through a sale and when such a sale is considered highly probable. They are recognized at the lower of carrying amount and fair value less selling expenses. Remuneration of employees The Group operates both defined contribution and defined benefit pension plans. Comprehensive defined benefit plans are found chiefly in the US, the UK and Germany. Post-employment medical benefits are also provided, mainly in the US, and are reported in the same way as defined bene- fit pension plans. Calculations relating to the Group’s defined benefit plans are performed by independent actuar- ies and are based on a number of actuarial assumptions such as discount rate, future inflation and salary increases. Obliga- tions are valued on the reporting date at their discounted value. For funded plans, obligations are reduced by the fair value of the plan assets. Actuarial gains and losses resulting from experience-based adjustments and changes in actuar- ial assumptions are recognized in other comprehensive income during the period they arise. The pension expense for defined benefit plans is spread over the employee’s ser- vice period. The Group’s payments relating to defined contri- bution pension plans are recognized as an expense in the period to which they relate, based on the services performed by the employee. Swedish Group companies calculate tax on pension costs based on the difference between pension expense determined in accordance with IAS 19 and pension expense determined in accordance with the regulations applicable in the legal entity. Equity-based incentive programs The Group has equity-based remuneration plans in the form of ASSA ABLOY’s long-term incentive program presented for the first time at the 2010 Annual General Meeting. For the long-term incentive program, personnel costs during the vesting period are recognized based on the shares’ fair value 72 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 1 cont. on the allotment date, that is, when the company and the employees entered into an agreement on the terms and con- ditions for the program. The long-term incentive program comprises two parts: a matching part where the employee receives one share for every share the latter invests during the term of the program, and a performance-based part where the outcome is based on the company’s financial results (EPS target) during the period. The program requires that the employee continues to invest in the long-term incentive program and that the latter remains employed in the ASSA ABLOY Group. Fair value is based on the share price on the allotment date; a reduction in fair value relating to the anticipated divi- dend has not been made as the participants are compen- sated for this. The employees pay a price equivalent to the share price on the investment date. The vesting terms are not stock market based and affect the number of shares that ASSA ABLOY will give to the employee when matching. If an employee stops investing in the program, all remaining per- sonnel costs are immediately recognized in the income statement. Personnel costs for shares relating to the perfor- mance-based program are calculated on each accounting date based on an assessment of the probability of the perfor- mance targets being achieved. The costs are calculated based on the number of shares that ASSA ABLOY expects to need to settle at the end of the vesting period. When match- ing shares, social security contributions must be paid in some countries to the value of the employee’s benefit. This value is based on fair value on each accounting date and rec- ognized as a provision for social security contributions. The long-term incentive programs are essentially equity settled and an amount equivalent to the personnel cost is recognized against retained earnings in equity. In the income statement, the personnel cost is allocated to the respective function. Earnings per share Earnings per share before dilution is calculated by dividing the net income attributable to the Parent company’s share- holders by the weighted average number of outstanding shares (less treasury shares). Earnings per share after dilution is calculated by dividing the net income attributable to the Parent company’s shareholders by the sum of the weighted average number of ordinary shares and potential ordinary shares that may give rise to a dilutive effect. The dilutive effect of potential ordinary shares is only recognized if their conversion to ordinary shares would lead to a reduction in earnings per share after dilution. Dividend Dividend is recognized as a liability after the Annual General Meeting has approved the dividend. Parent company The Group’s Parent company, ASSA ABLOY AB, is responsible for Group management and provides Group-wide functions. The Parent company’s revenue consists of intra-Group fran- chise and royalty revenues. The significant balance sheet items consist of shares in subsidiaries, intra-Group receiva- bles and liabilities, and external borrowing. The Parent com- pany has prepared its annual accounts in accordance with the Swedish Annual Accounts Act (1995:1554) and the Swedish Financial Reporting Board’s RFR 2 Accounting for Legal Entities. RFR 2 requires the Parent company, in its annual accounts, to apply all the International Financial Reporting Standards (IFRS) adopted by the EU in so far as this is possible within the framework of the Annual Accounts Act and with regard to the relationship between accounting and taxation. The recommendation states which exceptions from and additions to IFRS should be made. Revenue The Parent company’s revenue consists of intra-Group fran- chise and royalty revenues. These are recognized in the income statement as ‘Other operating income’ to make clear that the Parent company has no product sales like other Group companies with external operations. Pension obligations The Parent company’s pension obligations are accounted for in accordance with FAR RedR 4 and are covered by taking out insurance with an insurance company. Dividend Dividend revenue is recognized when the right to receive payment is considered certain. Research and development costs Research and development costs are expensed as incurred. Intangible assets Intangible assets comprise patented technology and other intangible assets. They are amortized over 4–5 years. Property, plant and equipment Property, plant and equipment owned by the Parent com- pany are recognized at cost less accumulated depreciation and any impairment losses in the same way as for the Group. They are depreciated over their estimated useful life, which is 5–10 years for equipment and 4 years for IT equipment. Leasing In the Parent company all lease agreements are classified as rental agreements (operating leases) irrespective of whether they are financial or operating leases. Shares in subsidiaries Shares in subsidiaries are recognized at cost less impairment losses. When there is an indication that the value of shares and interests in subsidiaries or associates has fallen, the recoverable amount is calculated. If this is lower than the carrying amount, an impairment loss is recognized. Impair- ment losses are recognized in Financial expenses in the income statement. Financial instruments Derivative instruments are recognized at fair value. Changes in the value of derivatives are recognized in profit or loss. Group contributions The Parent company recognizes Group contributions in accordance with RFR 2. Group contributions received and paid are recognized under appropriations in the income statement. The tax effect of Group contributions is recog- nized in accordance with IAS 12 in the income statement. Contingent liabilities The Parent company has guarantees on behalf of its subsidi- aries. Such an obligation is classified as a financial guarantee in accordance with IFRS. For these guarantees, the Parent company applies the alternative rule in RFR 2, reporting these guarantees as a contingent liability. ASSA ABLOY ANNUAL REPORT 2017 NOTES 73 Notes Note 2 Sales Customer sales by country Group SEK M US China Sweden France Germany United Kingdom Canada Australia Netherlands Finland Norway South Korea Belgium Denmark Mexico Spain Brazil Italy Switzerland Poland Austria India United Arab Emirates South Africa New Zealand Czech Republic Saudi Arabia Chile Turkey Singapore Israel Hong Kong Ireland Malaysia Colombia Philippines Thailand Russia Japan Portugal Hungary Romania Estonia Indonesia Slovakia Croatia Taiwan Kazakhstan Vietnam Guatemala Other countries Total 2016 25,276 5,308 3,895 3,510 2,949 2,961 2,194 1,974 1,747 1,674 1,568 1,395 1,240 1,066 956 997 822 762 829 639 596 521 572 384 498 425 420 328 338 261 258 282 181 274 210 199 244 242 194 159 129 163 136 137 121 106 85 8 52 72 1,940 71,293 2017 26,940 4,853 4,203 3,714 3,193 3,134 2,420 2,145 1,866 1,761 1,580 1,556 1,423 1,308 1,274 1,057 922 811 784 697 632 621 585 488 484 447 406 365 362 300 297 280 278 251 243 221 215 211 200 189 182 166 161 158 138 113 104 100 97 84 2,116 76,137 Sales by continent SEK M Europe North America Central and South America Africa Asia Oceania Total Group 2016 26,869 28,427 2,012 923 10,573 2,490 71,293 2017 28,961 30,635 2,176 1,099 10,617 2,649 76,137 Sales by product group SEK M Mechanical locks, lock systems and fittings Entrance automation Electromechanical and electronic locks Security doors and hardware Total Group 2016 20,228 19,693 18,545 12,828 71,293 2017 20,796 21,220 20,820 13,301 76,137 Note 3 Auditors’ fees SEK M Audit assignment PwC Others Audit-related services in addition to audit assignment PwC Tax advice PwC Others Other services PwC Others Total Group Parent company 2016 2017 2016 2017 47 13 1 9 5 52 16 1 10 9 20 10 106 32 6 126 4 – 1 1 0 1 1 8 5 – 0 1 1 1 0 8 The auditors’ fee for PwC in Sweden during the year was SEK 8 M and the fee for extra services was SEK 8 M. Note 4 Other operating income and expenses Group SEK M Rental income Business-related taxes Profit on sales of non-current assets Profit/loss on sales of subsidiaries Transaction expenses from acquisitions Exchange rate differences Impairment operating assets, etc., in China Revalued Earnout Other, net Total 2016 12 –33 29 –33 –82 –30 –708 440 195 –210 2017 6 –40 45 –42 –86 –2 –191 300 165 156 Parent company Other operating income in the Parent company consists mainly of franchise and royalty revenues from subsidiaries. Note 5 Share of earnings in associates SEK M Agta Record AG Goal Co., Ltd SARA Loading Bay Ltd Saudi Crawford Doors Factory Ltd Others Total Group 2016 2017 95 23 –2 10 1 127 91 25 0 12 0 129 The share of earnings in Agta Record AG has been estimated on the basis of the associated company’s latest available financial report, which is the published Interim Report for the first half of 2017. 74 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 6 Operating leases Note 11 Financial expenses SEK M 2016 2017 2016 2017 SEK M 2016 2017 2016 2017 Group Parent company Group Parent company Lease payments during the year Total Nominal value of agreed future lease payments: Due for payment in: (2017) 2018 (2018) 2019 (2019) 2020 (2020) 2021 (2021) 2022 (2022) 2023 or later Total 895 895 1,029 1,029 14 14 19 19 822 646 481 334 236 316 2,835 904 726 542 398 276 373 3,218 17 17 18 18 19 19 107 23 23 24 25 26 26 147 Lease payments during the year consist of fees for assets that are held as operating leases such as rented premises, machinery, and computer equipment. The Group has no single substantial operating leases since the lease agree- ments are spread over a large number of subsidiaries. Note 7 Expenses by nature In the income statement costs are broken down by function. Below, these same costs are broken down by nature: SEK M Remuneration of employees (note 33) Direct material costs Depreciation and amortization (notes 8, 14, 15) Other purchase expenses Total Group 2016 21,231 26,067 1,580 12,675 61,553 2017 21,618 27,630 1,688 13,144 64,081 Note 8 Depreciation and amortization SEK M Intangible assets Machinery Equipment Buildings Land improvements Finance leases Total Group Parent company 2016 483 534 322 235 7 – 1,580 2017 2016 2017 598 528 334 210 7 11 1,688 445 – 3 – – – 448 329 – 10 – – – 339 Note 9 Exchange differences in the income statement Parent company Group SEK M 2016 2017 2016 2017 –29 –2 –22 –13 Exchange differences recognized in operating income Exchange differences recognized in financial expenses (note 11) Total Intra-Group interest expenses Interest expenses, other liabilities1 Interest expenses, interest rate swaps Interest expenses, foreign exchange forwards Exchange rate differences on financial instruments Fair value adjustments on shares and interests Other financial expenses Total – – –251 –263 –598 –584 –120 –132 25 31 –120 –111 – – 26 20 –33 –4 – 8 – –47 –714 – –43 –687 1 –30 –433 0 –27 –418 1 Of which –23 (–14) is fair value adjustments on derivatives, non-hedge accounting, for the Group. Note 12 Tax on income Group Parent company SEK M 2016 2017 2016 2017 Current tax Tax attributable to prior years Foreign Coupon Tax Deferred tax Total –2,570 119 –28 152 –3,025 279 –52 –240 –2,328 –3,038 –573 0 – – –573 –484 – –6 187 –303 Explanation for the difference between nominal Swedish tax rate and effective tax rate based on income before tax: Group Parent company Percent 2016 2017 2016 2017 Swedish rate of tax on income Effect of foreign tax rates Non-taxable income/non- deductible expenses, net Utilized loss carryforward not recognized in prior period Other Effective tax rate in income statement 22 8 –1 –1 –2 26 22 8 –1 –1 –2 22 – –8 – – 26 14 22 – –16 – – 6 Note 13 Earnings per share Earnings per share before and after dilution Group SEK M Earnings attributable to the Parent company’s shareholders Net profit Weighted average number of shares issued (thousands) Earnings per share (SEK) of which from continuing operations of which from discontinued operations 2016 2017 6,651 6,651 8,633 8,633 1,110,776 1,110,776 7.77 7.77 – 5.99 5.96 0.03 26 –4 20 18 –33 –55 8 –5 None of the Group’s outstanding long-term incentive pro- grams are expected to result in significant dilution in the future. Note 10 Financial income SEK M 2016 2017 2016 2017 Group Parent company Earnings from investments in subsidiaries Earnings from investments in associates Intra-Group interest income Other financial income External interest income and similar items Total – – – 1 8 9 – – – 1 18 19 1,556 2,783 45 96 – 49 123 0 – 1,697 0 2,955 Earnings per share before and after dilution and excluding items affecting comparability SEK M Earnings attributable to the Parent company’s shareholders Items affecting comparability, after tax1 Net profit Weighted average number of shares issued (thousands) Earnings per share excluding items affecting comparability (SEK) of which from continuing operations of which from discontinued operations Group 2016 2017 6,651 1,221 7,872 8,633 – 8,633 1,110,776 1,110,776 7.09 7.06 0.03 7.77 7.77 – 1 Items affecting comparability consist of restructuring costs. ASSA ABLOY ANNUAL REPORT 2017 NOTES 75 Notes Note 14 Intangible assets Group Parent company 2017, SEK M Goodwill Brands Opening accumulated acquisition cost Purchases Acquisitions of subsidiaries Divestments of subsidiaries Sales, disposals and adjustments Reclassifications Exchange rate differences Closing accumulated acquisition cost Opening accumulated amortization/impairment Sales, disposals and adjustments Reclassifications Amortization Exchange rate differences Closing accumulated amortization/impairment Carrying amount 47,609 – 4,962 –76 – – –2,100 50,394 –65 – – – 2 –64 50,330 6,451 1 101 – 0 – –209 6,344 –98 0 – –2 0 –101 6,243 Other intangible assets 6,743 555 1,742 – –25 34 –216 8,833 –3,544 15 –5 –596 133 –3,998 4,835 Total 60,804 556 6,805 –76 –25 34 –2,527 65,571 –3,708 14 –5 –598 135 –4,163 61,409 Intangible assets 3,357 3,279 – – – 139 – 6,775 –2,949 – – –329 – –3,278 3,497 Group Parent company 2016, SEK M Goodwill Brands Opening accumulated acquisition cost Purchases Acquisitions of subsidiaries Sales, disposals and adjustments Reclassifications Exchange rate differences Closing accumulated acquisition cost Opening accumulated amortization/impairment Sales, disposals and adjustments Reclassifications Amortization Exchange rate differences Closing accumulated amortization/impairment Carrying amount 42,838 – 2,451 – – 2,321 47,609 –61 – – – –5 –65 47,544 6,201 2 0 – 0 247 6,451 –98 – – 0 0 –98 6,353 Other intangible assets 5,847 416 69 –30 90 352 6,743 –2,864 28 –5 –482 –221 –3,544 3,199 Total 54,885 419 2,520 –30 90 2,920 60,804 –3,022 28 –5 –483 –227 –3,708 57,096 Intangible assets 3,161 196 – – – – 3,357 –2,504 – – –445 – –2,949 408 Other intangible assets consist mainly of customer relations and technology. The carrying amount of intangible assets with an indefinite useful life, excluding goodwill, amounts to SEK 6,197 M (6,305) and relates to brands. Useful life has been defined as indefinite where the time period, during which an asset is deemed to contribute economic benefits, cannot be determined. Amortization and impairment of intangible assets are mainly recognized as cost of goods sold in the income state- ment. which in turn are based on financial budgets for a three-year period approved by management. Cash flows beyond the three-year period are extrapolated using estimated growth rates according to the information below. Material assumptions used to calculate values in use: • Budgeted operating margin. • Growth rate for extrapolating cash flows beyond the budget period. • Discount rate after tax used for estimated future cash flows. Impairment testing of goodwill and intangible assets with indefinite useful life Goodwill and intangible assets with an indefinite useful life are allocated to the Group’s Cash Generating Units (CGUs), which consist of the Group’s five divisions. For each cash-generating unit, the Group annually tests goodwill and intangible assets with an indefinite useful life for impairment, in accordance with the accounting principle described in Note 1. Recoverable amounts for Cash Generat- ing Units have been determined by calculating value in use. These calculations are based on estimated future cash flows, Management has determined the budgeted operating mar- gin based on previous results and expectations of future market development. A growth rate of 3 percent (3) has been used for all CGUs to extrapolate cash flows beyond the budget period. This growth rate is considered to be a con- servative estimate. Further, an average discount rate in local currency after tax has been used in the calculations. The dif- ference in value compared with using a discount rate before tax is not deemed to be material. The discount rate has been determined by calculating the weighted average cost of capital (WACC) for each division. 