Grieg Seafood Annual Report 2016

Plain-text annual report

ANNUAL REPORT 2016 SHETLAND EBIT 176 558 TNOK GWE 13 541 TONS ROGALAND EBIT 466 756 TNOK GWE 18 367 TONS CANADA EBIT 80 526 TNOK GWE 10 715 TONS FINNMARK EBIT 447 131 TNOK GWE 22 104 TONS TNOK = 1000 Norwegian Kroner GWE = Gutted Weight CONTENT A REAL EFFORT THAT PAID OFF KEY FIGURES 2016 GRIEG SEAFOOD ROGALAND AS GRIEG SEAFOOD SHETLAND LTD GRIEG SEAFOOD FINNMARK AS GRIEG SEAFOOD BC LTD OCEAN QUALITY AS INVESTOR INFORMATION BOARD OF DIRECTORS REPORT 2016 PRINCIPLES OF CORPORATE GOVERNANCE CONSOLIDATED INCOME STATEMENT CONSOLIDATED COMPREHENSIVE INCOME STATEMENT CONSOLIDATED BALANCE SHEET CHANGE IN EQUITY CASH FLOW STATEMENT NOTES PARENT COMPANY INCOME STATEMENT PARENT COMPANY BALANCE SHEET PARENT COMPANY CASH FLOW STATEMENT PARENT COMPANY CHANGE IN EQUITY NOTES 3 5 6 7 8 9 10 11 12 19 26 27 28 30 32 33 87 89 91 92 93 AUDITOR’S REPORT ALTERNATIVE PERFORMANCE MEASURES (APM) 119 125 SUSTAINABILITY REPORT - SEE GSF.NO 2 ANNUAL REPORT 2 0 1 6 A REAL EFFORT THAT PAID OFF As 2015 went down in history as a challenging year for the entire aquaculture industry, 2016 arose with great opportunities for Grieg Seafood to demonstrate what we stand for and can achieve. For our shareholders, our employees and the excellent natural resource we are set to manage. The organisation has cooperated exemplary at all levels, as our employees have given everything to realise our vision of achieving perfection together. Backed by the Board of Directors, the group has taken important steps during 2016. Under the slogan «time to step up», we have initiated programs to mobilise talent and motivation into becoming the best aquaculture company in our regions. As the CEO, I am proud to look back on 2016 and conclude that we have succeeded with our targeted efforts. The Board’s decision to return a NOK 3 dividend to our shareholders for 2016 is the best proof of our joint achievement. GOOD SALES FIGURES An important factor in our success is the strong global demand for the healthy and tasty salmon that we produce. On several indicators, 2016 marks an all-time high in Grieg Seafood´s history. All quarterly reports represent progress, and by the end of the year, the group reached an EBIT per kg at 18 NOK. The Norway region achieved even higher prices, proving our earlier statement that there´s more to gain in Norway. Certainly there still is. The global demand for healthy and nutritious food is not going to decrease, and Grieg Seafood has set a bold target to become the best provider of such food in our regions. About 30% of our 2016 sales passed through fixed price contracts. This will increase in 2017. Fixed price contracts fit Grieg Seafood´s long-term sales targets and simultaneously 3 make up a good strategy for Ocean Quality, the sales company for all our regions. The collaboration between Ocean Quality and the owner companies Grieg Seafood and Bremnes Fryseri has been very satisfactory in the past year. THE SMOLT STRATEGY The biological threats to fish in the sea prompt a highly professional response consisting of clever countermeasures based on local strategies. Our project to reduce the smolt cycle in sea from 24 to 18 months in our Shetland region is initiated. We expect that the project will improve sustainability and strengthen the company. By releasing larger smolts into the sea and thereby shorten the fish’s total stay in the sea, the biological threat will be reduced, the mortality rate will fall and production will increase. Another measure fulfilled with success is to make all regions self- supplied with smolt. In the upcoming period, we will further emphasize the control and cost sides of the business, having defined a goal to make the operation even more efficient and profitable. Better control with biological risks, cost development, planning and smolt production are among our persistent success factors. THE HUMAN CAPITAL Our employees make up the group´s most precious resource as they are the foremost representatives of our values; open, respectful and ambitious. On our route to become the leading READ MORE > “Grieg Seafood has set a bold target to become the best provider of healthy and nutritious food” ANNUAL REPORT 2 0 1 6group in our industry, each individual’s continuous effort is essential. Accordingly, the Board has adopted an additional cash bonus to suit every employee in addition to the existing 2016 bonus scheme. Our renewed effort for the welfare of the staff began in early 2016 when Grieg Seafood established the position for HR-director with special responsibility for developing human capital. This important work continued throughout the year and contributed to the great results. Overall, I consider that our employees have good incentives and heightened motivation to make 2017 an even better year than 2016. One of our tangible measures is a global HR strategy for all employees in the group. VALUES AND LOCAL INVOLVEMENT With great pleasure, I can confirm that Grieg Seafood in course of 2016 has strengthened the group´s position and considerably increased its value in absolute terms. These results are, of course, partly owing to raw material prices. On the other hand, we have worked hard to restructure operations in all our regions, we have secured high harvest volumes, we have kept focusing on fighting sea lice, we have emphasized responsible fish health practices, and we have made a sincere effort to reduce production costs throughout the operations. These measures are available tools for Grieg Seafood to strengthen our market position. In 2017, we will work even harder and more collectively in order to continue our improvement. In 2016, we have given priority to strengthening communities in our locations. We have supported First Nation activities in British Columbia, wild salmon projects in Finnmark, and wide variety of sports and activities for children and young people in all regions. Grieg Seafood is proud to have a community engagement, which helps communities and the group alike to create greater value for the future. IMPROVED OPERATIONS Throughout 2016, the value of our fish and licenses demonstrated a positive development. In addition, we have obtained a higher production volume, our capacity and license utilisation has improved, and we have achieved good remarks on fish health and welfare. Grieg Seafood attaches great importance to environmental sustainability standards. In 2016, we have implemented four green licenses in Finnmark, and more are underway. The number of employees has been stable, and we experience a high degree both of thriving and mastering of tasks at all levels of the organisation. Although there are many positive features to note from the market situation and fulfillment of previous targets, I want to remind everyone that salmon production always faces substantial risks. The risks relate to biology, price fluctuations, international trade conditions and changes in external conitions. Hence, our risk management procedures are under constant supervision, and in 2017, we will do everything in our power to preserve a stable and secure production platform. As CEO of Grieg Seafood, I have set some goals myself for next year: We will deliver better than budget, we will continue to grow a profitable and sustainable business, and we will work together to achieve perfection. Andreas Kvame CEO 4 ANNUAL REPORT 2 0 1 6KEY FIGURES 2016 OUR MARKETS HARVEST VOLUME (TONS) EBIT (NOK 1000) TURNOVER (NOK 1000) FINANCIAL KEY FIGURES EBITDA margin in % * EBIT margin in % ** ROCE *** EK % NIBD **** EPS ***** NIBD / EBITDA 2016 20 % 18 % 33 % 47 % 906 10,74 0,7 2015 6 % 1 % 5 % 38 % 1 569 -0,06 6,3 2014 12 % 8 % 10 % 42 % 1 566 1,26 3,3 2013 20 % 14 % 12 % 43 % 1 445 3,9 3,0 2012 -1 % -9 % -6 % 37 % 1 530 -1,33 -51,3 2011 17 % 10 % 7 % 41 % 1 444 -1,11 4,2 * EBITDA before fair value adjustment of biological assets, in percent ** EBIT before fair value adjustment of biological assets, in percent *** Retun on capital employed **** Net interest bearing debt ***** Earnings per share 5 ANNUAL REPORT 2 0 1 6GRIEG SEAFOOD ROGALAND AS 18 367 TONS GWE 20 LICENSES Grieg Seafood Rogaland AS (GSFR ) farms salmon in Rogaland. The company has 18 seawater licences and two smolt licences. The company has its own brood activity in the Erfjord. All the fish produced at our own plants are processed at our own facili- ties. Production capacity is estimated to be approximately 24,000 tons gutted weight. The company is Global GAP certified. Our operations are located in six municipalities in Rogaland and they contribute significant local value creation. Read more about community commitmens in the Sustainability Report. Opeations in Rogaland are divided into four divisions: • Broodstock • Hatcheries • Seawater • Processing ROGALAND Harvest in tons GWE* Sales revenue TNOK EBIT TNOK ** EBIT / kg GWE 2016 18 367 1 140 398 466 756 25,4 2015 15 236 661 204 83 516 5,5 2014 12 778 572 550 77 835 6,1 2013 15 088 640 600 144 800 9,6 2012 19 247 558 300 50 800 2,6 * GWE = Gutted Weight ** EBIT = EBIT before fair value adjustment of biological assets 6 ANNUAL REPORT 2 0 1 6 GRIEG SEAFOOD SHETLAND LTD 13 541 TONS GWE 36 LICENSES Grieg Seafood Shetland Ltd. (GSFSH) operates in Shetland and the Ilse of Skye. We are the largest player in salmon production in Shetland. The company has activities within the complete value chain. Our operations are divided into three divisions: • Hatcheries • • Processing Seawater The business has an estimated production capacity of around 20,000 tons gutted weight. GSFSH is Global GAP certified. The business is a significant contributor to local value creation. Read more about community commitmens in the Sustainability Report. SHETLAND Harvest in tons GWE* Sales revenue TNOK EBIT TNOK ** EBIT / kg GWE 2016 13 541 859 815 176 558 13,0 2015 16 370 773 526 -164 833 -10,1 2014 19 231 852 455 81 087 4,2 2013 13 158 567 400 27 300 2,1 2012 17 097 538 100 -83 700 -4,9 * GWE = Gutted Weight ** EBIT = EBIT before fair value adjustment of biological assets 7 ANNUAL REPORT 2 0 1 6GRIEG SEAFOOD FINNMARK AS 22 104 TONS GWE 27 LICENSES Grieg Seafood Finnmark AS (GSFF) farms salmon in Finnmark county in Norway. The company has a total of 26 seawater licences and one smolt licence. Four of the licences are so-called green concessions that became fully operational in 2016. Operations are divided into three divisions: • Hatcheries Seawater • • Processing The company has its own processing plants that harvest all salmon produced by the company. Production capacity is estimated at 33,000 tons gutted weight. The company was Global GAP certified in 2016. The business is located in five municipalities and is a significant contributor to local value creation. Read more about commu- nity commitment in the Sustainability Report. FINNMARK Harvest in tons GWE* Sales revenue TNOK EBIT TNOK ** EBIT / kg GWE 2016 22 104 1 244 255 447 131 20,2 2015 19 481 797 872 124 004 6,4 2014 26 470 975 291 205 934 7,8 2013 23 076 870 100 216 800 9,4 2012 20 080 519 800 -17 700 -0,9 * GWE = Gutted Weight ** EBIT = EBIT before fair value adjustment of biological assets 8 ANNUAL REPORT 2 0 1 6GRIEG SEAFOOD BC LTD 10 715 TONS GWE 21 LICENSES Grieg Seafood BC Ltd (GSFBC) farms salmon on the west and east sides of Vancouver Island as well on the Sunshine Coast just north of the city of Vancouver. There are currently a total of 20 marine farm licences and a land based hatchery located in Gold River. Production capacity is estimated at 18,000 tons gutted weight. GSFBC is committed to operating responsibly and meeting or exceeding all regulatory requirements. Grieg Seafood was the first salmon farming company in North America to be sourcing salmon from farms that were independently audited by the Best Aquaculture Practices certification program. GSFBC has also been audited and approved by the Aquarium of the Pacific’s ‘Seafood for the Future’ responsible sourcing program. The comapny has good relations with the First Nations popula- tion of BC. Read more about community commitment in the Sustainability Report. BC Harvest in tons GWE* Sales revenue TNOK EBIT TNOK ** EBIT / kg GWE 2016 10 715 611 223 80 526 7,5 2015 14 311 573 900 13 310 0,9 2014 6 257 277 757 -47 810 -7,6 2013 6 739 330 700 17 500 -1,2 2012 13 576 438 400 -32 200 -2,4 * GWE = Gutted Weight ** EBIT = EBIT before fair value adjustment of biological assets 9 ANNUAL REPORT 2 0 1 6OCEAN QUALITY AS Ocean Quality AS is the Norwegian sales company for Grieg Seafood ASA (60%) and Bremnes Fryseri AS (40%). The quality of the products and our customer service emphasizes the following: • Fresh and healthy products with desirable nutrition content • Customer requirements, reliability and year-round delivery Full traceability and focus on food safety for finished • products and raw materials Strict quality control and sustainable utilization of raw materials Fish health Sustainable production • • • The company was established in the fall of 2010 and has its main office in Bergen, Norway. The Ocean Quality Group has established sales companies in Shetland and British Columbia that sell the fish that Grieg Seafood produce in the respective regions. At year-end 2016 the Group had 46 employees, of whom 34 men and 12 women. The main strategy of the company is to become the market´s preferred supplier of seafood. Ocean Quality carries out its services in accordance with high standards of seafood supply to our customers across the world. 10 ANNUAL REPORT 2 0 1 6INVESTOR INFORMATION Amounts in NOK 1000 Dividend paid out Dividend per share NOK Shareholders 2016 165 618 1,5 2015 55 206 0,5 2014-12 0 0 2011 150 744 1,5 2010 27 916 1,35 As at 31.12.2016, the company had 4 390 shareholders See note 17 in the Financial Statement for more information. The largest 20 shareholder have 73.51% of total shares. Numer of shares: Holdings of own shares: 11 662 000 1 250 000 Largest shareholders per 31.12.2016 Analysts following the GSF stock Grieg Holdings AS Folketrygdfondet OM Holding AS Ystholmen AS Morgan Stanley and Co Int. PLC State street Bank and Trust Co. Verdipapirfondet Pareto Investment Artic Funds PLC Grieg Seafood ASA The Bank of New York mellon SA/NV 11 Nordea Markets DnB NOR Markets Handelsbanken Enskilda RS Pareto Securities Swedbank Carnegie ASA ABG Sunndal Collier Arctic Securities Sparebank 1 Markets Danske Bank Markets ANNUAL REPORT 2 0 1 6 BOARD OF DIRECTORS REPORT 2016 GROUP ACTIVITIES AND LOCATION Grieg Seafood ASA (”the Company”) is the parent Company of the Grieg Seafood Group (”the Group”). The Group’s business activities relate to production and trading in the sustainable farming of salmon, and in naturally related activities. The Group is one of the world’s largest producers of farmed salmon, delivering an output of nearly 65,000 tons in 2016, in addition to a significant unutilised capacity. The Group has 100 licenses for salmon production and five licenses for smolt production. The Group shall be a leader in the area of aquacul- ture. The Group’s commercial development builds on profitable growth and the sustainable use of natural resources, as well as being a preferred supplier to selected customers. The Group has operations in Finnmark and Rogaland in Norway, in British Columbia in Canada (BC), and in Shetland/Scotland (UK). The Group owns 60% of the sales company Ocean Quality AS, which keeps offices in Norway, Canada and Shetland (UK). The head office is located to Bergen, Norway. 12 Grieg Seafood ASA has been listed on the Oslo Stock Exchange since June 2007. MAIN FEATURES OF 2016 Very good solidity and liquidity by year-end. 2016 represents the best year in the Group´s history. • • Historically strong market with good prices. • Additional dividend was paid with NOK 1.50 per share. • • All fish harvested by the Group in 2016 is Atlantic salmon. Focus on this single product is an intentional strategy. The production in Norway has been strong throughout 2016. In December, an indication of ISA (Infectious Salmon Anaemia) was located in Hammerfest. All fish has been culled in 2017. • • Good revenues from Shetland in 2016, in spite of high mortality caused by algae, sea lice and gill problems. • Production in BC has been good in the last quarter of 2016, although algae posed a challenge in the first half of the year. The smolt production has been satisfactory in 2016. • An expansion of the smolt facility in Rogaland was put into action in 2016. ANNUAL REPORT 2 0 1 6 ACCOUNTS The Group´s profit after tax for 2016 was MNOK 1,222 compared with MNOK 4 in 2015. The consolidated financial statements are prepared in accor- dance with International Financial Reporting Standards (IFRS). SEGMENT REPORT RESULTS The Group had a turnover of MNOK 6,545 in 2016, an increase of 42% compared with the previous year. The total harvest was 64,726 tons glutted weight (65,398 tons in 2015), a decrease of 1%. EBIT before fair value adjustment of biological assets was MNOK 1,168, compared to MNOK 48 in 2015. EBIT per kg before fair value adjustment of biological assets was NOK 18 against NOK 0.7 in 2015. The strong profit is a consequence of high salmon prices and substantially improved production, both in sea and smolt facilities. The market salmon prices have been high throughout 2016, in both Europe and the US. The strong salmon prices must be regarded in context with lack of supply growth. A general increase in biological challenges facing the industry, with sea lice as the biggest problem, has complicated production growth in recent years. Finnmark and Rogaland have recorded good production throughout 2016, while algae and low oxygen levels represent problems in Canada in the first half of the year. This has gradually improved in the second half of 2016. Shetland has experienced weak production with high mortality rates due to lice in the second half of 2016. At the beginning of 2016, the GPB was strong, entailing a weaker market position for UK. This prospect has normalised later in 2016, with a weakened GPB. Feed prices have continued to increase during 2016, in both Europe and UK, while Canada has experienced a decline in prices. The price increases are attributable to the develop- ment in raw material prices and a local currency effect in UK. Increased use of special feed varieties also leads to increased feed costs. Feed prices are sensitive to both marine and vege- table commodity prices, which vary with seasonal harvesting and production conditions. Treatment costs, not least preventive measures against diseases and lice, have increased every year. Cleansing fish has been deployed in Rogaland, Finnmark and Shetland. Invest- ments have been placed into mechanical treatment to combat lice and limit consequences of AGD (Amoebic Gill Disease), which entails persistently high production costs, both in Norway and UK. The preventive measures have been effective and lice treatment could be reduced in Rogaland last year. EBIT after fair value adjustment of biological assets was MNOK 1,683 against MNOK 81 in 2015. Net financial expenses showed MNOK 135 against MNOK 93 in 2015. Interest expenses were substantially lower in 2016 compared to 2015, due to strong liquidity, and by year-end 2016 credit facilities are unutilised. Increased finance expense is due to losses on current loans in GBP and CAD. The Group had a negative net unrealised loss in 2016 of MNOK -70, against net unrealised gain in 2015 of MNOK 29. Tax expense for the year was MNOK 339, against net tax income of MNOK 14 in 2015. The effective tax rate of 21.7% for 2016 is due to change in tax rate in Norway and different tax rates between the countries. Effective tax rate for 2015 was 147%, due to high permanent differences. The Group has entered into tax position and MNOK 172 has been provisioned at year-end 2016 (MNOK 24 for 2015) for tax payable. 13 Rogaland EBIT before fair value adjustment was MNOK 467, corre- sponding to NOK 25.4/kg. The equivalent in 2015 was MNOK 84 (NOK 5.5/kg). Total harvested volume in 2016 was 18,367 tons, up 21% from 2015. Increased result is caused by higher prices and higher harvesting volume. In the first half of 2016, the production in sea was marked by increasing numbers of lice treatments, which involved missing feeding days in several periods. An underlying increase in treatment and emergency preparation costs to reduce PD (Pancreas disease), AGD and other biological challenges, has contributed to an increased production cost. Rogaland uses wrasse agains sea lice, which has proved effective in 2016, and number of treatments have been very low. There are significant costs incurred, but this has yielded positive results in terms of low sea lice levels in the last half of the year, as well as increased production in sea. Produc- tion at the hatchery has been satisfactory in 2016. Finnmark EBIT before fair value adjustment was MNOK 447.1, corre- sponding to NOK 20.2/kg. The equivalent for 2015 was MNOK 124 (NOK 6.4/kg). Total harvested volume in 2016 was 22,104 tons, up 13% from 2015. Finnmark showed a high harvested volume in the last half of the year (63%). Due to lice challenges in the Øksfjorden in 2015, it was decided to fallow the whole area. The fish in Øksfjorden was harvested in Q2 2016, with a low margin due to high treatment costs. The harvesting plant was closed down for the last part of Q2 and first part of Q3, during a period of very high salmon prices. As a consequence, Finnmark achieved lower realised prices in Q2 and Q3 due to harvesting period in relation to price development. Increasing resistance of lice against medical treatment is a challenge in Finnmark. Hence, the company has secured mechanical treatment capacity, which was implemented from the third quarter. Both treatment costs and the costs of prevention increase and will lead to a higher production cost. In December, ISA was detected at a location in Hammerfest. All fish were down-harvested in the beginning of 2017. A following impairment has been expensed through operation. Produc- tion in the sea has otherwise been good throughout the year, if one disregards the ISA and a few localities with IPN (Infec- tious Pancreatic Necrosis). In 2014, Finnmark was awarded four green licenses, which are in the process of implementa- tion. In this region, an increasing number of smolts is released. Production in the hatchery is good. BC EBIT before fair value adjustment of biological assets was MNOK 81, corresponding to NOK 7.5/kg, against MNOK 13 (NOK 0.9/kg) in 2015. The improved positive result is due to higher prices in 2016, and lower costs on harvested fish. The Amer- ican segment has been weaker than the Norwegian segment, although better than in 2015. Total harvested volume in 2016 was 10,716 tons, against 14,311 tons in 2015, corresponding to a reduction of 25%. BC has experienced challenges by algae in Q2 and Q3, which lead to reduced feeding and growth in these periods. High mortality in Q3 due to algae and low oxygen levels has incurred impairments, which are included in operating costs. Investments are deployed in order to reduce risk of future biological divergences, due to low oxygen levels. ANNUAL REPORT 2 0 1 6 The management is not satisfied with the development in BC and continuously evaluates how improvements can be imple- mented. It is an advantage to keep production in the proximity of the US market. Ring cages are approved at one location in BC, and further endeavors are carried out to attain permission for more localities. Algae has damaged the quality of the fish, thereby reducing realised prices in 2016. 2016 is the first year in BC region exclusively with Atlantic salmon. The smolt production startet with Furunculosis in Q1. This entailed an impairment, recognised as operating cost. Smolt production since Q1 has been very satisfactory throughout 2016. In 2014, agreements for external delivery of smolt were put into practice, in order to ensure sufficient backup of smolt to avoid negative production impacts from new incidents of disease at the hatchery in 2015. This generates higher costs than normal related to smolt. As a result of the smolt delivery backup- system, Grieg Seafood has released the projected number of smolts in 2016. Shetland In Shetland the EBIT before fair value adjustment was MNOK 176, corresponding to NOK 13/kg. The equivalent for 2015 was MNOK -165 (NOK -10.1/kg). Included in the 2015 result is an impairment of the smokehouse and filleting plant at MNOK 46. Total harvested volume in 2016 was 13,541 tons, against 16,370 tons in 2015. Reduction of the harvesting volume by 2,829 tons from 2015 is due to high mortality caused by lice and algae. Shetland has experienced challenges by algae, AGD and lice during the year, which has entailed reduced production and a high mortality rate. Impairments have been recognised through operating costs. High output prices on harvested fish have been the most significant factor for weak results. Shetland has achieved somewhat lower prices due to a strong GBP at the beginning of 2016. This changed along the weak- ening of the GBP. The main grounds for the improved result in 2016, are good prices. In 2015, a decision was made to change the production cycle from 24 to 18 months. The purpose is to improve utilisation of the good locations. Implementation is progressing as planned. Efforts are maintained to keep lice at the lowest possible levels, as lice remains to be a challenge. To keep lice at an accept- able level has incurred high treatment costs. Cleansing fish and temperate water (mechanical de-lousing) have been deployed against resistant lice. Measures are underway to reduce the biological risk connected with algae. Observation and analyses of the algae situation is critical in this respect. The hatchery was completed in 2015 and the production of smolt went according to plans throughout 2016. SALES: OCEAN QUALITY All fish from each segment is sold by Ocean Quality Group (OQ). All revenue is accounted for at the producers and presented as part of EBIT per segment. OQ handles marketing and sales distribution for Grieg Seafood Group. OQ also handles sales for Bremnes Fryseri AS, including both fresh fish, processed and frozen salmon, except for the brand Salma. OQ is owned by Grieg Seafood ASA (60%) and Bremnes Fryseri AS (40%). The company is established in Shetland, Canada and Norway. The establishing of the company both in UK and Canada has yielded synergies in terms of sale of various origins of salmon in different markets. The salmon market was very strong in 2016. Throughout six years, OQ has established good customer relations, allowing them to exploit the market and return high 14 margins to the producers in 2016. In a high price market, even brands like Skuna Bay, Kvitsøy and Bømlo achieved higher volume and margin compared to previous years. OQ sells to Asia, Europe, US and Canada. The total sales volume in 2016 is 98 323 tons. See Note 6 for further information. RESEARCH AND DEVELOPMENT Grieg Seafood makes provisions and utilises funds for research and development every year. This relates to various activities ranging from active participation in steering committees in national research projects to local test and trial projects in the regions. The focus of these activities was sharpened through a review of the company´s R&D strategy, carried out June 2016. The focus should be operational and supporting projects in order to detect solutions to biological and technical chal- lenges in short and/or long term, which in turn contributes to streamline daily operations in our farms. Group is working on many different projects, ranging from improving fish health and welfare, efficient operation of large units, feeding control and optimisation of young fish production in large recycling plants. In 2016, the Group initiated its hitherto largest R&D project, by assembling and submitting an application to the government for 10 development licenses, intended to make an operating plan for fish farming in the open sea. The project´s cost esti- mate is MNOK 270 over 8 years. BALANCE SHEET The Group had total recorded assets of MNOK 6,770 as at 31 December 2016, against MNOK 5,940 at year-end 2015. Of this, goodwill accounted for MNOK 109 and licenses MNOK 1,061. Investments in tangible fixed assets relate mainly to mainte- nance investments and implementation of green licenses in Finnmark. Fair value adjustment of biological assets was posi- tive due to expected future sales prices that will exceed the accrued production costs. Group equity at 31 December 2016 stood at MNOK 3,207, against MNOK 2,238 at year-end 2015. The equity ratio at year- end 2016 was 47%, up from 38% in 2015. FINANCE AND FUNDING The Group’s net interest-bearing debt including Ocean Quality Group is MNOK 1,400 at year-end 2016.This includes factoring liabilities of MNOK 503. The equivalent for 2015 was MNOK 1,907, of which factoring debt was MNOK 338. This equals a reduction of MNOK 507. Net interest-bearing debt according to loan covenants is MNOK MNOK 906 (MNOK 1,569). The bank syndicate consists of Nordea and DNB. The syndicated loan comprises a total frame of MNOK 1,910. The revolving credit has not been utilised at year-end. The term loan has been repaid with MNOK 90 in 2016. The Group mainly uses finance leasing by investing in new feeding barges and other operational equip- ment. Through the agreement with the bank syndicate, the Group has a leasing facility of MNOK 350. As at 31 December 2016, the leasing liabilities amount to MNOK 318. According to covenants, equity is calculated exclusive of Ocean Quality. The equity thus stands at 52% (41%). All covenants are met. ANNUAL REPORT 2 0 1 6CASH FLOW The net cash flow from operations was increased with MNOK 583 to MNOK 953 in 2016, up from MNOK 370 in 2015. The increase in working capital is related to improved operations compared with the previous year. Net cash flow from invest- ment activities in 2016 was MNOK -200, against MNOK -317 in 2015. Investment payments related to fixed assets amounted to MNOK 248. The equivalent for 2015 was MNOK 264. Net cash flow from financing was MNOK -645 against MNOK 158 in 2015. There has been a net repayment on credit facilities and term loan as mentioned under financing. This implies a negative cash flow from financing in 2016, compared to 2015. Increased factoring liabilities from 2015 contribute to a small increase in financing. For 2016 there was a net change in cash and cash equivalents of MNOK 109. As at 31 December 2016 the dispos- able cash balance was MNOK 504. GRIEG SEAFOOD ASA The parent company’s financial statement is prepared according to Norwegian accounting principles (NGGAP). The parent company recorded an operating income of MNOK -52 (MNOK -19). Weaker operating income is caused by exercise of options in course of 2016 compared to 2015, as well as higher operating expenses. The company gives loans to subsidiaries in foreign currency, which has incurred losses of net MNOK 157 against gains of MNOK 77 in 2015. This is caused by a strength- ening of NOK against GBP during 2016. In 2016, contribution from subsidiaries of MNOK 725 (MNOK 39) has been recog- nised, which contributes to the positive financial result. Interest expenses have been reduced compared to 2015, due to posi- tive liquidity and unutilised credit facility, which implied a low margin. In 2015, the company was granted a waiver of the cove- nants, and thus increased margin. In 2016, the company has a 15 very good liquidity, and the interest expenses have decreased substantially due to reduced margin. In 2016, the company has paid dividends totalling MNOK 165, pertaining to the 2015 statement. The equity ratio by year-end is 35%. The parent company´s net cash flow from operations in 2016 was MNOK -176, against MNOK 105 in 2015. The cash flow from investing activities was MNOK 467 (MNOK 3). Net cash flow from financing activities was MNOK -123 (MNOK 10). In 2016, the term loan and credit facilities debt have been partially repaid. There was a net change in cash and cash equivalents of MNOK 168. As at 31 December 2016 the disposable cash balance was MNOK 383. Accounting results and allocations – Grieg Seafood ASA The aim of the Group is to offer a competitive return on invested capital to the shareholders through distribution of dividend and growth of share price. The Group´s strategy for dividend is that the annual dividend over several years should correspond to around 25-35% of the Group’s profit after tax and adjusted for accounting effect of biomass adjustments. In 2016, an additional dividend of NOK 1.50 per share was paid, based on the 2015 statement. The Board of directors will recommend the General Meeting to adopt a dividend of NOK 3.- per share. The parent company, Grieg Seafood ASA, recorded a profit for 2016 of MNOK 388, which the Board proposes to the General Assembly to dispense as follows: ANNUAL REPORT 2 0 1 6Provision for dividends Transfer to retained equity Total dispensed MNOK 331 MNOK 57 MNOK 388 GOING CONCERN ASSUMPTION Forecasting is carried out, showing a positive and good cash flow based on conservative salmon price assumptions. The supply growth of salmon is expected to be small in the coming years. Accordingly, a strong market is likely in the nearest future. This is a trend in Europe, Asia and the United States which is expected to contribute to a positive cash flow. It is a target to increase smolt size. This will bring down the future biological risk. During 2017, Shetland will complete the transi- tion from 24 to 18 months production cycle. Efforts are being made in BC to improve monitoring of algae and low oxygen levels, and to deploy actions in a timely manner. In Rogaland, the expansion of the smolt facility will be complete during Q3 2017. This will more than double the production capacity of this plant. A similar expansion of the smolt facility in Finnmark is under planning, which will be completed in 2018. Strong cash flow in 2016 has provided a good starting point in order to service debt established in accordance with the Group´s financing agreements. At year-end, the Group has sufficient funding to carry out its plans. It is the view of the Board that the financial statements give a true and fair presentation of the Group’s assets and liabilities, financial position and financial results. Based on the above account of the Group’s results and position, and in accordance with the Norwegian Accounting Act, the Board confirms that the annual financial statements have been prepared on a going concern basis, and that the requirements for so doing are met. RISK AND RISK MANAGEMENT The Group is exposed to risks in a number of areas, such as biological production, changes in salmon prices, the risk of political trade barriers, as well as financial risks such as changes in interest and exchange rates and liquidity. The Group’s internal control and risk exposure are subject to continuous observation and improvement, and the task to reduce risk in different areas has a high priority. The management has set parameters for managing and elimi- nating most of the risks that could prevent the company from achieving its goals. For further information, we refer to the Principles of corporate governance for Grieg Seafood ASA. Financial risk The Group operates within an industry characterised by great volatility which entails greater financial risk. 2016 has provided a good financial market for the aquaculture industry, still with more liquidity available in the market. Requirements towards the borrower are still high, due to stringer requirements on lending practiced by financial institutions. Financial and contractual hedging as is a matter of constant consideration, in combination with operational measures. The management 16 draws up rolling liquidity forecasts extending over five years. These forecasts incorporate conservative assumptions for salmon prices, and this applies as basis for calculating the liquidity need. This forecast forms the basis of the need for financial parameters. With the financing of the Group at year- end, the level of this risk is considered to be very satisfactory. At year-end, the Group had an unutilised credit facility of MNOK 700. The Group´s financial position is very good at year-end 2016. The long-term financing agreement includes a revolving credit facility totaling MNOK 700. It is flexible, as it can be drawn down within 1 month or a longer period, depending on the Group´s need for liquidity. The following sections provide further infor- mation about the individual risk areas. Currency risk In converting the operating income and balance of foreign subsidiaries, the Group’s greatest exposure is to CAD and GBP. The main strategy is to reduce the currency risk by funding the business in the local currencies. All long-term loans from the parent company to subsidiaries are in the local currency. Such loans are regarded as a net investment, as the loans are not repayable to the parent company. The subsidiaries will always require long-term funding. The currency effect of the net investment is incorporated in the consolidated statement of comprehensive income (OCI) for the Group. Income for the Norwegian operation is denominated in NOK, and the translation risk is transferred to the sales company. The case is similar for Shetland and BC. BC sells in CAD to the sales company, which in turn hedges against currency volatility in relation to CAD/USD. The Norwegian sales company likewise hedges against currency volatility in relation to EUR/NOK, USD/ NOK and other currency in demand. At year-end, contracts are concluded until Q1 2018. Long-term foreign currency contracts are hedging instruments, where unrealised agio/disagio is recognised through comprehensive income (OCI) in the state- ment. The currency situation is continuously assessed against the volatility of the currencies. The remaining net exposure is frequently monitored. For further information, refer to Note 3. Interest rate risk The Group is exposed to interest rate risk through its loan activities. The Group is exposed to varying interest rate levels in connection with financing of its activities in all regions. Most of the Group’s existing loans are based on floating rates, but separate fixed rate contracts have been entered into in order to reduce the interest rate risk. It is the Group´s policy to have a certain percentage of its interest-bearing debt hedged through interest rate swap agreements. A given proportion shall be at a floating rate, while consideration will be given to entering and exiting hedge contracts for the remainder. The interest rate swap agreement changes in relation to 3 months Nibor. Liquidity risk The Group´s equity ratio increased from 42% at year-end 2015 to 47% at year-end 2016. Interest-bearing debt has decreased due to strong cash flow throughout 2016, and no drawdown of the credit facility. Ocean Quality has concluded agreements with factoring companies for Norway and UK, implying transfer of credit insured receivables to factoring company. This ensures the companies an early settlement of account receivables. This is a financial arrangement, as the factoring company does not acquire the substantial credit risk. The management monitors ANNUAL REPORT 2 0 1 6the Group’s liquidity reserve which comprises a loan facility and bank deposits, as well as cash equivalents based on expected cash flows. This is carried out at Group level in collaboration with the operating companies. The management and Board seek to maintain a high equity ratio in order to be well equipped to meet financial and operational challenges. Considering the dynamic nature of the industry, the Group aims to maintain flexibility of funding. Operating risk It is critical to manage the operating risk. Book value of live fish in the balance sheet at year-end was MNOK 2,500. Operating risk was adequately managed throughout 2016, but there is still focus on training of staff and on proper internal guidelines to reduce operating risk. There have been challenges by algae in Shetland and BC. Measures are being carried out to improve the biological situation in these two regions. One important issue is observation of algae with regard to timing of feeding as a precondition for algae blooming. In Shetland, the transition to 18 months production cycle is one of the measures taken. In BC, there is also a focus on correct oxygen concentration, and new oxygen equipment is acquired to suit all localities. There is an ongoing shift from medical to mechanical treat- ment of lice, because the lice develop resistance. Cleansing fish is another important remedy against lice, which has proven effective in Rogaland. The Group has adopted a policy of zero tolerance for escapes. In 2016, there were three cases of escapes. In 2015 there were no cases. Action is taken to bring this number down to zero. The Group has production of Atlantic salmon as its main product, in order to reduce the risk. In 2016, new regional directors have been appointed in Shet- land and BC. In Shetland, former regional production manager Grant Cumming, has taken over as leader. In BC, former production manager Rocky Boschman has assumed the posi- tion of regional director. For further information about financial risks (currency, interest rate, credit and liquidity), refer to Note 3 to the consolidated financial statements. SUSTAINABILITY REPORT The Group´s main cost drivers, risks and opportunities are increasingly connected with managing our impact on the envi- ronment, our personnel and the local communities where we operate. Systematic efforts to secure a balanced sustainability are therefore fundamental in order to facilitate a long-term profitable growth. These efforts are increasingly material for the industry´s viability. The Group has in 2013 conducted an assessment in order to accentuate priority areas for sustain- ability, an assessment which has been further followed up in 2016. Our priorities will ensure that our efforts respond to our main stakeholders´ expectations of us, as well as being resource efficient in terms of our strategy and long-term value creation. The priorities also take into account our long-term obligations through Global Salmon Initiative (GSI). A compre- hensive statement of the Group´s approach, efforts, results and ambitions towards sustainability priorities is available in the Sustainability report. The Group´s sustainability priorities treated in the report are divided into the following main areas; External environment, working environment, and social rela- tions. Within external environment fish health, sea lice, and escape are focus areas. In the domain of the soft factors, HSE and working environment are priorities. Social relations are divided into three main areas: quality and food safety, the ripple effect in communities, and anti-corruption. Starting from 2016, 17 the sustainability report has been revised on basis of the GSI handbook in compliance with the standard ISAE 3000. Further information can be obtained from the report. EMPLOYEES Of the Group´s 664 employees at year-end 2016, 385 work in Norway, 169 in Shetland and 110 in Canada. The Board wishes to thank the employees for good work in the past year. The Group has a majority of male managers and employees. In total, 533 men and 131 women are hired in the Group. The employee policy is to take the steps necessary to retain and attract qualified personnel of both genders. Grieg Seafood’s position as an international company is also reflected in the fact that in total, 130 employees work in a country different than their country of origin. The Group accepts no kind of discrimination related to gender, religion, cultural or ethnic background, disability, or in any other way. Our aim is to conduct our activities on the basis of equality and respect. In terms of human rights and equal treatment, we are not exposed to significant risk. A focused effort is made to secure equal treatment and to avoid discrimination. In 2016, the incidence of short-term sick leave within the Group was 1.96% while the figure for long-term sick leave was 1.70%. For further information, refer to the Sustainability report, in the section about employee health, safety and working environ- ment. All management of human resources is managed locally according to local rules and instructions, and in accordance with Group guidelines. The working environment in the Group is considered satisfactory, at the same time as we work actively to reduce sick leave and injury. As from May 2016, an HR director has been appointed, with a special responsibility to strengthen global routines and guidelines for HR and HSE in the Group. Grieg Seafood ASA At year end the parent company had 21 employees in its main office in Bergen, of which five men and two women in senior positions. Short-term sick leave in the parent company was 0.3%, while long-term sick leave was 0.0%. No injuries/acci- dents were registered in the Company in 2016. The Company does not pollute the external environment. POST-BALANCE SHEET DEVELOPMENT At the beginning of 2017 the prices were somewhat sinking, although from a high level. At the end of Q1 2017, prices have stabilised around NOK 60 for deliveries to Oslo, which is a good level. NOK remains weak. In total, this provides the basis for good earning in the nearest future. The biological situation has been stable at the start of 2017. ILA was detected at a location in Finnmark in December, and all fish was destroyed in the beginning of 2017 by order of the Norwegian Food Safety Authority. The incident has been relayed to the market. The harvested volume in Q1 2017 will be low. This is to position as much biomass as possible before the important growth season this summer. Low harvest volumes will lead to high costs measured per kg. Because of continued harvesting from weak sites with 24 months production cycle, ANNUAL REPORT 2 0 1 6UK also represents high costs at the beginning of 2017. When harvesting commences in the new 18 months production cycle, expenses will drop. This will be the case as from Q2 2017. BC also has high prices at the start of 2017, as a consequence of fish affected by algae in 2016. A reduction of costs is expected for BC as well, in course of the year. OUTLOOK The fish farming industry is very volatile and it will always be considerable uncertainty when projecting for future condi- tions. There has been, though, a steady increase of demand for salmon during recent years. This is expected to continue in the future. China represents a market demanding more salmon every year. This country has a growing middle class requesting high quality food. Therein resides a great potential for salmon. The Russian market also represents huge opportunities. At present, it is closed, but it would be positive for demand if this market were to open again. Additionally, at the backdrop of low supply growth, the forecast is good prices in the time to come. Norway has introduced a new system of regulations for future growth, referred to as the «traffic light system». The Norwegian coastal territory has been divided into 13 new production areas. The limit of expansion is 6%, depending on environmental sustainability in the respective area. The impact of sea lice on wild salmon is defined as one of the environmental indicators. Based on the indicators, a production area will be evaluated as acceptable, moderate or unacceptable. The Group has applied for 10 development licenses in Roga- land, intended for fish farming in the open sea, including plans for technology transfer from the oil industry. The project is a close cooperation between technology suppliers from both the aquaculture and oil industries. The Group expects a total harvested volume of 70,000 tons in 2017, according to defined production plans. The plans repre- sent a growth of 8% from 2016. The group aims to grow 10% per year in the period 2017-2020. The group has attained new locations, and together with larger smolts, it is foreseeable to utilise better the existing and new licenses. Furthermore, it is a goal to reduce costs to an average industry level, or less. STATEMENT FROM THE BOARD OF DIRECTORS AND CEO We hereby confirm that the financial statements for the period from 1 January to 31 December 2016 to the best of our knowledge have been prepared in accordance with applicable accounting standards and give a true and fair view of the Group and of the Group’s assets, liabilities, financial position and overall results. We also confirm that the Directors’ Report gives a true and fair view of the development and performance of the business and the position of the Company and the Group, as well as a description of the principal risks and uncertainties facing the Company and the Group. Bergen, 3 April 2017 The Board of Directors in Grieg Seafood ASA Translated version. Not to be signed 18 ANNUAL REPORT 2 0 1 6PRINCIPLES OF CORPORATE GOVERNANCE Adopted by the Company’s Board of Directors on 20 April 2007 and updated on 22 January 2010, 4 April 2011, 22 March 2012, 22 March 2013, 1 April 2014, 23 March 2015, 6 April 2016, and 3 April 2017. INTRODUCTION Presentation of Corporate 1. 1.1 Governance The responsibility for ensuring that the company has good corporate governance rests with the Board. The board and management review and annually evaluates the company’s principles for corporate governance. The Group’s Corporate Governance is based on the Norwegian Code of Practice for Corporate Governance (NUES) as recommended by the Norwegian Corporate Governance Board on 30 October 2014. The Grieg Seafood Group follows the current recommendation from NUES, and has updated existing rules and defined values in accordance with changes in NUES 2014. The company complies with these recommendations according to the follow or explain principle. This means that the company should explain all points where the recommendations are not followed. The Annual Report offers a full report on the company’s principles for corporate governance, which is available on www.griegseafood.com. 2. OPERATIONS 2.1 Grieg Seafood ASA The Company is the parent company of a group where companies of this Group are engaged in the production and sale of seafood and naturally related activities. The object of the Company is to engage in the production and sale of seafood and naturally related activities, including investment in companies engaged in the production and sale of seafood and other activities naturally related to similar companies. The Company is established and registered in Norway and is required to comply with Norwegian law, including laws and regulations pertaining to companies and securities. 2.2 Grieg Seafood ASA’s vision and overall objectives The Group aims to comply with all relevant laws and regulations and with the Norwegian Code of Practice for Corporate Governance. This also to applies to all companies which are controlled by the Group. In as far as it goes, this document of principle therefore applies to all companies of the Group. 19 ANNUAL REPORT 2 0 1 6The Group’s core values are to be open, respectful and ambitious. The Group shall be managed applying the following principles: • • • • • We shall be open and honest. We shall become better day by day. We do what we say. We are positive and enthusiastic. We care. The Group is committed to the sustainable use of natural resources and the development of the organisation based on high ethical standards. Targets and detailed plans have been adopted for the implementation of initiatives in these areas. The fish farmer has overall responsibility for the wellbeing of the fish and for ensuring that at all times the fish can be kept in their natural surroundings under optimal conditions. The Group selects locations where the water is as deep as possible and with good currents. The Group has drawn up a designated health plan which stipulates how all production operations are to be performed. The fish shall be systematically examined by a veterinarian. The Group attaches great importance to preventive measures and a rapid reaction in the event of disease or pollution. This is important not only to protect the environment and fish health, but also to safeguard the quality and profitability of production. The work shall be performed in accordance with the Group’s designated health plan. Measures have been implemented to prevent the escape of farmed fish. The Group has zero tolerance for escapes. The objective is to conduct operations that do not cause any lasting damage to the environment. As a user of natural resources such as clean water and feed from wild fish, the Group has a responsibility which extends beyond its own operations. The Group requires its feed suppliers to ensure that the feed is based on sustainable supplies of raw materials. Starting with 2013, an own sustainability report has been prepared, pointing out ten areas defining Grieg Seafood´s highest priorities for sustainability and social responsibility. The priorities were conducted according to guidelines developed by GSI (Global Salmon Initiative). GSI has developed sector specific measurement indicators which Grieg Seafood utilises. As from 2015, Grieg Seafood has taken on the responsibility as Co-Chair in GSI. 2.3 Management of the Group Control and management of the Group is divided between the shareholders, represented through the General Meeting, the Board of Directors and the Group CEO, and is exercised in accordance with prevailing company legislation. Divergences from this Code of Practice: None. 20 3. GROUP EQUITY AND DIVIDEND POLICY 3.1 At any given time the Group shall have a level of equity which is appropriate in relation to the Group’s cyclical activities. The Board requires that equity consistently stay in accordance with current loan terms, as a minimum. Equity 3.2 Dividend The Group’s objective is to give the shareholders a competitive return on invested capital through dividend payments and value appreciation of the share, which is at least at the same level as other companies with comparable risk. The future dividend will depend on the Group’s future earnings, financial situation and cash flow. The Board believes that the dividend paid should develop in pace with the growth of the Group’s profits, while at the same time ensuring that equity is at a healthy and optimal level and that there are adequate financial resources to prepare the way for future growth and investment, and taking into account the wish to minimise capital costs. The Board believes it is natural that the average dividend, over a period of several years, should correspond to 25-35% pre-tax profit, adjusted for the accounting effect of fair value adjustment of biological assets. Furthermore, it is reasonable that the company’s net interest- bearing debt per harvested kg is between NOK 15 and 20. Based on this, the size of the dividend could be corrected both up and down according to the 25 - 35 % share of profit after tax. 3.3 Board authorisation The Board will request the AGM to grant a general mandate to pay out dividends in the period until the next AGM. The Board´s proposal must be justified. The dividend will be based on the Group’s current policy in accordance with clause 3.2. Dividends should be awarded on the basis of the latest financial statements approved within the scope of the Public Companies Act. Upon granted authorisation, the Board determines from which date the shares are traded ex-dividend. The Board has general authorisation to increase the Company’s share capital through share subscription for a total amount not exceeding NOK 44 664 800 divided into not more than 11 166 200 shares of nominal value NOK 4 each. This authorisation remains in effect until 30 June 2017 as approved by the Annual General Meeting (AGM) on 14 June 2016. The Board has general authorisation to acquire the Company’s own shares in accordance with the provisions of chapter 9 of the Norwegian Public Limited Companies Act for an aggregate nominal amount not exceeding NOK 44 664 800. The Company shall pay not less than NOK 4 per share and not more than NOK 100 per share when acquiring its own shares. ANNUAL REPORT 2 0 1 6 Divergences from the Code of Practice: None. 6. GENERAL MEETING The shareholders represent the Company’s highest decision- making body through the General Meeting. The Company’s AGM shall be held each year before the end of June. The AGM shall consider and, if thought fit, adopt the annual financial statements, the annual report and the dividend, as well as deciding on other matters which under current laws and regulations pertain to the AGM. The Board may convene an Extraordinary General Meeting (EGM) at whatever time it deems necessary or when such a meeting is required under current laws or regulations. The Company’s auditor and any shareholder or group of shareholders representing more than 5% of the Company’s share capital may require the Board to convene an EGM. The Board calls General Meetings at least 21 days before the date of the meeting. During the same period, the notice of meeting and the documents pertaining to matters to be considered at the General Meeting shall be accessible on the Company’s homepage. The same applies to the nomination committee’s recommendation. When documents are made available in this manner the statutory requirements for distribution to shareholders do not apply. Still, a shareholder may claim to receive documents concerning matters to be considered at the General Meeting. The deadline to register for the general meeting is set by the Board in the notice. Shareholders who are unable to attend may vote by proxy. An authorisation form containing a vote option for each issue will be enclosed with the notice of meeting, and it will also be possible to give authorisation to the chairman of the Board or the Group CEO. The Company will publish the Minutes of the General Meetings in accordance with the stock exchange regulations in addition to making them available for inspection at the Company’s registered offices. The Board, the Nomination Committee and the auditor will be represented at the meeting, and the Chairman will normally preside at the meeting. The Board shall not make contact with the Company’s shareholders outside the General Meeting in a manner which could be deemed to constitute differential treatment of shareholders or which could be in conflict with current laws or regulations. The nomination committee proposes Board candidates to the Annual General Meeting. Divergences from the Code of Practice: None. This authorisation remains in effect until the next AGM, but not later than 30. June 2017. The Company will observe the Code of Practice in respect of new proposals to authorise the Board to implement capital increases and acquire the Company’s own shares. The Board aims at a request for prolongation of these authorisations on the AGM on 7 june 2017. Divergences from the Code of Practice: None. 4. EQUAL TREATMENT OF SHAREHOLDERS. TRANSACTIONS WITH RELATED PARTIES Share class 4.1 The Company has only one class of shares, and all shares carry the same rights. At 31 December 2016 the Company had 111 662 000 outstanding shares. 