76 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 14 cont. 2017 Overall, the discount rate after tax used varied between 8.0 and 9.0 percent (EMEA 8.0 percent, Americas 8.0 percent, Asia Pacific 9.0 percent, Global Technologies 8.0 percent and Entrance Systems 8.0 percent). Goodwill and intangible assets with an indefinite useful life were allocated to the Cash Generating Units as summarized in the following table: 2017, SEK M Goodwill Intangible assets with indefinite useful life Total EMEA 8,571 223 8,793 Americas Asia Pacific Global Technologies 11,190 735 11,924 7,752 1,813 9,566 11,121 665 11,786 Entrance Systems 11,696 2,762 14,458 Total 50,330 6,197 56,528 2016 Overall, the discount rate after tax used varied between 8.0 and 9.0 percent (EMEA 8.0 percent, Americas 8.0 percent, Asia Pacific 9.0 percent, Global Technologies 8.0 percent and Entrance Systems 8.0 percent). Goodwill and intangible assets with an indefinite useful life were allocated to the Cash Generating Units as summarized in the following table: 2016, SEK M Goodwill Intangible assets with indefinite useful life Total EMEA 8,348 218 8,566 Americas Asia Pacific Global Technologies 11,012 809 11,821 7,920 1,862 9,782 8,784 623 9,407 Entrance Systems 11,480 2,793 14,273 Total 47,544 6,305 53,849 Sensitivity analysis A sensitivity analysis has been carried out for each cash- generating unit. The results of this analysis are summarized below. extent. For Asia Pacific, a good future financial performance, in terms of growth and increasing operating margins, is essential for the carrying amount to be recoverable in the long term. 2017 If the estimated operating margin after the end of the budget period had been one percentage point lower than the management’s estimate, the total recoverable amount would be 6 percent lower (EMEA 6 percent, Americas 4 per- cent, Asia Pacific 8 percent, Global Technologies 5 percent, and Entrance Systems 7 percent). If the estimated growth rate used to extrapolate cash flows beyond the budget period had been one percentage point lower than the basic assumption of 3 percent, the total recoverable amount would be 15 percent lower (EMEA 15 percent, Americas 15 percent, Asia Pacific 13 percent, Global Technologies 15 percent, and Entrance Systems 15 percent). If the estimated weighted capital cost used for the Group’s discounted cash flows had been one percentage point higher than the basic assumption of 8.0 to 9.0 percent, the total recoverable amount would be 16 percent lower (EMEA 17 percent, Americas 17 percent, Asia Pacific 14 per- cent, Global Technologies 17 percent, and Entrance Systems 17 percent). 2016 If the estimated operating margin after the end of the budget period had been one percentage point lower than the management’s estimate, the total recoverable amount would be 6 percent lower (EMEA 6 percent, Americas 4 per- cent, Asia Pacific 7 percent, Global Technologies 5 percent, and Entrance Systems 7 percent). If the estimated growth rate used to extrapolate cash flows beyond the budget period had been one percentage point lower than the basic assumption of 3 percent, the total recoverable amount would be 15 percent lower (EMEA 15 percent, Americas 15 percent, Asia Pacific 13 percent, Global Technologies 15 percent, and Entrance Systems 15 percent). If the estimated weighted capital cost used for the Group’s discounted cash flows had been one percentage point higher than the basic assumption of 8.0 to 9.0 percent, the total recoverable amount would be 17 percent lower (EMEA 17 percent, Americas 17 percent, Asia Pacific 15 per- cent, Global Technologies 17 percent, and Entrance Systems 17 percent). These calculations are hypothetical and should not be viewed as an indication that these factors are any more or less likely to change. The sensitivity analysis should therefore be interpreted with caution. These calculations are hypothetical and should not be viewed as an indication that these factors are any more or less likely to change. The sensitivity analysis should therefore be interpreted with caution. None of the hypothetical cases above would lead to an impairment of goodwill in an individual Cash Generating Unit, with the exception of Asia Pacific where the recovery value exceeds the reported value, though only to a minor None of the hypothetical cases above would lead to an impairment of goodwill in an individual Cash Generating Unit. ASSA ABLOY ANNUAL REPORT 2017 NOTES 77 Notes Note 15 Property, plant and equipment 2017, SEK M Buildings ments Machinery Equipment Land and land improve- Construc- tion in progress Finance leases Total Equipment Group Parent company Opening accumulated acquisition cost Purchases Acquisitions of subsidiaries Divestments of subsidiaries Sales and disposals Reclassifications Exchange rate differences Closing accumulated acquisition cost Opening accumulated depreciation and impairment Sales and disposals Divestments of subsidiaries Impairment incl. reversals Depreciation Reclassifications Exchange rate differences Closing accumulated depreciation and impairment Carrying amount 6,143 119 23 – –251 –14 –209 1,215 67 12 – –52 –29 –23 9,766 237 34 –3 –412 290 –410 3,663 214 25 0 –150 129 –119 5,811 1,191 9,503 3,763 –2,937 141 – 11 –210 5 82 –2,909 2,902 –138 0 – –6 –7 – –1 –151 1,040 –7,399 388 – –28 –528 16 311 –7,241 2,261 –2,811 137 0 –7 –334 28 96 –2,890 873 564 912 1 – –8 –589 –30 849 – – – – – – – – 14 – – –1 181 1 21,351 1,562 94 –3 –873 –32 –790 194 21,311 – –13,286 667 1 0 – –29 – –1,090 –11 3 –46 488 1 – 849 –55 –13,246 8,065 140 51 12 – – – – – 63 –21 – – – –10 – – –31 32 2016, SEK M Buildings ments Machinery Equipment Land and land improve- Construc- tion in progress Finance leases Total Equipment Group Parent company Opening accumulated acquisition cost Purchases Acquisitions of subsidiaries Divestments of subsidiaries Sales and disposals Reclassifications Exchange rate differences Closing accumulated acquisition cost Opening accumulated depreciation and impairment Sales and disposals Divestments of subsidiaries Impairment incl. reversals Depreciation Reclassifications Exchange rate differences Closing accumulated depreciation and impairment Carrying amount 5,326 90 248 –4 –63 186 360 1,106 3 17 0 –16 40 66 8,578 188 53 –82 –36 333 732 3,168 210 33 –38 –77 104 262 6,143 1,215 9,766 3,663 –2,441 41 0 –17 –235 –102 –183 –2,937 3,205 –135 10 – – –7 0 –6 –138 1,078 –6,348 28 47 –94 –534 85 –583 –7,399 2,366 –2,327 65 22 –53 –322 21 –217 –2,811 853 636 665 5 –11 –17 –752 37 564 – – – – – – – – 564 – – – – – – – – 18,814 1,156 355 –135 –209 –89 1,459 21,351 – –11,252 144 – 69 – –165 – –1,097 – 4 – –989 – – –13,286 8,066 – 23 28 – – – – – 51 –18 – – – –3 – – –21 30 From 2017 property, plant and equipment related to financial leases are reported separately in the table above. Comparative year figures have not been restated. Finance leases primarily pertain to leases of buildings and were therefore reported under Buildings in 2016. Impairment losses for the year totaled SEK 29 M (165), of which SEK 11 M (151) related to restructuring programs. 78 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 16 Shares in subsidiaries Company name ASSA Sverige AB ASSA ABLOY Entrance Systems AB ASSA ABLOY Kredit AB ASSA ABLOY Försäkrings AB ASSA ABLOY Asia Holding AB ASSA ABLOY OY ASSA ABLOY Norge A/S ASSA ABLOY Danmark A/S ASSA ABLOY Deutschland GmbH ASSA ABLOY Nederland Holding B.V. Pan Pan DOOR Co LTD ASSA ABLOY France SAS Interlock Holding AG HID Global Switzerland S.A. ASSA ABLOY Holding GmbH ASSA ABLOY Ltd HID Global Ireland Teoranta Mul-T-Lock Ltd ASSA ABLOY Holdings (SA) Ltd ASSA ABLOY Inc Fleming Door Products, Ltd ABLOY Canada Inc. ASSA ABLOY Door Group, Inc. ASSA ABLOY Australia Pacific Pty Ltd Cerramex, S.A de C.V ASSA ABLOY Mexico, S.A de CV Cerraduras y Candados Phillips S.A de C.V Cerraduras de Colombia S.A. WHAIG Limited ASSA ABLOY Asia Pacific Ltd Cardo AB ASSA ABLOY Portugal, Unipessoal, Lda (Portugal) ASSA ABLOY Mobile Services AB ASSA ABLOY Holding Italia S.p.A. HID SA (Argentina) HID Global SAS CEDES Holding AG ASSA ABLOY East Africa Ltd Total 1 The Group’s holdings amount to 100 percent. Note 17 Investments in associates 2017 Company name Agta Record AG Goal Co., Ltd PT Jasuindo Arjo Wiggins Security SARA Loading Bay Ltd Talleres Agui S.A. Saudi Crawford Doors Ltd Others Total Corporate identity number, Registered office Number of shares Share of equity Carrying amount, SEK M Parent company 556061-8455, Eskilstuna 556204-8511, Landskrona 556047-9148, Stockholm 516406-0740, Stockholm 556602-4500, Stockholm 1094741-7, Joensuu 979207476, Moss CVR 10050316, Herlev HR B 66227, Berlin 52153924, Raamsdonksveer 210800004058002, Dashiqiao 412140907, R.C.S. Versailles CH-020.3.913.588-8, Zürich CH-232-0730018-2, Granges FN 273601f, A-6175, Kematen 2096505, Willenhall 364896, Galway 520036583, Yavne 1948/030356/06, Roodepoort 039347-83, Oregon 147126, Ontario 1148165260, Montreal 814406948 RC0001, Ontario ACN 095354582, Oakleigh, Victoria CER8805099Y6, Mexico AAM961204CI1, Mexico CCP910506LK2, Mexico 860009826-8, Bogota EC21330, Bermuda 53451, Hong Kong 556026-8517, Malmö PT500243700, Alfragide 556909-5929, Stockholm IT01254420597, Rome CUIT 30-61783980-2, Buenos Aires FR21341213411, Nanterre CHE-101.321-677, Landquart C.20402, Nairobi 70 1,000 400 60,000 1,000 800,000 150,000 60,500 1 180 – 15,184,271 211,000 2,500 1 1,330,000 501,000 13,787,856 100,220 100 25,846,600 1 1 48,190,000 4 50,108,549 112 2,201,670 100,100 1,000,000 27,000,000 1 50,000 650,000 2,400 1,000,000 300,000 13,500 100 100 100 100 100 100 100 100 100 100 661 100 981 100 100 100 100 901 100 100 100 100 100 100 0 100 0 711 100 100 100 100 100 100 21 100 100 100 Country of registration Switzerland Japan Indonesia United Kingdom Spain Saudi Arabia Group Number of shares Share of equity, % 5,166,945 2,778,790 1,533,412 4,990 4,800 800 39 46 49 50 40 40 197 192 6,036 145 189 4,257 538 376 1,086 771 2,228 1,964 0 47 109 3,077 293 901 217 2,546 0 0 17 242 0 762 0 142 303 72 5,093 0 25 974 0 679 673 90 34,242 Carrying amount, SEK M 1,679 519 17 14 8 5 1 2,243 The share of equity in Agta Record AG has been estimated on the basis of the associated company’s latest available financial report, which is the published Interim Report for the first half of 2017. For the period January to June, the company’s revenue totaled SEK 1,682 M (1,542) and income after tax was SEK 98 M (78). The company’s assets totaled SEK 3,199 M (3,127) and total liabilities amounted to SEK 1,033 M (1,148). Group 2016 Company name Agta Record AG Goal Co., Ltd SARA Loading Bay Ltd Talleres Agui S.A. Saudi Crawford Doors Ltd Others Total Country of registration Switzerland Japan United Kingdom Spain Saudi Arabia Number of shares Share of equity, % 5,166,945 2,778,790 4,990 4,800 800 39 46 50 40 40 Carrying amount, SEK M 1,586 496 14 8 5 1 2,109 ASSA ABLOY ANNUAL REPORT 2017 NOTES 79 Notes Note 18 Deferred tax SEK M Deferred tax assets Non-current assets Pension provisions Tax losses and other tax credits Other deferred tax assets Deferred tax assets Deferred tax liabilities Non-current assets Other deferred tax liabilities Deferred tax liabilities Deferred tax assets, net Change in deferred tax Opening balance Acquisitions and divestments Recognized in income statement Deferred tax from actuarial gain/loss on post-employment benefit obligations Exchange rate differences Closing balance Group 2016 2017 120 550 378 851 1,899 1,660 684 2,344 –445 –597 15 152 36 –51 –445 – 572 191 592 1,355 1,652 566 2,218 –862 –445 –172 –240 –77 71 –862 The Group has tax loss carryforwards and other tax credits of SEK 2,562 M (1,291) for which deferred tax assets have not been recognized, as it is uncertain whether they can be off- set against taxable income in future taxation. Note 19 Other financial assets Group Parent company SEK M 2016 2017 2016 2017 Investments in associates, parent company Other shares and interests Non-current interest- bearing receivables Other non-current receivables Total Note 20 Inventories SEK M Materials and supplies Work in progress Finished goods Advances paid Total – 11 41 34 86 – 11 171 1,621 – 1,621 – – – 44 227 – 1,621 187 1,808 Group 2016 2,744 1,959 4,531 331 9,565 2017 2,750 1,861 4,563 256 9,430 Impairment of inventories during the year amounted to SEK 269 M (278). Note 21 Trade receivables SEK M Trade receivables Provision for bad debts Total Maturity analysis Trade receivables not due Trade receivables due: <3 months 3–12 months > 12 months Impaired trade receivables: <3 months 3–12 months > 12 months Total Group 2016 13,608 –959 12,648 2017 14,228 –1,160 13,068 8,916 9,316 3,024 898 769 4,691 –111 –171 –677 –959 12,648 3,173 859 880 4,912 –138 –220 –802 –1,160 13,068 Trade receivables by currency USD EUR CNY GBP SEK KRW AUD CAD Other currencies Total Current year change in provision for bad debts Opening balance Acquisitions and divestments Receivables written off Reversal of unused amounts Provision for bad debts Exchange rate differences Closing balance 2016 4,320 2,979 1,480 514 595 361 219 324 1,856 12,648 2016 758 18 –84 –80 299 49 959 2017 4,201 3,335 1,310 599 589 399 312 219 2,104 13,068 2017 959 48 –103 –46 335 –33 1,160 Note 22 Parent company’s equity The Parent company’s equity is split between restricted and non-restricted equity. Restricted equity consists of share capital, revaluation reserve, statutory reserve and the fund for development expenses. The statutory reserve contains premiums (amounts received from share issues that exceed the nominal value of the shares) relating to shares issued up to 2005. Non-restricted equity consists of share premium reserves, retained earnings and net income for the year. Note 23 Share capital, number of shares and dividend per share Number of shares, thousands Series A shares Series B shares Total Share capital, SEK K 57,525 1,055,052 1,112,576 370,859 57,525 1,055 052 1,112,576 370,859 575,259 1,055,052 1,630,311 57,525 1,055,052 1,112,576 370,859 57,525 1,055,052 1,112,576 370,859 575,259 1,055,052 1,630,311 Opening balance at 1 January 2016 Closing balance at 31 December 2016 Number of votes, thousands Opening balance at 1 January 2017 Closing balance at 31 December 2017 Number of votes, thousands All shares have a par value of around SEK 0.33 (0.33) and give shareholders equal rights to the company’s assets and earn- ings. All shares are entitled to dividends subsequently deter- mined. Each Series A share carries ten votes and each Series B share one vote. All issued shares are fully paid. The weighted average number of shares was 1,110,776 (1,110,776) during the year. None of the Group’s outstand- ing long-term incentive programs are expected to result in significant dilution in the future. The total number of treasury shares as at 31 December 2017 amounted to 1,800,000. No shares have been repur- chased during the year. Dividend per share The dividend paid during the financial year totaled SEK 3,332 M (2,944), equivalent to SEK 3.00 (2.65) per share. A dividend for 2017 of SEK 3.30 per share, a total of SEK 3,666 M, will be proposed at the Annual General Meeting on Thursday, 26 April 2018. 80 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 24 Post-employment employee benefits Post-employment employee benefits include pensions and medical benefits. Pension plans are classified as either defined benefit plans or defined contribution plans. Pension obligations in the balance sheet mainly relate to defined benefit plans. ASSA ABLOY has defined benefit pension plans in a number of countries. The most comprehensive defined benefit plans are found in the US, the UK and Germany. The defined benefit plans in the US and the UK are secured by assets in pension funds, while the plans in Germany are chiefly unfunded. In the US, there are also unfunded plans for post-employment medical benefits. The operations of pension funds are regulated by national regulations and practice. The responsibility for monitoring the pension plans and their assets rests mainly with the boards of the pension funds, but can also rest more directly with the company. The Group has an overall policy for the limits within which asset allocation should be made. Each pension fund adjusts its local asset allocation according to the nature of the local pension obligation, particularly the remaining term and the breakdown between active mem- bers and pensioners. The Group has not changed the pro- cesses used for managing these risks compared with previous periods. The investments are well diversified so that depreciation of an individual investment should not have any material impact on the plan assets. The majority of assets are invested in shares as the Group considers that shares produce the best long-term return at an acceptable risk level. The total allocation to shares should not, however, exceed 60 percent of total assets. Fixed income assets are invested in a combi- nation of ordinary government bonds and corporate bonds but also in inflation-indexed bonds. The average term of these is normally somewhat shorter than the term of the underlying liability. Bonds should not account for less than 30 percent of assets. A small proportion of assets is also invested in real estate and alternative investments, mainly hedge funds. As at 31 December 2017, shares accounted for 45 per- cent (44) and fixed income securities for 33 percent (33) of plan assets, while other assets accounted for 22 percent (23). The actual return on plan assets in 2017 was SEK 386 M (544). Amounts recognized in the income statement Pension costs, SEK M 2016 2017 Defined contribution pension plans Defined benefit pension plans Post-employment medical benefit plans Total of which, included in: Operating income Net financial items 576 168 32 777 685 92 566 147 30 744 658 86 Amounts recognized in the balance sheet Pension provisions, SEK M 2016 2017 Provisions for defined benefit pension plans Provisions for post-employment medical benefit plans Provisions for defined contribution pension plans Total 2,497 2,350 610 573 14 3,121 10 2,933 Pensions with Alecta Commitments for old-age pensions and family pensions for salaried employees in Sweden are secured in part through insurance with Alecta. According to UFR 10, this is a defined benefit plan that covers many employers. For the 2017 finan- cial year, the company has not had access to information making it possible to report this plan as a defined benefit plan. Pension plans in accordance with ITP secured through insurance with Alecta are therefore reported as defined con- tribution plans. The year’s pension contributions that are contracted to Alecta total SEK 33 M (31), of which SEK 11 M (11) relates to the Parent company. Pension contributions are expected to remain largely unchanged in 2018. Alecta’s surplus can be distributed to policyholders and/ or the insured. As at 31 December 2017, Alecta’s surplus expressed as the collective consolidation level amounted preliminarily to 154 percent (149 percent as at 31 Decem- ber 2016). The collective consolidation level consists of the market value of Alecta’s assets as a percentage of its insurance commitments calculated according to Alecta’s actuarial calculation assumptions, which do not comply with IAS 19. The collective consolidation level is normally allowed to vary between 125 and 155 percent. If the consolidation level deviates from this range, measures in the form of an adjustment of the premium level should be taken to return to the normal range. Specification of defined benefit pension plans, post-employment medical benefits and plan assets by country United Kingdom Germany US Other countries Total Specification of defined benefits, SEK M 2016 2017 2016 2017 2016 2017 Present value of funded obligations Fair value of plan assets Net value of funded plans 2,859 –2,543 317 2,878 –2,658 220 103 –23 81 95 –21 75 2,166 –1,629 538 2,046 –1,604 443 2016 1,268 –870 398 2017 1,179 –799 380 2016 2017 6,397 –5,063 1,333 6,199 –5,081 1,118 Present value of unfunded obligations Present value of unfunded medical benefits Net value of defined benefit pension plans Provisions for defined contribution pension plans Total – – – – 680 689 – – 484 543 1,164 1,232 – – 606 568 5 5 610 573 317 220 761 764 1,143 1,011 886 928 3,107 2,923 – 317 – 220 – 761 – 764 – 1,143 – 1,011 14 900 10 938 14 3,121 10 2,933 ASSA ABLOY ANNUAL REPORT 2017 NOTES 81 Notes Note 24 cont. Movement in obligations 2017, SEK M Opening balance 1 January 2017 Acquisitions/divestments Recognized in the income statement: Current service cost Past service cost Impairment/reversal of pension receivables Interest expense/income Total recognized in the income statement Recognized in other comprehensive income: Return on plan assets, excluding amounts included above Gain/loss from change in demographic assumptions Gain/loss from change in financial assumptions Experience-based gains/losses Remeasurement of net pension obligations Exchange rate differences Total recognized in other comprehensive income Contributions and payments: Employer contributions Employee contributions Payments Controls Total payments Closing balance 31 December 2017 2016, SEK M Opening balance 1 January 2016 Acquisitions/divestments Reclassifications Recognized in the income statement: Current service cost Past service cost Impairment/reversal of pension receivables Interest expense/income Total recognized in the income statement Recognized in other comprehensive income: Return on plan assets, excluding amounts included above Gain/loss from change in demographic assumptions Gain/loss from change in financial assumptions Experience-based gains/losses Remeasurement of net pension obligations Exchange rate differences Total recognized in other comprehensive income Contributions and payments: Employer contributions Employee contributions Payments Controls Total payments Closing balance 31 December 2016 Plan assets allocation Plan assets Publicly traded shares Government bonds Corporate bonds Inflation-linked bonds Property Cash and cash equivalents Alternative investments Other assets Total Post-employ- ment medical benefits Defined benefit pension plans 610 – 7 – – 23 30 – 22 – – 22 –58 –36 – 0 –32 – –31 573 7,560 6 108 3 –26 199 284 – 87 116 2 206 –248 –43 – 17 –351 –43 –377 7,431 Plan assets –5,063 – – – – –136 –136 –254 – – – –254 214 –40 –161 –17 294 43 158 –5,081 Post-employ- ment medical benefits Defined benefit pension plans 582 6,823 Plan assets –4,660 – – 6 0 – 26 32 – –19 – – –19 51 32 – 0 –37 – –37 610 166 27 115 –4 –9 227 329 – –26 663 –97 539 24 563 – 17 –352 –13 –347 7,560 –115 – – – – –161 –161 –383 – – – –383 50 –333 –66 –23 281 13 205 –5,063 2016 2,237 630 719 297 319 40 101 720 5,063 Total 3,107 6 115 3 –26 86 178 –254 109 116 2 –26 –92 –118 –161 0 –89 – –250 2,923 Total 2,745 51 27 121 –3 –9 92 201 –383 –45 663 –97 138 125 263 –66 –5 –108 – –179 3,107 2017 2,309 689 736 250 302 22 86 687 5,081 82 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 24 cont. Key actuarial assumptions United Kingdom Germany US Key actuarial assumptions (weighted average), % 2016 2017 2016 2017 2016 2017 Discount rate Expected annual salary increases Expected annual pension increases Expected annual medical benefit increases Expected annual inflation 2.7 n/a 2.1 n/a 2.4 2.5 n/a 2.1 n/a 2.4 1.6 2.8 1.3 n/a 1.3 1.8 2.8 1.3 n/a 1.3 4.2 n/a 2.0 6.6 3.0 3.6 n/a 2.0 6.9 3.0 Sensitivity analysis of defined benefit obligations and post-employment medical benefits The effect on defined benefit obligations and post-employment medical benefits of a 1.0 percentage change in some actuarial assumptions, change in percent Discount rate Expected annual medical benefit increases Note 25 Other provisions Group Note 26 Other current liabilities SEK M Opening balance at 1 January 2016 Provisions for the year Reclassifications Acquisitions of subsidiaries Divestments of subsidiaries Reversal of non-utilized amounts Payments Utilized during the year, without cash flow impact Exchange rate differences Closing balance at 31 December 2016 SEK M Opening balance at 1 January 2017 Provisions for the year Acquisitions of subsidiaries Reversal of non-utilized amounts Payments Utilized during the year, without cash flow impact Exchange rate differences Closing balance at 31 December 2017 Balance sheet breakdown: Other non-current provisions Other current provisions Total Restruc- turing reserve Other Total 551 1,597 – – –17 – –442 –151 34 1,773 103 –30 –47 –24 –214 –405 – 17 2,324 1,700 –30 –47 –41 –214 –847 –151 51 1,572 1,170 2,742 Group Restruc- turing reserve 1,572 – – – –612 –11 –5 Other Total 1,170 848 –1 –38 –772 – –6 2,742 848 –1 –38 –1,384 –11 –11 944 1,202 2,146 Group 2016 1,945 797 2,742 2017 1,447 699 2,146 The restructuring reserve at year-end relates mainly to the ongoing restructuring program launched in 2016. The restructuring reserve is expected to be used over the next two years. The non-current part of the reserve totaled SEK 317 M. For further information on the restructuring programs, see the Report of the Board of Directors. Other provisions mainly relate to taxes and legal obliga- tions including future environment-related measures. +1.0% –15.9% 11.2% –1.0% 14.7% –9.3% Group 2016 2017 559 100 776 72 1,083 599 3,190 626 110 889 89 1,177 554 3,446 SEK M VAT and excise duties Employee withholding tax Advances received Social security contributions and other taxes Deferred considerations Other current liabilities Total Note 27 Accrued expenses and deferred income Group Parent company SEK M 2016 2017 2016 2017 Personnel-related expenses Customer-related expenses Deferred income Accrued interest expenses Other Total 2,585 2,728 226 279 992 439 107 1,352 5,474 972 352 113 1,358 5,524 – – 51 42 319 – – 54 39 372 Note 28 Contingent liabilities Group Parent company SEK M Guarantees Guarantees on behalf of subsidiaries Total 2016 2017 2016 2017 102 113 – – – 102 – 12,048 11,015 113 12,048 11,015 In addition to the guarantees shown in the table above, the Group has a large number of minor bank guarantees for per- formance of obligations in operating activities. No material liabilities are expected as a result of these guarantees. Group Maturity profile – guarantees, SEK M 2016 2017 <1 year >1 <2 years >2 <5 years >5 years Total 44 7 35 17 102 61 16 19 17 113 Note 29 Assets pledged against liabilities to credit institutions Group Parent company SEK M 2016 2017 2016 2017 Real estate mortgages Other mortgages Total 148 113 261 114 131 244 – – – – – – ASSA ABLOY ANNUAL REPORT 2017 NOTES 83 –263 –187 On the reporting date the acquisition analysis is prelimi- nary with respect to valuation of intangible assets. Notes Note 30 Business combinations SEK M Purchase prices Cash paid for acquisitions during the year Holdbacks and deferred consideration for acquisitions during the year Adjustment of purchase prices for acquisitions in prior years Total 2016 2017 2,388 6,501 568 365 –91 2,866 18 6,885 Acquired assets and liabilities at fair value Intangible assets Property, plant and equipment Deferred tax assets Other financial assets Inventories Current receivables and investments Cash and cash equivalents Non-controlling interests Deferred tax liabilities Pension provisions Other non-current liabilities Current liabilities Total Goodwill Cash paid for acquisitions during the year Cash and cash equivalents in acquired subsidiaries Paid deferred considerations for acquisitions in previous years Change in cash and cash equivalents due to acquisitions Net sales from acquisition date EBIT from acquisition date Net income from acquisition date 69 355 77 6 251 291 263 – –46 –51 –136 –665 415 2,451 2,388 1,843 94 16 18 232 416 187 –3 –188 –6 –95 –592 1,922 4,962 6,501 515 511 2,640 6,825 1,067 104 86 1,250 150 111 The table above includes fair value adjustments of acquired net assets from acquisitions made in previous years. Acquisition analyses have been prepared for all acquisi- tions in 2017. The net sales of acquired units for 2017 totaled SEK 2,543 M (2,373) and net income amounted to SEK 232 M (186). Acquisition-related costs for 2017 totaled SEK 86 M (82) and have been reported as other operating expenses in the income statement. See below for an account of some acquisitions completed in 2017 and 2016. No single acquisition is significant in terms of size and separate acquisition details are therefore not provided. 2017 Arjo Systems On 3 July 2017, ASSA ABLOY acquired 100 percent of the share capital in the French company Arjo Systems SAS, a leading provider of physical and digital identity solutions for national ID documents. The acquisition strengthens the current offering of secure identity solutions and will strengthen the Group’s position in national ID documents, while offering additional growth opportunities. Arjo Systems operates in France, Italy and Hong Kong. Intangible assets in the form of technology and customer relationships have been disclosed in the purchase price allo- cation. Residual goodwill mainly relates to synergies and other intangible assets that do not meet the criteria for separate reporting. Mercury Security On 18 October 2017, ASSA ABLOY acquired 100 percent of the share capital of Mercury Security, a leading US OEM sup- plier of control systems for physical access control. The acquisition strengthens the current offering in physi- cal access management where Mercury Security considera- bly strengthens the Group’s position in physical access man- agement and offers complementary growth opportunities Mercury Security is headquartered in Long Beach, California. Intangible assets in the form of the brand, technology and customer relationships have been disclosed in the purchase price allocation. Residual goodwill mainly relates to syner- gies and other intangible assets that do not meet the criteria for separate reporting. August Home On 21 November 2017, ASSA ABLOY acquired 100 percent of the share capital of August Home Inc., a leading US sup- plier of smart digital locks. The acquisition of August Home further strengthens the strategy for smart door solutions aimed at the residential market with additional smart digital locks, doorbells with camera and complete home delivery solutions. August Home is headquartered in San Francisco, California. Other acquisitions Other noteworthy acquisitions during the year include Shree Mahavir Metalcraft (India), Southeastern Dock & Door (US) and Jerith (US). Please see the Report of the Board of Direc- tors for further information on these acquisitions. 2016 CEDES On 10 February 2016, ASSA ABLOY acquired 100 percent of the share capital of the Swiss company CEDES, a leading sup- plier of sensor technology to the door and elevator industry. The acquisition represents yet another important step in the strategy of providing more intelligence in entrance auto- mation and is a strong addition to the current product port- folio. The combination of a variety of technologies will lead to highly innovative and integrated solutions for customers. CEDES is headquartered in Landquart, Switzerland. The goodwill that arose in connection with the acquisi- tion mainly relates to synergies and other intangible assets that do not meet the criteria for separate reporting. Bluvision On 30 November 2016, ASSA ABLOY acquired 100 percent of the share capital of Bluvision, a leading US supplier of solu- tions for Bluetooth Low Energy (BLE) solutions in the market for the Internet of Things (IoT). The company reinforces the current offering of solutions for securely issuing cards. The acquisition will significantly strengthen the Group’s position in the market for enterprise solutions in the IoT and provides additional growth opportu- nities. Bluvision is headquartered in Fort Lauderdale, Florida, USA. Other acquisitions Other noteworthy acquisitions during the year include Light- house (US), Trojan (UK) and Construction Specialties (US and Mexico). 84 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 31 Profit from discontinued operations Group Note 32 Cash flow SEK M 2016 2017 SEK M Group 2016 2017 Profit from discontinued operations Sales Cost Profit from discontinued operations – before taxes Tax on income Profit from discontinued operations – after taxes Profit from sale of disposal group classified as held for sale Profit from discontinued operations Cash flow from discontinued operations Cash flow from operating activities Cash flow from investing activities Cash flow from financing activities Cash flow from discontinued operations 449 –436 14 –0 14 14 28 5 –10 35 30 – – – – – – – – – – – In September 2016 the Group sold its car locks business. The car locks business was an independent operation within ASSA ABLOY, clearly distinguishable from the rest of the Group. The business is recognized in the comparative year as a discontinued operation. Adjustments for non-cash items Profit on sales of non-current assets Profit/loss on sales of subsidiaries Change in pension provisions Share of earnings in associates Dividend from associates Remeasurement of earn out provisions related to acquisitions Other Adjustments for non-cash items Change in working capital Inventories increase/decrease (–/+) Trade receivables increase/decrease (–/+) Trade payables increase/decrease (+/–) Other working capital increase/decrease (–/+) Change in working capital Divestments of subsidiaries Purchase prices received, net Cash and cash equivalents in acquired subsidiaries Change in consolidated cash and cash equivalents due to divestments –29 33 109 –127 45 –440 54 –354 –551 –61 461 213 62 83 –28 55 –45 42 92 –129 61 –300 58 –221 –158 –696 454 52 –347 140 –1 139 ASSA ABLOY ANNUAL REPORT 2017 NOTES 85 Notes Note 33 Employees Salaries, wages, other remuneration and social security costs SEK M Salaries, wages and other remuneration Social security costs – of which pensions Total Group 2016 16,536 4,694 685 21,231 2017 16,804 4,156 658 21,618 Fees to Board members in 2017 (including committee work), SEK thousand Name and post Lars Renström, Chairman Carl Douglas, Vice Chairman Ulf Ewaldsson, Member Eva Karlsson, Member Birgitta Klasén, Member Eva Lindqvist, Member Johan Molin, President and CEO Sofia Schörling Högberg, Member Jan Svensson, Member Employee representatives (4) Total Board of Directors Remuneration Committee Audit Committee 2,000 850 600 600 600 600 – 600 600 – 6,450 150 – – – – – – – 75 – 225 – – – – 200 – – 200 250 – 650 Parent company 2016 2017 204 115 33 319 231 137 36 368 Total 2,150 850 600 600 800 600 – 800 925 – 7,325 Total fees to Board members amounted to SEK 6.8 M in 2016. Remuneration and other benefits of the Executive Team in 2017, SEK thousands Name Johan Molin, President and CEO Other members of the Executive Team (8) Total remuneration and benefits Fixed salary 18,153 47,845 65,997 Variable salary Stock-related benefits Other benefits 13,500 21,399 34,899 7,881 14,273 22,154 129 4,444 4,573 Pension costs 7,728 11,532 19,261 Total remuneration and other benefits of the Executive Team amounted to SEK 136.8 M in 2016. Salaries and remuneration for the Board of Directors and the parent company’s Executive Team Salaries and other remuneration for the Board of Directors and the parent company’s Executive Team totaled SEK 68 M (56), excluding pension costs and social security costs. Pen- sion costs amounted to SEK 12 M (10). Pension obligations for several senior executives are secured through pledged endowment insurances. Long-term incentive programs1 At the 2010 Annual General Meeting, it was decided to launch a long-term incentive program (LTI 2010) for senior executives and other key staff in the Group. The aim was to create the prerequisites for retaining and recruiting compe- tent staff for the Group, providing competitive remuneration and aligning the interests of shareholders, senior executives and key staff. At the 2011 to 2017 Annual General Meetings, it was decided to implement further long-term incentive programs for senior executives and other key staff in the Group. The new long-term incentive programs, named LTI 2011 to LTI 2017 have been drawn up with similar terms to LTI 2010. For each Series B share acquired by the CEO within the framework of LTI 2015, LTI 2016 and LTI 2017, the company awards one matching share award and four performance- based share awards. For each Series B share acquired by other members of the Executive Team, the company awards one matching share award and three performance-based share awards. For other participants, the company awards one matching share award and one performance-based share award. In accordance with the terms of the incentive programs, employees have acquired a total of 376,926 shares in ASSA ABLOY AB, of which 126,777 shares were acquired in 2017 within the framework of LTI 2017. Each matching share award entitles the holder to receive one free Series B share in the company after three years, pro- vided that the holder, with certain exceptions, is still employed in the Group when the interim report for Q1 2018, 2019 and 2020 for the respective program (LTI 2015–LTI 2017) is published, and has retained the shares acquired within the framework of the long-term incentive programs. Each per- formance-based share award entitles the holder to receive one free Series B share in the company three years after allot- ment, provided that the above conditions have been fulfilled. In addition, the maximum level in a range determined by the Board of Directors for the performance of the company’s earnings per share must have been fulfilled. The perfor- mance-based condition was 100 percent fulfilled for LTI 2015 and LTI 2017 and 67 percent for LTI 2016. Outstanding matching and performance-based share awards for LTI 2017 total 288,382. The total number of out- standing matching and performance-based share awards for LTI 2015, LTI 2016 and LTI 2017 amounted to 761,976 on the reporting date of 31 December 2017. Fair value is based on the share price on the respective allotment date. The present value calculation is based on data from an external party. Fair value is adjusted for partici- pants who do not retain their holding of shares for the dura- tion of the respective program. In the case of performance- based shares, the company assesses the probability of the performance targets being met when calculating the com- pensation expense. The fair value of ASSA ABLOY’s Series B share on the allot- ment date for LTI 2017 of 26 May 2017 was SEK 192.10. The fair value of ASSA ABLOY’s Series B share on the allotment date for LTI 2016, 26 May 2016, was SEK 171.24. The fair value of ASSA ABLOY’s Series B share on the allotment date for LTI 2015, 28 May 2015, was SEK 169.50. ASSA ABLOY ANNUAL REPORT 2017 1 Number of shares and fair values have been recalculated for all histor- ical periods reflecting the stock split in 2015. 