4.2 Own shares If the Company trades in its own shares, the Code of Practice shall be observed. As at 31 December 2016, the Company owned 1 250 000 of its own shares. 4.3 Approval of agreements with shareholders and other related parties All transactions of no lesser significance between the Company and a shareholder, Board member or a senior employee (or their related parties) shall be subject to a value assessment by an independent third party. If the consideration exceeds one twentieth of the Company’s share capital, transactions of this kind shall be approved by the General Meeting, in so far as this is required under Section 3-8 of the Norwegian Public Limited Companies Act. Board members and senior employees shall inform the Board if they have any significant interest in a transaction to which the Company is a party. For further information, please refer to Note 22 «Related parties» in the GSF Group annual report. Divergences from the Code of Practice: None. 4.4 Capital increases In the event of a waiver of the shareholders’ preferential subscription right, the Code of Practice shall be observed. 5. NEGOTIABILITY OF THE SHARES The Company’s shares shall be freely negotiable. 21 ANNUAL REPORT 2 0 1 67. NOMINATION COMMITTEE On 13 February 2009 the AGM approved a resolution to establish a nomination committee. This is described in article 8 of the Article of Association. At the same time, the AGM adopted instructions for the nomination committee. According to the instructions, the election committee through its work should take care of the interests currently embodied in the Norwegian Code of Practice for Corporate Governance. The present nomination committee was elected at the AGM on 14 June 2016 and comprises Marianne Johnsen (chair), Helge Nielsen and Tone Østensen, of whose Marianne Johnsen is candidate for election in 2017. At least 2/3 of the members of the nominating committee shall be independent of the Board and may not be members of the Board. The Group CEO cannot be a member of the nomination committee. The nomination committee shall have meetings with the directors, Group CEO and relevant shareholders. Details about the nomination committee members are available on the Company´s website. The nomination committee´s recommendation to the General Assembly should be submitted in good time and follow the summons to the General Assembly, no later than 21 days before the meeting. The recommendation of the nomination committee must include information about the candidate´s impartiality, competence, age, education and professional experience. Upon proposal for re-election, the recommendation should include additional information about how long the candidate has been a board member, as well as details about participation in the board meetings. When the recommendation comprises candidates to the nomination committee, it should include relevant information about these candidates. and on the Company’s homepage, showing the Board members’ competence, relationship to main shareholders, and a description of Board members who are deemed to be independent. No overview of participation at Board meetings is included in the Annual Report. An overview of the Board members’ ownership of shares in the Company appears in the relevant note to the accounts in the Annual Report. The Company has no corporate assembly. The Company does not otherwise diverge from the Code of Practice. There is compliance with the required number of independent Board members contained in the Code of Practice. 9. BOARD OF DIRECTORS 9.1 Duties and work plan The Board has overall responsibility for the management of the Group and for overseeing the daily management and business activities. The Company shall be managed by an effective Board of Directors (the Board) who has shared responsibility for the success of the Company. The Board represents and is accountable to the Company’s shareholders. Each year the Board shall draw up a work plan for its activities. The Board’s duties include drawing up the Group’s strategy and ensuring that the adopted strategy is implemented, effective supervision of the Group CEO, control and supervision of the Group’s financial situation, internal control and the Company’s responsibility to and communication with the shareholders. The Board shall initiate any investigations it considers necessary at any given time to perform its duties. The Board shall also initiate such investigation that is requested by one or more Board members. Divergences from the Code of Practice: None. The Company does not diverge from the Code of Practice. 9.2 Instructions 8. CORPORATE ASSEMBLY AND BOARD OF DIRECTORS, COMPOSITION 8.1 Number of Board members The Company has no corporate assembly. Under the Articles of Association the Board shall have up to seven members. 8.2 Election period Board members are elected by the AGM for a period of two years. 8.3 Independent Board members The Board has drawn up instructions for its members and the Management, which contain a more detailed description of the Board’s duties, meetings, the Group CEO’s duties in relation to the Board, the meeting schedule for the Board, participation, separate entries in the Minutes and duty of confidentiality. The respective roles of the Board and the Group CEO are separate, and there is a clear division of responsibility between the two. Separate instructions have been drawn up for the Group CEO. He is responsible for the Company’s senior employees. The Board underlines that special care must be exercised in matters relating to financial reporting and remuneration to senior employees. In matters of importance where the chairman of the Board is or has been actively involved, Board discussions shall be chaired by the vice chairman. The Board members are presented in the Annual Report The instructions for the Board and Management were last 22 ANNUAL REPORT 2 0 1 6revised by the Board on 4 April 2011. 9.3 Annual assessment Each year, in connection with the first Board meeting in the calendar year, the Board shall carry out an assessment of its work in the previous year. 9.4 Audit Committee The Board has set up a sub-committee (audit committee) comprising a minimum of two and a maximum of three members elected from among the Board’s members, and has drawn up a mandate for its work. The committee assists the Board in the work of exercising its supervisory responsibility by monitoring and controlling the financial reporting process, systems for internal control and financial risk management, external audits and procedures for ensuring that the Company complies with laws and statutory provisions, and with the Company’s own guidelines. 9.5 Remuneration Committee The Board has set up a sub-committee (remuneration committee) comprising no less than three members. The committee shall hold discussions with the Group CEO concerning his/her financial terms of employment. The committee shall submit a recommendation to the Board concerning all matters relating to the Group CEO’s financial terms of employment. The committee shall also keep itself updated on and propose guidelines for the determination of remuneration to senior employees in the Group. The committee is also the advisory body for the group managing director in relation to remuneration schemes which cover all employees to a significant extent, including the Group’s bonus system and pension scheme. Matters of an unusual nature relating to personnel policy or matters considered to entail an especially great or additional risk, should be put before the committee. The composition of the committee is subject to assessment each year. Divergences from the Code of Practice: None. 10. INTERNAL CONTROL AND RISK MANAGEMENT The Board has a responsibility to ensure that the company has proper risk management and internal control adaptable to statutory provisions for the company. The Board conducts an annual evaluation of the most important risk areas and internal control. Internal control means activities carried out by the Group to organise its business activities and procedures in order to safeguard its own values and those of its customers, and to realise adopted goals through appropriate operations. The 23 achievement of these goals also requires systematic strategy work and planning, identification of risk, choice of risk profile, as well as establishing and implementing control measures to ensure that the goals are achieved. The Group’s core values, external guidelines and social corporate responsibility constitute the external outer framework of internal control. The Group is decentralised and considerable responsibility and authority are therefore delegated to the regional operating units. Risk management and internal control are designed to take account of this. Internal control is an on-going process that is initiated, implemented and monitored by the Company’s Board of Directors, management and other employees. Internal control is designed to provide reasonable assurance that the Company’s goals will be achieved in the following areas: Targeted, efficient and appropriate operations. • • Reliable internal and external reporting. • Compliance with laws and regulations, including internal guidelines. The audit committee updates the Board after each meeting. Each year the auditor carries out a review of internal control which is an element of financial reporting. The auditor’s review is submitted to the audit committee. The Company has established framework procedures to manage and eliminate most of the risk that could prevent a goal from being achieved. This includes a description of the Company’s risk management policy as well as all financial control processes. There is on-going risk assessment of the main transaction processes. Descriptions of the transaction processes are currently in preparation for each region, with the aim of clarifying key controls and ensuring that these controls are in place. This means assessing all processes to determine the probability of divergences arising, and how serious the economic consequences would be of any such divergence. The establishment of controls in each region is aimed at reducing the likelihood of divergences arising with major economic consequences. The biological development in course of producing smolt and farming in the sea poses the greatest risk in the group. The Group therefore continuously and systematically works to develop processes that ensure animal welfare and reduce diseases and mortality, and so that “best practices” are being implemented at all levels. Control routines have been prepared, including conditions for the employees as well as safeguarding against escapes, animal welfare, pollution, water resources and food safety. Referring to the sustainability report prepared annually, objectives, internal controls and measures are described within the company’s main focus areas. The Group’s activities entail various kinds of financial risk: Market risk (including foreign exchange risk, interest rate risk and price risk), credit risk and liquidity risk. The Group’s overall risk management plan focuses on the unpredictability of the capital markets and seeks to minimise the potential ANNUAL REPORT 2 0 1 6negative effects on the Group’s financial results. To some extent, the Group uses financial derivatives to hedge against some risks. Risk management is drawn up at Group level and involves identifying, evaluating and hedging financial risk in close cooperation with the Group’s operational units. The Board has established written principles for risk management related to foreign exchange and interest rate risk, price risk, and the use of financial instruments. The Board has established procedures for reporting within the Group: • At the start of each year the Board adopts a budget for • • • the year. Divergences from the budget are reported on a monthly basis. Forecasts are drawn up for the next five years and they are updated every month. Every month, each region submits a report containing given Key Performance Indicators (KPI). The main KPIs are: EBIT/kg, feed factor, production, production cost, harvest volume, harvest cost and level of sea lice. Analyses are made and measured against budget figures and KPIs. Generational accounts for terminated generations will be updated on a monthly basis. The information form of the regions is summarised in a report submitted to the Board. Each quarter, the Group management holds meetings with the management of each region respectively. The aim of the meeting is to follow up the strategies and goals that have been set. Each quarter, a risk assessment covering biology, feed, market, finance and Compliance is prepared. These areas are considered to pose the greatest risks for the Company. This can be changed from the changed situation. The risk assessment is reviewed by the Audit Committee in connection with quarterly reporting. Divergences from the Code of Practice: None. 11. BOARD REMUNERATION Proposals concerning Board remuneration are submitted by the nomination committee. Remuneration to Board members is not linked to the Company’s results. None of the Board members have special duties in relation to the Company which are additional to those they have as Board members. Board remuneration shall be shown in the financial statements of both the Company and the Group. Divergences from the Code of Practice: None. 12. REMUNERATION TO SENIOR EMPLOYEES 12.1 Senior employees The group management consists of Group CEO, the director of operations and the financial director, and HR director. The objective of the guidelines for determination of salary and 24 other remuneration to senior employees within the Group is to attract people with the required competence and at the same time retain key personnel. The guidelines should also motivate the employees to work with a long-term perspective to enable the Group to achieve its goals. The determination of salary and other remuneration to the Group’s senior employees is therefore based on the following guidelines: • • • • Salary and other remuneration shall be competitive and motivating for each manager and for everyone in the senior management group. Salary and other remuneration shall be linked to value creation generated by the Company for the shareholders. The principles used to determine salary and other remuneration shall be simple and understandable to employees, the shareholders and the public at large. The principles used to determine salary and other remuneration shall also be sufficiently flexible to allow adjustments to be made on an individual basis in the light of the results achieved and the contribution made by the individual to the development of the Group. The salary paid to the members of the senior management group consists of a fixed and a variable element. Under the bonus scheme in force the variable salary under the scheme cannot exceed six times the monthly salary. Each year, information about the provisions of the bonus scheme is included in the Group declaration on the determination of salary to the senior management group, and appears in the financial statements for the Group, note 14. The Company´s Board approved the allocation of cash options based on the General Assembly´s resolution for the framework of the share and cash options programme. The last approval from the General Assembly was May 28 2015. The allocation from the Board has been approved on 20 April 2007, 6 May 2009, 27 March 2012, 22 March 2013, 17 December 2013, 28 May 2015, and December 2016. The Group CEO, the CFO, the COO, the HR director, and the four regional managers are included in the share options programme. The options agreements have been entered into within the scope of the resolution adopted by the General Assembly. Minutes of this General Assembly can be accessed on the Company’s homepage. This has been followed by the establishment of a synthetic options programme. Options agreements with members of the senior management group have been entered into within the framework of the adopted resolution. Remuneration to the Group CEO is determined at a meeting of the Board of Directors. The salary payable to the other members of the senior management group is determined by the Group CEO. The Group CEO shall discuss the remuneration which he/she proposes with the chairman of the Board before the amount of remuneration is determined. General schemes for the allocation of variable benefits, including bonus schemes and options programmes, are determined by the Board. Schemes which entail an allotment ANNUAL REPORT 2 0 1 6of shares, subscription rights, options and other forms of remuneration related to shares or the development of the Company’s share price, are determined by the General Assembly. The Board´s declaration of management remuneration is a separate agenda paper of the General Assembly. The General Assembly votes separately on guidelines to guide the Board and remuneration comprising the synthetic options programme. The Company has no divergences from the Code of Practice. 12.2 Severance pay The Group CEO is entitled to 12 months’ severance pay after dismissal, and 12 months salary during illness. A severance pay agreement has also been established for the CFO and COO providing for 12 months’ severance pay after dismissal. Divergences from the Code of Practice: None. 13. INFORMATION AND COMMUNICATION 13.1 Financial information The Company shall at all times provide its shareholders, the Oslo Stock Exchange and the finance market in general (through the Oslo Stock Exchange information system) with timely and accurate information. The Board shall ensure that the quarterly reports from the Company give a correct and complete picture of the Group’s financial and commercial position, and whether the Group’s operational and strategic objectives are being reached. Financial reporting shall also contain the Group’s realistic expectations of its commercial and performance-related development. The Company publishes all information on its own homepage and in stock exchange/press announcements. Quarterly reports, annual reports and stock exchange/press releases are presented on an ongoing basis on the Company’s homepage in accordance with the Company’s financial calendar. The Company shall have an open and active policy in relation to investor relations and shall hold regular presentations in connection with the annual and interim results. 13.2 Shareholder information The Board shall ensure that information is provided on matters of importance for the shareholders and for the stock market’s assessment of the Company, its activities and results, and that such information is made publicly available without undue delay. Publication shall take place in a reliable and comprehensive manner and by using information channels which ensure that everyone has equal access to the information. All information shall be provided in both Norwegian and English. The Company has procedures to ensure that this is done. The chairman of the Board shall ensure that the shareholders’ views are communicated to the entire Board. Divergences from the Code of Practice: None. 14. COMPANY TAKEOVER 14.1 Change of control and takeovers The Company has no established mechanisms which can prevent or avert takeover bids, unless this has been resolved by the General Meeting by a majority of two thirds (of the votes cast and of the share capital represented). The Board will not use its authorisation to prevent a takeover bid without the approval of the General Meeting after the takeover bid has become known. If a takeover bid is received, the management and the Board will ensure that all shareholders are treated equally. The Board will obtain a value assessment from a competent independent party and advise the shareholders whether to accept or reject the bid. The shareholders will be advised of any difference of views among the Board members in the Board’s statements on the takeover bid. The Board has in its Board meeting 13 October 2015 adopted some core principles for how the Board will act in the event of any persuasion offers. These core principles are in accordance with the recommendation of NUES. Divergences from the Code of Practice: None. 15. AUDITOR The Board through its audit committee seeks to have a close and open cooperation with the Company’s auditor. Each year the audit committee obtains confirmation that the auditor meets the requirements of the Act on auditing and auditors concerning the independence and objectivity of the auditor. The auditor’s schedule of audit work is submitted to the audit committee once a year. In particular, the audit committee considers whether, to a satisfactory extent, the auditor is performing a satisfactory control function. Both the Company management and the auditor comply with guidelines issued by the Financial Supervisory Authority of Norway concerning the extent to which the auditor can provide advisory services. The auditor attends Board meetings which deal with the annual financial statements. The audit committee has an additional meeting with the auditor at least once a year to review the auditor’s report on the auditor’s view of the Group’s accounting principles, risk areas and internal control procedures. Moreover, each year the Board has a meeting with auditor when neither the Group CEO nor anyone else from the management is present. The auditor also attends meetings of the audit committee to consider quarterly reports and other relevant matters. The auditor’s fee appears in the relevant note in the annual report showing the division of the fee between audit and other services. Divergences from the Code of Practice: None. 25 Translated version. Not to be signed ANNUAL REPORT 2 0 1 6CONSOLIDATED INCOME STATEMENT AMOUNTS IN NOK 1 000 Sales revenue Other income Other gains and losses Share of profit from associated companies Cost of sales Salaries and personnel expenses Other operating expenses Note 2016 2015 6 6 6 5 7 6 545 187 4 608 667 41 019 17 386 569 44 921 -15 218 6 994 -3 287 159 -2 738 926 15/16 -483 473 -409 432 11/15/20/24 -1 491 867 -1 235 695 EBITDA before fair value adjustments of biological assets 1 341 662 261 311 Depreciation property, plant and equipment Depreciation licenses and other intangible assets Impairment and reversals of property, plant and equipment, and intangible assets EBIT before fair value adjustments of biological assets Fair value adjustment of biological assets EBIT Share of profit/loss from associated companies Financial income Financial expenses Net financial items Profit before income tax Income tax expense Profit for the year ALLOCATED TO: Controlling interests Non-controlling interests 9 8 8/9 3/7 5 23 23 13 -175 352 -162 211 -5 036 6 472 1 167 745 515 741 1 683 486 -5 163 -46 195 47 742 33 209 80 951 12 083 3 142 20 479 -155 213 -134 733 38 056 -131 357 -93 301 1 560 836 -9 208 -338 505 1 222 331 1 186 032 36 299 13 574 4 366 -6 626 10 992 -0,06 -0,06 Profit available to shareholders in parent company Earnings per share (NOK) Diluted earnings per share (NOK) 26 18 18 10,74 10,74 A N N U A L R E P O R T 2 0 1 6 GROUP CONSOLIDATED COMPREHENSIVE INCOME STATEMENT AMOUNTS IN NOK 1000 Profit for the year ITEMS WITH NO TAX EFFECT ON REALISATION SUBSEQUENTLY REVERSED IN PROFIT: Currency translation differences, subsidiaries Change in value of available-for-sale assets Total ITEMS WITH TAX EFFECT ON REALISATION SUBSEQUENTLY REVERSED IN PROFIT: Currency effect of net investments Fair value adjustment of cash flow hedging Tax effect Net effect Note 2016 2015 1 222 331 4 366 -10 389 19 -10 370 -90 228 6 052 20 203 -63 973 6 266 31 6 297 54 134 - -13 533 40 601 3 3 Comprehensive income after taxes -74 343 46 898 Total comprehensive income for the year 1 147 988 51 264 ALLOCATED TO: Controlling interests Non-controlling interests 1 109 138 38 850 40 272 10 992 27 A N N U A L R E P O R T 2 0 1 6 GROUP CONSOLIDATED BALANCE SHEET AMOUNTS IN NOK 1000 ASSETS Goodwill Deferred tax assets Licenses Other intangible assets Property, plant and equipment Investments in associated companies Available-for-sale financial assets Other non-current receivables Total non-current assets Inventories Biological assets Accounts receivable Other current receivables Derivatives and other financial instruments Cash and cash equivalents Total current assets Note 31.12.16 31.12.15 8 13 8 8 9 5 7 7 3/20 21 3/12 3/19 108 595 0 1 060 622 17 598 1 510 379 0 1 445 4 167 110 647 10 317 1 093 338 16 993 1 534 770 25 947 1 426 2 667 2 702 804 2 796 104 89 164 2 459 625 800 591 163 246 48 994 503 613 4 065 234 90 867 1 929 115 581 904 145 767 0 392 020 3 139 673 Total assets 6 768 038 5 935 777 28 A N N U A L R E P O R T 2 0 1 6 GROUP Amounts in NOK 1000 EQUITY AND LIABILITIES Share capital Treasury shares Other equity - not recognised Retained earnings Total controlling interests Non-controlling interests Total equity Deferred tax liabilities Pension obligations Cash-settled share options Loan Other long-term borrowings Finance leasing liabilities Total non-current liabilities Current portion of long-term borrowings Current portion of finance leasing liabilities Factoring liabilities Cash-settled share options Accounts payable Tax payable Accrued salary expense and public tax payable Derivatives and other financial instruments Other current liabilities Total current liabilities Total liabilities Total equity and liabilities Note 31.12.16 31.12.15 17 17 13 16 10 10 10/11 10 10/11 3/10 16 3 13 3/12 25 446 648 -5 000 63 098 2 645 935 3 150 681 56 270 446 648 -5 000 139 993 1 625 521 2 207 162 30 349 3 206 951 2 237 511 674 684 0 11 360 979 874 15 963 250 452 539 040 109 4 389 1 518 261 21 425 272 968 1 932 333 2 356 192 98 490 67 116 502 535 0 493 534 172 057 48 819 23 990 222 213 1 628 754 101 922 61 008 338 231 1 250 653 083 24 545 12 134 27 104 122 795 1 342 072 3 561 087 3 698 264 6 768 038 5 935 777 Bergen, 3 April 2017 Grieg Seafood ASA TRANSLATED VERSION. NOT TO BE SIGNED 29 A N N U A L R E P O R T 2 0 1 6 GROUP CHANGE IN EQUITY Amounts in NOK 1000 Share capital Own shares Other equity - not recognised Retained equity Non- controlling interests Total equity Equity at 01.01.2015 446 648 -5 000 93 095 1 687 353 19 357 2 241 451 PROFIT FOR 2015 -6 626 10 992 4 366 Translation effects foreign currency Net investment Change in value in shares held for sale Total comprehensive income Total comprehensive income for 2015 Dividend paid Total equity from shareholders 2015 Total change in equity in 2015 6 266 40 601 31 46 898 0 0 0 6 266 40 601 31 46 898 46 898 -6 626 10 992 51 264 -55 206 -55 206 0 -55 206 -55 206 0 46 898 -61 832 10 992 -3 942 0 0 0 0 0 0 0 0 Equity at 31.12.2015 446 648 -5 000 139 993 1 625 521 30 349 2 237 511 PROFIT FOR 2016 1 186 032 36 299 1 222 331 Translation effects foreign currency Net investment Change in value in shares held for sale Fair value change of cash flow hedging Total comprehensive income Total comprehensive income for 2016 Dividend paid Dividend allocated minority from Ocean Quality Total equity from shareholders 2016 Total change in equity in 2016 -10 389 -68 573 19 2 048 -76 895 -10 389 -68 573 19 4 600 -74 343 0 2 552 2 552 -76 895 1 186 032 38 850 1 147 988 -165 618 0 -165 618 -12 929 -12 929 -165 618 -12 929 -178 547 -76 895 1 020 414 25 921 969 441 0 0 0 0 0 0 0 0 Equity at 31.12.2016 446 648 -5 000 63 098 2 645 935 56 270 3 206 951 Booked value of the line "Own shares" equals nominal value of parent company´s holding of own shares 30 A N N U A L R E P O R T 2 0 1 6 GROUP SPECIFICATION OF RETAINED EQUITY Book value at 01.01.2015 Changes in 2015 Changes in 2016 Effect of share-based remuneration Purchase of own shares *) Profit for the year - dividend paid Total 1 094 -13 036 1 699 295 1 687 353 0 0 0 0 -61 832 -61 832 1 020 414 1 020 414 Book value at 31.12.2016 1 094 -13 036 2 657 877 2 645 935 SPECIFICATION OF OTHER EQUITY, NOT RECOGNISED Shares held for sale Net investment Currency conversion Change cash flow hedging Book value at 01.01.2015 Changes in 2015 Changes in 2016 Book value at 31.12.2016 737 31 19 787 75 372 40 601 -68 573 16 986 6 266 -10 389 47 400 12 863 2 048 63 098 Total 93 095 46 898 0 0 2 048 -76 895 *) Amount of "Purchase of own shares" is cost price in excess of nominal value. See also note 17 31 A N N U A L R E P O R T 2 0 1 6 GROUP CASH FLOW STATEMENT AMOUNTS IN NOK 1000 EBIT Taxes paid in the period Fair value adjustment of biological assets Ordinary depreciation Impairment and reversal of property, plant and equipment, and intangible assets (Gain/)Loss on sale of property, plant and equipment (Gain/)Loss on sale of own shares Share of results from companies applying equity method of accounting Change in inventories and biological assets ex. fair value Change in customer accounts receivable and other receivables Change in accounts payable Change in other accruals items Change in net pension and option obligations Net cash flow from operations Receipts from sale of property, plant and equipment Receipts from sale of shares and other equity instruments Dividends received Payments on purchase of property, plant and equipment Payments on purchase of intangible assets Change in other non-current receivables Net cash flow from investment activities Change in long-term interest-bearing debt Leasing receipts Repayment of long-term interest-bearing debt and leasing Other financial items Dividend incl. allocation to non-controlling owner interests Change in factoring Interest expense Net cash flow from financing activities Note 13 7 8/9 9 5 5 8/9 5 23 9 8 2016 1 683 486 -41 653 -515 741 180 388 -6 472 1 202 - -569 -16 799 -236 166 -159 549 59 374 5 612 953 113 17 199 39 592 - -247 783 -7 069 -1 519 2015 80 951 -57 005 -33 209 167 374 46 195 -403 -1 405 -6 994 -51 661 -168 672 292 689 99 839 1 966 369 665 2 092 7 973 446 -264 050 -58 651 -4 358 -199 580 -316 548 - 43 131 -587 455 -3 988 -178 547 169 221 -87 196 -644 834 650 000 71 795 -528 987 -823 -55 206 139 131 -117 641 158 269 Net change in cash and cash equivalents 108 699 211 386 Cash and cash equivalents at 01.01 392 020 181 498 Currency conversion of cash and cash equivalents 2 894 -865 Cash and cash equivalents at 31.12 503 613 392 020 32 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 1 GENERAL INFORMATION Grieg Seafood ASA is an integrated Norwegian seafood company operating in the area of salmon farming and processing. Grieg Seafood ASA is a public limited company registered in Norway. Its head office is located at C. Sundtsgt. 