86 NOTES Note 33 cont. The total cost of the Group’s long-term incentive programs (LTI 2014–LTI 2017) excluding social security costs amounted to SEK 40 M (42) in 2017. In April 2017 a redemp- tion of LTI 2014 took place and 395,304 shares (481,558) at a total market value of SEK 74 M (80) were transferred to the participants of the program. Parts of the redemption of LTI 2014 were settled through endowment insurances. The payment for the transferred shares in LT1 2014 was recognized in equity. Other equity-based incentive programs ASSA ABLOY has previously issued a number of convertible debentures to employees in the Group. At year-end 2017, there were no outstanding convertible debentures issued to employees in the Group. Notice and severance pay If the CEO is given notice, the company is liable to pay the equivalent of 24 months’ base salary and other employment benefits. If one of the other members of the Executive Team is given notice, the company is liable to pay a maximum six months’ base salary and other employment benefits plus an additional twelve months’ base salary. Average number of employees per country, broken down by gender China US Sweden France United Kingdom Germany Mexico Brazil Finland Czech Republic Netherlands India Malaysia Canada Romania Norway Poland South Korea Belgium Australia Denmark South Africa Switzerland Spain Italy United Arab Emirates Chile Hungary Israel New Zealand Colombia Ireland Others Total Sweden Total Total 11,439 9,711 2,100 1,998 1,577 1,623 1,394 1,648 1,278 986 997 423 847 819 845 717 589 712 584 712 471 461 563 531 467 475 357 248 304 289 204 172 1,392 46,928 Total 183 183 Group 2016 of which women of which men 5,399 2,567 512 604 510 473 428 519 368 350 147 37 385 188 340 132 119 267 118 211 118 208 182 167 129 34 98 39 88 98 52 58 346 15,290 6,040 7,143 1,588 1,394 1,067 1,150 966 1,130 910 637 850 385 462 631 505 585 470 445 466 500 353 253 381 365 338 441 259 209 216 191 152 114 1,046 31,638 2017 of which women of which men 4,552 2,723 535 596 508 471 419 663 348 345 158 84 434 238 320 133 131 257 132 204 171 260 183 131 135 32 99 55 89 101 145 52 419 15,122 5,784 7,464 1,619 1,343 1,180 1,141 1,099 773 868 749 876 888 439 577 482 577 561 418 542 465 424 321 382 407 326 384 237 267 214 193 70 142 1,092 32,304 Total 10,337 10,188 2,154 1,939 1,688 1,611 1,518 1,435 1,216 1,094 1,034 972 873 815 802 710 692 676 674 669 595 581 565 538 461 416 336 321 303 294 215 193 1,512 47,426 Parent company 2016 of which women of which men 42 42 141 141 2017 of which women of which men 49 49 159 159 2017 of which women of which men 4 1 1 5 5 8 3 13 Total 208 208 Total 9 9 4 18 Gender distribution of Board of Directors and Executive Team Board of Directors1 Executive Team – of which Parent company’s Executive Team Total 1 Excluding employee representatives. 2016 of which women of which men 3 1 1 4 6 8 2 14 Total 9 9 3 18 ASSA ABLOY ANNUAL REPORT 2017 NOTES 87 Notes Note 34 Financial risk management and financial instruments Financial risk management ASSA ABLOY is exposed to a variety of financial risks due to its international business operations. Financial risk management for ASSA ABLOY’s units has been implemented in accordance with the ASSA ABLOY Group’s financial policy. The principles for financial risk management are described below. Organization and activities ASSA ABLOY’s financial policy, which is determined by the Board of Directors, provides a framework of guidelines and regulations for the management of financial risks and financial activities. ASSA ABLOY’s financial activities are coordinated centrally and the majority of financial transactions are conducted by the subsidiary ASSA ABLOY Financial Services AB, which is the Group’s internal bank. External financial transactions are con- ducted by Treasury. Treasury achieves significant economies of scale when negotiating borrowing agreements, using interest rate derivatives and managing currency flows. Capital structure The objective of the Group’s capital structure is to safeguard its ability to continue as a going concern, and to generate good returns for shareholders and benefits for other stake- holders. Maintaining an optimal capital structure enables the Group to keep capital costs as low as possible. The Group can adjust the capital structure based on the requirements that arise by varying the dividend paid to shareholders, returning capital to shareholders, issuing new shares or selling assets to reduce debt. The capital requirement is assessed on the basis of factors such as the net debt/equity ratio. Net debt is defined as interest-bearing liabilities, including negative market values of derivatives, plus pension provisions, less cash and cash equivalents, and other interest-bearing invest- ments including positive market values of derivatives. The table ‘Net debt and equity’ shows the position as at December 31. Net debt and equity SEK M Non-current interest-bearing receivables Current interest-bearing investments incl. positive market values of derivatives Cash and cash equivalents Pension provisions Other non-current interest-bearing liabilities Current interest-bearing liabilities incl. negative market values of derivatives Total Equity Net debt/equity ratio, times Group 2016 –41 –169 –750 3,121 16,901 4,065 23,127 47,224 0.49 2017 –171 –150 –459 2,933 16,859 6,263 25,275 50,657 0.50 Rating Another important variable in the assessment of the Group’s capital structure is the credit rating assigned by credit rating agencies to the Group’s debt. It is essential to maintain a solid credit rating in order to have access to both long-term and short-term financing from the capital markets when needed. ASSA ABLOY maintains both long-term and short-term credit ratings from Standard & Poor’s and a short-term rating from Moody’s. The Group’s credit rating remained unchanged during the year. Agency Short-term Outlook Long-term Outlook Standard & Poor’s Moody’s A2 P2 Stable Stable A – n/a Stable Maturity profile – financial instruments1 December 31, 2016 December 31, 2017 SEK M2 Long-term bank loans Long-term capital market loans Short-term bank loans Commercial papers and short-term capital market loans Derivatives (outflow) Total by period Cash and cash equivalents incl. interest-bearing receivables Long-term interest-bearing receivables Derivatives (inflow) Deferred considerations Trade receivables Trade payables Net total Confirmed credit facilities Credit facilities maturing <1 year Adjusted maturity profile1 <1 year –459 –2,626 –790 –455 –8,032 –12,363 752 41 8,013 –1,083 12,648 –7,443 565 8,620 –715 8,471 >1<2 years –452 –2,765 – – –569 –3,787 – – 547 –1,023 – – –4,264 – – –4,264 >2<5 years –3,093 –4,745 – – –54 –7,892 – – 121 –93 – – –7,864 –8,620 – –16,484 >5 years –856 –6,287 – – –54 –7,198 – – 110 –50 – – –7,138 – – –7,138 <1 year –343 –2,694 –1,907 –1,545 –9,295 –15,784 502 90 9,242 –1,177 13,068 –7,811 –1,870 8,874 –681 6,322 >1<2 years –1,421 –1,609 >2<5 years –2,904 –5,659 >5 years –566 –5,852 –26 –3,056 –75 –8,638 –73 –6,491 57 56 –264 30 143 –118 148 –3,207 –8,584 –6343 –8,874 –3,207 –17,457 –6,343 1 For maturity structure of guarantees, see Note 28. 2 The amounts in the table are undiscounted and include future known interest payments. The exact amounts are therefore not found in the balance sheet. Financing risk and maturity profile Financing risk is defined as the risk of being unable to meet payment obligations as a result of inadequate liquidity or diffi- culties in obtaining external financing. ASSA ABLOY manages financing risk at Group level. Treasury is responsible for exter- nal borrowings and external investments. ASSA ABLOY strives to have access on every occasion to both short-term and long- term loan facilities. In accordance with financial policy, the available loan facilities, including available cash and cash equivalents, should include a reserve (facilities available but not utilized) equivalent to 10 percent of the Group’s total annual sales. Maturity profile The table ‘Maturity profile’ above shows the maturities for ASSA ABLOY’s financial instruments, including confirmed credit facilities. The maturities are not concentrated to a par- ticular date in the immediate future. An important compo- nent of liquidity planning is the Group’s Multi-Currency Revolving Credit Facility, which matures in June 2020. This credit facility was wholly unutilized at year-end. Moreover, existing financial assets are also taken into account. The table shows undiscounted cash flows relating to the Group’s finan- cial instruments at the reporting date, and these amounts are therefore not found in the balance sheet. 88 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 34 cont. External financing/net debt Credit lines/facilities US Private Placement Program US Private Placement Program US Private Placement Program US Private Placement Program Multi-Currency RCF Bank loan EIB Bank loan EIB Bank loan NIB Bank loan NIB Global MTN Program Amount, SEK M 206 577 1,245 618 8,874 542 1,131 542 542 18,348 2,105 34,663 1,371 1,006 8,248 5,000 1,258 2,153 19,037 53,787 Other long-term loans Total long-term loans/facilities Global MTN Program US Private Placement Program Global CP Program Swedish CP Program Other bank loans Overdraft facility Total short-term loans/facilities Total loans/facilities Cash and cash equivalents Current interest-bearing investments Non-current interest-bearing receivables Market value of derivatives Pension provisions Net debt Maturity Aug 2019 May 2020 Aug 2022 Aug 2024 Jun 2020 May 20202 Apr 20222 Dec 2019 Dec 2021 Jan 2019 Aug 2019 Sep 2019 Nov 2019 Feb 2020 Jun 2020 Sep 2020 Nov 2020 Dec 2020 Feb 2021 Aug 2021 Oct 2021 Mar 2022 Apr 2022 Jun 2022 Jul 2022 Nov 2023 May 2024 Jul 2024 Sep 2024 Feb 2025 Mar 2025 Dec 2025 Feb 2027 Jun 2027 Jun 2027 Oct 2027 Oct 2029 Oct 2029 Apr 2030 Mar 2018 Jun 2018 Sep 2018 Oct 2018 Dec 2018 Carrying amount, SEK M Currency USD 206 USD 577 USD 1,265 USD 618 EUR – Amount 2016 25 70 150 75 900 Amount 2017 25 70 150 75 900 Of which Parent company, SEK M EUR USD EUR EUR USD USD USD EUR EUR AUD EUR EUR EUR USD USD EUR EUR USD EUR USD USD USD USD EUR EUR EUR USD EUR NOK NOK NOK EUR EUR EUR EUR SEK USD EUR USD USD SEK 73 154 55 55 10 50 20 50 20 70 35 30 50 10 15 50 25 100 50 30 50 30 70 50 500 10 30 122 50 55 137 55 55 10 50 20 50 50 20 70 35 30 50 10 15 50 10 10 5 25 20 30 100 50 30 50 30 150 150 200 28 26 70 50 500 10 30 122 25 1,100 542 1,131 542 542 82 412 165 496 493 128 689 3601 3071 412 82 148 493 82 98 41 2131 165 248 981 492 3281 4061 295 1491 150 2011 2721 254 684 2,105 16,859 493 500 82 296 1,005 206 1,101 1,258 1,210 6,151 23,010 –459 –43 –171 5 2,933 25,275 82 412 165 496 493 128 689 295 412 82 148 493 82 98 41 165 248 981 492 296 412 295 150 150 200 273 254 684 1,773 10,492 493 500 82 296 1,371 11,862 1 The loans are subject to hedge accounting. 2 The loans are amortizing. In the table the average dates of maturity of the loans have been stated. SEK M Opening balance January 1, 2017 Cash flow from financing activities Long-term loans raised Repayment of originally long-term loans Other changes in cash flow short-term loans Total Changes in non-cash items Acquisitions Reclassifications Unrealized exchange rate differences Total Closing balance December 31, 2017 Long-term loans 16,901 Short-term loans 3,929 Total 20,829 3,226 – – 3,226 93 –2,698 –663 –3,268 16,859 – –2,637 2,414 –223 83 2,698 –335 2,446 6,151 3,226 –2,637 2,414 3,003 176 – –998 –822 23,010 ASSA ABLOY ANNUAL REPORT 2017 NOTES 89 Note 34 cont. Notes Interest-bearing liabilities The Group’s long-term loan financing mainly consists of a Private Placement Program in the US totaling USD 442 M, of which USD 320 M (442) is long-term, a GMTN program of SEK 10,700 M (9,976), of which SEK 9,329 M (8,585) is long- term, a loan from the European Investment Bank of EUR 55 M (73) and USD 137 M (154), and a loan from the Nordic Invest- ment Bank of EUR 110 M (110). During the year, ten new issues were made under the GMTN program for a total amount of SEK 2,157 M. In addition, a new long-term bank loan of EUR 90 M was obtained. Other changes in long-term loans are mainly due to some of the originally long-term loans now having less than 1 year to maturity. The size of the loans decreased because of currency fluctuations, in particular the strengthening of the USD against SEK. A total of SEK 3,226 M was raised in new long-term loans, while SEK 2,637 M in originally long-term loans matured during the year. The Group’s short-term loan financing mainly consists of two Commercial Paper Programs for a maximum USD 1,000 M (1,000) and SEK 5,000 M (5,000) respectively. At year-end, SEK 1,307 M (455) of the Commercial Paper Programs had been utilized. In addition, substantial credit facilities are avail- able, mainly in the form of a Multi-Currency Revolving Credit Facility of EUR 900 M (900). At year-end the average time to maturity for the Group’s interest-bearing liabilities, excluding the pension provision, was 44 months (49). Some of the Group’s main financing agreements contain a customary Change of Control clause. This clause means that lenders have the right in certain circumstances to demand the renegotiation of conditions or to terminate the agreements should control of the company change. Currency composition The currency composition of ASSA ABLOY’s borrowing depends on the currency composition of the Group’s assets and other liabilities. Currency swaps are used to achieve the desired currency composition. See the table ‘Net debt by currency’ below. Cash and cash equivalents and other interest-bearing receivables Short-term interest-bearing investments totaled SEK 43 M (2) at year-end. In addition, ASSA ABLOY has long-term interest- bearing receivables of SEK 171 M (41) and financial derivatives with a positive market value of SEK 107 M (167) which, in addi- tion to cash and cash equivalents, are included in the defini- tion of net financial debt. Cash and cash equivalents are mainly invested in bank accounts or interest-bearing instruments with high liquidity from issuers with a credit rating of at least A–, according to Standard & Poor’s or similar rating agency. The average term for cash and cash equivalents was 21 days (1) at year-end 2017. The Parent company’s cash and cash equivalents are held in a sub-account to the Group account. SEK M 2016 2017 2016 2017 Group Parent company Cash and bank balances Short-term investments with maturity less than 3 months Cash and cash equivalents Short-term investments with maturity more than 3 months Long-term interest-bearing receivables Positive market value of derivatives Total 689 362 61 750 2 41 167 960 97 459 43 171 107 321 0 – 0 – – – 0 0 – 0 – – – 0 Net debt by currency SEK M USD EUR CNY SEK NOK CZK DKK KRW AUD PLN CHF Other Total December 31, 2016 December 31, 2017 Net debt excluding currency swaps Net debt including currency swaps Net debt excluding currency swaps Net debt including currency swaps 9,907 9,728 –199 1,315 71 12 8 369 146 38 1,171 562 23,127 12,277 6,616 928 –493 640 340 456 534 524 299 653 352 23,127 8,522 12,074 451 2,185 565 21 37 363 134 50 214 658 25,275 12,236 7,241 1,764 1,171 645 449 366 363 357 325 259 99 25,275 Interest rate risks in interest-bearing assets Treasury manages interest rate risk in interest-bearing assets. Derivative instruments such as interest rate swaps and FRAs (forward rate agreements) may be used to manage interest rate risk. These interest-bearing assets are mostly short-term. The term for the majority of these investments is three months or less, although the share with a longer maturity rose during the year. The fixed interest term for these short-term investments was 136 days (113) at year-end 2017. A down- ward change in the yield curve of one percentage point would reduce the Group’s interest income by around SEK 6.8 M (1) and consolidated equity by SEK 5 M (1). 90 NOTES ASSA ABLOY ANNUAL REPORT 2017 Note 34 cont. Interest rate risks in borrowing Changes in interest rates have a direct impact on ASSA ABLOY’s net interest expense. Treasury is responsible for identifying and managing the Group’s interest rate exposure. Treasury analyzes the Group’s interest rate exposure and c alculates the impact on income of changes in interest rates on a rolling 12-month basis. The Group strives for a mix of fixed rate and variable rate borrowings, and uses interest rate swaps to adjust the fixed interest term. The financial policy stipulates that the average fixed interest term should nor- mally be 24 months. At year-end, the average fixed interest term on gross debt, excluding pension liabilities, was around 25 months (28). An upward change in the yield curve of one percentage point would increase the Group’s interest expense by around SEK 118 M (102) and reduce consoli- dated equity by SEK 87 M (75). Currency risk Currency risk affects ASSA ABLOY mainly through translation of capital employed and net debt, translation of the income of foreign subsidiaries, and the impact on income of flows of goods between countries with different currencies. Transaction exposure Currency risk in the form of transaction exposure, or exports and imports of goods respectively, is relatively limited in the Group, even though it can be significant for individual busi- ness units. The main principle is to allow currency fluctua- tions to have an impact on the business as quickly as pos- sible. As a result of this strategy, current currency flows are not normally hedged. Transaction flows relating to major currencies (import + and export –) Currency exposure Currency, SEK M AUD CAD CNY DKK EUR GBP RON SEK USD 2016 522 764 –1,255 267 1,833 565 –321 –2,194 291 2017 535 766 –1,316 160 2,033 438 –373 –2,637 979 Translation exposure in income The table below shows the impact on the Group’s income before tax of a 10 percent weakening of the Swedish krona (SEK) in relation to the major currencies, with all other variables constant. Impact on income before tax of a 10 percent weakening of SEK Currency, SEK M 2016 2017 AUD CHF CNY EUR GBP HKD KRW NOK USD 36 27 18 131 19 59 20 14 528 43 30 28 151 22 76 18 12 545 Translation exposure in the balance sheet The impact of translation of equity is limited by the fact that a large part of financing is in local currency. The capital structure in each country is optimized based on local legislation. Whenever possible, according to local conditions, gearing per currency should generally aim to be the same as for the Group as a whole to limit the impact of fluctuations in individual currencies. Treasury uses currency derivatives and loans to achieve appropriate financing and to eliminate undesirable currency exposure. The table ‘Net debt by currency’ on page 90 shows the use of forward exchange contracts in relation to financing in major currencies. Forward exchange contracts are used to neutralize the exposure arising between external debt and internal requirements. Financial credit risk Financial risk management exposes ASSA ABLOY to certain counterparty risks. Such exposure may arise from the invest- ment of surplus cash as well as from investment in debt instruments and derivative instruments. ASSA ABLOY’s policy is to minimize the potential credit risk relating to surplus cash by using cash flow from subsidi- aries to repay the Group’s loans. This is primarily achieved through cash pools put in place by Treasury. Around 93 per- cent (91) of the Group’s sales were settled through cash pools in 2017. However, the Group can in the short term invest surplus cash in banks to match borrowing and cash flow. Derivative instruments are allocated between banks based on risk levels defined in the financial policy, in order to limit counterparty risk. Treasury only enters into derivative contracts with banks that have a good credit rating. ISDA agreements (full netting of transactions in case of counterparty default) have been entered into with respect to interest rate and currency derivatives. The table on page 92 shows the impact of this netting. Commercial credit risk The Group’s trade receivables are distributed across a large number of customers who are spread globally. No single cus- tomer accounts for more than 1 percent of the Group’s sales. The concentration of credit risk associated with trade receiv- ables is considered limited, but increased slightly in pace with increased activity in emerging markets, mainly with respect to China. The fair value of trade receivables is equiva- lent to the carrying amount. Credit risks relating to operating activities are managed locally at company level and moni- tored at division level. Commodity risk The Group is exposed to price risks relating to purchases of certain commodities (primarily metals) used in production. Forward contracts are not used to hedge commodity purchases. Fair value of financial instruments Derivative financial instruments such as forward exchange contracts and forward rate agreements are used to the extent necessary. The use of derivative instruments is limited to reducing exposure to financial risks. The positive and negative fair values in the table ‘Out- standing derivative financial instruments’ on page 92 show the fair values of outstanding instruments at year-end, based on available fair values, and are the same as the carrying amounts in the balance sheet. The nominal value is equiva- lent to the gross value of the contracts. For accounting purposes, financial instruments are classi- fied into measurement categories in accordance with IAS 39. The table ‘Financial instruments’ on page 92 provides an overview of financial assets and liabilities, measurement category, and carrying amount and fair value per item. ASSA ABLOY ANNUAL REPORT 2017 NOTES 91 Notes Note 34 cont. Disclosures of offsetting of financial assets and liabilities 2016 Amounts netted in the balance sheet Net amounts in the balance sheet Amount covered by netting agree- ment but not offset Net amount Gross amount 2017 Amounts netted in the balance sheet Net amounts in the balance sheet Amount covered by netting agree- ment but not offset Net amount – – 167 137 76 76 91 61 107 112 – – 107 112 39 39 68 73 SEK M Financial assets Financial liabilities Gross amount 167 137 Netted financial assets and financial liabilities only consist of derivative instruments. Outstanding derivative financial instruments at December 31 Instrument, SEK M Foreign exchange forwards, funding Interest rate swaps 1 Cross currency swaps Total December 31, 2016 December 31, 2017 Positive fair value Negative fair value Nominal value Positive fair value Negative fair value Nominal value 78 88 – 167 –78 –21 –38 –137 6,034 2,113 519 8,666 39 68 – 107 –45 –12 –55 –112 7,076 2 710 527 10,313 1 For interest rate swaps, only one leg is included in nominal value. Financial instruments: carrying amounts and fair values by measurement category IAS 39 category* Carrying amount Fair value Carrying amount Fair value 2016 2017 3 1 1 5 2 1 1 4 4 4 4 5 2 4 2 11 75 12,648 88 78 2 750 1,671 15,230 16,901 – 3,929 21 116 7,443 2,250 11 75 12,648 88 78 2 750 1,671 15,336 17,010 – 3,929 21 116 7,443 2,250 11 215 13,068 68 39 43 459 2,237 14,622 16,859 – 6,151 11 100 7,811 1,559 11 215 13,068 68 39 43 459 2,237 14,632 16,869 – 6,151 11 100 7,811 1,559 SEK M Financial assets Other shares and interests Other financial assets Trade receivables Derivative instruments – hedge accounting Derivative instruments – held for trading Short-term investments Cash and cash equivalents Financial liabilities Long-term loans – hedge accounting Long-term loans – not hedge accounting Long-term loans, total Short-term loans – hedge accounting Short-term loans – not hedge accounting Derivative instruments – hedge accounting Derivative instruments – held for trading Trade payables Deferred considerations * Applicable IAS 39 categories. 1 = Loans and receivables 2 = Financial instruments at fair value through profit or loss. 3 = Available-for-sale financial assets. 4 = Financial liabilities at amortized cost. 5 = Derivative hedge accounting. The fair value of long-term borrowing is based on observable data by discounting cash flows to market rate, while the fair value of current receivables and current liabilities is considered to correspond to the carrying amount. Financial instruments: measured at fair value SEK M Financial assets Derivative financial instruments Financial liabilities Derivative financial instruments Deferred considerations 1 2016 2017 Carrying amounts Quoted prices Observable data Non- observable data Carrying amounts Quoted prices Observable data Non- observable data 167 137 2,250 – – – 167 137 – – 107 – 2,250 112 1,559 – – – 107 112 – – – 1,559 1 Deferred considerations often depend on the earnings trend of an acquired business over a certain period. Measurement of the deferred consideration is based on the management’s best judgment. Discounting to present value takes place in the case of significant amounts. 92 NOTES ASSA ABLOY ANNUAL REPORT 2017 ASSA ABLOY hits a home run at new ballpark  CUSTOMER: ASSA ABLOY has provided several prod- uct solutions for the new baseball park being devel- oped for Atlanta. More than just a stadium, the com- plex also includes the Battery Entertainment District and the Comcast Building incorporating housing, res- taurants and retail space.  CHALLENGE: While ASSA ABLOY was initially pleased to be providing hardware on the stadium, the sales team saw an opportunity to expand its involvement to include CECO doors, which would be a perfect comple- ment to the existing manufacturer’s hollow metal frames already on site. But some salesmanship was needed, since the specifications clearly called for the frames and doors to be from the same manufacturer.  SOLUTION: The team was able to demonstrate how the ASSA ABLOY doors would be the best fit for the cus- tomer for a variety of reasons. Making the manufac- turer change would not impact cost or lead times, and it would provide better coordination for the in-door wiring and the electrified hardware mounted on the door. Wiring the doors at the factory allowed trouble- shooting off-site, which led to a seamless install when the doors were delivered. In addition, the doors pro- vide the best thermal rating in the industry; and order- ing was both more efficient and faster through ASSA ABLOY’s online portal. ASSA ABLOY was also able to meet the aesthetic needs of the project, with a sleek Sargent lever that’s currently particularly popular on other marquee projects in Atlanta. Building to the World’s Most Advanced Green Building Standard struction firm building the Kern Center, Wright Builders, spent months sourcing components and ingredient lists from manufacturers. ASSA ABLOY made their job easier by providing Declare labels that list material ingredients for the door opening products used on the project including doors, locks and exit devices, hinges, door operators, accesso- ries and pulls. “Having companies like ASSA ABLOY declare that they meet standards, and provide ingre- dient lists, was an incredible help,” said Andrew Solem, assistant project manager for Wright Build- ers. “The labels allow architects, designers, specifiers and builders to know immediately whether or not that the product will meet most green building pro- grams and guidelines, including the Living Building Challenge.”  CUSTOMER: Hampshire College is a private liberal arts college in Amherst, Massachusetts, US. The col- lege, being environmentally focused, sought to con- struct a new classroom and administration facility to reflect this ideal.  CHALLENGE: The R. W. Kern Center at Hampshire College is a USD 7.8 million, 17,000 square foot class- room and administration facility constructed to the sustainability-driven Living Building Challenge (LBC), the built environment’s most rigorous sustainability performance standard. The intent of the LBC is to build structures that are free from harmful chemi- cals, protecting not only those that live and work within, but alsothe people constructing the building, the workersthat produce the building materials and the environmentas a whole. To achieve this designa- tion, a structure must generate its own electricity, collect its own water and avoid building products – including door openings – that contain “red list” chemicals.  SOLUTION: Achieving this goal requires selection of building products with accompanying transpar- ency statements that openly list the material ingre- dients of these products. Finding products with transparency labels can be a challenge. The con- Comments on five years in summary 2013 Demand remained weak in Europe but leveled off during the year, combined with a continuing recovery in the USA and strong sales growth in emerging markets. Continued sub- stantial investment in innovative new products further con- solidated market leadership, with products launched in the past three years accounting for a record 27 percent of sales. Operating income, excluding items affecting comparabil- ity, increased by 6 percent compared with 2012, and cash flow showed a positive trend. Earnings per share after full dilution, excluding items affecting comparability, increased 6 percent. A total of 10 acquisitions were consolidated during the year, which mainly strengthened the position in entrance automation for overhead sectional doors and in high- security fencing and gates for the North American market. These acquisitions increase annual sales by a total of around SEK 3,700 M and provide important products and technology. A new restructuring program was launched during the year for the purpose of continuing to increase the cost-effi- ciency of all divisions. Some 30 production plants and offices are set to close with an estimated payback period of just over three years. 2014 ASSA ABLOY continued to grow rapidly during the year, with total sales growth of 17 percent. Demand was strong in the USA, while growth in Europe was more unevenly distributed between the different regions. Emerging markets showed a slowdown, partly due to a credit crunch. The Group’s continued focus on market presence and innovation within ASSA ABLOY during the year took the form of a strengthened sales force and the launch of many new products. Integration of acquisitions made and continued efficiencies contributed to maintaining good earning capacity. Operating income, excluding items affecting comparabil- ity, increased by 17 percent compared with 2013, and cash flow remained strong. Earnings per share after full dilution, excluding items affecting comparability, increased by 17 percent. A total of 20 acquisitions were consolidated dur- ing the year, which both strengthened the market position in key emerging markets such as China, India and Brazil, and complemented the customer offering in fast-growing new segments such as biometrics. 2015 ASSA ABLOY’s good performance continued during the year despite challenging market conditions and relatively weak underlying growth worldwide. The Group’s growth remained strong during the year, with total sales growth of 7 percent excluding exchange rate effects. The global market showed a divided picture with strong demand in the USA and much of Asia, while growth in Europe was more une- venly distributed. Emerging markets showed a slowdown, particularly China. The focus in recent years on product development, inno- vation and sustainability yielded positive results during the year. ASSA ABLOY has established leadership in the ongoing industry shift from mechanical solutions to electronics, digi- tization and mobile. Growth remained strong for electro- mechanical products and entrance automation, whose share of sales exceeded 50 percent. Operating income increased by 20 percent compared with 2014, and cash flow remained very strong. Earnings per share after full dilution increased by 20 percent. A total of 16 acquisitions were consolidated during the year, which strengthened the market position in important emerging markets such as Brazil, and complemented the customer offering in key areas for the Group such as entrance automation and secure identity solutions. 2016 Demand for door opening solutions was relatively good during the year despite the weakened global economy. The Group’s growth remained strong during the year, with total sales growth of 5 percent excluding exchange rate effects. The mature markets, primarily in Europe and the US, showed robust growth, while the trend in the emerging markets in Asia, Africa, the Middle East and parts of South America was more subdued in general, affected by factors such as the low prices for oil and other commodities. For ASSA ABLOY, the weak demand in these markets was most pronounced in China. A new restructuring program was launched during the year. About fifty production plants and offices are set to close over a three-year period, with an estimated payback period of less than three years. The focus in recent years on product development, inno- vation and sustainability continued at a high level during 2016. The ongoing technology shift toward an increased share of electromechanics with more digital and mobile solutions is expected to benefit ASSA ABLOY in the long term, and the proportion of sales of electromechanical products exceeded 50 percent. Operating income for the year, excluding items affecting comparability, increased by 2 percent compared with 2015, and cash flow continued to be strong. Earnings per share after full dilution, excluding items affecting comparability, increased 2 percent. A total of 13 acquisitions were consolidated during the year, which strengthened the market position for the Group in key areas such as entrance automation and secure identity solutions. ASSA ABLOY’s car locks operation was sold. 2017 Sales growth continued to be robust during the year. Organic growth was 4%, driven by growing demand for electro- mechanical and digital door opening solutions. For ASSA ABLOY, the mature markets primarily in Europe and the US demonstrated continued robust growth, while the trend in the emerging markets was weaker, especially in China, Brazil and the Middle East. Growth in Asia outside China continued to be robust. The Group-wide programs to improve efficiency in all processes continue to deliver good results according to plan, as do the restructuring programs. Product development continues to focus on areas such as digital and mobile technologies, which are believed to pro- vide substantial potential for robust profitable growth for some time to come. ASSA ABLOY also has a growing selec- tion of products with environmental product declarations as part of its sustainable solutions initiative. Operating income for the year, excluding items affecting comparability, increased by 10 percent compared with 2016, and cash flow remained strong. Earnings per share after full dilution, excluding items affecting comparability, increased 10 percent. A total of 16 acquisitions were consolidated during the year, which strengthened the market position in areas such as smart door locks, physical access management and iden- tity solutions. ASSA ABLOY divested its project operation within HID Global, AdvanIDe, in its entirety. 