17/19, Bergen, Norway. Grieg Seafood ASA was listed on the Oslo Stock Exchange on 21 June 2007. The Company has operations in Norway, the UK and Canada. The consolidated accounts are prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by EU, and approved by the Board of Directors 3 April 2017. In the following, «Group» describes information related to the Grieg Seafood Group, whilst «Company» refer to the parent company. The Group holds 60% of Ocean Quality AS together with Bremnes Fryseri AS (40%). Grieg Seafood does not receive any of the profit from sale of fish from Bremnes Fryseri AS, as the result is based on a skewed distribution of profit from the delivered volume from each shareholder, respectively. Share of profit and share of equity in Bremnes Fryseri AS are presented as non-controlling interests. All amounts are in NOK thousand unless stated otherwise. Grieg Seafood Group consists of the following entities as at 31 December 2016: Grieg Seafood Hjaltland UK Ltd including all subsidiary companies and Ocean Quality UK Ltd are resident in UK. Grieg Seafood BC Ltd and Ocean Quality North America Ltd are resident in Canada. The rest of the companies are resident in Norway. Grieg Seafood Hjaltland UK Ltd. and Grieg Seafood Canada AS are holding companies, holding 100 % of the production companies Grieg Seafood Shetland Ltd. and Grieg Seafood BC Ltd., respectively. Grieg Seafood ASA has a 60% stake in Ocean Quality AS, the other subsidiaries are owned 100%. GROUP STRUCTURE SEGMENT STRUCTURE 33 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 2 ACCOUNTING POLICIES The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to all the periods presented, unless stated otherwise. BASIS OF PREPARATION The consolidated financial statements of the Group have been prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by the EU. The consolidated financial statements have been prepared under the historical cost convention, as modified by biological assets, available-for-sale financial assets, and financial assets/liabilities (including derivative instruments) at fair value through profit or loss. The preparation of financial statements in conformity with IFRS requires the use of estimates. It also requires management to exercise its judgement in the process of applying the Company’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the consolidated financial statements, are described in note 4. CONSOLIDATION PRINCIPLES (I) SUBSIDIARIES Subsidiaries are all entities (including special purpose entities) over which the Group has control. A situation where the Group controls another entity arises when the Group is exposed to variability in returns from the entity, and has power to influence this return through its control of the entity. Subsidiaries are consolidated from the date when the Group can exercise control and consolidation ends when control of the subsidiary terminates. If the Company´s ownership exceeds 50 % but is below 100 % of the subsidiaries, the non-controlling interest’s share of profit after tax and share of equity is recognised in separate lines. The purchase method of accounting is used for acquisitions. The cost of an acquisition is measured as the fair value of the assets and liabilities taken over, and equity instruments issued. The cost also includes the fair value of all assets and liabilities and contingent liabilities taken over by agreement. Identifiable assets, debt and contingent liabilities are recognised at fair value on the date of acquisition. Non-controlling interests in the acquired entity are measured from time to time either at fair value, or at their proportionate share of net assets of the entity that has been acquired. Costs related to acquisitions are charged as they arise. In the case of a multi-stage acquisition, the proportion of ownership from an earlier purchase is re-stated at fair value at the date of control and the value change is recognised through profit or loss. A contingent acquisition price is measured at fair value at the date of acquisition. Under IAS 39, subsequent changes in the contingent acquisition price are recognised through profit or loss or are posted as a change in the comprehensive income statement where the contingent price is classified as an asset or a liability. There is no new value measurement of a contingent acquisition price classified as equity, and the subsequent settlement is charged against equity. Intra-group transactions, balances, and unrealised gains and losses between Group companies are eliminated. The financial statements of subsidiaries are re-stated where necessary to ensure consistency with the accounting policies adopted by the Group. (II) CHANGE IN OWNER INTERESTS IN SUBSIDIARIES WITHOUT LOSS OF CONTROL Transactions with non-controlling interests of subsidiaries, which do not entail a loss of control, are regarded as equity transactions. On the purchase of further shares from non-controlling interests, the difference between the consideration paid and the shares’ proportionate share of the net assets in the financial statements of the subsidiary is recognised in the equity of the parent company’s owners. Similarly, any gain or loss on a sale to non-controlling interests is charged against equity. (III) DIVESTMENT OF SUBSIDIARIES In the event of loss of control, any remaining ownership interest is stated as fair value change through profit or loss. Thereafter, for accounting purposes, fair value is the acquisition cost either as an investment in an associated company or as a financial asset. Amounts previously recognised in comprehensive income statement related to this company, are dealt with as if the Group had disposed of underlying assets and liabilities. This allows for amounts previously recognised in comprehensive income statement, to be reclassified as part of the income statement. (IV) ASSOCIATED COMPANIES Associated companies are entities over which the Group has significant influence, but not control. Significant influence normally occurs when the Group has between 20 % and 50 % of the voting rights. Investments in associates are recognised using the equity method. Investments in associates are initially recognised at acquisition cost, and the Group´s share of the results in subsequent periods is recognised through profit or loss. The amount recognised in the balance sheet includes any implicit goodwill identified at the date of purchase. Shares of profit or losses of associates that are closely linked to the Group´s operations and thus are included in the value chain of the Group, are classified on a separate line included in the Group’s operating result. In the event of a reduction in the owner interest in an associated company where the Group retains significant influence, only a proportionate share of amounts previously recognised in the comprehensive income statement is reclassified through profit or loss. The Group’s share of profits or losses of associated companies is recognised in the income statement and is added to the value of the investment in the balance sheet. The Group’s share of the comprehensive results of the associated company is recognised 34 A N N U A L R E P O R T 2 0 1 6 GROUP in the consolidated statement of comprehensive income plus the amount of the investment in the balance sheet. The Group’s share of a loss is not recognised in the income statement if this means that the value of the investment in the balance sheet is negative (including the entity’s unsecured receivables), unless the Group has undertaken obligations or made payments on behalf of the associated company. The accounts of associated companies are re-stated when necessary to ensure consistency with the accounting policies adopted by the Group. At the end of each accounting period, the Group determines if there is a need to write down the investment in the associated company. In such case, the amount of the write-down is calculated as the difference between the recoverable amount of the investment and its book value, and the difference is posted on a separate line along with «Share of results of associated companies». If a gain or a loss arises on transactions between the Group and its associated companies, only the proportionate amount related to shareholders outside the Group is recognised. Unrealised losses are eliminated unless there is a need to write down the asset that was the subject of the transaction. Accounting policies of associates are changed when necessary to ensure consistency with the accounting policies adopted by the Group. Gains and losses on dilution of assets of associated companies are recognised in the income statement. SEGMENT REPORTING Operating segments are reported in a manner consistent with the internal reporting to the chief operating decision-maker. The chief operating decision-maker, who is responsible for allocating resources and assessing performance of the operating segments, has been identified as the Group management. FOREIGN CURRENCY TRANSLATION The financial statements of each of the Group’s entities are generally measured using the currency of the economic area in which the entity operates («the functional currency»). The consolidated financial statement is presented in Norwegian Kroner (NOK), which is the parent company’s functional and presentation currency. TRANSACTIONS AND BALANCE SHEET ITEMS Foreign currency transactions are translated into the functional currency using the exchange rates. Foreign exchange gains resulting from the settlement of such transactions that are not denominated in the entity´s functional currency are recognised in income. Translations of monetary items (assets and liabilities) that are not denominated in the entity´s functional currency are recognised. GROUP COMPANIES The income statements and balance sheets of the Group entities (none of which has the currency of a hyperinflationary economy) that have a functional currency different from the presentation currency are translated into the presentation currency as follows: 1. 2. 3. the balance sheet is translated into closing rate on the date of the balance sheet, income and expense items in the income statement are translated at average exchange rates for the period (if the average is not a reasonable estimate of the cumulative effects of using the transaction rate, the transaction rate is used) translation differences are recognised in comprehensive income and specified separately. When a foreign operation is sold, the exchange difference, which in previous periods was recognised in consolidated income, is not accrued. The accumulated exchange difference on the sale of the foreign operation is hence reversed in the consolidated income. Gain/loss from the sale is recognised on a basis of zero exchange difference. Gain/loss is recorded in the ordinary net profit. Goodwill and fair value adjustments of assets and liabilities on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and are translated into closing rate on the date of the balance sheet. PROPERTY, PLANT AND EQUIPMENT Property, plant and equipment is stated at historical cost less depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the asset. Acquisition may also include gains or losses transferred from equity as a result of hedging the cash flow in foreign currency on the purchase of property, plant and equipment. Improvements are included in the asset’s carrying amount or recognised as a separate asset when it is probable that future economic benefits associated with the improvement will flow to the Group and the cost of the item can be reliably measured. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred. Land and buildings comprise mainly factories and offices. Land is not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate cost less residual value over estimated useful lives, as follows: • Buildings/real estate 10 – 50 years • Plants, barges, onshore power supply 5 – 30 years • Nets/cages/moorings 5 – 25 years • Other equipment 3 – 35 years The assets’ useful lives and residual values are estimated at each balance sheet date and if necessary adjusted. An asset’s carrying amount is written down to its recoverable amount if the carrying amount is greater than its estimated recoverable amount. Gains and losses on disposals are posted net in the income statement and correspond to the difference between the sale price and the carrying amount. INTANGIBLE ASSETS Intangible assets, which arise internally within the Group, are not recognised. Goodwill and licenses with an indefinite economic life are subject to annual impairment tests. Impairment tests are performed more frequently if indications of impairment occur. Amortised licenses are tested for impairment only if there are indications that future earnings do not justify the asset’s balance sheet value. GOODWILL Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s share of the net identifiable assets of the acquired entity at the date of acquisition. Goodwill on acquisitions of subsidiaries is classified as an intangible asset. Goodwill on the purchase of a share in an associated company is included in «investments in associates». Goodwill is tested annually for impairment and carried at cost less accumulated impairment losses. Impairment losses on goodwill are not reversed. Gains and losses on the disposal of an entity include the carrying amount of goodwill relating to the entity sold. Goodwill is allocated to cash-generating units for the purpose of impairment testing. The allocation is made to those cash-generating units or groups of cash-generating units that are expected to benefit from the business combination in which the goodwill arose. LICENSES Fish quotas and fish farming licenses that have an indefinite useful life are not amortised but reviewed for impairment annually, or more frequently if there are indications that the balance sheet value may have decreased. The Group considers the following licenses to have indefinite useful 35 A N N U A L R E P O R T 2 0 1 6 GROUPlife: 1. Licenses granted with indefinite useful life, where the company has no other contractual restrictions related to the use of the license. 2. Licenses granted with limited useful life, but where renewal license holders´ side can be arranged without from considerable expenses. Licenses with a limited useful life are amortised over the useful lifetime. These regard water concessions for hatcheries and some specific seawater licenses. The following sections provide a description of concessions related to the segments Norway, UK (Shetland) and Canada (BC). Please refer to note 10 Intangible assets for an overview of the number and types of licenses, as well as impairment testing. NORWAY The licensing regime for the production of salmon and trout in Norway has been introduced by the Parliament and adopted through the Aquaculture Act. The Ministry of Trade, Industry and Fisheries grants permits for aquaculture (licenses). All aquaculture operations are subject to licensing and nobody can produce salmon/ trout without permission from the authorities, cf. Aquaculture Act § 4. The aquaculture permit entitles the production of salmon and trout in limited geographic areas (sites), with the current determined limitations of the permit scope. The Aquaculture Act is administered centrally by the Ministry of Trade, Industry and Fisheries, with the Directorate of Fisheries as the supervisory authority. Regionally, several industry authorities collectively manage a complete administrative and supervisory responsibility within the regulating range of the Aquaculture Act. The county is the regional administrative body, while the Directorate of Fisheries serves as appellate body in locality and licensing matters. Seawater licenses Each license for salmon and trout in the sea is subject to a production limit in the form of «maximum allowed biomass» (MTB). MTB does not directly limit the number of tons of fish production within a year, but limits the amount of fish to keep in the sea at any time. Normally, a license has a limit of 780 tons MTB, while in Troms and Finnmark counties, a standard license has a limit of 900 tons MTB (provided all associated locations are situated in Troms and Finnmark) ref. the Salmon Allocation Regulation § 15 («laksetildelingsforskriften»). Such licenses are limited in number and only subject to application, following politically decided licensing rounds. Hatchery licenses Young salmon/trout are defined as eggs, juveniles, parr or smolts to be released in another locality ref. Salmon Allocation Regulation § 4 f. Such licenses are not limited in number and thus subject to continuous application for new licenses or changes to existing licenses. Basically, it is not allowed to produce smolts over 250 grams, but the regulations allow for applications to produce a certain percentage of fish up to 1 kg. GSF has authorisation up to 1 kg. R&D and broodstock licenses These licenses are not limited in number. Permissions are means- tested, meaning the applicant must demonstrate a need for the production of eggs, specific research projects or educational purposes. Broodstock licenses include both land and sea phase, i.e. the broodfish and egg production belong to the same licensing consideration. Harvesting cage licenses Licenses utilized to cage setting of live fish for harvesting. These relate to specific locations. Duration and renewal The Ministry may in individual decisions or regulations specify further provisions on the contents of aquaculture licenses, including scope, time limitations, etc., cf. the Aquaculture Act § 5, second paragraph. Still, the preparatory work for the Aquaculture Act specify that licenses normally are granted without a time limit. GSF’s general food fish licenses and hatchery licenses are not time limited under current regulations. After the reform in 2009, a number of licenses were time limited, mainly to 15 years. As no government practices have been established related to renewal of broodstock licenses, the current understanding is that expiration of licenses allows for application for renewal based on demand. A license for harvesting cages is valid for 10 years and needs renewal upon expiration, given that the license is still connected to an approved harvesting plant. Disposal and withdrawal All licenses can be transferred and mortgaged according to the Aquaculture Act § 19. Transfers and mortgages must be registered in a separate register (the Aquaculture Register). It is not allowed to rent out licenses or license capacity. The Aquaculture Act reviews the basis for withdrawal of an aquaculture license. This states inter alia that there must be significant breaches of the terms of an aquaculture license before it can be revoked. UK Grieg Seafood Shetland Ltd (GSF UK) has farms on both the west and east coast of Shetland, as well as the west coast of Scotland. In order to operate farms in Scotland, the following five licenses must be in place: 1. Water Environment (Controlled activities) “CAR” license – issued by Scottish Environment Protection Agency (SEPA) 2. Planning permission – issued by local authorities (Town and 3. Country Planning Act) (iii) Crown Estate Lease/Permission (The Crown Estate act 1961) 4. Aquaculture Production Business License (APB) – issued by Aqua Animal Health 5. Marine License government (Navigation) – issued by the Scottish For limitations related to production quantity, see table in note 8. Duration and renewal 1. CAR license – requires periodic inspection and monitoring. If a substantial negative effect on the environment can be proven, as a consequence of the operation, the production volume can be reduced or, as a worst-case scenario, revoked. 2. Planning Permission – indefinite duration, but if the plant is left unused for 3 consecutive years, the license may be withdrawn 3. Crown Estate Lease/Permission – 25 years of duration. Normal procedure is renewal of the licenses upon expiration. 4. APB – indefinite duration depending on compliance with the license´s conditions. 5. Marine License – required application for renewal every 6 years. This is normally a formality. BC Grieg Seafood BC Ltd (GSF BC) has farms on both the west and east coast of Vancouver Island. In order to operate farms in British Columbia, Canada, the following three licenses must be in place: 1. Aquaculture license – issued by Department of Fisheries and Oceans 2. License of Occupation (Tenures) – issued by Ministry of Forest, Lands and Natural Resource Operations 3. Navigation Water Permit – issued by Transport Canada (Canadian public authorities) For limitations related to production quantity, see table in note 8. 36 A N N U A L R E P O R T 2 0 1 6 GROUPDuration and renewal 1. Aquaculture license – duration of 1 year, renewal each year is a formality. 2. License of Occupation – duration of between 2 and 20 years. Renewal is applied for upon expiration. 3. Navigation Water Permit – duration of 5 years, but possible to apply for renewal. OTHER INTANGIBLE ASSETS Acquired customer portfolios and computer software licenses are capitalised at cost and amortised over their estimated useful lives. Customer portfolios are capitalised at historical cost at the date of purchase. Amortisation is calculated using the straight-line method over the estimated useful life, as follows: • Customer portfolios 6 years • Computer software 3-10 years Impairment of non-financial assets Assets that have an indefinite useful life are not amortised and are tested annually for impairment. Assets that are subject to amortisation are reviewed for impairment whenever there are indications that future earnings do not justify the carrying amount. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating units). Non-financial assets, other than goodwill, that suffered an impairment are reviewed for indicators of possible reversal of the impairment at each reporting date. FINANCIAL ASSETS/LIABILITIES The Group classifies its financial assets in the following three categories: 1. loans and receivables, 2. assets available for sale, and 3. at fair value through profit or loss The classification depends on the purpose of the assets. The management determines the classification of its financial assets upon acquisition and re-evaluates this designation only in case of material changes at every reporting date. I) LOANS AND RECEIVABLES Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are classified as current assets, except for maturities greater than 12 months after the balance sheet date. These are classified as non-current assets. Loans and receivables are classified as ‘other receivables’ in the balance sheet. At each balance sheet date the Group considers whether there is any objective evidence that the loans and receivables are impaired. Such objective evidence is, for instance: - breach of contract, such as a default or delinquency in payments, - the probability that the borrower will become insolvent or be subject to financial reorganisation. Loans and receivables are carried at amortised cost using the effective interest method. II) AVAILABLE-FOR-SALE FINANCIAL ASSETS Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any other category. They are included in non-current assets unless management intends to dispose of the investment within 12 months of the balance sheet date. value is recorded in consolidated total financial statement. When securities classified as available-for-sale are sold or impaired, the accumulated fair value adjustments recognised in equity are included in the income statement as ‘other financial income/losses from investment in securities ’. Interest on available- for-sale securities calculated using the effective interest method is recognised in the income statement. Dividends on shares classified as available-for-sale are recognised in the income statement when the Group’s right to receive dividends is established. The fair values of quoted investments are based on current bid prices. If the market for a financial asset is not active (and for unlisted securities), the Group establishes fair value by using valuation techniques. These include recent transactions on market terms, reference to other instruments which are essentially the same, the use of discounted cash flows and options models. The techniques used make maximum use of market and avoid company-specific information as much as possible. Investments are derecognised when the rights to receive cash flows from the investments have expired or have been transferred and the group has transferred substantially all risks and rewards of ownership. Regular purchases and sales of investments are recognised on trade-date – the date on which the Group commits to purchase or sell the asset. All financial assets which are not stated at fair value through profit or loss are initially recognised at fair value plus transaction costs. At each balance sheet date the Group assesses whether there is objective evidence that a financial asset or a group of financial assets is impaired. In the case of shares classified as available for sale, a significant or prolonged decline in the fair value of the security below its cost is considered as an indicator that the securities are impaired. If any such evidence exists for available-for-sale financial assets, the cumulative loss – measured as the difference between the acquisition cost and fair value, less any impairment loss on that financial asset previously recognised through profit or loss – is removed from equity and recognised in the income statement. Impairment losses recognised in the income statement on shares and corresponding equity instruments are not reversed through the income statement. Impairment testing of accounts receivable is described below. III) FINANCIAL ASSETS/LIABILITIES AT FAIR VALUE INCLUDED IN IN- COME STATEMENT, INCLUDING DERIVATIVES AND HEDGING Financial equity classified as available-for-sale is recorded at fair value, whereas change of value is included in income statement. The Group applies hedge accounting under IAS 39 on long-term foreign currency forward contracts entered into in connection with physical future delivery contracts of fish to customers. Changes in value of foreign currency forward contracts which meet the hedging criteria, are recorded in comprehensive income. Short-term foreign currency forward contracts related to spot market for fish are recognised at fair value through profit or loss. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and are subsequently stated at fair value on an ongoing basis. Changes in fair value of derivatives entered into for hedging purposes against operational revenue, are posted in revenue. Other currency and interest derivatives are posted net in the income statement under «other financial income/ financial costs». Pertaining to financial price contracts related to sale and purchase agreements on Fish Pool, the change of unrealised gains and losses is posted as a value adjustment of biological assets, while book value is reported as a derivative in the balance sheet, carrying gross value for purchase and sales contracts, respectively. Available for-sale financial assets are stated at fair value. Change of 37 A N N U A L R E P O R T 2 0 1 6 GROUPAssets/liabilities in this category are classified as current assets/ short term debt when intended to be disposed of within 12 months, otherwise as non-current assets/liabilities. INVENTORIES Inventories are stated at the lower of cost and net realisable value. Cost is determined using the first-in, first-out (FIFO) method. The net realisable value is the estimated selling price, less processing and selling expenses. BIOLOGICAL ASSETS The accounting treatment of living fish by companies applying IFRS is regulated by IAS 41 Agriculture. IAS 41 comprises a hierarchy of methods for accounting measurement of biological assets. The basic principle is that such assets shall be measured at fair value. The model applied by the Group divides the fish into three weight categories and assumes the following: 1. Fish below 1 kg is recorded at accumulated cost. The best estimate for fair value is considered to be accumulated cost. 2. For fish between 1 and 4 kgs the estimated fair value includes a proportionate part of the estimated profit. 3. Fish in sea with an average weight over 4 kgs (fish ready for harvesting) are estimated to net sale price, on the basis of harvesting and sale at the balance sheet date. I.e. no remaining production cost or biomass growth is added to this weight category. The basis price used to calculate the fair value of this fish is expected price per kg at the estimated date of sale. If the expected sale price is below the estimated cost, this will entail a negative value adjustment of biological assets, which is 100 % accrued. Upon estimating actual accumulated cost at the respective seawater facility, direct costs (fish feeds a.o.) are allocated to the locality. Indirect costs are distributed across localities through a norm of distribution. Given unusual mortality rate, the production cost is subject to write-down. This applies only when mortality rate exceeds normal expectations. Financial costs are not allocated to production cost. The sale price for fish in sea with an average weight exceeding 4 kgs (fish ready for harvest) is forward price in Norway based on harvesting and selling the fish on the balance sheet date. The price of fish between 1 and 4 kgs is based on forward prices, adjusted for remaining growth period to expected harvest. Regarding foreign countries, the most relevant price information available for the expected period of harvest, is being applied. As for fish between 1 and 4 kgs, forward price in Norway is corrected for historical differences in achieved prices between Norway and Canada/UK. The price/net sales value is adjusted for quality differences (superior, ordinary and prod.), weight size, and for logistics expenses and sales commissions. Estimated harvesting expenses are deducted. The volume is adjusted for gutting waste, as the price is measured for gutted weight. Own, budgeted harvesting- and freight cost has been applied. Foreign currency forward contracts associated with the date of harvesting, are applied when translating price into CAD and GBP. Change in fair value of biological assets is recognised. The value adjustment is presented on the separate line «Fair value adjustment of biological assets». for loss/ Physical delivery contracts undergo assessment value decrease against fair value adjusted for biological assets. Calculation of value is based on the forward price from Fish Pool, analogous to the calculation of biological assets. For sales under the contracts covering fish 4 kgs, forward prices on the balance sheet date for the consecutive quarter has been applied. Regarding losses connected to physical contracts covering fish 4 kgs, a proportionate share is recognised, equal to the principle of fair value calculations of biological assets. Forward prices from Fish Pool according to the scheduled time of harvest is applied. Change of loss arising from physical delivery contracts, is recognised as a correction to change of value adjustment of biological assets. The liability in the balance sheet is posted under other current liabilities (see note 7). The Group applies an internal principle of impairment in the event of extraordinary mortality. Such impairments are recorded as they arise as part of the goods expenses in the income statement. Information on recorded fair value for extraordinary mortality is based on the same principle as estimating value-adjusted biological assets. For specification of annual extraordinary mortality, see note 7. INDUSTRY GROUP FOR AQUACULTURE In autumn 2014 the Fincancial Supervisory Authority of Norway (FSA) initiated an evaluation project related to parts of the financial reporting for aquaculture companies listed on the Oslo Stock Exchange. The purpose of the project was to assess whether the aquaculture industry practices a uniform and consistent reporting in accordance with IFRS. FSA published its final report on 17 November 2015 on its website (www.finanstilsynet.no). As a result of this review, the fish farming companies subject to the project, established an industry group for financial reporting, as a venue for discussions and common improvements of reporting. The Group has held several meetings in 2015 and 2016, and the two main agendas of the meetings have been to: i) identify possible note improvements and policy applications, and ii) develop a common model for fair value measurement of biomass in line with IAS 41. Affiliated with the first agenda, the group has identified some areas for improvement, and some adjustments of the note disclosures and presentation with effect starting from the fiscal year 2015. As for the other agenda, the industry group has initiated work on a common valuation model, and this work will continue in 2017. The group aims to have completed this work in time to effect the financial statements as of 31 December 2017. The following companies participate in the industry group: Lerøy Seafood Group ASA, Grieg Seafood ASA, P/F Bakkafrost, and Marine Harvest ASA. ACCOUNTS RECEIVABLE Accounts receivable are generated from trading of goods or services within the ordinary operating cycle. Accounts receivable under normal terms of payment are recognised initially at nominal value. Longer terms of payment implies a subsequent measurement of net present value/discounting of the accounts receivable. A provision for impairment of accounts receivable is established when there is objective indication that the Group will not be able to collect all amounts due according to the original terms of trade. Significant financial difficulties affecting the debtor, the probability that the debtor will become insolvent or be subject to financial reorganisation, and default or delinquency in payments are considered indicators that the account receivable is impaired. The provision is the difference between nominal and recoverable amount, which is the present value of estimated future cash flows, discounted at the original effective interest rate. The amount of the provision is recognised in the income statement under ‘other operating expenses’. CASH AND CASH EQUIVALENTS Cash and cash equivalents include cash in hand, bank deposits, other short-term highly liquid investments with original maturities of three months or less. In the balance sheet, long-term credit facility is included in short-term borrowings. 38 A N N U A L R E P O R T 2 0 1 6 GROUPSHARE CAPITAL Ordinary shares are classified as equity. Costs directly attributable to the issue of new shares or options, net of tax, are shown in equity as a deduction, net of tax, from the proceeds. is used for valuation. The company´s obligations are posted under long-term commitments if the latest possible redemption date exceeds one year into the future. BORROWINGS Borrowings are recognised initially at fair value when the funds are received, net of transaction costs incurred. Borrowings are subsequently stated at amortised cost applying the effective interest method. Any difference between the proceeds (net of transaction costs) and the redemption value is recognised in the income statement over the period of the borrowings. Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at least 12 months after the balance sheet date. DEFERRED TAX Deferred tax is provided for in full at nominal values, using the liability method, on temporary differences arising between the value of assets and liabilities for tax and accounting purposes. Deferred tax is determined using tax rates and laws that have been enacted or substantially enacted by the balance sheet date and are expected to apply when the related deferred tax asset is realised or the deferred income liability is settled. Deferred tax assets are recognised to the extent that it is probable that future taxable income will be available, from which the temporary differences can be deducted. Deferred tax is calculated on temporary differences arising on investments in subsidiaries and associates, except where the timing of the reversal of the temporary difference is controlled by the Group and it is probable that the temporary difference will not be reversed in the foreseeable future. EMPLOYEE BENEFITS PENSION OBLIGATIONS The Company has paid premium to local, defined contribution based schemes for all employees. The Company’s pension scheme is in accordance with rules and regulations for mandatory occupational pensions. The pension premium is charged through operations as it arises in the profit and loss account. Employer’s social security contributions are charged on the basis of the pension premium paid. The Group companies Grieg Seafood Rogaland AS and Grieg Seafood Finnmark AS have a contractual early retirement pension scheme (AFP). The financial commitments associated with this scheme are included in the Group’s pension expenses. The AFP early retirement scheme follows the rules for public sector AFP, and both companies are members of the LO/NHO scheme. The pension payment calculations are based on standard assumtions relating to the development of mortality and disability as well as other factors such as age, years of service and remuneration. The premium is charged through operations as it arises in the profit and loss account. SHARE-BASED REMUNERATION The Group operates a share-based management remuneration plan with settlement in cash. The fair value of the employee services received in exchange for the grant of the options is recognised as an expense. The total amount to be charged over the vesting period is calculated on the basis of the fair value of the options granted, excluding the impact of any non-market vesting conditions (for example, profitability and sales growth targets). Non-market vesting conditions are included in assumptions about the number of options that are expected to vest. At each balance sheet date, the company revises its estimates of the number of options that are expected to vest. It recognises the impact of the revision relative to original estimates, if any, in the income statement, with a corresponding adjustment to equity. The Black and Schole’s option pricing model TRANSACTIONS UNDER JOINT CONTROL On the purchase of entities under joint control the Group has chosen to apply IFRS 3 as its accounting standard. The proceeds received net of any directly attributable transaction costs are credited to share capital (nominal value) and share premium when the options are exercised. TERMINATION BENEFITS Termination benefits are payable when employment is terminated by the Group before the normal retirement date, or whenever an employee accepts voluntary redundancy in exchange for these benefits. The Group recognises termination benefits when it is demonstrably committed to either terminating the employment of current employees according to a detailed formal plan without the possibility of withdrawal, or providing termination benefits as a result of an offer made to encourage voluntary redundancy. PROFIT SHARING AND BONUS PLANS The Group recognises a provision where it has a contractual obligation or where there is a past practice that has created a constructive obligation. PROVISIONS Provisions (e.g. environmental improvements, restructuring costs and legal claims) are recognised when: - the Group has a present legal or constructive obligation as a result of past events; - it is more likely than not that an outflow of resources will be required to settle the obligation; - the amount of the obligation can be reliably estimated. Restructuring provisions comprise lease termination penalties and employee termination payments. Provisions are not recognised for future operating losses. Where there is a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax discount rate that reflects the current market situation and the risks specific to the obligation. The increase in the provision due to the change in value because of passage of time is posted as a financial expense. REVENUE RECOGNITION Revenue comprises the fair value of the consideration received or receivable for the sale of goods and services. Revenue is shown net of value-added tax, returns, rebates and discounts and after eliminating intra-group sales. Revenue is recognised when it is reliably measured and it is reasonably assured that the economical assets will be transferred, that is when a group entity has delivered products to the customer, the customer has accepted the products and collectability of the related receivables and when the risks and rewards have been transferred to the customer. INTEREST INCOME Interest income is recorded proportionately over time using the effective interest method. When a receivable is impaired, the Group reduces the carrying amount to its recoverable amount, being the estimated future cash flow discounted at the original effective interest rate. Interest income on impaired loans is recognised on the basis of the amortised cost and the original effective interest rate. 39 A N N U A L R E P O R T 2 0 1 6 GROUPDIVIDEND INCOME Dividend income from investments under the cost method or available-for-sale is recognised when the right to receive payment is established. Dividend income from entities under the equity method are not being recognised but recorded as a reduction in the carrying value of the investment. LEASES FINANCE LEASINGS Leases, or other arrangements as described in IFRIC 4, relating to property, plant and equipment where the Group has substantially all the risks and control, are classified as finance leasings. Finance leasings are capitalised at the lease’s commencement at the lower of the fair value of the leased property and the present value of the aggregate minimum lease payments. Each lease payment is allocated between an instalment element and an interest element so as to achieve a constant interest rate in the different periods on the outstanding lease obligation in the balance sheet. The lease obligation, less interest costs, is classified as other long-term debt. The interest expense is posted in the income statement as a financial expense over the lease period so as to achieve a constant interest expense on the outstanding obligation in each period. The property, plant and equipment acquired under finance leasings is depreciated over the shorter of the useful life of the asset or the lease period. OPERATING LEASES Leases, or other arrangements as described in IFRIC 4, in which a significant portion of the risks and rewards of ownership are retained by the lessor, are classified as operating leases. Payments made under operating leases (net of any financial incentives from the lessor) are charged to the income statement on a straight-line basis over the period of the lease. DIVIDENDS Dividends payable to the Company’s shareholders are recognised as a liability in the Group’s financial statements when the dividends are approved by the AGM. BORROWING COSTS Borrowing costs incurred during the construction of operating assets are capitalised during the period of time that is required to complete and prepare the asset for its intended use. Other borrowing costs are charged in the income statement. CONTINGENT ASSETS AND LIABILITIES Contingent liabilities are defined as: (i) possible obligations resulting from past events whose existence depends on future events; (ii) obligations that are not recognised because it is not probable that they will lead to an outflow of resources entailing financial benefits out of the company (iii) obligations that cannot be measured with sufficient reliability. Contingent liabilities are not recognised in the annual financial statements apart from contingent liabilities which are acquired through the acquisition of an entity. Significant contingent liabilities are disclosed, with the exception of contingent liabilities where the probability of the liability occurring is remote. Contingent liabilities acquired through the purchase of operations are recognised at fair value even if the liability is not probable. The assessment of probability and fair value is subject to constant review. Changes in the fair value are recognised in the income statement. A contingent asset is not recognised in the financial statements, but is disclosed if it is likely that a benefit will accrue to the Group. CASH FLOW STATEMENT The Group’s cash flow statement shows the overall cash flow broken down into operating, investing and financing activities by using the indirect method. The cash flow statement illustrates the effect of the various activities on cash and cash equivalents. Cash flows resulting from the disposal of operations are presented under investing activities. EARNINGS PER SHARE Earnings per share are calculated by dividing the profit for the year allocated to the company’s shareholders by a weighted average of the number of issued ordinary shares during the year. Diluted earnings per share are calculated by adjusting the weighted average number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. 40 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 3 FINANCIAL RISK MANAGEMENT CAPITAL MANAGEMENT The Group aims to ensure that it has access to capital to enable the business to develop in accordance with adopted strategies. By so doing, the Group should continue to be one of the leading players in the business. Historically, the industry has always been vulnerable to price fluctuations in the market. Because of this, the accounting performance may fluctuate considerably from year to year. It is therefore also a goal to ensure that the business maintains an appropriate level of free liquidity. The aim of the Group is to provide a competitive return on invested capital to shareholders, through distribution of dividend and increased nominal share value. The Board deems it normal to achieve over several years an average dividend corresponding to 25-30% of the company´s profit after tax, after allowing for the effects of fair value adjustments of biomass on profits. However, the dividend must always be considered in the light of what is deemed to be a healthy and optimal level of equity. At 31.12.2016 the Group had net interest-bearing debt including finance leasings of MNOK 1 400, ref. note 10. Funding is mainly in the form of bank loans. The level of debt and alternative forms of funding are subject to constant evaluation. FINANCIAL RISK FACTORS The Group is exposed to a range of financial risks; market risk (including currency risk, interest rate risk and price risk), credit risk and liquidity risk. The Group’s overall risk management programme focuses on the unpredictability of the financial markets and seeks to minimise potential adverse effects on the Group’s financial performance. To some extent, the Group uses financial derivatives to reduce certain risks. The Group identifies, evaluates and hedges financial risks in close cooperation with the Group’s operational units. The board has estab- lished written principles for the management of foreign exchange risk, interest rate risk and the use of financial instruments. MARKET RISK (I) FOREIGN EXCHANGE RISK The Group operates internationally and is exposed to foreign exchange risk arising from various currency exposures, primarily with respect to the CAD, USD, GBP and EUR. Foreign exchange risk arises from future commercial transactions, recognised assets, and liabilities and net investments in foreign operations. The Group enters into foreign currency forward contracts to manage this risk. Currency in NOK 1000 2016 NOK USD EUR GBP CAD JPY Other currency Total Accounts receivable Accounts payable 86 289 171 796 353 776 136 028 6 259 37 330 9 113 800 591 378 525 2 648 9 444 51 300 48 847 - 2 770 493 534 Currency in NOK 1000 2015 NOK USD EUR GBP CAD JPY Other currency Total Accounts receivable Accounts payable 102 482 87 647 271 653 92 021 4 679 23 422 0 581 904 424 127 769 7 419 124 405 91 513 - 4 850 653 083 Currency statement net interest-bearing debt 2016 NOK USD EUR GBP CAD Cash and cash equivalents 3 459 -53 390 -2 140 352 771 203 226 JPY -409 Other currency Total 95 503 613 Longt-term interest-bearing debt* 1 408 282 58 222 273 907 133 493 - 22 188 7 501 1 903 593 Net interest-bearing debt 1 404 823 111 613 276 047 -219 277 -203 226 22 597 7 406 1 399 981 Currency statement net interest-bearing debt 2015 NOK USD EUR GBP CAD Cash and cash equivalents 261 739 24 165 1 601 48 231 55 930 Other currency Total 1 392 020 JPY 353 Interest-bearing 1 965 818 71 053 199 476 50 587 - 12 195 - 2 299 129 Net interest-bearing debt 1 704 079 46 888 197 875 2 356 -55 930 11 842 -1 1 907 109 *Overview of interest-bearing debt, see note 10 41 A N N U A L R E P O R T 2 0 1 6 GROUP The Group has investments in foreign subsidiaries whose net assets are exposed to foreign currency translation risk. Currency exposure arising from the net assets of the Group’s foreign operations has previously been managed primarily through borrowings denominated in the relevant foreign currencies. The Group´s bank loans are in NOK. The background is a wish to prevent the parameters of the financial framework from being affected by currency fluctuations, since all of the syndicated bank loans are measured in NOK. The parent company has short and long-term loans to the subsidiaries denominated in these companies’ functional currency. All long-term loans are considered to be equity in these companies, as they will not be repaid. The currency effect of loans are posted under «currency effect of net investments» in consolidated comprensive income. Numerical effects for 2016 and 2015 are presented below. The currency effect of the net investments of subsidiaries is as follows: Currency effect Tax effect Net effect charged to equity 2016 -90 228 21 655 -68 573 2015 54 134 -13 534 40 601 Sensitivity analysis: Given a currency appreciation of NOK with 10% against USD, CAD, GBP and EUR on the balance sheet date 31.12.2016, the following effects on net interest-bearing debt in TNOK can be expected. 10% appreciation against Net effect on net interest-bearing debt USD -26 145 EUR -22 052 GBP -13 135 The reversed effect will take place if NOK depreciates with 10% 10% appreciation against Monetary items - net effect on profit after tax (25 %) USD -15 242 EUR 4 004 GBP 161 CAD 41 CAD 31 The reversed effect will take place if NOK depreciates with 10% Forward currency contracts: Hedge accounting has been applied to foreign currency forward contracts relating to long-term physical supply contracts. Effect on profit is recorded through comprehensive income. Short-term forward currency contracts are not subject to hedge accounting. Short-term forward currency contracts are classified at fair value through profit or loss as current assets or current liabilities, respectively. Please refer to further details disclosed in note 2. Forward currency contracts at fair value through profit or loss as at 31.12.2016: Amount Bought Amount 3 920 7 582 12 348 993 262 435 564 11 CAD NOK NOK NOK NOK NOK NOK 5 224 65 132 113 333 11 026 19 658 523 96 Weighted hedging rate 1,3300 8,5908 9,1782 Market rate Maturity interval *) 1,3400 04.01.17 - 27.01.17 8,6200 03.01.17 - 27.01.17 9,0863 02.01.17 - 30.01.17 11,1078 10,6126 04.01.17 - 20.01.17 0,0749 0,9272 8,4857 0,0736 04.01.17 - 27.01.17 0,9512 05.01.17 - 09.01.17 8,4610 06.01.17 Market value in TNOK at 31.12.2016 -288 -236 1 059 501 309 -14 0 1 332 Sold USD USD EUR GBP JPY SEK CHF Total 42 A N N U A L R E P O R T 2 0 1 6 GROUPHedging contracts through comprehensive income at fair value as at 31.12.2016 Sold USD EUR GBP JPY CHF Total Amount Bought Amount 3 164 74 147 55 415 459 896 4 NOK NOK NOK NOK NOK 27 192 687 093 588 232 36 094 36 Weighted hedging rate 8,5937 9,2666 Market rate Maturity interval *) 8,6200 03.01.17-10.01.18 9,0863 17.01.17-06.02.17 10,6150 10,6126 11.01.17-12.01.18 0,0785 8,4644 0,0736 18.01.17-03.02.17 8,4610 11.01.17 Forward currency contracts as at 31.12.2015: Sold USD EUR USD GBP JPY Other currency Total Amount Bought Amount 5 550 51 070 2 826 9 032 299 059 193 CAD NOK NOK NOK NOK NOK 7 562 483 247 24 311 117 080 21 448 244 Weighted heding rate 1,3625 9,4625 8,6036 12,9631 0,0717 Market rate Maturity interval *) 1,3884 05.01.16 - 12.02.16 9,6030 04.01.16 - 24.01.17 8,8206 05.01.16 - 08.02.16 13,0840 04.01.16 - 20.01.17 0,0733 05.01.16 - 08.02.16 05.01.16 - 07.01.16 *) The maturity is stated in intervals where there are several contracts. Market value in TNOK at 31.12.2016 -64 5 873 -1 736 1 980 -0 6 052 Market value in TNOK at 31.12.2015 -847 -9 420 -615 -1 196 -467 -4 -12 549 (II) INTEREST RATE RISK As the Group has no significant interest-bearing assets except from bank deposits, its income and operating cash flow are largely independent of changes in market interest rates. The Group’s interest rate risk arises from borrowings. Borrowings at variable rates expose the Group to cash flow interest rate risk. Fixed interest contracts are used to reduce this risk. The level of fixed interest loans is insignificant. The Group monitors its interest rate exposure continuously. The Group calculates the impact on profit and loss of a defined interest rate change. For each simulation, the same change in the interest rate is used for all currencies. The scenarios are run only for liabilities which represent major interest-bearing positions. Sensitivity calculations show the following expected values: If the interest rate had been 1% higher (lower) throughout the year, other things being equal, the pre-tax profit would have been reduced (increased) by MNOK 17,1 in 2016 and MNOK 17,7 in 2015 due to the floating rate of interest on loans and deposits. The sensitivity analysis is based on average net interest-bearing debt throughout 2016 and 2015, notwithstanding concluded interest rate swap agreements. Amounts in NOK 1000 Increase/reduction in interest rate points 2016 2015 Effect on profit before income tax -/+ 1% -/+ 17 126 -/+ 17 704 43 A N N U A L R E P O R T 2 0 1 6 GROUPInterest rate swap agreements The purpose of the Group’s risk management activities is to establish an overview of the financial risk that exists at any given time and to take protective steps which give more time to adapt to the changes that take place. With this purpose in mind, the Group has chosen to employ interest rate swap agreements to establish greater stability for the Group’s loan interest expenses on variable rate. The Group has decided that at any given time a certain percentage of its interest-bearing debt on variable rate in banks shall be hedged under interest rate swap agreements. A given proportion will always be at a floating rate, while the remainder will be subject to possible hedging. This is under constant consideration, based on the market situation. The interest rate swap agreements have a horizon of 4 years and whether these periods are to be rolled over is a matter of constant evaluation. 