94 COMMENTS ON FIVE YEARS IN SUMMARY ASSA ABLOY ANNUAL REPORT 2017 Five years in summary Amounts in SEK M unless stated otherwise 2013 2014 2015 2016 2017 Sales and income Sales Organic growth, % Acquired growth, % Operating income before depreciation and amortization (EBITDA) 1 Depreciation and amortization Operating income (EBIT) 1 Income before tax (EBT) Net income Cash flow Cash flow from operating activities Cash flow from investing activities Cash flow from financing activities Cash flow Operating cash flow3 Capital employed and financing Capital employed – of which goodwill – of which other intangible assets and property, plant and equipment – of which investments in associates Net debt Non-controlling interests Shareholders’ equity, excluding non-controlling interest Data per share, SEK 5 Earnings per share before and after dilution Earnings per share before and after dilution and excluding items affecting comparability 1 Shareholders’ equity per share after dilution Dividend per share Price of Series B share at year-end 48,481 2 4 8,917 –993 7,923 6,381 4,775 6,224 –6,030 –731 –537 6,803 48,408 31,817 12,854 1,675 19,595 0 28,812 56,843 3 9 10,419 –1,163 9,257 8,698 6,436 6,679 –3,524 –2,908 247 8,238 58,425 39,778 14,990 1,861 22,327 2 36,096 68,099 4 3 12,512 –1,433 11,079 10,382 7,693 8,572 –4,412 –4,335 –175 9,952 63,848 42,777 16,649 1,910 22,269 4 41,575 71,293 2 3 12,833 –1,580 11,254 8,952 6,653 8,575 –4,063 –4,271 240 10,467 70,351 47,544 17,618 2,109 23,127 5 47,220 76,137 4 2 14,029 –1,688 12,341 11,673 8,635 9,248 –8,661 –861 –274 10,929 75,932 50,330 19,144 2,243 25,275 9 50,648 4.30 5.79 6.93 5.99 7.77 4.95 25.94 1.90 113.27 5.79 32.50 2.17 138.27 6.93 37.43 2.65 178.00 7.09 42.51 3.00 169.10 7.77 45.60 3.302 170.40 Key figures Operating margin (EBITDA, % 1 Operating margin (EBIT), % 1 Profit margin (EBT), % Return on capital employed, % Return on capital employed excluding items affecting comparability, % Return on shareholders’ equity, % Equity ratio, % Net debt/equity ratio Interest coverage ratio, times Total number of shares, thousands 4 Number of outstanding shares, thousands 4 Weighted average number of shares issued, before and after dilution, thousands 4 Average number of employees 18.4 16.3 13.2 14.9 17.1 17.5 43.8 0.68 13.5 1,112,576 1,110,776 18.3 16.3 15.3 16.9 16.9 19.8 45.1 0.62 17.4 1,112,576 1,110,776 18.4 16.3 15.2 17.8 17.8 19.8 48.2 0.54 16.7 1,112,576 1,110,776 18.0 15.8 12.6 14.1 16.5 15.0 49.6 0.49 14.1 1,112,576 1,110,776 18.4 16.2 15.3 16.6 16.6 17.6 50.9 0.50 19.1 1,112,576 1,110,776 1,110,776 42,556 1,110,776 44,269 1,110,776 45,994 1,110,776 46,928 1,110,776 47,426 1 Excluding items affecting comparability 2013 and 2016. 2 Dividend proposed by the Board of Directors. 3 Excluding restructuring payments. 4 Comparatives have been recalculated for all historical periods prior to 2015 reflecting the stock split (3:1) in 2015. RETURN ON CAPITAL EMPLOYED1 OPERATING MARGIN (EBIT)1 AVERAGE NUMBER OF EMPLOYEES % 20 15 10 5 0 13 14 15 16 17 % 20 15 10 5 0 13 14 15 16 17 Number 50,000 40,000 30,000 20,000 10,000 0 1 Excluding items affecting comparability 2013 and 2016. ASSA ABLOY ANNUAL REPORT 2017 13 14 15 16 17 FIVE YEARS IN SUMMARY 95 Quarterly information THE GROUP IN SUMMARY Amounts in SEK M unless stated otherwise Q 1 2016 Q 2 2016 Q 3 2016 Q 4 2016 Full year 2016 Q 1 2017 Q 2 2017 Q 3 2017 Q 4 2017 Full year 2017 Sales Organic growth Gross income excluding items affecting comparability Gross margin excluding items affecting comparability Operating income before depreciation and amortization (EBITDA), excluding items affecting comparability Operating margin (EBITDA) Depreciation and amortization excl. amortization attributable to business combinations Operating income before amortization (EBITA), excluding items affecting com- parability Operating margin (EBITA) Amortization attributable to business combinations Operating income (EBIT) excluding items affecting comparability Operating margin (EBIT) Items affecting comparability2 Operating income (EBIT) Operating margin (EBIT) Net financial items Income before tax (EBT) Profit margin (EBT) Tax on income Profit from discontinued operations Net income Net income attributable to: Parent company’s shareholders Non-controlling interests 15,891 17,894 18,025 19,484 1% 3% 4% 2% 71,293 18,142 19,387 18,499 20,109 5% 6% 2% 2% 3% 76,137 4% 6,295 7,031 7,139 7,660 28,125 7,190 7,581 7,293 7,924 29,988 39.6% 39.3% 39.6% 39.3% 39.5% 39.6% 39.1% 39.4% 39.4% 39.4% 2,787 17.5% 3,305 18.5% 3,425 19.0% 3,316 17.0% 12,833 18.0% 3,208 17.7% 3,543 18.3% 3,488 18.9% 3,789 18.8% 14,029 18.4% –329 –349 –353 –352 –1,384 –370 –376 –355 –344 –1,444 2,457 15.5% 2,956 16.5% 3,072 17.0% 2,965 15.2% 11,450 16.1% 2,839 15.6% 3,168 16.3% 3,132 16.9% 3,446 17.1% 12,584 16.5% –46 –46 –52 –51 –196 –52 –54 –52 –87 –244 2,411 15.2% – 2,411 15.2% –201 2,209 13.9% –574 3 1,638 2,910 16.3% – 2,910 16.3% –181 2,729 15.2% –709 7 2,026 3,020 16.8% – 3,020 16.8% –175 2,844 15.8% –739 17 2,122 2,913 15.0% –1,597 1,316 6.8% –146 1,170 6.0% –304 1 867 11,254 15.8% –1,597 9,657 13.5% –705 8,952 12.6% –2,328 28 6,653 2,787 15.4% – 2,787 15.4% –195 2,593 14.3% –674 – 1,918 3,114 16.1% – 3,114 16.1% –170 2,944 15.2% –765 – 2,179 3,080 16.7% – 3,080 16.7% –171 2,910 15.7% –757 – 2,153 3,359 16.7% – 3,359 16.7% –133 3,226 16.0% –842 – 2,385 12,341 16.2% – 12,341 16.2% –668 11,673 15.3% –3,038 – 8,635 1,638 0 2,026 0 2,122 0 866 1 6,651 1 1,919 0 2,178 1 2,153 1 2,384 1 8,633 2 OPERATING CASH FLOW Operating income (EBIT) Restructuring costs Depreciation and amortization Net capital expenditure Change in working capital Interest paid and received Non-cash items Operating cash flow1 Operating cash flow/Income before tax excluding items affecting comparability2 Q 1 2016 2,411 – 376 –342 –1,836 –94 –17 498 Q 2 2016 2,910 – 395 –394 –139 –228 –26 2,519 Q 3 2016 3,020 – 406 –331 98 –96 –266 2,830 Q 4 2016 Full year 2016 1,316 1,597 403 –411 1,939 –179 –45 4,620 9,657 1,597 1,580 –1,478 62 –597 –354 10,467 Q 1 2017 2,787 – 421 –373 –1,882 –93 –36 824 Q 2 2017 3,114 – 429 –593 –207 –198 28 2,575 Q 3 2017 3,080 – 407 –448 –319 –77 11 2,654 Q 4 2017 Full year 2017 3,359 – 430 –561 2,061 –189 –224 4,876 12,341 – 1,688 –1,975 –347 –557 –221 10,929 0.23 0.92 0.99 1.67 0.99 0.32 0.87 0.91 1.51 0.94 CHANGE IN NET DEBT Net debt at beginning of period Operating cash flow Restructuring payments Tax paid on income Acquisitions and divestments Dividend Actuarial gain/loss on post-employment benefit obligations Net debt of disposal group classified as held for sale Exchange rate differences, etc. Net debt at end of period Net debt/equity NET DEBT Non-current interest-bearing receivables Current interest-bearing investments including derivatives Cash and cash equivalents Pension provisions Other non-current interest-bearing liabilities Current interest-bearing liabilities including derivatives Total Q 1 2016 Q 2 2016 Q 3 2016 Q 4 2016 Full year 2016 Q 1 2017 Q 2 2017 Q 3 2017 Q 4 2017 Full year 2017 22,269 24,681 27,122 25,571 –498 95 1,298 1,345 – –2,519 50 478 556 2,944 –2,830 61 523 145 – –4,620 –10,467 442 2,928 3,037 2,944 22,269 23,127 23,339 24,970 25,180 –2,575 136 961 268 3,332 23,127 –4,876 –10,929 612 3,044 6,790 3,332 –2,654 106 1,656 1,741 – –824 84 629 461 – 286 –203 4,319 – 235 629 991 – 221 186 105 –374 138 –34 99 –50 –40 –26 0 –49 0 746 – 695 24,681 27,122 25,571 23,127 0.49 0 444 0.64 0.57 0.58 – –104 – 1,836 – – 608 –590 23,127 23,339 24,970 25,180 25,275 0.50 – –590 0.48 0.54 0.53 0.49 – –675 25,275 0.50 Q 1 2016 –34 –270 –578 3,002 Q 2 2016 –36 –222 –564 3,258 Q 3 2016 –41 –168 –604 3,406 Q 4 2016 –41 –169 –750 3,121 Q 1 2017 –41 –113 –697 3,058 Q 2 2017 –39 –211 –844 3,109 Q 3 2017 –212 –161 –440 2,929 Q 4 2017 –171 –150 –459 2,933 15,668 15,805 16,205 16,901 16,232 17,450 16,728 16,859 6,893 4,065 24,681 27,122 25,571 23,127 8,881 6,773 4,901 6,263 23,339 24,970 25,180 25,275 6,336 5,505 96 QUARTERLY INFORMATION ASSA ABLOY ANNUAL REPORT 2017 CAPITAL EMPLOYED AND FINANCING Capital employed – of which goodwill – of which other intangible assets and property, plant and equipment – of which investments in associates Assets and liabilities of disposal group classified as held for sale Net debt Non-controlling interests Equity attributable to the Parent company’s shareholders Q 1 2016 Q 2 2016 Q 3 2016 Q 4 2016 67,124 69,449 70,555 70,351 43,098 44,387 45,077 47,544 Q 1 2017 Q 2 2017 Q 3 2017 Q 4 2017 72,333 71,349 72,477 75,932 47,438 46,252 46,573 50,330 16,613 17,036 17,264 17,618 2,109 2,095 2,037 1,970 17,595 17,309 17,032 19,144 2,243 2,147 2,193 2,176 111 126 – 24,681 27,122 25,571 23,127 5 4 4 3 – – – – 23,339 24,970 25,180 25,275 9 4 5 5 – 42,551 42,449 44,981 47,220 48,989 46,374 47,292 50,648 DATA PER SHARE, SEK Earnings per share before and after dilution Earnings per share before and after dilution and excluding items affecting comparability2 Shareholders’ equity per share after dilution Q 1 2016 1.47 Q 2 2016 1.82 Q 3 2016 1.91 Q 4 2016 Full year 2016 0.78 5.99 Q 1 2017 1.73 Q 2 2017 1.96 Q 3 2017 1.94 Q 4 2017 Full year 2017 2.15 7.77 1.47 1.82 1.91 1.88 7.09 1.73 1.96 1.94 2.15 7.77 38.31 38.22 40.50 42.51 42.51 44.10 41.75 42.58 45.60 45.60 NUMBER OF SHARES Total number of shares, millions Weighted average number of outstanding shares, before and after dilution, millions Mar 2016 Jun 2016 Sep 2016 Dec 2016 Full year 2016 Q 1 2017 Q 2 2017 Q 3 2017 Q 4 2017 Full year 2017 1,112.6 1,112.6 1,112.6 1,112.6 1,112.6 1,112.6 1,112.6 1,112.6 1,112.6 1,112.6 1,110 ,8 1,110 ,8 1,110 ,8 1,110.8 1,110.8 1,110.8 1,110.8 1,110.8 1,110.8 1,110.8 1 Excluding restructuring payments. 2 Items affecting comparability consist of restructuring costs. Definitions of key ratios Organic growth Change in sales for comparable units after adjustments for acquisitions and exchange rate effects. Capital employed Total assets less interest-bearing assets and non-interest- bearing liabilities including deferred tax liability. Operating margin (EBITDA) Operating income before depreciation and amortization as a percentage of sales. Operating margin (EBITA) Operating income before amortization of intangible assets recognized in business combinations, as a percentage of sales. Operating margin (EBIT) Operating income as a percentage of sales. Profit margin (EBT) Income before tax as a percentage of sales. Operating cash flow See the table on operating cash flow for detailed information. Net capital expenditure Investments in, less disposals of, intangible assets and property, plant and equipment. Depreciation and amortization Depreciation and amortization of intangible assets and property, plant and equipment. Net debt Interest-bearing liabilities less interest-bearing assets. Equity ratio Shareholders’ equity as a percentage of total assets. Interest coverage ratio Income before tax plus net interest divided by net interest. Return on shareholders’ equity Net income attributable to parent company’s shareholders as a percentage of average parent company’s shareholders equity. Return on capital employed Income before tax plus net interest as a percentage of aver- age capital employed excluding restructuring reserves. Earnings per share after tax and before dilution Net income excluding non-controlling interests divided by weighted average number of outstanding shares before dilution. Earnings per share after tax and dilution Net income excluding non-controlling interests divided by weighted average number of outstanding shares after any potential dilution. Shareholders’ equity per share after dilution Equity excluding non-controlling interests divided by number of outstanding shares after any potential dilution. ASSA ABLOY ANNUAL REPORT 2017 QUARTERLY INFORMATION 97 Proposed distribution of earnings The following earnings are at the disposal of the general meeting of shareholders: Share premium reserve: SEK 787 M Retained earnings brought forward: SEK 7,347 M Net income for the year: SEK 4,670 M TOTAL: SEK 12,804 M The Board of Directors and the President and CEO propose that a dividend of SEK 3.30 per share, a total of SEK 3,666 M, be distributed to shareholders and that the remainder, SEK 9,139 M, be carried forward to the new financial year. The dividend amount is calculated on the number of outstanding shares as per 5 February 2018. No dividend is payable on ASSA ABLOY AB’s holding of treasury shares, the exact number of which is determined on the record date for payment of dividend. ASSA ABLOY AB held 1,800,000 treasury shares as at 5 February 2018. Monday, 30 April 2018 has been proposed as the record date for dividends. If the Annual General Meeting approves this proposal, dividends are expected to be distributed by Euroclear Sweden AB on Friday, 4 May 2018. The Board of Directors and the President and CEO declare that the consolidated accounts have been prepared in accordance with International Financial Reporting Standards, IFRS, as adopted by the EU and give a true and fair view of the Group’s finan- cial position and results. The Parent company’s annual accounts have been prepared in accordance with generally accepted accounting principles in Sweden and give a true and fair view of the Parent company’s financial position and results. The Report of the Board of Directors for the Group and the Parent company gives a true and fair view of the development of the Group’s and the Parent company’s business operations, financial position and results, and describes material risks and uncertainties to which the Parent company and the other companies in the Group are exposed. Stockholm, 5 February 2018 Lars Renström Chairman Carl Douglas Vice Chairman Ulf Ewaldsson Board member Eva Lindqvist Board member Jan Svensson Board member Eva Karlsson Board member Johan Molin Board member and President and CEO Birgitta Klasén Board member Sofia Schörling Högberg Board member Rune Hjälm Board member Employee representative Mats Persson Board member Employee representative Our audit report was issued on 5 February 2018 PricewaterhouseCoopers AB Bo Karlsson Authorized Public Accountant Auditor in charge Linda Corneliusson Authorized public accountant 98 PROPOSED DISTRIBUTION OF EARNINGS ASSA ABLOY ANNUAL REPORT 2017 Auditor’s report To the general meeting of the shareholders of ASSA ABLOY AB (publ) Corporate identity number 556059-3575 Report on the annual accounts and consolidated accounts Opinions We have audited the annual accounts and consolidated accounts of ASSA ABLOY AB (publ) for the year 2017 with the exception of the corporate governance report on pages 46–54. The annual accounts and consolidated accounts of the company are included in this document on pages 39–98. In our opinion, the annual accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the parent company as of 31 December 2017 and its financial performance and cash flow for the year then ended in accordance with the Annual Accounts Act. The consolidated accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the Group as of 31 December 2017 and their financial performance and cash flow for the year then ended in accordance with International Financial Reporting Standards (IFRS), as adopted by the EU, and the Annual Accounts Act. Our opinions do not cover the corporate governance statement on pages 46–54. The statutory administration report is consistent with the other parts of the annual accounts and consolidated accounts. We therefore recommend that the general meeting of the shareholders adopt the income statement and balance sheet for the Parent company and the Group. Our opinions in this report on the annual accounts and consolidated accounts are consistent with the content of the additional report that has been submitted to the Parent company’s audit committee in accordance with the Audit Regulation (537/2014) Article 11. Basis for Opinions We conducted our audit in accordance with International Standards on Auditing (ISA) and generally accepted auditing standards in Sweden. Our responsibilities under those stand- ards are further described in the Auditor’s Responsibilities section. We are independent of the Parent company and the Group in accordance with professional ethics for account- ants in Sweden and have otherwise fulfilled our ethical responsibilities in accordance with these requirements. This includes that, based on the best of our knowledge and belief, Our audit approach Audit scope We designed our audit by determining materiality and assessing the risks of material misstatement in the consoli- dated financial statements. In particular, we considered where management made subjective judgements; for exam- ple, in respect of significant accounting estimates that involved making assumptions and considering future events that are inherently uncertain. As in all of our audits, we also addressed the risk of management override of internal con- trols, including among other matters consideration of whether there was evidence of bias that represented a risk of material misstatement due to fraud. We tailored the scope of our audit in order to perform suf- ficient work to enable us to provide an opinion on the con- solidated financial statements as a whole, taking into account the structure of the Group, the accounting processes and controls, and the industry in which the Group operates. The ASSA ABLOY Group is comprised of a large number of companies. None of these companies have, individually, been deemed to be of major significance in the audit of the Group. For the Group audit, we have selected the Parent company and treasury company and some 70 companies spread across the Group’s five divisions, which are audited according to a group-wide audit program. The audit pro- gram includes the assessment of the design and operating effectiveness of selected controls in processes significant to the financial reporting and also includes audit procedures in the form of test of details supplemented with analytical pro- cedures applied to the Group’s significant income statement no prohibited services referred to in the Audit Regulation (537/2014) Article 5.1 have been provided to the audited company or, where applicable, its parent company or its con- trolled companies within the EU, except for a minor branch that was reported to the Audit Committee. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions. and balance sheet items. The majority of the subsidiaries in the Group are also the subject of statutory audits according to local requirements. During 2017, the Auditor-in-Charge and co-signing auditor visited the audit teams in China and the US to participate, on site, in the audit, and to take part in the meetings with representatives from ASSA ABLOY’s local companies and ASSA ABLOY’s head office. The operations in China and the US have been selected as they are the coun- tries with the largest external sales. Materiality The scope of our audit was influenced by our application of materiality. An audit is designed to obtain reasonable assur- ance whether the financial statements are free from material misstatement. Misstatements may arise due to fraud or error. They are considered material if individually or in aggre- gate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the finan- cial statements. Based on our professional judgement, we determined certain quantitative thresholds for materiality, including the overall materiality for the financial statements as a whole. These, together with qualitative considerations, helped us to determine the scope of our audit and the nature, timing and extent of our audit procedures and to evaluate the effect of misstatements, both individually and in aggregate on the financial statements as a whole. ASSA ABLOY ANNUAL REPORT 2017 AUDITOR’S REPORT 99 Auditor’s report Key audit matters Key audit matters of the audit are those matters that, in our professional judgement, were of most significance in our audit of the annual accounts and consolidated accounts of the current period. These matters were addressed in the context of our audit of, and in forming our opinion thereon, the annual accounts and consolidated accounts as a whole, but we do not provide a separate opinion on these matters. Key audit matter How our audit addressed the Key audit matter Goodwill and other intangible assets with indefinite useful lives Goodwill and other intangible assets with indefinite useful lives are described in the annual report in Note 14 and in the accounting principles in Note 1. ASSA ABLOY is an acquisition-intensive company that has an established and structured acquisition process. During the 2017 financial year, a total of 16 acquisitions were consolidated. ASSA ABLOY’s goodwill of SEK 50 billion and its intangible assets with indefinite useful lives of SEK 6 bil- lion, are allocated to the Group’s five cash-generating units which are equivalent to the Group’s five divisions. We have specifically focused on the APAC division due to the low headroom at this division. In our audit, we have focused on the valuation of goodwill and intangible assets with indefinite useful lives as these items involve a large degree of judgement on behalf of management in assessing future cash flows. ASSA ABLOY’s annual test of goodwill and other intangible assets with indefinite useful lives can be traced to observable market data and to the company’s own business plans and fore- casts on future development. Through test of details we have examined whether ASSA ABLOY’s assessment of whether there is any indication that an asset may be impaired, is based on the company’s financial budgets approved by management. We have also assessed the growth rate that the company has used to forecast cash flows beyond the first three-year period. In conjunction with this, we have compared management’s assumptions regarding the sus- tainable growth rate and the operating margin against actual growth and the actual operating margin during recent years. Our assessment of the discount rate applied in manage- ment’s calculations reflects the specific risks found in the cash generating units. We have reconciled the data in the calcula- tions and checked it against external sources and have found that the determination of the discount rate is based on estab- lished theory. In this part of the audit, we have utilized PwC’s valuation experts. We have evaluated the company’s sensitivity analysis of the valuation to changes in significant parameters, which, individu- ally or on a collective basis, could imply the existence of an impairment requirement. Key audit matter How our audit addressed the Key audit matter Provisions – restructuring program The restructuring program is described in the Report of the Board of Directors in the annual report and in Note 25. Restructuring programs were launched during the previous financial years and the closing provision balance amounts to SEK 944 million as of 31 December 2017. In our audit, we have focused on these restructuring programs as the determination of whether or not a present obligation exists, and the valuation of that obli- gation representing future expenditures, requires judge- ment and is dependent on management estimates. We have examined the company’s process for identifying pro- jects and the estimated costs of these projects. Our audit measures include an evaluation of whether the restructuring programs comply, in all significant aspects, with the Group’s accounting principles for reporting provisions. Furthermore, we have challenged management’s assump- tions that are the basis for the restructuring provisions with the aim of assessing the reasonability of the provisions. Based on risk and materiality, we have reconciled the parameters in the calculations against supporting documentation. This includes, amongst other things, the examination of minutes, agree- ments, calculations and communication with employees. We have evaluated the management’s assessments of remaining cash flows by reviewing their quarterly project updates. 100 AUDITOR’S REPORT ASSA ABLOY ANNUAL REPORT 2017 Auditor’s report Other information than the annual accounts and consolidated accounts This document also contains other information than the annual accounts and consolidated accounts and is found in the sections Report on Operations, Divisions, Sustainability Report, and Shareholder Information. The Board of Directors and the Managing Director are responsible for this other information. Our opinion on the annual accounts and consolidated accounts does not cover this other information and we do not express any form of assurance conclusion regarding this other information. In connection with our audit of the annual accounts and consolidated accounts, our responsibility is to read the infor- mation identified above and consider whether the informa- tion is materially inconsistent with the annual accounts and consolidated accounts. In this procedure we also take into account our knowledge otherwise obtained in the audit and assess whether the information otherwise appears to be materially misstated. If we, based on the work performed concerning this infor- mation, conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities of the Board of Directors and the Managing Director The Board of Directors and the Managing Director are responsible for the preparation of the annual accounts and consolidated accounts and that they give a fair presentation in accordance with the Annual Accounts Act and, concern- ing the consolidated accounts, in accordance with IFRS as adopted by the EU. The Board of Directors and the Managing Director are also responsible for such internal control as they determine is necessary to enable the preparation of annual accounts and consolidated accounts that are free from material misstatement, whether due to fraud or error. In preparing the annual accounts and consolidated accounts, the Board of Directors and the Managing Director are responsible for the assessment of the company’s and the group’s ability to continue as a going concern. They disclose, as applicable, matters related to going concern and using the going concern basis of accounting. The going concern basis of accounting is however not applied if the Board of Direc- tors and the Managing Director intends to liquidate the company, to cease operations, or has no realistic alternative but to do so. The Audit Committee shall, without prejudice to the Board of Director’s responsibilities and tasks in general, among other things oversee the company’s financial reporting process. Auditor’s responsibility Our objectives are to obtain reasonable assurance about whether the annual accounts and consolidated accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinions. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and generally accepted auditing stand- ards in Sweden will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggre- gate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these annual accounts and consolidated accounts. A further description of our responsibility for the audit of the annual accounts and consolidated accounts is available on Revisorsnämnden (Inspectorate of Auditors) website: www.revisorsinspektionen.se/revisornsansvar. This descrip- tion is part of the auditor’s report. Report on other legal and regulatory requirements Opinions In addition to our audit of the annual accounts and consoli- dated accounts, we have also audited the administration of the Board of Directors and the Managing Director of ASSA ABLOY AB (publ) for the year 2017 and the proposed appro- priations of the company’s profit or loss. We recommend to the general meeting of shareholders that the profit be appropriated in accordance with the proposal in the statutory administration report and that the members of the Board of Directors and the Managing Director be dis- charged from liability for the financial year. Basis for opinions We conducted the audit in accordance with generally accepted auditing standards in Sweden. Our responsibilities under those standards are further described in the Auditor’s Responsibilities section. We are independent of the Parent company and the Group in accordance with professional ethics for accountants in Sweden and have otherwise ful- filled our ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions. ASSA ABLOY ANNUAL REPORT 2017 AUDITOR’S REPORT 101 Auditor’s report Responsibilities of the Board of Directors and the Managing Director The Board of Directors is responsible for the proposal for appropriations of the company’s profit or loss. At the pro- posal of a dividend, this includes an assessment of whether the dividend is justifiable considering the requirements which the company’s and the Group’s type of operations, size and risks place on the size of the Parent company’s and the Group’s equity, consolidation requirements, liquidity and position in general. The Board of Directors is responsible for the company’s organization and the administration of the company’s affairs. This includes among other things continuous assessment of the company’s and the Group’s financial situation and ensur- ing that the company’s organization is designed so that the accounting, management of assets and the company’s finan- cial affairs otherwise are controlled in a reassuring manner. The Managing Director shall manage the ongoing adminis- tration according to the Board of Directors’ guidelines and instructions and among other matters take measures that are necessary to fulfill the company’s accounting in accord- ance with law and handle the management of assets in a reassuring manner. Auditor’s responsibility Our objective concerning the audit of the administration, and thereby our opinion about discharge from liability, is to obtain audit evidence to assess with a reasonable degree of assurance whether any member of the Board of Directors or the Managing Director in any material respect: • has undertaken any action or been guilty of any omission • which can give rise to liability to the company, or in any other way has acted in contravention of the Companies Act, the Annual Accounts Act or the Articles of Association. Our objective concerning the audit of the proposed appro- priations of the company’s profit or loss, and thereby our opinion about this, is to assess with reasonable degree of assurance whether the proposal is in accordance with the Companies Act. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with generally accepted auditing standards in Sweden will always detect actions or omissions that can give rise to liability to the company, or that the proposed appropriations of the company’s profit or loss are not in accordance with the Companies Act. A further description of our responsibility for the audit of the administration is available on the Revisors- nämnden (Inspectorate of Auditors) website: www.revisorsinspektionen.se/revisornsansvar. This d escription is part of the auditor’s report. The auditor’s examination of the corporate governance statement The Board of Directors is responsible for that the corporate governance statement on pages 46–54 has been prepared in accordance with the Annual Accounts Act. auditing standards in Sweden. We believe that the examina- tion has provided us with sufficient basis for our opinions. A corporate governance statement has been prepared. Our examination of the corporate governance statement is conducted in accordance with FAR’s auditing standard RevU 16 The auditor’s examination of the corporate govern- ance statement. This means that our examination of the cor- porate governance statement is different and substantially less in scope than an audit conducted in accordance with International Standards on Auditing and generally accepted Disclosures in accordance with chapter 6 section 6 the second paragraph points 2–6 of the Annual Accounts Act and chapter 7 section 31 the second paragraph the same law are consistent with the other parts of the annual accounts and consolidated accounts and are in accordance with the Annual Accounts Act. PricewaterhouseCoopers AB, 113 97 Stockholm, was appointed auditor of ASSA ABLOY AB (publ) by the General Meeting of shareholders on 26 April 2017 and has been the company’s auditor since 1994. Stockholm, 5 February 2018 PricewaterhouseCoopers AB Bo Karlsson Authorized Public Accountant Auditor in charge Linda Corneliusson Authorized public accountant 102 AUDITOR’S REPORT ASSA ABLOY ANNUAL REPORT 2017 Energy efficient door opening solution for METRO Cash&Carry CUSTOMER: METRO Cash & Carry is an international wholesale retailer SOLUTION: The building itself is a wood construction, the electrical energy is founded 1963 in Germany. Metro has about 120.000 employees and 200 stores globally. In Austria Metro has about 12 shops with around 2100 employees. There are about 48.000 goods in each store. CHALLENGE: For the building renewal-concept of METRO the architect was requested to create a zero-emission building for the retailer including sales area, goods receiving and dispatch for goods to other retailers. The building will have a BREEAM Outstanding certification and is a full new design concept for METRO. produced by photovoltaic modules. The new market is divided into cold-stor- age goods, the home equipment, the vegetables zone - all are separated by doors. ASSA ABLOY Entrance Systems supported the architect from the begin- ning of the project with product solutions and BIM objects. For the best solu- tion in relation of usage and energy consumption / energy-lost ASSA ABLOY delivers six Isolated dock-levelers with sectional doors. At the fresh vegetable delivering zone, ASSA ABLOY built galvanized dock-levelers with telescopic lips. Inside the building, there are different climate zones, which are separated with high-speed doors and automatic sliding doors. The main entrance for the customers was built as air trap with two different door solutions. At the dis- patching area there is also a manual dock-leveler type “emergency loading bay” in case of total energy loss of the building. Flexible solution for multi-person housing CUSTOMER: The Waites in Birmingham, Alabama, US, is a new multi-use housing development, with 14 two-bedroom apartments and 31 one-bedroom apartments, ideal for staff at the nearby hospital and university. Yale Accentra provides a complete resident experience, with the security and convenience that residents expect at a cost the developer can embrace. CHALLENGE: The Waites needed a flexible and easily manageable access solu- tion for residents, maintenance staff and others requiring various combinations of access to both private and shared areas of the building. SOLUTION: The customer chose Yale Accentra, a cloud-based access control system designed by ASSA ABLOY’s Shared Technologies group. ASSA ABLOY was involved with the building project from the outset and provided the door opening solutions to utilize the platform. Yale Accentra allows system administrators to manage access for residents, guests or staff easily and securely anytime, anywhere and from any internet- enabled device. The solution is ideal for multi-person housing because access to both residential and common areas is managed by one system. This allows residents to access private and shared areas and permits delivery companies or main- tenance people to enter specific parts of the building. ASSA ABLOY ANNUAL REPORT 2017 AUDITOR’S REPORT 103 The ASSA ABLOY share Share price trend Once again, 2017 was a volatile year for the Stockholm Stock Exchange. A strong first half with price increases of around 11 percent was followed by a weak summer and fall with both upswings and downturns. The index for full-year 2017 ended at an increase of 6.4 percent, despite the weak con- clusion to the year. ASSA ABLOY’s Series B share increased slightly from the 2016 closing price of SEK 169.10 to the 2017 closing price of SEK 170.40. The upswing was 0.8 per- cent. The highest closing price during the year of SEK 197.10 was recorded on 9 May 2017 and the lowest of SEK 163.80 was recorded on 23 January 2017. At year-end, market capitalization amounted to SEK 189,276 M (187,832), calculated on both Series A and Series B shares. Listing and trading1 ASSA ABLOY’s Series B share has been listed on Nasdaq Stockholm, Large Cap since 8 November 1994 under the code ASSA-B.ST. Total turnover of the Series B share on all markets amounted to 1,698 million shares (1,859) in 2017, equivalent to a turnover rate of 161 percent (167). Turnover of the Series B share on Nasdaq Stockholm amounted to 583 million shares (564), equivalent to a turnover rate of 55 percent (51). The trend of a slight decline in turnover for trading on Nasdaq Stockholm continued in 2017. Over the past few years, turnover on Nasdaq Stockholm has gradually declined from 78 percent in 2012 to 63 percent in 2017. The average turnover rate on Nasdaq Stockholm fell in 2017 to 63 per- cent (67). Even among the most frequently traded shares the average turnover rate dropped; the average turnover rate was 65 percent (70) on the Large Cap list in 2017. Since the implementation of the EU’s Markets in Financial Instruments Directive (MiFID) in late 2007 the structure of equity trading in Europe has totally changed. Share trading now takes place on both regulated markets and other trad- ing platforms, and has thus become more fragmented. Consequently, an ever-increasing proportion of trading in shares in Swedish companies now takes place on markets other than Nasdaq Stockholm. In 2017 the ASSA ABLOY share was traded on more than ten different markets, with trading on Nasdaq Stockholm accounting for only around 30 percent of share turnover, compared with 65 percent in 2009. The diagram below shows the trend and distribution of trading in ASSA ABLOY’s Series B share on various markets over the past five years. SHARE PRICE TREND AND TURNOVER 2008–20171 DIVIDEND PER SHARE 2008–2017 SEK 300 250 200 150 100 50 0 No. of shares traded, thousands 600,000 500,000 400,000 300,000 200,000 100,000 0 SEK 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 ASSA ABLOY B ASSA ABLOY B, total return OMX Stockholm No. of shares traded, thousands (incl. after hours) Source: Fidessa and SIX SIX Return Index 08 09 10 11 12 13 14 15 16 17 2017 proposed dividend SHARE PRICE AND TURNOVER 2017 SEK 220 200 180 160 140 120 100 No. of shares traded, thousands 200,000 150,000 100,000 50,000 0 J F M A M J J A S O N D ASSA ABLOY B OMX Stockholm No. of shares traded, thousands (incl. after hours) Source: Fidessa and SIX 1 Comparatives have been recalculated for all historical periods prior to 2015 reflecting the stock split (3:1) in 2015. MARKETS FOR THE SHARE1 No. of shares traded, millions 2,000 1,500 1,000 500 0 13 14 15 16 17 Cboe BXE, CXE Stockholm London Turquoise Boat Others Source: Fidessa 104 THE ASSA ABLOY SHARE ASSA ABLOY ANNUAL REPORT 2017 Data per share SEK/share 1 Earnings after tax and dilution Dividend Dividend yield, % 4 Dividend, % 5 Share price at year-end Highest share price Lowest share price Equity Number of shares, millions 6 2008 3.072 1.20 4.1 52.3 29.50 42.00 23.25 18.64 1,142.1 2009 3.072 1.20 2.6 47.8 45.93 47.50 23.83 18.25 1,118.8 2010 3.63 1.33 2.1 37.0 63.17 66.40 42.20 19.55 1,118.2 2011 4.102 1.50 2.6 36.6 57.53 64.97 44.50 21.85 1,113.6 2012 4.66 1.70 2.1 36.8 80.97 81.60 57.23 23.29 1,112.6 2013 4.952 1.90 1.7 38.4 113.27 114.07 79.33 25.94 1,112.6 2014 2015 5.79 2.17 1.6 37.4 138.27 139.17 105.63 32.50 1,112.6 6.93 2.65 1.5 38.2 178.00 189.00 135.00 37.43 1,112.6 2016 7.092 3.00 1.8 42.3 169.10 190.10 148.40 42.51 1,112.6 2017 7.77 3.303 1.9 42.5 170.40 197.10 163.80 45.60 1,112.6 1 Adjustments made for new issues and stock split (3:1) in 2015 for all historical periods prior to 2015. 