2016 Agreement Fixed rate paid - floating rate received Total Principal 400 000 Fixed rate Basis of floating rate 1,69 Nibor 3 months Duration 27.03.19 Market value NOK 1000 -5 268 -5 268 Interest rate swap contracts assessed at market value excl. accrued interest 2015 Agreement Fixed rate paid - floating rate received Fixed rate paid - floating rate received Fixed rate paid - floating rate received Total Principal Fixed rate Basis of floating rate 400 000 200 000 200 000 1,69 Nibor 3 months 2,34 Nibor 3 months 2,40 Nibor 3 months Duration 27.03.19 17.10.16 16.08.16 Market value NOK 1000 -10 380 -1 766 -2 409 -14 555 Hedge accounting under IAS 39 is not applied to interest rate swap agreements. Change in value of interest rate swap agreements are recognised as fair value change through profit or loss, see description in accounting principles (note 2). (III) PRICE RISK Financial salmon price contracts allows buyer and seller to agree on price and volume for future delivery. At year-end 2016, 22.4 % of estimated harvesting weight in Rogaland and Finnmark for 2017 and 2018, as well as 7.9 % of estimated harvest in UK were hedged under fixed price contracts. The financial contracts are presented gross in the balance sheet and value change is recognised through profit/loss as part of fair value adjustment for biological assets. As biological assets are accounted for at fair value, the expected costs to meet contract terms will be included in fair value adjustment. The Group has for 2016 entered into financial price contracts totaling to TNOK 22,887, of which sales contracts amount to TNOK – 18,723 and purchase contracts TNOK 41,610. In 2015, the Group had no financial price contracts or physical delivery contracts that would give a loss at year end. Fair value, financial assets : Carrying value of derivatives and other financial instruments as at 31.12 is displayed below (TNOK). Carrying value equals fair value. Positive value is classified as an asset, while negative value is classified as a liability in the balance sheet. Forward currency contracts at fair value through profit or loss Forward currency hedging contracts at fair value through comprehensive income Interest rate swap agreement (1 contract totalling MNOK 400 due in 2019, 2015: 3 contracts) Financial salmon contracts - purchase contracts Financial salmon contracts - sales contracts Sum financial instruments at fair value 44 2016 Assets 1 332 6 052 0 41 610 0 48 994 Short-term liabilities 2015 Assets 0 0 -5 268 0 -18 723 -23 990 0 0 0 0 0 0 Short-term liabilities -12 549 0 -14 555 0 0 -27 104 A N N U A L R E P O R T 2 0 1 6 GROUP CREDIT RISK Credit risk is managed at Group level. Credit risk arises from transactions with derivatives and deposits in banks and financial institutions, as well as from transactions with customers, including accounts receivable and fixed contracts. The Group has procedures to ensure that products are only sold to customers with satisfactory creditworthiness. The company normally sells to new customers only on presentation of a letter of credit or upon advance payment. Credit insurance is used when deemed necessary. For customers who have a reliable track record with the Group, sales up to certain levels agreed upon in advance, are permitted without any security. Factoring agreements have been concluded with Ocean Quality AS and Ocean Quality UK Ltd. regarding accounts receivable. See further information in note 10. All fish produced in the Group is sold to Ocean Quality Group which in turn sells to external customers. It is the policy of Ocean Quality Group to secure the bulk of its sales through credit insurance and bank guarantees. The book value of financial assets represents the maximum credit exposure. The maximum credit risk exposure as at year end was as follows: 20 21 19 2016 800 591 163 246 503 612 2015 581 904 145 767 392 020 1 467 448 1 119 691 2016 508 688 291 902 288 529 1 645 1 729 800 591 2016 4 979 3 399 8 378 2015 460 807 120 973 109 423 10 132 1 404 581 780 2015 1 704 3 275 4 979 Amounts in NOK 1000 Accounts receivable Other receivables Cash and cash equivalents Total AGE DISTRIBUTION OF ACCOUNTS RECEIVABLE Not due Due - 0-3 months - more than 3 months - more than 1 year Total nominal value of accounts receivable CHANGE IN PROVISION FOR BAD DEBTS 01.01. Change in provision At 31.12. 45 A N N U A L R E P O R T 2 0 1 6 GROUP LIQIDITY RISK The Group performs prudent liquidity risk management, which implies maintaining sufficient cash and marketable securities. The availability of funding through sufficient credit facilities and the ability to close market positions when considered appropriate. Due to the dynamic underlying nature of the business, the Group aims to maintain flexibility in funding by keeping committed credit lines available. The Group maintains a financing agreement through a syndicate owned by DNB and Nordea with 50% each. The financing agreement consists of a total credit frame of MNOK 1910, of which a long-term credit facility of MNOK 700. For further information about non-current liabilities, see note 10. The management monitors the Group’s liquidity reserve comprising credit facilities (see note 10) and cash and cash equivalents (note 19) based on expected cash flows. This is generally carried out at Group level in cooperation with the operating companies. The following table shows a specification of the Group’s financial liabilites that are not derivatives, classified by structure of maturity. The amounts in the table are undiscounted contractual cash flows. Note 10 shows the payment profile for the Group’s non-current liabilities. 31 December 2016 Long-term loan instalments Loan interest - floating Long-term credit facility Short-term loan interest - floating Finance leasing Finance leasing interest Accounts payable Export credits Factoring commitments Total commitments 31 December 2015 Long-term loan instalments Loan interest - floating Long-term credit facility Short-term loan interest - floating Finance leasing Finance leasing interest Accounts payable Export credits Factoring commitments Total commitments < 3 mth 22 500 6 593 0 0 17 471 2 489 493 440 0 502 536 3-12 mth 1-2 years 2-5 years Over 5 years Total 67 500 19 357 0 0 49 712 6 606 55 8 490 0 90 000 23 869 0 0 57 216 7 060 6 0 0 895 000 8 447 0 0 108 993 12 508 33 0 0 0 0 0 0 84 176 7 248 0 0 0 1 075 000 58 267 0 0 317 568 35 911 493 534 8 490 502 536 1 045 029 151 721 178 151 1 024 981 91 424 2 491 305 < 3 mth 22 866 11 909 0 1 580 16 739 1 695 652 106 0 338 213 3-12 mth 1-2 years 2-5 years Over 5 years Total 68 598 34 627 0 4 740 44 269 7 792 235 10 458 0 90 000 42 778 0 6 320 63 732 8 471 742 0 0 985 018 60 967 450 000 15 800 151 345 18 442 0 0 0 0 0 0 0 57 891 5 426 0 0 0 1 166 482 150 281 450 000 28 440 333 976 41 826 653 083 10 458 338 213 1 045 108 170 719 212 043 1 681 572 63 317 3 172 759 Available liquidity, available drawdown on the credit facility, as well as positive cash flows from operations, are deemed to be sufficient to cover current and long-term liabilities. 46 A N N U A L R E P O R T 2 0 1 6 GROUP FAIR VALUE ESTIMATION (I) FINANCIAL INSTRUMENTS The fair value of financial instruments that are not traded in an active market is determined by using valuation techniques (see note 12). The Group uses different methods and makes assumptions that are based on market conditions existing at each balance sheet date. The fair value of forward foreign exchange contracts is determined using quoted forward exchange rates on the balance sheet date. The fair value of financial salmon contracts is determined using forward prices from Fish Pool. (II) ACCOUNTS RECEIVABLE AND PAYABLES The nominal value less write-downs for realised losses on trade receivables and payables is assumed to correspond to the fair value of these items. The fair value of financial liabilities is assumed to be close to the book value, as they nearly all carry a floating interest rate. (III) BIOLOGICAL INVENTORIES Fish in the sea is measured at estimated fair value. As a consequence, the value of biological inventories will likely vary more than the value of inventories based on cost. Fair value varies due to a number of reasons, including volatility in pricing of Atlantic salmon and factors related to production, unpredictability of biological production and changes in the composition of inventories. A sensitivity analysis of the prices of salmon as at 31.12.2016 and 31.12.2015 shows the following impact on the Group’s profit after tax (TNOK). 31 DECEMBER 2016 Price reduction per kg Reduced profit after tax Price increase per kg Increased profit after tax 31 DECEMBER 2015 Price reduction per kg Reduced profit after tax Price increase per kg Increased profit after tax NOK 1 -21 838 NOK 1 21 838 NOK 1 -22 527 NOK 1 22 527 NOK 2 -43 694 NOK 2 43 694 NOK 2 -45 050 NOK 2 45 050 A sensitivity analysis of the full volume of Atlantic salmon as at 31.12.2016 shows the following impact on profit after tax (TNOK): 31 DECEMBER 2016 Increased volume in tons Increased profit after tax Reduced volume in tons Reduced profit after tax 31 DECEMBER 2015 Increased volume in tons Increased profit after tax Reduced volume in tons Reduced profit after tax 47 + 10 % 151 681 - 10 % -158 679 + 10 % 92 443 - 10 % -83 860 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 4 CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS CRITICAL ACCOUNTING ESTIMATES AND ASSUMPTIONS The management is required to make estimates and assumptions concerning the future, which affect which accounting policies are to be used and reported amounts for assets, liabilities and contingent liabilities in the balance sheet, as well as income and expenses for the accounting year. Estimates and underlying assumptions are continuously evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be expectable under the present circumstances. The final results may diverge from these estimates. Changes in accounting estimates are included in the period when the estimates are changed. ESTIMATED IMPAIRMENT OF GOODWILL, LICENCES AND PROPERTY, PLANT AND EQUIPMENT The Group tests annually whether goodwill and licences have suffered any impairment, in accordance with the accounting policy stated in note 2. The recoverable amounts of cash-generating units have been determined based on value-in-use calculations. These calculations require the use of estimates of future cash flows from the cash-generating unit, and the application of a discount rate in order to calculate the present value of future cash flows. Expectations of future cash flows will vary over time. Changes in market conditions and expected cash flows can result in loss due to future value decrease. The value of long-term growth in demand, the competitive situation, the strength of the production link in the value chain and thereby also the expectations of the long-term profit margin are also of significance. The different parameters could variously affect the value of the licences over time. Any change in these critical assumptions will entail related write-downs, or the reversal of write-downs of the value of licences in accordance with the accounting policies described in note 2. Please also refer to note 8 for further remarks on tests related to value impairment. BIOLOGICAL ASSETS The estimation of fair value is exposed to several uncertainties. Future price, period of harvesting, gutted weight, as well as remaining production cost. Salmon sale prices are extremely volatile. All these factors have impact on the calculation of fair value. The sales price is based on forward prices and/or the most relevant pricing information available for the period the fish is expected to be harvested. Changes in price assumptions have the highest impact on the estimate of fair value. Refer to note 3 disclosing a sensitivity analysis related to the price assumptions applied. The planned point of harvesting is assumed to be four kg, but this is also subject to significant estimation uncertainty connected to the estimated growth pace. An expected production cost is budgeted, which makes provisions for estimated feed prices, cost of treatment of lice and other emergency costs to avoid biological accidents. Similarly, the estimation is uncertain due to varying numbers of lice treatments to be carried out, the temperature at sea and other conditions affecting growth and cost. Please refer to note 2 Accounting principles and note 7 for further information on estimation and calculation of fish value/biological asset value. 48 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 5 INVESTMENTS IN ASSOCIATED COMPANIES Associated companies closely related to the Group operation and included in the Group´s value chain, are classified on a separate line in the EBIT. This applies where associated companies operate in the same position in the value chain as the Group. In Q1 2016, all shares in Salten Stamfisk AS were sold. The profit is posted on a separate line after EBIT. In December 2016, the share capital of Finnmark Brønnbåtrederi AS was written down with the Group´s share and fully repaid. The share of profit/loss in 2016 is for the period January throughout May, when the agreement to leave Finnmark Brønnbåtrederi AS was executed. 2016 ASSOCIATED COMPANIES CLASSIFIED AS OPERATIONS Equity interest 01.01.2016 Book value at 01.01.2016 Share of the result for the year Changes in period, repaid capital and sale Book value at 31.12.2016 Finnmark Brønnbåtrederi AS Total associated companies classified as operations 49,9 % 15 024 15 024 569 569 -15 593 – 15 593 ASSOCIATED COMPANIES CLASSIFIED ON SEPARATE LINE AFTER EBIT Salten Stamfisk AS 34,0 % 10 922 1 161 -12 083 Total associated companies classified on separate line after EBIT 10 922 1 161 -12 083 Total investments in associated companies 25 947 1 730 -27 676 - - - - - - 2015 ASSOCIATED COMPANIES CLASSIFIED AS OPERATIONS Bokn Sjøservice AS Finnmark Brønnbåtrederi AS Total associated companies classified as operations ASSOCIATED COMPANIES CLASSIFIED ON SEPARATE LINE AFTER EBIT Equity interest Book value at 01.01.2015 Share of the result for the year Changes during the period Book value at 31.12.2015 50,0 % 49,9 % 5 272 9 325 14 598 1 296 5 698 6 994 -6 568 0 -6 568 - 15 024 15 024 Salten Stamfisk AS 34,0 % 7 780 3 142 Total associated companies classified on separate line after EBIT 7 780 3 142 0 - 10 922 10 922 Total investments in associated companies 22 379 10 136 -6 568 25 947 49 A N N U A L R E P O R T 2 0 1 6 GROUP The following summarised preliminary financial information on individual associated companies for 2015 are on 100% basis. All compa- nies have the same financial year as the Group. 2016 is not displayed, as the Group does not hold any share interests in any associated companies by year-end. 2015 Finnmark Brønnbåtrederi AS Salten Stamfisk AS Total assets at 31.12.2015 Total liabilities at 31.12.2015 Total equity at 31.12.2015 Operating income Pre-tax profit/ loss 30 316 93 670 210 58 674 30 106 34 996 14 603 36 132 11 418 4 259 SALE OF SHARES/REPAID SHARE CAPITAL IN ASSOCIATED COMPANIES Finnmark Brønnbåtrederi AS Salten Stamfisk AS Sum for 2016 Bokn Sjøservice AS Sum for 2015 Repaid share capital Proceeds net of expenses Book value on sales date Book profit 15 593 -15 593 0 24 000 -11 917 12 083 15 593 24 000 -27 510 12 083 7 973 -6 568 1 405 7 973 -6 568 1 405 Book profit for Salten Stamfisk is included in the account line share of profit from associated company. In 2015, all shares in Bokn Sjøservice AS were sold. Book profit is included in other gains/losses. 50 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 6 SEGMENT INFORMATION The operational segments are identified on the basis of the reports which the Group management (chief decision-maker) uses to assess performance and profitability at a strategic level. The Group management assesses our business activities from a geographical standpoint, based on the location of assets. The Group has only one production segment: Production of farmed salmon. Geographically, the management assesses the results of production in Rogaland - Norway, Finnmark - Norway, BC - Canada and Shetland - UK. The Group management assesses the results from the segments based on the EBIT before value adjustment of biological assets. The method of measurement excludes the effect of one-time costs, such as restructuring costs, legal costs on acquisition and amortisation of goodwill and intangible assets when amortisation is a result of an isolated event which is not expected to recur. The measurement method furthermore excludes the effect of cash-settled share options, as well as unrealised gains and losses on financial instruments. The Group’s customers are divided into different geographical markets. All sales from Norway, UK and Canada go through the sales company Ocean Quality AS, which is a sales company in collaboration with Bremnes Fryseri AS. Grieg Seafood ASA owns 60 % of Ocean Quality AS (see note 1 for further information). Norway therefore shows the aggregate figures for the Norwegian market. Ocean Quality is fully consolidated and exists as a part of the associated segment. Geographical market - sales revenue EU UK USA Canada Russia Asia Other markets Total UK Norway Canada Elim. TOTAL 2016 TOTAL 2015 188 820 3 357 698 503 507 111 208 1 085 0 257 567 90 301 1 097 0 79 693 1 049 867 15 173 198 216 3 596 0 567 392 86 763 0 34 288 1 490 0 0 0 -2 582 0 0 0 3 550 115 54 % 2 554 891 761 076 768 902 86 364 1 1 163 850 214 881 12 % 12 % 1 % 0 % 18 % 3 % 335 785 636 679 125 226 196 927 708 613 50 546 55 % 7 % 14 % 3 % 4 % 15 % 1 % 899 487 4 954 746 693 529 -2 582 6 545 187 100 % 4 608 667 100 % Geographical segments Sales revenues Other income **) Other gain/loss **) Share of results from associated companies Norway Rogaland Norway Finnmark Canada BC UK Shetland 2016 2015 2016 2015 2016 2015 2016 2015 1 140 398 661 204 1 244 255 797 872 611 223 573 900 859 815 773 526 5 923 1 316 3 191 22 797 1 477 0 2 158 4 215 -356 22 064 -2 427 8 571 2 685 21 791 5 488 14 636 8 712 0 6 820 0 21 540 436 148 Operating costs before depreciation -668 302 -556 387 -771 718 -627 345 -511 319 -564 388 -646 899 -863 896 EBITDA before fair value adjust- ment of biological assets Depreciation, amortisation, and reversal EBIT before fair value adjustment of biological assets 499 810 114 812 511 447 181 397 103 763 35 969 224 172 -68 246 -33 054 -31 296 -64 316 -57 393 -23 237 -22 659 -47 614 -96 587 466 756 83 516 447 131 124 004 80 526 13 310 176 558 -164 833 Assets (excl. associated companies) 1 792 509 1 114 545 2 073 036 1 519 499 889 655 867 014 1 307 903 1 454 857 Associated companies Total assets - Group 0 0 0 15 024 0 0 0 0 1 792 509 1 114 545 2 073 036 1 534 523 889 655 867 014 1 307 903 1 454 857 Liabilities 586 661 503 508 779 462 658 857 569 423 623 445 931 334 1 286 739 Total liabilities - Group 586 661 503 508 779 462 658 857 569 423 623 445 931 334 1 286 739 51 A N N U A L R E P O R T 2 0 1 6 GROUPSegments Sales revenues Other income **) Other gain/loss **) Share of results from associated companies Operating costs before depreciation EBITDA before fair value adjustment biological assets Depreciation, amortisation, and reversal EBIT before fair value adjustment of biological assets Assets (excl. associated companies) Associated companies Total assets - Group Liabilities Total liabilities - Group EBIT FOR THE GROUP EBIT before fair value adjustment of biological assets Fair value adjustment of biological assets (note 7) EBIT Share of result from associated companies (note 5) Net financial items (note 23) Profit before tax Estimated taxes Profit of the year Others/eliminations *) Grieg Seafood Group 2016 2015 2016 2015 2 689 496 1 802 165 6 545 187 4 608 667 -487 13 580 -35 858 0 -18 576 -14 174 41 019 17 386 569 44 920 -15 218 6 994 -2 664 261 -1 772 037 -5 262 499 -4 384 053 2 470 -5 695 -3 225 -2 622 -5 634 -8 256 1 341 662 261 311 -173 916 -213 569 1 167 745 47 742 704 935 953 915 6 768 038 5 909 830 0 10 923 0 704 935 964 838 6 768 038 25 947 964 838 694 207 694 207 625 715 3 561 087 3 698 264 625 715 3 561 087 3 698 264 2016 2015 1 167 745 515 741 1 683 486 12 083 47 742 33 209 80 951 3 142 -134 733 -93 301 1 560 836 -338 505 1 222 332 -9 208 13 574 4 366 *) Others/eliminations Proportion of non-controlling owner interest (Bremnes Fryseri AS) is reported with ownership expense and other posts as an elimination. Proportion of sales revenues and other operational expenses from non-controlling ownership interests, get eliminated on subordinated account lines in column «Other/eliminations». Sales revenues from sales for Bremnes Fryseri AS amount to appr. MNOK 2.0, and other operational expenses including goods expense amount to appr. MNOK 1.9. Other items comprise profit/loss from activities conducted by the parent company or other Group companies not geared for production. There are eliminations of internal transactions between the subsidiary and the parent company, as well as other posts relied to the parent company. **) Other income/gain/loss Other gain/loss include sale of shares and operating equipment, as well as foreign currency forward contracts recognised at fair value through profit/loss. Please refer to note 5 for return on sale of shares. Other income is mainly the settlement of insurance and other services not directly related to production. 52 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 7 BIOLOGICAL ASSETS AND OTHER INVENTORIES Biological assets at 01.01. Currency translation differences Increase due to production Decrease due to extraordinary mortality/loss Decrease due to sales Fair value adjustment at 01.01 Fair value adjustment in connection with business acquisition Fair value adjustment at 31.12 TONS NOK 1000 2016 48 089 N/A 75 839 -5 787 2015 51 258 N/A 80 846 -3 265 2016 1 929 117 -76 011 2 437 747 -217 252 2015 1 844 097 44 712 2 382 410 -104 526 -72 515 -80 750 -2 125 984 -2 268 770 N/A N/A N/A N/A N/A N/A -312 479 -281 285 N/A 824 487 N/A 312 479 Book value of biological assets at 31.12. 45 626 48 089 2 459 625 1 929 117 Recognised fair value adjustment: Change in fair value adjustment of biologial assets (1) Change in physical supply contracts related to fair value adjustment of biological assets (2) Change in fair value of financial derivatives from salmon (Fish Pool contracts) (3) Total recognised fair value adjustment of biological assets 529 931 -37 078 22 888 515 741 33 209 - - 33 209 Recognised value adjustment of biological assets include: 1. 2. 3. Fair value adjustment of biological assets Fair value (liability) change in loss contracts, and Change in unrealised gain/loss from financial purchases/sales contracts (derivatives) from fish at Fish Pool Provisions allocated to future physical supply contracts that require fair value adjustment, is recorded as other current liabilities in the balance sheet.The contracts are calculated on basis of the same forward prices that apply to fair value calculation of biological assets. Provisions allocated to physical contracts covering fish under 4 kgs (immature), are recognised as a proportionate share corresponding to the principle of fair value calculation of biological assets. Value change in financial derivatives from salmon is recorded in the balance sheet as derivatives and other financial instruments. Financial derivatives are calculated at market value, refer to note 3 for further information. For further information on accounting principles for biological assets, refer to note 2. 53 A N N U A L R E P O R T 2 0 1 6 GROUP STATUS OF BIOLOGICAL ASSETS AT 31.12.16 Smolt/broodstock/biological assets with round weight < 1 kg *) Biological assets with round weight 1 - 4 kg Biological assets with round weight > 4 kg Total Number of fish (1 000) Biological assets (tons) Accrued cost of production Fair value adjustment Book value 30 630 12 536 1 921 45 087 4 833 31 973 8 820 382 150 1 006 602 246 386 0 382 150 566 269 258 217 1 572 871 504 603 45 626 1 635 138 824 487 2 459 625 *) Fish < 1 kg is included in the group with smolts and broodstock STATUS OF BIOLOGICAL ASSETS AT 31.12.15 Smolt/broodstock/biological assets with round weight < 1 kg Biological assets with round weight 1 - 4 kg Biological assets with round weight > 4 kg Total Number of fish (1 000) Biological assets (tons) Accrued cost of production Fair value adjustment Book value 35 055 12 131 2 333 49 520 5 753 30 713 11 622 48 089 434 136 873 217 309 283 0 434 136 167 292 145 188 1 040 509 454 470 1 616 635 312 479 1 929 115 BASIS FOR VALUES 31.12.16: Weighted price in relation to volume Weighted price in relation to volume Source BC Shetland Norway > 4 kg CAD 11,95 GBP 7,25 NOK 72,49 1 - 4 kg CAD 10,50 GBP 6,55 NOK 65,68 Fish Pool Fish Pool Fish Pool Forward prices from Fish Pool as stated above are deducted of expected quality reduction and before logistics expenses. The standard deduction for quality reduction is considered. Forward prices are weighted in relation to intended harvesting period. The price for BC is based on forward price in Norway adjusted for own historical difference in price levels between Norway and Canada. The same principle applies to Shetland. Self-budgeted harvesting and logistics expenses are assumed. Forward exchange rates are used to translate price into CAD and GBP relative to the period of harvesting. OTHER INVENTORIES Raw materials (feed) at cost price Roe Other (frozen fisk, supplementary products) Total inventories Impairment of inventories accounted for at year-end PURCHASE COST OF THE YEAR Inventories at 01.01 (inverted number) Purchases for the year (incl. Change in accrued cost of production) Inventories at 31.12. Purchase cost of the year 2016 73 989 10 336 4 839 89 164 1 571 2016 -90 867 -3 285 456 89 164 -3 287 159 2015 72 363 11 810 6 694 90 867 1 027 2015 -91 016 -2 738 777 90 867 -2 738 926 The purchase cost of the year mainly comprises feed, roe, recognition of extraordinary mortality, and external purchase of fish in the sales company Ocean Quality. 54 A N N U A L R E P O R T 2 0 1 6 GROUPThe Group applies an internal rule of impairment in cases of extraordinary loss/mortality. Such impairment is recognised on a straight- line basis as parts of goods expenses through profit/loss. Information about recognised fair value of extraordinary loss/mortality is based on the same rule as calculation of fair value-adjusted biological assets. Below follows an overview of impairment related to extraordinary loss/mortality (production cost), as well as associated fair value of the fish reduced to NOK 0. EXTRAORDINARY LOSS/MORTALITY Rogaland Finnmark Shetland British Columbia Total 2016 2015 Cost of production Fair value Cost of production Fair value 18 039 71 770 52 233 46 372 22 622 93 919 97 414 56 930 16 660 10 448 39 061 38 357 26 191 12 044 49 030 40 399 188 414 270 885 104 526 127 664 2016 Smolt/broodstock/biological assets with round weight < 1 kg Biological assets with round weight 1 - 4 kg Biological assets with round weight > 4 kg Total 2015 Number of fish (1 000) Biological assets (tons) Accrued cost of production Fair value adjustment Fair value 1 121 2 048 208 3 377 629 4 183 975 5 787 28 228 132 188 27 997 188 414 0 66 827 15 644 82 471 28 228 199 015 43 642 270 885 Number of fish (1 000) Biological assets (tons) Accrued cost of production Fair value adjustment Fair value Smolt/broodstock/biological assets with round weight < 1 kg Biological assets with round weight 1 - 4 kg Biological assets with round weight > 4 kg Total 1 129 518 296 1 944 603 1 438 1 224 3 265 25 311 43 803 35 411 104 525 0 15 572 7 566 23 138 25 311 59 375 42 978 127 664 In Rogaland the main cause of extraordinary loss/mortality is PD (Pancreas Disease). In the first half of 2016 mortality due to heart failure (CMS) was also registered. In Finnmark mainly IPN (Infectious Pancreatic Necrosis), Yersiniiose, Pavicapsula and Tenacibaculum cause extraordinary mortality, as well as detection of ISA (Infectious Salmon Anaemia) in one location at year-end, which implied fallowing the locality. In Shetland, sea lice, gill problems, planktonic algae, AGD (Amoebic Gill Disease) and seal have caused mortality both years. In BC, mortality occurs due to low levels of oxygen in the sea, as well as planktonic algae. Furunculosis has also been a challenge in the fish hatchery, both in 2015 and first half of 2016, causing impairments. 2016 saw three ocurrences of escape, one in Finnmark and two in Shetland. All three occurences were caused by routine failure at commissioned wellboats. In Shetland, connected expenses were covered by the wellboat company. In Finnmark, the number of fish was low and connected costs were insignificant. For more information, refer to the sustainability report. 55 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 8 INTANGIBLE ASSETS Fish farming licences indefinite lives Fish farming licences definite lives Other intangible assets 2016 Book value at 01.01. Currency translation differences Intangible assets purchased Intangible assets sold Amortisation Book value at 31.12. As at 31.12. Acquisition cost Accumulated amortisation Accumulated impairment Book value at 31.12. Goodwill 110 647 -2 052 0 0 0 1 067 433 -34 338 2 786 0 0 108 595 1 035 881 198 198 1 035 894 0 -89 603 108 595 -13 0 1 035 881 Other intangible assets consist mainly of software. 25 905 190 0 0 -1 353 24 742 52 027 -27 285 0 24 742 Fish farming licences indefinite lives Fish farming licences definite lives Goodwill Other intangible assets 1 154 784 0 0 20 140 4 048 0 -13 110 647 1 067 433 200 250 1 067 446 0 -89 603 110 647 -13 0 1 067 433 -243 4 566 0 -1 344 25 905 51 837 -25 932 0 25 905 16 993 4 4 283 0 -3 683 17 598 Total 1 220 977 -36 194 7 069 0 -5 036 1 186 815 35 723 -18 126 0 1 321 842 -45 424 -89 603 17 598 1 186 815 Total 21 080 18 651 0 -5 163 1 220 977 1 350 968 -40 388 -89 603 29 9 253 0 -3 806 16 993 31 436 -14 443 0 16 993 1 220 977 2015 Book value at 01.01. Currency translation differences Intangible assets purchased Intangible assets sold Amortisation Book value at 31.12. As at 31.12. Acquisition cost Accumulated amortisation Accumulated impairment Book value at 31.12. 