4 Dividend as percentage of share price at year-end. 5 Dividend as percentage of earnings per share after tax and dilution, excluding 2 Excluding items affecting comparability 2008, 2009, 2011, 2013 and 2016. 3 Dividend proposed by the Board of Directors. items affecting comparability. 6 After full dilution. Ownership structure The number of shareholders at the end of 2017 was 33,811 (27,638) and the ten largest shareholders accounted for 40.3 percent (39.5) of the share capital and 59.3 percent (58.7) of the votes. Shareholders with more than 50,000 shares, a total of 422 shareholders, accounted for 97 percent (97) of the share capital and 98 percent (98) of the votes. Investors outside Sweden owned 66.6 percent (64.0) of the share capital and accounted for 45.4 percent (43.7) of the votes, and were mainly in the US and the UK. ASSA ABLOY’s ten largest shareholders Based on the share register at 30 December 2017. Shareholders Series A shares Series B shares Total number of shares Share capital1, % Votes1, % Latour Melker Schörling AB Capital Group  BlackRock  Government of Singapore  Fidelity  Swedbank Robur Funds  Vanguard  Norges Bank  Alecta Pension Insurance  Other shareholders Total number 41,595,729 15,930,240 57,525,969 63,900,000 26,882,608 58,269,593  53,719,714  46,309,071  34,324,352  31,882,299  26,081,393  25,361,931  24,495,000  663,824,404 1,055,050,365 105,495,729 42,812,848 58,269,593  53,719,714  46,309,071  34,324,352  31,882,299  26,081,393  25,361,931  24,495,000  663,824,404 1,112,576,334 9.5 3.9 5.2  4.8  4.2  3.1  2.9  2.3  2.3  2.2  59.6 100.0 29.5 11.4 3.6  3.3  2.8  2.1  2.0 1.6  1.6  1.5 40.6 100.0 1 Based on the number of outstanding shares and votes of 1,110,776,334 and 1,628,510,055 respectively, excluding shares held by ASSA ABLOY. Source: Modular Finance AB and Euroclear Sweden AB. OWNERSHIP STRUCTURE (SHARE CAPITAL) OWNERSHIP STRUCTURE (VOTES) Latour, 9.5% Legend Capital Group, 5.2% Legend BlackRock, 4.8% Government of Singapore, 4.2% Melker Schörling AB, 3.9% Legend Legend Legend Fidelity, 3.1% Legend Swedbank Robur Funds, 2.9% Melker Schörling AB, 11.4% Latour, 29.5% Legend Legend Capital Group, 3.6% Legend BlackRock, 3.3% Legend Government of Singapore, 2.8% Legend Fidelity, 2.1% Legend Swedbank Robur Funds, 2.0% Vanguard, 2.3% Norges Bank, 2.3% Alecta Pension Insurance, 2.2% Other shareholders, 59.6% Vanguard, 1.6% Norges Bank, 1.6% Alecta Pension Insurance, 1.5% Other shareholders, 40.6% Share capital and voting rights The share capital amounted to SEK 370,858,778 at year-end 2017, distributed among a total of 1,112,576,334 shares, comprising 57,525,969 Series A shares and 1,055,050,365 Series B shares. All shares have a par value of around SEK 0.33 and give shareholders equal rights to the company’s assets and earnings. The total number of votes amounts to 1,630,310,055. Each Series A share carries ten votes and each Series B share one vote. Repurchase of own shares Since 2010, the Board of Directors has requested and received a mandate from the Annual General Meeting to repurchase and transfer ASSA ABLOY Series B shares. The aim has been, among other things, to secure the company’s undertakings in connection with its long-term incentive programs (LTI). The 2017 Annual General Meeting authorized the Board of Directors to acquire, during the period until the next Annual General Meeting, a maximum number of Series B shares so that after each repurchase ASSA ABLOY holds a maximum 10 percent of the total number of shares in the company. ASSA ABLOY holds a total of 1,800,000 (1,800,000) Series B shares after repurchase. These shares account for around 0.2 percent (0.2) of the share capital and each share has a par value of around SEK 0.33. The purchase consideration amounted to SEK 103 M. No shares were repurchased in 2017. ASSA ABLOY ANNUAL REPORT 2017 THE ASSA ABLOY SHARE 105 The ASSA ABLOY share Dividend and dividend policy The objective of the dividend policy is that, in the long term, the dividend should be equivalent to 33–50 percent of income after standard tax, but always taking into account ASSA ABLOY’s long-term financing requirements. The Board of Directors and the President and CEO pro- pose that the dividend to shareholders be raised by 10 per- cent to SEK 3.30 per share (3.00) for the 2017 financial year, equivalent to a dividend yield on the Series B share of 1.9 percent (1.8). Changes in share capital In 2017 the total return on the ASSA ABLOY share, defined as market price movement plus reinvested dividends, was 2.3 percent, compared with the reinvested SIX Return Index, which was up 9.5 percent. Over the ten-year period 2007– 2017, the total return on ASSA ABLOY’s Series B share was 599 percent, compared with a 127 percent rise in the SIX Return Index and a 51 percent rise in OMX Stockholm. Year 1989 1994 1994 1994 1996 1996 1997 1998 1999 1999 1999 1999 1999 2000 2000 2000 2001 2002 2002 2010 2011 2012 2015 Transaction Series A shares Series C shares Series B shares Share capital, SEK* Split 100:1 Bonus issue Non-cash issue New share issue Conversion of Series C shares into Series A shares New share issue Converted debentures Converted debentures before split Bonus issue Split 4:1 New share issue Converted debentures after split and new share issues Converted debentures New share issue Non-cash issue Converted debentures New share issue Converted debentures Converted debentures Converted debentures Converted debentures Split 3:1 1,746,005 2,095,206 3,809,466 4,190,412 4,190,412 4,190,412 16,761,648 18,437,812 18,437,812 18,437,812 19,175,323 19,175,323 19,175,323 19,175,323 19,175,323 19,175,323 19,175,323 19,175,323 57,525,969 20,000 1,428,550 1,714,260 2,000,000 50,417,555 60,501,066 60,501,066 66,541,706 66,885,571 67,179,562 268,718,248 295,564,487 295,970,830 301,598,383 313,512,880 333,277,912 334,576,089 344,576,089 346,742,711 347,001,871 349,075,055 351,683,455 1,055,050,365 2,000,000 2,000,000 53,592,110 64,310,532 64,310,532 70,732,118 71,075,983 71,369,974 285,479,896 314,002,299 314,408,642 320,036,195 332,688,203 352,453,235 353,751,412 363,751,412 365,918,034 366,177,194 368,250,378 370,858,778 370,858,778 * SEK 1 per share before split in 2015 – number of shares at the end of the period and around SEK 0.33 per share after split in 2015. Number of shares at the end of the period 1,112,576,334 (including repurchase of own shares). Analysts who cover ASSA ABLOY Company Name Telephone Email ABG Sundal Collier Bank of America Merrill Lynch Barclays Berenberg Bank Carnegie Credit Suisse Danske Bank Deutsche Bank DNB Exane BNP Paribas Goldman Sachs Handelsbanken HSBC Imperial Capital Jefferies J.P. Morgan KeplerCheuvreux Liberum Capital Morgan Stanley Morningstar Nordea Oddo Securities Pareto Securities Redburn Partners SEB Société Général UBS Anders Idborg Mark Troman Lars Brorson Rizk Maidi Johan Wettergren Andre Kukhnin Max Frydén Gael de-Bray Mattias Holmberg James Taylor Daniela Costa Peder Frölén Michael Hagmann Jeff Kessler Peter Reilly Andreas Willi Markus Almerud Daniel Cunliffe Lucie A. Carrier Denise Molina Andreas Koski Delphine Brault Anders Roslund James Moore Fredrik Agardh Alasdair Leslie Guillermo Peigneux-Lojo +46 8 5662 9674 +44 207 996 4194 +44 203 134 1156 +44 203 207 7806 +46 8 5886 8743 +44 207 888 0350 +46 8 5688 0523 +33 1 4495 6562 +46 8 473 4814 +44 203 430 8663 +44 207 774 8354 +46 8 701 1251 +44 207 991 2405 +1 212 351 9701 +44 207 029 8632 +44 207 134 4569 +46 8 723 5163 +44 203 100 2086 +44 207 677 0884 +31 20 797 0010 +44 77698 44597 +33 144 518 325 +46 70 0761586 +44 207 000 2135 +46 8 522 298 06 +44 207 762 4952 +46 8 453 73 08 anders.idborg@abgsc.se mark.troman@baml.com lars.brorson@barclays.com rizk.maidi@berenberg.com johan.wettergren@carnegie.se andre.kukhnin@credit-suisse.com max.fryden@danskebank.se gael.de-bray@db.com mattias.holmberg@dnb.se james.taylor@exanebnpparibas.com daniela.costa@gs.com pefr15@handelsbanken.se michael.hagmann@hsbcib.com Jkessler@imperialcapital.com peter.reilly@jefferies.com andreas.p.willi@jpmorgan.com malmerud@keplercheuvreux.com daniel.cunliffe@liberum.com lucie.carrier@morganstanley.com denise.molina@morningstar.com andreas.koski@nordea.com dbrault@oddo.fr anders.roslund@paretosec.com james.moore@redburn.com fredrik.agardh@seb.se alasdair.leslie@sgcib.com guillermo.peigneux-lojo@ubs.com 106 THE ASSA ABLOY SHARE ASSA ABLOY ANNUAL REPORT 2017 Information for shareholders Annual General Meeting The Annual General Meeting of ASSA ABLOY AB will be held at Moderna Museet (Museum of Modern Art), Skepps- holmen, Stockholm at 3.30 pm on Thursday, 26 April 2018. Shareholders wishing to attend the Annual General Meeting should: • Be recorded in the share register kept by Euroclear Sweden AB by Friday, 20 April 2018. • Notify ASSA ABLOY AB of their intent to attend no later than Friday, 20 April 2018. Notice of attendance • Website www.assaabloy.com • Telephone +46 (0)8 506 485 14 • Address ASSA ABLOY AB, “Annual General Meeting 2018”, c/o Euroclear Sweden AB Box 191, SE-101 23 Stockholm, Sweden The notice of attendance should state: • Name • Personal or corporate identity number • Address and daytime telephone number • Number of shares • Any assistants attending Nomination Committee The Nomination Committee has the task of preparing and recommending, on behalf of the shareholders, proposals for the election of the Chairman of the Annual General Meeting, the election of the Chairman, the Vice Chairman and other members of the Board of Directors, the appointment of the auditor, resolution on fees to the auditor and to the Board of Directors (including division between the Chairman, Vice Chairman and other members of the Board of Directors, as well as remuneration for committee work), as well as the appointment of the Nomination Committee and determina- tion of the assignment of the Nomination Committee. The Nomination Committee prior to the 2018 Annual General Meeting comprises Carl Douglas (Investment AB Latour), Mikael Ekdahl (Melker Schörling AB), Liselott Ledin (Alecta), Marianne Nilsson (Swedbank Robur funds) and Anders Oscarsson (AMF and AMF funds). Carl Douglas is Chairman of the Nomination Committee. Dividend Monday, 30 April 2018 has been proposed as the record date for dividends. If the Annual General Meeting approves the proposal, dividend is expected to be distributed by Euroclear Sweden AB on Friday, 4 May 2018. If participation is by proxy, the proxy should be submitted in connection with the notice of attendance and the proxy must be presented in original at the latest at the Annual General Meeting. Proxy forms are available at: www. assaabloy.com. Nominee-registered shares In addition of giving notice to attend, shareholders whose shares are nominee-registered must be temporarily r egistered in their own name in the share register (so-called voting right registration) to be able to attend the Annual General Meeting. Such registration must be effected by Friday, 20 April 2018, and shareholders should contact their bank or nominee well in advance of this date. Further information Hedvig Wennerholm Telephone +46 (0)8 506 485 51 hedvig.wennerholm@assaabloy.com Reports can be ordered from ASSA ABLOY AB • Website www.assaabloy.com • Telephone +46 (0)8 506 485 00 info@assaabloy.com • Email ASSA ABLOY AB • Mail Box 70340 SE-107 23 Stockholm Financial reporting First quarter: 26 April 2018 Second quarter: 18 July 2018 Third quarter: 19 October 2018 Fourth quarter and Year-end report: February 2019 Annual Report 2018: March 2019 ASSA ABLOY ANNUAL REPORT 2017 INFORMATION FOR SHAREHOLDERS 107 The total door solution ASSA ABLOY’s security solutions are installed all over the world ASSA ABLOY is the global leader in door opening solutions and offers mechanical and electromechanical locks, digital door locks, entrance automation, hotel security and secure identity solutions. The Group’s products are important for people all over the world – in schools, hospitals, offices, stadiums, shops, museums, hotels, airports and private homes. 1 2 Multi-family buildings 1 Complete solutions for multi-famility buildings, ranging from mechanical locks to sophisticated, customized access control systems. Digital door locks can easily be opened with a code or a smart phone app. The app enables controlling the lock remotely to let in visitors, and receiving notifications when children come home. In the future, online locks make it possible to safely and securely open the door for service and deliveries directly into the home. 2 Garage doors, bars and gates are secure and easy to connect to the buildings access control system. Hospitality Airports 1 Bollards and other safety devices pro- tect pedestrians from motor vehicles. 3 High-security fences and gates pro- tect against unauthorized entry at The various models can be permanently installed, portable or retractable, and they can be integrated in security and alarm systems. the airport. The doors can be integrated with security systems, sensors and surveillance cameras. 2 Revolving doors create spacious and welcoming entrances with room for luggage carts or wheelchairs. Revolving doors are ideal when climate control is a priority. Advanced sensor technology ensures functionality in the door’s features, while con- veniently controlling safe traffic flows and providing superior separation of indoor and outdoor climates. Side doors are added for increased accessibility and rapid evacuation. 1 Automatic sliding doors are particu- larly suitable for entrances and indoor areas with large pedestrian flows. Automatic sliding doors allow you to enter a building without manually open doors – and conveniently pass through even if you are pushing a shopping or carrying suitcases. 2 With Mobile Access for hotels guests can use a smart phone to directly book a room. Secure Seos technology then sends a digital key directly to the guest’s mobile phone, enabling the guest to go directly to the room and unlock the door. The solution is connected to the hotel’s booking and security systems, and the key will be deleted at check-out. 3 Complete solutions for hotel rooms, including door solution, safes and energy management systems. 4 Doors, door closers, exit devices and masterkey systems. 3 4 2 1 3 2 4 Loading stations provide effi- cient and safe handling of goods. Levelers, shelters, loading buildings and other accessories make loading and unloading easier and more energy efficient. ASSA ABLOY also has a complete offering for ser- vice, maintenance and modernization of automatic entrances and docks. 5 The boarding process places high demands on entrance automation and security control. ASSA ABLOY has total door solutions to ensure that the right person opens and closes doors, and that fire safety and climate control are maintained. 6 Security-rated doors and frames. Electromechanical locks and other hardware work together with physical access control systems, including readers and controllers to manage access. 7 Identity solutions with related technology and services such as electronic passports. 8 High-performance doors are ideal for a variety of applications and offer excellent wind load resistance. The unique design essentially provides a perfect seal, which means that the doors are airtight and protect the environ- ment against drafts, moisture and dirt. High opening and closing speeds guarantee maximum efficiency and help you save energy. 9 10 Total door opening solutions for retail premises. Medicine cabinet with electronic locks connected to the access control system to ensure proper access and opening history. 5 9 7 10 6 1 8 4 11 11 Security room - mechanical and electromechanical key systems, software and solutions for access control. System to integrate all airport control systems for e.g. authorization, logistics, personnel, etc. Solutions for secure issuance and management of identities for access to various systems with specific security requirements, such as staff ID cards. Positioning solu- tions inform the building security system about who is at a certain place to ensure that no unauthor- ized individuals, temporary contrac- tors, etc., have access to the wrong part of the building. At the same time, the staff can keep track of security personnel to see where they are located in the building. We are the global leader in total door opening solutions ASSA ABLOY is the global leader in door opening solutions, dedicated to satisfying end-user needs for security, safety and convenience www.assaabloy.com ASSA ABLOY AB Box 70340 SE-107 23 Stockholm Sweden Visiting address: Klarabergsviadukten 90 Tel +46 (0)8 506 485 00 Fax +46 (0)8 506 485 85 Reg. No. 556059-3575 Production: ASSA ABLOY in cooperation with Hallvarsson & Halvarsson. Photo: Peter Hoelstad/Molly & Co, Kristian Älegård, Getty Images and ASSA ABLOY’s image bank, etc. Printing: Göteborgstryckeriet in March 2018. 

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