56 A N N U A L R E P O R T 2 0 1 6 GROUPLICENSES The tables below display an overview of the different licenses in the Group. See note 2 for further information about licenses. UK FARM/AREA Bight of Foraness Boatsroom Voe Cole Deep Coleness Collafirth Delting Site 3 Corlarach East of Langa East of Papa Little Easter Score Holm Fish Holm Geo of Valladale (Urafirth) Gob na Hoe Hamar Sound Hamnavoe, Lunnaness Laxfirth Voe East (Site 2) Leinish Bay Linga (South of Linga) Muckle Roe East (Heights) North Havra North of Papa North Voe Olnafirth North (Site 2) Olnafirth South (Site 1) Papa, East Head of Scalloway Punds Voe Roe Sound Setter Voe Setterness North Setterness South Snizort South Voe of Gletness Spoose Holm (Oxna) Swining Voe Site 3 (Collafirth Ness) Taing of Railsborough Wadbister Inshore West of Burwick Total Cash generating unit BC - Canada Finnmark Shetland - UK Rogaland Total value 57 CANADA Capacity (tons) FARM/AREA Capacity (tons) 1 546 Ahlstrom 216 Atrevida 2 178 Barnes bay 752 Bennet Point 1 500 1 602 1 643 1 750 2 500 1 910 Conception Culloden Esperanza Gore Hecate Kunechin 809 Muchalat N. 2 021 Muchalat S. 738 Newcomb 1 910 Salten 942 Site 13 1 700 2 299 Site 9 Streamer Point 350 TSA-YA 1 496 1 776 1 920 Vantage Williamson WA-KWA 300 Total 1 100 3 300 3 000 4 400 4 100 1 500 3 600 4 100 4 000 1 500 4 100 3 900 1 000 1 500 900 1 500 3 600 3 000 1 500 3 900 2 500 58 000 1 000 1 500 960 350 987 2 500 2 358 2 125 750 1 500 1 920 1 043 800 1 923 51 572 NORWAY LICENSE CATEGORY Total number Total volume Seawater licenses R&D permit Broodstock Smolt Harvesting cage 37 1 3 4 2 33 435 tn 780 tn 2 340 tn 12 700 000 pcs 1 106 tn IMPAIRMENT TEST FOR GOODWILL AND LICENCES Goodwill and licences were not impaired in 2016 or 2015. Good- will and licences with an indefinite economic life are subject to an annual impairment test. Tests are performed more frequently if there are indications of impairment. Licences with definite useful lives are tested for impairment only if there are indications of a decline in value. Estimated value in use is used as a basis for calculating the recoverable amount. Impairment occurs when the carrying value is higher than the recoverable amount. Location Book value of related goodwill Book value of licences Canada Norge UK Norge 10 177 0 77 955 20 463 108 595 162 021 299 814 463 814 134 973 1 060 622 1 169 217 Total 172 198 299 814 541 769 155 436 A N N U A L R E P O R T 2 0 1 6 GROUP Goodwill relates to the acquisition of the subsidiary companies. Goodwill is allocated to the Group’s cash-generating units (CGU) identi- fied according to the operating segment. An annual impairment test for goodwill and licenses is carried out. The recoverable amount of a CGU is determined based on value-in-use calculations. These calculations use pre-tax cash flow projections based on financial budgets from the respective cash generating units covering a three-year period. Cash flows beyond the three-year period are extrapolated using the estimated growth rates stated below. The estimated growth rate corresponds with expected inflation. THE ASSUMPTIONS USED FOR VALUE-IN-USE CALCULATIONS ARE AS FOLLOWS: Unit Budget period Increase in revenues in budget period BC - Canada Finnmark Shetland - UK Rogaland 3 years 43 % 3 years 20 % 3 years 4 % 3 years -18 % EBITDA margin 1) 28% - 31% 27% - 42% 33% -43% 26% -44% EBITDA margin in terminal period Harvest growth - tons 2) Required rate of return 3) Growth rate 4) 21 % 61 % 7,5 % 1,0 % 27 % 59 % 7,5 % 1,0 % 19 % 50 % 7,5 % 1,0 % 26 % 18 % 7,5 % 1,0 % As stated above, the budget period/explicit period is 3 years. Estimated increase in revenue in the budget period thus indicates revenue increase in 2019 compared to income in 2016. Estimated future price levels are calculated from Fish Pool´s projections and takes into account quality reduction and freight. The projected prices for 2018 and 2019 are lower than projections for 2017. Other comments/explanations to assumptions in the impairment test is presented below; historical price levels and forward markets. 1. Budgeted EBITDA margin. The margin increases through the budget period, due to higher output in all regions. 2. The growth rate of the harvested volume in the budget period (nominal growth rate) measured against 2016 volume. Over time a corresponding increase in output is assumed. 3. Weighted required return on capital employed before tax. Cash flow forecasts are thus estimated before taxes. 4. Weighted average growth rate used to extrapolate cash flows beyond the budget period. In the years after 2019, the annual reinvest- ment is assumed to be equal to the annual depreciation. EBITDA MARGIN IN BUDGET AND TERMINAL PERIOD The budgeted EBITDA margin is based on past performance, expected cost of production and expectations of market development. All regions are subject to an assumed increase in gutted weight output throughout the budget period. The increased harvest volume is based on an increase in utilisation of existing production capacity and licenses, reflecting the new smolt strategy. The Group has an internal investment programme the following years in order to significantly increase the internal smolt production. This will ensure access to a higher number of and larger size of smolts, which is conclusive to achieve a higher overall production volume. Larger smolt will also decrease the production time in sea, which in turn will reduce the biological risk level. The strategy furthermore allows for an improved utilisation of the best localities. Overall, this will contribute to reducing the cost measured per kg. Finnmark has been granted 4 green licenses, and the expectation is to achieve a harvesting volume slightly exceeding 1,300 tons per year per license in this region. It is therefore assumed a significant increase in harvest volumes. An effort is carried out to arrange with new localities in the region. In sum, this allows for an increased number of smolt in the sea. In Rogaland, an increase in harvest volumes is assumed through increased smolt capacity (both number and size) as well as new localities. In the UK, the hatchery has been completed, and the production follows schedule. A new biological scheme is being implemented, reducing time in sea from 24 months to 18 months and thus bringing down the biological risk. The implementation will be complete in the course of 2017. In BC, a significant incrase in harvesting volumes is assumed through the budget period. The growth target will be ensured through improved production in the region´s hatchery, as well as measures to reduce the negative effects on production-in-sea from algae and depressed oxygen levels. The assumptions in the terminal are based on the budget for 2019, but with some adjustments to reflect EBIT/kg in the benchmark and the Group’s own historical results. The applied discount rates are pre-tax and reflect specific risks relating to the relevant operating segments. SENSITIVITY ANALYSIS Value-in-use is sensitive to changes in the assumptions made. The most important are requirement for return and EBIT/kg. A sensitivity analysis has been carried out based on these assumptions, with an isolated requirement to increase return rate by 2 %-points, and reduce EBIT/kg by NOK 2. The conclusion of the analysis is still no need for impairment in any of the segments. 58 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 9 TANGIBLE FIXED ASSETS 2016 Book value at 01.01. Currency translation differences Reclassification of fixed assets Tangible fixed assets acquired *) Tangibe fixed assets sold Reversal of impairments **) Depreciation Book value 31.12. AS AT 31.12. Acquisition cost Accumulated depreciation Accumulated impairments Book value at 31.12. Book value of finance leasings included above Depreciation of finance leasings included above Of which book value of property not depreciable 2015 Book value at 01.01. Currency translation differences Reclassification of fixed assets Tangible fixed assets acquired* Tangibe fixed assets sold Impairments ***) Depreciation Book value at 31.12. AS AT 31.12. Acquisition cost Accumulated depreciation Accumulated impairments Book value at 31.12. Book value of finance leasings included above Depreciation of finance leasings included above Of which book value of property not depreciable Buildings/ property Prod.plants and barges Nets, cages and moorings Other equipment Total 418 318 -30 860 -15 574 38 332 -1 353 0 -22 524 386 340 634 414 -53 537 -18 805 76 275 -1 738 6 304 -60 969 581 945 350 242 -18 680 5 119 96 244 -14 0 -65 716 367 195 131 795 1 534 770 3 983 29 260 36 932 -1 096 168 -26 143 174 899 -99 094 0 247 783 -4 200 6 472 -175 352 1 510 379 588 355 1 331 920 907 856 319 457 3 147 587 -202 015 -710 084 -540 661 -144 726 -1 597 486 0 386 340 1 436 -50 24 873 -39 891 581 945 156 601 -12 219 0 168 -39 723 367 195 135 760 -22 085 174 899 102 540 -12 001 1 510 379 396 337 -46 356 Buildings/ property Prod.plants and barges Nets, cages and moorings Other equipment Total 362 070 14 989 28 030 29 651 0 0 -16 421 418 318 687 432 33 205 -28 314 58 193 -850 -46 195 -69 056 634 414 296 702 78 748 1 424 952 8 646 2 302 103 120 -1 556 0 -58 972 350 242 -76 -2 017 73 086 -184 0 -17 763 131 795 56 764 0 264 050 -2 590 -46 195 -162 211 1 534 770 597 809 1 329 725 825 186 250 378 3 003 098 -179 491 -649 116 -474 945 -118 583 -1 422 134 0 418 318 1 284 -33 23 405 -46 195 634 414 178 955 -17 821 0 350 242 115 676 -16 367 0 -46 195 131 795 1 534 770 95 843 -8 109 391 757 -42 330 *) Investments mainly comprise maintenance, plus investments in order to initiate production of the green licenses in Finnmark. **) Previously impaired equipment in Shetland has been sold in 2016. Depreciation has been reversed through profit/loss. ***) In Q3 2015, it was decided to sell the smokehouse and filleting production in Shetland. In this connection, impairment of equipment belonging to this production has been made. 59 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 10 BORROWINGS AND FINANCE LEASING The Group has a financing agreement through a bank syndicate, where DNB and Nordea own 50 % each. The financing agreement consists of a total frame of MNOK 1 910, of which a long-term credit facility of MNOK 700. As at 31 December 2016, the credit facility had not been utilised. The financing agreement includes covenants related to consolidated equity of 35% (not including Ocean Quality), a revolving NIBD / EBITDA ratio of 5.0 if the book equity ratio is higher than 40% and 4.5 if the book equity ratio is between 35% and 40%. As at year-end 2016 the equity ratio was 52 % and NIBD/EBITDA ratio 0.7 not including the consolidated Ocean Quality company. Hence, the Company is in compli- ance with all covenants at year-end. A factoring agreement has been concluded with Ocean Quality AS in Norway and UK. Credit insured receivables are transferred to the factoring companies. This ensures early settlement of receivables. The Group still retains the risk related to accounts receivable. Funding received from the factoring company before the counterparty has paid is recognised as factoring debt, which is interest bearing. The factoring agreement includes covenants comprising a.o. required minimum book equity in Ocean Quality AS. As at 31 December 2016, Ocean Quality Group was in compliance with all covenants. NON-CURRENT LIABILITIES AND FINANCE LEASING OBLIGATIONS (INTEREST-BEARING DEBT) Liabilites to credit institutions before amortisation effect Long-term credit facility Finance leasing liabilities Total NON-CURRENT LIABILITIES, NON-INTEREST BEARING Subordinated loans Other long-term non-interest bearing borrowings Total Amortisation effect of loans Total non-current loans and finance leasing liabilities CURRENT INTEREST-BEARING LIABILITIES Current portion of long-term borrowings Current portion of finance leasing liabilities Factoring debt Export loans Total current interest-bearing liabilities NET INTEREST-BEARING DEBT Total non-current interest-bearing liabilities (see above) Total current interest-bearing liabilities (see above) Gross interest-bearing debt Cash and cash equivalents Loans to associated companies Other interest-bearing assets Net interest-bearing debt Quote of factoring debt Quote of Bremnes´ share of bank OQ AS (40 %) Net interest-bearing debt, according to covenants 60 2016 985 000 0 250 452 2015 1 075 000 450 000 272 968 1 235 452 1 797 968 15 963 0 15 963 21 425 954 22 379 -5 126 -6 739 1 246 289 1 813 608 2016 90 000 67 116 502 535 8 490 668 141 2015 91 464 61 008 338 231 10 458 501 161 2016 2015 1 235 452 1 797 968 668 141 501 161 1 903 593 2 299 129 503 612 392 020 0 0 0 0 1 399 981 1 907 109 502 535 8 873 906 319 338 231 0 1 568 878 A N N U A L R E P O R T 2 0 1 6 GROUPPAYMENT PROFILE NON-CURRENT LIABILITIES Non-current non interest-bearing liabilities Borrowings Non-current credit facility Finance leasing liabilties Total 2017 0 2018 0 2019 0 90 000 90 000 889 874 0 0 0 2020 Subseq. 0 0 0 15 963 0 0 Total 15 963 1 069 874 0 67 116 57 216 47 577 157 116 147 216 937 451 34 079 34 079 111 581 317 568 127 544 1 403 405 LIABILITIES SECURED BY MORTGAGE/CHARGE ON ASSETS: Liabilities to credit institutions incl. finance leasings ASSETS PLEDGED AS SECURITY Licenses Fixed assets Accounts receivable Inventories and biological assets Total assets pledged as security 2016 2015 1 903 593 2 299 129 2016 2015 1 060 622 1 093 338 1 510 379 1 534 770 800 591 581 904 2 548 789 2 019 982 5 920 381 5 229 994 Pledges include shares in subsidiaries. The book value of these shares is NOK 0 in the consolidated accounts. DESCRIPTION OF DEBT Currency Fixed or floating interest rate Effective interest rate Final maturity (mth/year) Current portion Non- current portion Current portion Non- current portion NOK Floating Price grid 06/2019 90 000 979 874 90 000 1 068 261 2016 2015 NOK NOK Floating Price grid 06/2019 Floating Price grid 10/2016 GRIEG SEAFOOD SHETLAND SLAP GBP Floating 0,0 % 12/2018 GBP 5,50 % Multiple Floating 8 490 502 535 0 0 0 0 0 0 0 0 0 450 000 1 464 0 0 954 10 458 338 231 0 0 67 116 250 452 61 008 272 968 0 15 963 0 21 425 668 141 1 246 289 501 161 1 813 608 GRIEG SEAFOOD ASA Syndicate loan non- current Syndicate loan - credit facility*) Other loans OCEAN QUALITY Export loan Factoring debt Finance leasings liabilities Subordinated loan Total 61 A N N U A L R E P O R T 2 0 1 6 GROUPBOOK VALUE OF GROUP LOANS BY CURRENCY (NOK 1000) 31.12.16 NOK GBP Syndicate loan non-current Syndicate loan - credit facility Other loans Export loan Factoring *) Finance leasings Subordinated loan 1 069 874 1 069 874 - - 8 490 502 535 317 568 15 963 - - - 44 465 288 816 15 963 - - - 8 490 96 252 28 752 - Other currencies - - - - 361 818 - - Total borrowings and finance leasings 1 914 430 1 419 118 133 493 361 818 *) Other currency effects comprise mainly EUR, JYP and USD Average interest rate on loans and credit facility 2016 3,53 % 2015 4,70 % By calculation of average interest-rate on loans and credit facilities the effect of interest-rate swap is taken into account. BOOK VALUE AND FAIR VALUE OF BORROWINGS Book value Fair value Loan (non-current and credit facility) Total The book value of other loans is virtually the same as the fair value. 2016 979 874 979 874 2015 1 608 261 1 608 261 2016 979 874 979 874 2015 1 608 261 1 608 261 62 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 11 LEASE CONTRACTS OPERATING LEASE COMMITMENTS - GROUP COMPANY AS LESSEE The Group leases offices, docks, berths, etc. with duration tenancies between 5 and 10 years. The group also leases plant and machinery under cancellable finance leasing agreements. The Group must give written notification in case of termination of these agreements, in order to make the termination valid. The Group has a property lease agreement with its biggest shareholder, with a lease contract period out 2018. Annual lease amount is MNOK 1.5. Refer to note 22 Related parties. The future aggregate minimum lease payments under operating leases are as follows: OVERVIEW OF FUTURE MINIMUM OPERATING LEASES Within 1 year 1-5 years Minimum lease amount Present value of future minimum lease amount (5% discount rate) 95 029 90 504 253 970 224 806 Lease amount charged in the year Total lease amount charged Sub- sequently 134 700 105 541 2016 52 660 52 660 Total 483 698 420 851 2015 32 261 32 261 FINANCE LEASING COMMITMENTS - GROUP COMPANY AS LESSEE The Group has signed finance leasings for equipment such as barges, well boats, cage installations and other equipment. The lease period for equipment of this kind is mainly 7 - 8 years. The future agregate minimum lease payments related to finance leasings are as follows: OVERVIEW OF FUTURE MINIMUM LEASE AMOUNT (FINANCE LEASINGS) Within 1 year 1-5 years Future minimum lease amount Future financial expenses related to finance leasings Present value of finance leasings 76 279 9 095 67 184 185 777 19 568 166 209 LEASED ASSETS BOOKED AS FINANCE LEASING Book value of leased assets (equipment, vessels) Book value of lease commitment Sub- sequently 91 424 7 248 84 176 2016 396 337 317 568 Total 353 479 35 911 317 568 2015 391 757 333 976 63 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 12 FINANCIAL INSTRUMENTS BY CATEGORY Lendings and receivables Assets at fair value through profit or loss Deriva- tives used for hedging purposes Available-for-sale financial assets 1 445 48 994 0 48 994 1 445 1 522 057 Liabilities at fair value through profit or loss Deriva- tives used for hedging purposes Other financial liabilities Total 1 085 837 1 085 837 317 568 502 535 8 490 11 360 317 568 502 535 8 490 11 360 23 990 493 534 0 1 925 790 2 443 314 23 990 493 534 517 524 Lendings and receivables Assets at fair value through profit or loss Deriva- tives used for hedging purposes Available-for-sale financial assets 1 426 Total 1 445 800 591 167 413 48 994 503 613 Total 1 426 581 904 148 434 0 392 020 AS AT 31 DECEMBER 2016 Available-for-sale financial assets Accounts receivable Other receivables Derivatives Cash and cash equivalents Total Borrowings Finance leasing liabilities Factoring debt Export loan Cash-settled options Derivatives Accounts payable Total AS AT 31 DECEMBER 2015 Available-for-sale financial assets Accounts receivable Other receivables Derivatives Cash and cash equivalents Total Level 2/ 3 2 Level 2 Level 2/ 3 2 Level 800 591 167 413 503 613 1 471 618 581 904 148 434 0 392 020 1 122 358 Borrowings Finance leasing liabilities Factoring debt Export loan Pension obligations and cash-settled options Derivatives Accounts payable Total 2 10 137 653 083 663 220 0 0 1 426 1 123 784 Liabilities at fair value through profit or loss Deriva- tives used for hedging purposes Other financial liabilities Total 1 632 104 1 632 104 333 976 338 231 10 458 333 976 338 231 10 458 10 137 27 104 653 083 27 104 27 104 2 314 769 3 005 093 The purpose of the derivatives is to reduce the Group´s exposure to changes in floating interest rates and exchange rates. See notes 2-3 for further details. 64 A N N U A L R E P O R T 2 0 1 6 GROUP FAIR VALUE ASSESSMENT The table above shows the fair value of financial instruments according to the valuation method used. The different levels are defined as follows: Level 1 - Fair value based on the quoted price in an active market for an identical asset or liability. Level 2 - Fair value based on other observable factors than the quoted price (used in level 1) and entered directly (price) or indirectly (derived from prices) for the asset or the liability. Level 3 - Fair value based on factors not taken from observable markets (non-observable assumptions). CREDITWORTHINESS OF FINANCIAL ASSETS The credit risk attached to financial instruments that have not matured or which have not been written down is shown by the internal classification of historical information on breaches of credit covenants. Further information about credit risk is provided in note 3. ACCOUNTS RECEIVABLE Counterparties with no external credit assessment Group 1 Group 2 Group 3 Total accounts receivable that have not been written down BANK DEPOSITS AAA AA A Total bank deposits 2016 2015 225 579 538 002 37 010 800 591 0 503 613 0 503 613 22 770 445 074 114 060 581 904 0 392 020 0 392 020 Group 1 - new customers/related parties (less than 6 months). Group 2 - existing customers/related parties (more than 6 months) with no history of having breached credit covenants. Group 3 - existing customers/related parties (more than 6 months) with a history of one or more breaches of credit covenants. All amounts due have been paid in full after the breaches. 65 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 13 TAX AMOUNTS IN NOK 1000 SPECIFICATION OF TAX EXPENSE Tax payable Norway Tax payable abroad Tax payable not provided for last year Change in deferred tax Norway Change in deferred tax abroad Taxes TAX RECONCILIATION Profit before tax Taxes calculated at nominal tax rates Withholding tax Changes in deferred tax liabilities due to change in tax rate Use of carryforwards, not recognised earlier Tax loss carried forward, not recognised Other permanent differences Taxes CHANGE IN BOOK VALUE OF DEFERRED TAX Book value at 01.01. Currency conversion Tax effect of deferred tax liabilities Tax effect of currency effect of net investments recognised in comprehensive income (see note 3) Other effects Change in deferred tax taken to income in period Deferred tax liability at balance sheet date 2016 171 085 972 3 816 91 398 71 235 338 506 1 560 835 366 200 2 954 -18 401 -502 -9 976 -1 769 338 506 2015 22 371 2 175 -266 -1 344 -36 510 -13 574 -9 208 12 194 366 -31 613 - -1 057 6 536 -13 574 528 723 558 140 -165 7 741 -20 142 -4 107 162 633 674 684 -81 707 13 533 -5 722 -37 854 528 723 Weighted average tax rate 21,69 % 147,42 % The nominal tax rate in Norway is 25 %. The nominal tax rate for 2016 in Canada was 26 % and on Shetland 20 %. The considerable tax effect is attributed to a change in tax rate and other permanent differences. The following tables show the composition of deferred tax. The tax effects of taxable and deductible temporary differences are shown separately. Both the Norwegian, Canadian and UK part of the Group, have a net deferred tax position. Deferred tax and deferred tax assets within Norway, Canada and UK can be set off. 66 A N N U A L R E P O R T 2 0 1 6 GROUP DEFERRED TAX Licenses Fixed assets Biological assets Receiv- ables Inventory Deferred capital gain Current liabilities Total 2015 Opening balance at 01.01. Taken to income in the period Currency translation differences Other effects Effect of business combinations 180 102 42 363 310 506 40 220 3 064 1 209 0 577 464 -3 772 -1 557 -3 406 10 273 -1 257 -534 2 589 - 739 438 - - 597 480 - -65 - - -36 777 - - - - - - - - -253 3 588 1 192 739 As at 31.12. 179 658 41 244 308 177 50 428 2 548 675 0 582 730 2016 Taken to income in the period Currency translation differences Other effects Effect of business combinations -5 779 5 138 911 -30 408 1 382 -150 - 103 962 -4 034 -1 353 -1 531 - - 1 623 2 635 - - 0 - - 14 96 - - - - - - - -6 904 4 354 - As at 31.12. 169 845 41 519 448 192 20 020 4 041 525 0 684 143 Loss carried forward Fixed assets Pensions Receiv- ables Lease obligations Tax credits Other liabilities Total DEFFERED TAX ASSETS 2015 Opening balance at 01.01. Taken to income in the period Currency translation differences Other effects Effect of business combinations As at 31.12. 2016 Taken to income in the period Currency translation differences Other effects Effect of business combinations As at 31.12. Net deferred tax -13 017 -37 742 -3 727 6 824 -32 -47 694 53 947 6 755 -29 286 8 516 -7 761 - - - - - - - - - - - - - - - - - - 0 - - - -185 -261 - - - -446 -1 116 - - - -1 562 - - - - - - - -0 - - -0 All deferred tax is classified as non-current assets Deferred tax is classified as non-current debt Tax payable is classified as current debt 67 -6 364 243 -19 324 6 324 -5 925 -37 604 40 - - - - 0 - - 0 19 -3 668 -203 6 621 - -32 -5 866 -54 006 5 842 58 672 -16 6 739 -94 -29 380 - 8 516 -135 -9 458 2016 2015 674 684 528 723 - 10 317 674 684 539 040 172 057 24 545 A N N U A L R E P O R T 2 0 1 6 GROUPNET DEFERRED TAX TAKEN INTO INCOME: Changes in deferred tax, Norway Changes in deferred tax, other countries Net deferred tax taken into income Recognition in the period for positions that incur deferred taxes Recognition in the period for positions that incur deferred tax assets Net deferred tax taken into income 2016 91 398 71 235 162 633 103 962 58 672 162 633 2015 -1 344 -36 510 -37 854 -252 -37 602 -37 854 LOSS CARRIED FORWARD Deferred tax assets related to an allowable deficit are recognised in the balance sheet in so far as it is likely that this can be set against future taxable profits. Deferred tax assets related to a tax loss carried forward are divided among the following jurisdictions Norway UK Canada 2016 - -7 761 0 -7 761 2015 - -47 687 -7 -47 694 There is no time limit on the application of tax losses carried forward in Norway and the UK. Application of tax losses carried forward in Canada is eliminated for the period 2025 to 2031. 68 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 14 DECLARATION ON DETERMINATION OF SALARY AND OTHER REMUNERATION TO SENIOR EMPLOYEES In line with regulations issued pursuant to the Norwegian Public Limited Companies Act, the Board has drawn up the following declaration on guidelines and principles used to determine salary and other remuneration for key personnel. The Group’s remuneration policy will continue to be based on the principle that the Group shall offer its employees competitive compensa- tion terms in accordance with local industry standards. Where appropriate, this may include incentive elements, and the basic salary shall reflect individual performance. The components of remuneration shall consist of a fixed basic salary and other fixed remuneration elements. The latter may be a company car or car allowance, telephone and electronic communications, newspapers and similar benefits. As well as participating in the Compa- ny’s ordinary group life insurance and defined contribution-based pension scheme up to 12G, the CEO has a separate salary compensation agreement for pension benefits exceeding 12G. CEO has a special start-up cash bonus for 2015 and 2016 which assumes that the CEO is in position at the time of payment. The bonus for 2016 is being disbursed in 2017. The CEO is entitled to a rolling 12 months’ severance pay calculated from the termination date. Termination date is considered the expiration date of the notice. COO and CFO are entitled to 12 months’ pay after termination or changes in employment/position. The Group has an annual bonus scheme based on a combination of earnings and personal performance. For the management team the annual bonus has a limit of maximum 5 months’ fixed salary. The CEO bonus limit is 6 months. A synthetic option scheme (hereafter called «cash option») for the company’s management group was established in 2009. The cash options scheme requires the participants’ direct share ownership throughout the entire period of the programme. Those who are entitled to the options are required to use 50 % of the net gain under the scheme to purchase shares until the ownership corresponds to 100 % of the fixed annual salary. The gain under the cash option scheme cannot exceed 12 times the monthly salary per participant per year. The exercise price is increased by 0.5 % each month. An option must be exercised not later than 24 months after the first exercise date. The cash option scheme corresponds to a total of 1,341,082 shares at year-end after awarding of 300,000 options in 2016. Options allocated in 2016 must be exercised not later than 1 June 2019. Throughout 2016, 753,789 options have been exercised. CEO has a total of 314,009 cash-settled options at year-end. The last exercise date for CEO is 1 June 2019. For information about remuneration of the Group management, see note 15. For further information about options, see note 16. 69 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 15 PAYROLL, FEES, NUMBER OF EMPLOYEES ETC. Salaries Social security costs Share options granted to directors and key employees (incl. social security costs) 16 Note Pension costs Other personnel costs Total Average number of employees 2016 374 760 27 735 21 712 10 781 48 484 483 473 654 2015 337 591 26 654 3 819 8 983 32 384 409 432 663 Based on the results in 2016, there is a decision to pay a fixed bonus to all employees in addition to regular bonus schemes. The bonus is allocated in the 2016 financial statements and will be disbursed in 2017. The Board’s guidelines and principles for determination of salary and other remuneration to key employees are detained in note 14. As at 31.12.2016 no loans were provided to Group employees. Accumulated costs related to salaries, pension costs and other remuneration to the CEO, other senior employees and board members in 2016 were as follows: REMUNERATION TO SENIOR OFFICERS IN 2016 IN TNOK Salary Bonus Andreas Kvame (CEO) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO from May 1, 2016) Total remuneration incl. soc. security costs 2 348 1 683 1 659 810 6 501 0 0 0 0 0 Retained, not yet paid Options exercised during year Other remunera- tion 732 505 276 286 2 400 2 387 2 288 0 24 45 39 15 Total 5 504 4 621 4 261 1 111 1 799 7 075 123 15 498 Recognision of synthetic options not declared throughout the year, are not included in the above list. REMUNERATION TO BOARD MEMBERS IN 2016 Per Grieg jr. 1) Wenche Kjølås 2) Karin Bing Orgland 2) Asbjørn Reinkind 1) Ola Braanaas 1) Total remuneration including social security costs SUM 419 262 262 288 234 1 466 Recognision of synthetic options not declared throughout the year, are not included in the above list. 1) Remuneration for work done in the remuneration committee is included in the payment to Per Grieg jr., Asbjørn Reinkind, and Ola Braanaas with NOK 14,267 each. 2) Remuneration for work done in the audit committee is included in the payment to Wenche Kjølås and Karin Bing Orgland with NOK 42,788 each. These amounts include social security costs. 70 A N N U A L R E P O R T 2 0 1 6 GROUP Accumulated costs related to salaries, pension costs and other remuneration to the CEO, other senior employees and board members in 2015 were as follows: REMUNERATION TO SENIOR OFFICERS IN 2015 IN TNOK Salary Bonus Retained, not yet paid *) Options exercised during year Other remunera- tion Andreas Kvame (CEO fra 01.06.2015) Morten Vike (CEO til 17.10.2014) *) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Total remuneration including social security costs 1 369 4 414 1 988 1 701 9 472 456 0 119 89 664 0 1 488 0 0 1488 0 928 0 0 928 9 104 146 139 398 *) M.Vike has received severance pay according to agreement. The expense was provided for in 2014 but paid in 2015. REMUNERATION TO BOARD MEMBERS IN 2015 Per Grieg jr. 1) Wenche Kjølås 2) Karin Bing Orgland Asbjørn Reinkind 1) Ola Braanaas 1) Total remuneration including social security costs Total 1 834 6 934 2 253 1 929 12 950 SUM 405 245 245 274 222 1 392 Recognision of synthetic options not declared throughout the year, are not included in the above list. 1) Remuneration for work done in the remuneration committee is included in the payment to Per Grieg jr. with NOK 11,410, in the payment to Asbjørn Reinkind with NOK 11,410, and in the payment to Ola Braanaas with NOK 11,410. 2) Remuneration for work done in the audit committee is included in the payment to Wenche Kjølås with NOK 34,230, and in the payment to Karin Bing Orgland with NOK 34,230. These amounts include social security costs. SPECIFICATION OF AUDITORS' FEES AUDIT FEES Group auditor Other auditors OTHER ASSURANCE SERVICES Group auditor Other auditors TAX ADVICE Group auditor Other auditors OTHER SERVICES Group auditor Other auditors Total - Group auditor Total - other auditors Total 71 2016 2015 2 399 513 2 176 777 157 0 373 148 264 1 048 3 193 1 709 4 902 139 0 415 160 431 144 3 162 1 082 4 243 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 16 CASH-BASED REMUNERATION (OPTIONS) The Company has issued options to the management group and regional directors. The options’ strike price is the stock market price on the date of issue increased by 0.5% per month until exercise date. As per 31 December 2016 no equity options are available for vestment. As from 2009 an option scheme with settlement in cash has been established for the management and regional directors. The last allocation was in 2016, totalling 300,000 options. The last due is 1 June 2019. The options have 2 years of duration, where 50 % is vested each year. Employees taken on after the first allocation of options have been allocated options on taking up employment. The Black & Scholes option pricing model is used to calculate the market value. A brokerage firm is used to carry out the calculations. The table below illustrates the movement in outstanding options throughout 2015 and 2016. Granted options Exercised options Cancelled options Expired options Outstanding options at 31.12.2016 Of which cash- settled Outstanding options at 31.12.2015 400 000 300 000 300 000 - - - 85 991 153 199 112 107 - 100 000 - 1 150 000 200 000 402 492 355 129 2 150 000 300 000 753 789 355 129 - - - - - - - - - - 314 009 314 009 146 801 146 801 187 893 187 893 100 000 100 000 592 379 592 379 1 341 082 1 341 082 Outstanding options at 31.12.2014 Granted options Exercised options Cancelled options Expired options Outstanding options at 31.12.2015 Of which cash- settled 400 000 400 000 400 000 200 000 200 000 100 000 200 000 100 000 200 000 300 000 300 000 300 000 300 000 400 000 800 000 50 000 1 150 000 1 150 000 800 000 1 600 000 250 000 - - 2 150 000 2 150 000 OVERVIEW 2016 Andreas Kvame (CEO) Option category Cash settlement Atle Harald Sandtorv (CFO) Cash settlement Knut Utheim (COO) Cash settlement Kathleen O. Mathisen (CHRO) Cash settlement Others Total Cash settlement OVERVIEW 2015 Andreas Kvame (CEO) Option category Cash settlement Morten Vike (former CEO)* Cash settlement Atle Harald Sandtorv (CFO) Cash settlement Knut Utheim (COO) Others Total Cash settlement Cash settlement *Morten Vike resigned 17 October 2014 72 A N N U A L R E P O R T 2 0 1 6 GROUP Allocation: Year - month Expiry date: Year - month Strike price NOK per share as at 31.12.2016 Strike price NOK per share as at 31.12.2015 2013 - 12 2013 - 12 2014 - 04 2014 - 04 2014 - 07 2015 - 06 2015 - 06 2016 - 12 Total 2016 - 06 2017- 06 2016 - 06 2017 - 06 2017 - 06 2018 - 06 2019 - 06 2019 - 06 - - - - - 27,90 27,90 79,22 24,97 24,97 24,99 24,99 31,55 26,27 26,27 - Cash-based options available for settlement Weighted average outstanding contract period 2016 - - - - - 441 082 600 000 300 000 2015 150 000 150 000 50 000 100 000 100 000 800 000 800 000 1 341 082 2 150 000 2016 441 082 28,05 2015 450 000 24,93 Listed price on alloca- tion Calculated value per option on allocation Calcu- lated total value on alloca- tion*) Total value of all options at 01.01.2016 Change in provi- sion OB - IB *) Exer- cised options 2016 Acc. cost charged against equity at 31.12.2016 Book liability cash settle- ment at 31.12.2016 6 887 2016 Former employees with expired options Option category Equity option Andreas Kvame (CEO) Cash settlement Atle Harald Sandtorv (CFO) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO) Other options allocated in 2013 Other options allocated in 2014 Other options allocated in 2014 Other options allocated in 2015 Other options allocated in 2016 Total Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement 26,00 3,36 1 342 579 2 356 2 400 22,22 3,94 394 639 -639 903 25,50 3,97 793 353 1 346 1 485 22,56 4,78 478 662 -662 1 950 25,50 3,97 793 353 1 945 338 79,00 3,63 363 0 41 - 22,22 3,94 1 181 1 250 -1 250 3 823 22,56 4,24 424 315 -315 546 28,90 4,20 420 206 -206 2 143 25,50 3,60 2 876 1 282 3 030 1 465 2 935 - 1 699 0 2 298 41 0 0 0 4 312 75 79,00 3,34 669 9 734 0 75 - 5 639 5 721 15 052 6 887 11 360 *) The amounts are exclusive of social security cost. 73 A N N U A L R E P O R T 2 0 1 6 GROUP2015 Former employees with expired options Option category Equity option Andreas Kvame (CEO) Cash settle- ment Morten Vike (former CEO)** Cash settle- ment Atle Harald Sandtorv (CFO) Cash settle- ment Atle Harald Sandtorv (CFO) Cash settle- ment Knut Utheim (COO) Knut Utheim (COO) Other options allocated in 2013 Other options allocated in 2014 Other options allocated in 2014 Other options allocated in 2015 Total Cash settle- ment Cash settle- ment Cash settle- ment Cash settle- ment Cash settle- ment Cash settle- ment Listed price on alloca- tion Calculated value per option on allocation Calcu- lated total value on alloca- tion*) Total value of all options at 01.01.2015 Change in provi- sion OB - IB *) Exer- cised options 2015 Acc. cost charged against equity at 31.12.2015 Book liability cash settle- ment at 31.12.2015 6 887 6 887 25,50 3,36 1 342 - 579 22,22 3,94 788 929 -929 813 22,22 3,94 394 491 148 25,50 3,97 793 - 353 22,56 4,78 478 429 233 25,50 3,97 793 - 353 22,22 3,94 1 181 957 293 22,56 4,24 424 397 -82 199 28,90 4,20 420 60 146 25,50 3,60 2 876 9 490 - 1 282 10 150 2 376 1 013 6 887 579 - 639 353 662 353 1 250 315 206 1 282 5 639 *) The amounts are exclusive of social security cost **) Morten Vike resigned 17 October 2014 ACCRUED COST IS DIVIDED AS FOLLOWS: Change in provisions Exercised options during year Total cost excl. social security costs Social security costs Total cost incl. social security costs 2016 5 721 15 052 20 772 939 21 712 2015 2 376 1 013 3 389 430 3 819 CLASSIFICATION IN ACCOUNTS Other provisions for liabilities Payroll & social security costs/ bank Public taxes payable Payroll and social security costs The costs related to cash-based remuneration in 2016 is TNOK 21,712. This is charged in the income statement as a personnel cost. Social security contributions are provided for on an ongoing basis based on the fair value of the options. At 31 December 2016 outstanding options with the right to cash settlement were stated at TNOK 11,360 of which the total amount is clas- sified as non-current liabilities. Options issued are cancelled when employment terminates. ESTIMATES USED IN CALCULATIONS ON ALLOCATION OF OPTIONS Anticipated volatility (%) Risk-free rate of interest (%) Estimated qualification period (years) 36,59 % 0,68 % 2,02 The estimated qualification period for the options is based on historical data, and does not necessarily represent an indication of the future. In order to estimate volatility, the management has applied historical volatility for comparable listed companies. 74 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 17 SHARE CAPITAL AND SHAREHOLDER INFORMATION SHARE CAPITAL As at 31 December 2016 the Company had 111,662,000 shares with a nominal value of NOK 4 per share. All shares issued by the company are fully paid up. There is one class of shares and all shares have the same rights. In June 2011 the company purchased 1,250,000 of its own shares for NOK 14.40 per share. Date of registration Change in share capital (TNOK) Holdings of treasury shares As at 31.12.2016 THE LARGEST SHAREHOLDERS IN GRIEG SEAFOOD ASA GRIEG HOLDINGS AS FOLKETRYGDFONDET OM HOLDING AS YSTHOLMEN AS MORGAN STANLEY AND CO INTL PLC STATE STREET BANK AND TRUST CO. VERDIPAPIRFONDET PARETO INVESTMENT ARTIC FUNDS PLC GRIEG SEAFOOD ASA THE BANK OF NEW YORK MELLON SA/NV DNB NOR MARKETS NORDEA BANK NORGE ASA KONTRARI AS Total - largest shareholders Nominal value (NOK) Total share capital (TNOK) No. of ordinary shares 4,00 4,00 446 648 -5 000 441 648 111 662 000 -1 250 000 110 412 000 No of shares 31.12.2016 Shareholding 31.12.2016 No of shares 31.12.2015 Shareholding 31.12.2015 55 801 409 49,97 % 55 801 409 49,97 % 3 390 000 3 105 000 2 928 197 2 067 749 1 814 836 1 711 000 1 397 000 1 250 000 1 241 277 105 841 - - 3,04 % 2,78 % 2,62 % 1,85 % 1,63 % 1,53 % 1,25 % 1,12 % 1,11 % 0,09 % - 2 610 000 2 928 197 206 1 305 901 598 695 - 1 250 000 281 741 0,00 % 2,34 % 2,62 % 0,00 % 1,17 % 0,54 % 0,00 % 1,12 % 0,25 % 22 188 875 19,87 % - - 6 605 998 5 862 763 5,92 % 5,25 % 89,05 % 10,95 % 74 812 309 67,00 % 99 433 785 Other shareholders with shareholding less than 1% 36 849 691 33,00 % 12 228 215 Total shares 111 662 000 100,00 % 111 662 000 100,00 % 75 A N N U A L R E P O R T 2 0 1 6 GROUP SHARES CONTROLLED BY BOARD MEMBERS AND GROUP MANAGEMENT: No of shares 31.12.2016 Shareholding 31.12.2016 No of shares 31.12.2015 Shareholding 31.12.2015 BOARD OF DIRECTORS: Per Grieg jr. *) Wenche Kjølås (Jawendel AS) Asbjørn Reinkind (Reinkind AS) Karin Bing Orgland Ola Braanaas GROUP MANAGEMENT: Andreas Kvame (CEO) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO) 59 138 799 52,96 % 60 795 561 54,44 % 7 000 120 000 - - 29 000 30 661 12 400 0 0,01 % 0,11 % 0,00 % 0,00 % 0,03 % 0,03 % 0,01 % 0,00 % 7 000 120 000 - - 0 45 500 0 0 0,00 % 0,11 % 0,00 % 0,00 % 0,00 % 0,04 % 0,00 % 0,00 % * The shares owned by the following companies are controlled by Per Grieg jr. and family. Grieg Holdings AS Grieg Shipping II AS Ystholmen AS Grieg Ltd AS Kvasshøgdi AS Per Grieg jr. privat Total shares 55 801 409 49,97 % 55 801 409 49,97 % - 3 105 000 217 390 - 15 000 0,00 % 2,78 % 0,19 % 0,00 % 0,01 % 824 565 2 928 197 217 390 1 000 000 15 000 0,74 % 2,62 % 0,19 % 0,90 % 0,01 % 59 138 799 52,96 % 60 786 561 54,44 % 76 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 18 EARNINGS PER SHARE AND DIVIDEND PER SHARE BASIS FOR CALCULATION OF EARNINGS PER SHARE Profit for the year (majority share) Number of shares at January 1 Effect of treasury shares (see note 17) Average number of outstanding shares during the year Adjustment for effect of share options Diluted average number of outstanding shares during the year Earnings per share Diluted earnings per share Proposed dividend per share 2016 1 186 032 111 662 000 -1 250 000 110 412 000 2015 -6 626 111 662 000 -1 250 000 110 412 000 0 0 110 412 000 110 412 000 10,74 10,74 3,00 -0,06 -0,06 0,00 77 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 19 CASH AND CASH EQUIVALENTS Restricted deposits related to employees' tax deduction Restricted bank deposits related to clearing account for financial price contracts*) Restricted bank deposits related to fixed interest rate on a current basis Other cash and bank deposits Total The Group's currency and interest rate exposure is described in note 3. 2016 10 017 0 160 000 333 597 503 613 2015 8 318 1 513 0 382 189 392 020 78 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 20 ACCOUNTS RECEIVABLE Accounts receivable at nominal value Provision for bad debts Accounts receivable at 31.12. 2016 808 969 -8 378 800 591 2015 586 883 -4 979 581 904 For information about the age distribution of accounts receivable and the Group's exposure to credit risk related to outstanding receivables, please refer to note 3. RECORDED BAD DEBTS Change in provision for bad debts Year´s actual losses Filed on previous loss provisions Recognised losses on receivables Losses on receivables are classified as other operating expenses 2016 3 399 2 880 0 6 279 2015 3 275 1 741 0 5 016 79 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 21 OTHER CURRENT RECEIVABLES VAT receivable etc. Pre-paid expenses Insurance claims Other current receivables Other current receivables at 31.12. 2016 97 789 24 031 35 909 5 517 163 246 2015 83 870 30 484 22 237 9 176 145 767 80 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 22 RELATED PARTIES 2016 Total - related parties as shareholders Total - related parties as associated companies Total 2015 Operating income Operating expenses Financial income Financial expenses Long-term balances Short-term balances 0 0 0 24 731 20 844 45 575 0 0 0 0 0 0 0 0 0 -272 0 -272 Operating income Operating expenses Financial income Financial expenses Long-term balances Short-term balances Total - related parties as shareholders Total - related parties as associated companies Total 0 0 0 15 966 1 875 17 841 0 0 0 0 0 0 0 0 0 -496 0 -496 The group purchases service from companies in the same group as its majority shareholder, Grieg Holdings AS. These services include: • Services related to ICT and other functions such as canteen, reception etc. are provided by Grieg Group Resources AS. The services are provided on an arm’s length basis. • Grieg Seafood ASA rents its offices from Grieg Gaarden AS. The rent is on an arm’s length basis. • The regions purchased cleansing fish from Ryfylke Rensefisk AS, a company owned by Grieg Holdings AS. • Purchase of roe and other operating services from SalmoBreed AS, which is related to member of the Board. • Transactions with other related parties in associated companies are the purchase of services related to operations. The board and management are related parties. See note 16 on share-based options and note 17 on shares controlled by board members and management. 81 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 23 FINANCIAL INCOME AND FINANCIAL EXPENSES Other interest income Dividends Net change in fair value of derivatives Net currency gains Other financial income Total financial income Interest expense on bank borrowings and leasing *) Other interest expenses **) Net change in fair value of derivatives Net currency gains Other financial expenses Total financial expenses 2016 11 129 0 9 287 0 63 20 479 74 873 8 976 0 69 926 1 438 155 213 2015 5 002 446 4 024 28 584 0 38 056 117 959 7 969 0 0 5 430 131 357 *) Interest expenses bank borrowings and leasing includes recognised gains/losses from realised interest rate swaps. **) Interest expenses related to factoring agreement in Ocean Quality is included in other interest expenses. 82 A N N U A L R E P O R T 2 0 1 6 GROUPNOTE 24 OTHER OPERATING EXPENSES Transportation costs Maintenance costs Electricity and fuel Lease expenses Outsourced services Insurance IT expenses Marketing costs Other operating expenses *) Other production related costs **) Total other operating expenses *) Includes equipment, telephony/postage, office supplies, fees, travelling costs etc. **) Includes vaccines, de-lousing, oxygen, analyses etc. 2016 445 372 215 931 60 637 59 395 47 825 34 786 18 673 7 669 97 103 2015 368 896 178 853 50 225 49 196 39 613 28 813 15 466 6 352 80 429 504 475 1 491 867 417 851 1 235 695 83 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 25 OTHER CURRENT LIABILITIES Specification of other current liabilities Accrued expenses *) Other current liabilities **) Other current liabilities 2016 175 042 47 170 222 213 2015 107 661 15 135 122 795 *) Accrued expenses relate to accrual of interest, other operating expenses, including insurance and salary. **) Other current liabilities include a.o. provision for bad debt attributable to physical delivery contracts, MNOK 37, see notes 7 and 3. 84 A N N U A L R E P O R T 2 0 1 6 GROUP NOTE 26 NEW ACCOUNTING STANDARDS a) New and amended standards adopted in 2016 In 2016, no new standards have been adopted, neither amend- ments of standards or interpretations, that substantially affect the consolidated financial statements. b) New standards and interpretations not yet adopted A number of new standards, amendments of standards and interpretations of existing standards are mandatory for future financial statements. Additionally, the application of some amend- ments is permitted prior to mandatory application. Among those amendments the Group has decided to implement in the future, and which are not mandatory for 2016, the essential are disclosed below. IFRS 9 FINANCIAL INSTRUMENTS INCLUDING RELATED AMEND- MENTS TO VARIOUS OTHER STANDARDS IFRS 9 replaces the classification and measurement models of IAS 39 with a single model, with essentially only two categories: amortised cost and fair value. The classification of lending depends on the entity’s business model for managing its financial instruments and the characteris- tics of the cash flows of each instrument. A debt instrument is measured at amortised cost if; • the business model is to hold the financial asset in order to receive the contractual cash flows, and the contractual cash flows solely represent payments of principal and interest. • is based on the principle that revenue is recognised when control over a good or service is transferred to a customer, so that the principle of control substitutes the existing principle of transfer of risk and returns. A new five-step model framework must be applied before revenue can be recognised: • • • Determine the transaction price • Allocate the transaction price to the separate performance Identify the contract(s) with a customer Identify all separate performance obligations in the contract obligations in the contract, and • Recognise revenue when each performance obligation is satisfied. Major changes from current practices include: • Goods and/or services that are sold together, but which can be sold separately, must be recognised separately. Any discounts should normally be allocated to each individual element. • Revenue can be recognised earlier than permitted under current standards if the compensation varies (i.e. due to incentives, rebates, performance fees, royalties, the success of an outcome, etc.). The minimum amount should be recognised if there is a significant risk of cancellation of the agreement. The point of revenue recognition may shift: Some revenues that currently are recognised retrospectively, may need to be recognised over the contract term, and vice versa. There are new specific rules on licences, warranties, non- refundable advance payments, and commission sales, to mention a few. • • All other debt and equity instruments, including investments in complex instruments, should be measured at fair value through profit/loss. There is an exception made for equity instruments not intended for sale. Value changes in such positions should be recognised in comprehensive income, without subsequent reclas- sification to profit/loss. For financial liabilities that the entity has chosen to measure at fair value, the proportion of the change in value attributable to changes in inherent credit risk is recognised through other comprehensive income and not through profit/loss. The new rules for hedge accounting means that hedge accounting better reflects normal practice for the risk management of enterprises. As a general rule, it will be easier to apply hedge accounting to come. The new standard also introduces expanded disclosure requirements and changes in the rules for the presen- tation of hedge accounting. IFRS15 REVENUE FROM CONTRACTS WITH CUSTOMERS IASB has issued a new standard for revenue recognition. The stan- dard replaces IAS 18, regarding a.o. sale of goods and services, and IAS 11, regarding Construction Contracts. The new standard • As with any new standard, it implies increased disclosure requirements. These changes in accounting policies may affect the Group´s business practices regarding systems, processes and controls, compensation and bonus schemes, contracts, tax planning and communication with the investors. The Group will be able to choose between full retrospective appli- cation, or prospective application with additional disclosures. The standard is effective as from the annual reporting period beginning in 2018, but early adoption is permitted. The new income standard will have no material impact on the Group based on current revenue flows. The cash flow of the Group is the sale of gutted salmon packed and sent to customers. The major part is fresh fish, while a proportion is filleted or frozen. The Group also sells roe, smolt and ensilage, together making up about 1 % of the total sales. The Group may furthermore perform harvesting for other aquaculture companies in the case of surplus 85 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYcapacity. All categories of the Group´s revenue streams are recog- nised at the time of delivery. That also applies to the fulfillment of physical delivery contracts. IFRS 16 – LEASES IFRS 16 (issued in January 2016) specifies accounting principles for leases. IFRS 16 will replace IAS 17 Leases (and related interpretations). IAS 17 has essentially designated two models for the recognition of leasing agreements – one for operating lease and one for finance leasing. The lessee has only been required to recognise leased assets classified as finance leasings in the balance sheet. IFRS 16 no longer specifies this as a main rule. There is primarily one model for recognition, which implies that the lessee shall recognise most leased assets, with certain excep- tions. This will impact the Group, which at 31 December 2016 has several active operating lease contracts, see note 11 for more information. The Group will carry out a modified retrospective application upon the implementation of IFRS 16 for the financial year 2019. DISCLOSURE INITIATIVE – AMENDMENTS TO IAS 7 In the future, the Group will have to explain changes in its obliga- tions arising from financing activities. This includes changes resulting from cash flows (e.g. draw-downs and repayment of loans), as well as changes with cash flow effect, such as acquisi- tions, sales, imputed interest and unrealised foreign exchange translation differences. Changes in financial assets should be included in the note disclosures if the cash flows were, or will be, included in cash flow from financing activities. This may for instance be the case for assets pledged as security for financing commitments. Business entities can disclose other changes in this informa- tion, e.g. by displaying a reconciliation of net debt. In such a case, changes in other items must be presented separately from changes in debt as a result of financing activities. The disclosures may be presented as a table that reconciles the opening and closing balance, but a specific format is not manda- tory. There are no other standards or interpretations that still have not taken effect that are expected to materially impact the consoli- dated financial statements. 86 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 27 POST-BALANCE SHEET EVENTS No events have occured after balance sheet date which materially impact the 2016 statement. 87 A N N U A L R E P O R T 2 0 1 6 GROUPPARENT COMPANY INCOME STATEMENT AMOUNTS IN NOK 1 000 Other operating income Total operating income Salaries and personnel expenses Depreciation Other operating expenses Total operating expenses Operating profit Financial income Financial expenses Net financial profit Profit before tax Income tax expense Profit for the year ALLOCATION OF PROFIT FOR THE YEAR Allocated to dividend Transferred to other equity Sum allocation Note 2,17 3,4 12,13 6,17 5,17 5,17 15 2016 55 995 55 995 -55 791 -5 370 -46 990 -108 151 -52 156 789 106 -219 272 569 834 517 678 -129 509 388 169 331 236 56 933 388 169 2015 52 351 52 351 -29 968 -5 275 -36 161 -71 404 -19 053 173 914 -103 846 70 068 51 015 -11 375 39 641 0 39 641 39 641 88 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY PARENT COMPANY BALANCE SHEET AMOUNTS IN NOK 1 000 ASSETS Software Property, plant and equipment Investments in subsidiaries Loan to Group companies Loan to associated companies Investments in shares or units Total non-current assets Accounts receivable Account receivables from Group companies Other receivables from Group companies Other current receivables Cash and cash equivalents Total current assets Total assets Note 12 13, 18 10,18 17,18 11 6,17 17 17,18 7 8 31.12.2016 31.12.2015 17 419 5 972 1 226 980 601 032 167 656 16 651 4 814 1 226 980 691 259 167 637 1 852 225 1 940 507 19 37 520 1 240 578 4 025 383 281 1 665 424 0 4 827 903 345 4 046 215 057 1 127 275 3 517 650 3 067 782 89 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY EQUITY AND LIABILITIES 31.12.2016 31.12.2015 14 14 15 4 18 18 4 17 17 17 15 7,9 446 648 -5 000 13 652 790 759 446 648 -5 000 13 652 899 425 1 246 059 1 354 725 14 201 11 360 25 561 979 874 979 874 90 000 0 331 236 6 668 34 201 633 576 146 024 2 031 22 420 1 266 155 36 446 4 389 40 835 1 518 261 1 518 261 90 000 1 250 0 6 280 26 511 0 0 2 049 27 872 153 961 2 271 591 1 713 057 3 517 650 3 067 782 Bergen, 3 April 2017 Grieg Seafood ASA Translated version. Not to be signed Share capital Treasury shares Other reserves Retained earnings Total equity Deferred tax Cash-settled share options Total provisions Long-term loan Total non-current liabilities Short-term borrowings Cash-settled share options Provision for dividends Accounts payable Accounts payable subsidiaries Current liabilities to group companies Public tax payable Accrued public expense Other current liabilities Total current liabilities Total liabilities Total equity and liabilities 90 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY PARENT COMPANY CASH FLOW STATEMENT AMOUNTS IN NOK 1000 Note 2016 2015 Profit before income taxes Tax payable Depreciation and amortisation Profit/loss on sale of assets Impairment/reversal of fixed assets Interest paid Change in accounts receivable Change in accounts payable Change in other accruals Recognised contribution from subsidiaries Dividend income Net cash flow from operations Proceeds from sale of tangible assets Dividend income Purchase of tangible assets Purchase of intangible assets Proceeds/payments on loans to/from subsidiaries Payment on loans to subsidiaries Proceeds on other receivables Payment on loan to associated company Net cash flow from investment activities Change in short-term credit facilities Payments on long-term debt Proceeds/payment on loans to/from Group companies Proceeds on long-term debt Interest paid Dividend paid Net cash flow from financing activities 15 12,13 13 13 13 5 13 12 18 517 678 -3 278 5 370 -2 -66 52 355 -19 388 -27 181 -713 301 -8 071 -176 129 74 8 071 -3 018 -4 284 466 295 0 0 0 467 138 51 015 0 5 275 0 0 82 715 -2 483 1 349 6 601 -39 091 0 105 381 0 30 -2 351 -9 161 69 116 -54 133 0 -100 3 401 0 -396 050 -538 387 633 576 0 -52 355 -165 618 -122 784 -90 000 -16 621 650 898 -82 715 -55 206 10 306 Net change in cash and cash equivalents 168 224 119 088 Cash and cash equivalents at 01.01. 215 057 95 969 Cash and cash equivalents at 31.12 383 281 215 057 91 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY PARENT COMPANY CHANGE IN EQUITY AMOUNTS IN NOK 1000 Equity at 01.01.2015 PROFIT FOR THE YEAR 2015 Other gains recorded in equity Allocations to dividend Equity at 31.12.2015 PROFIT FOR THE YEAR 2016 Other gains/losses recorded in equity Provision for dividends Allocations to additional dividend 2016 Equity at 31.12.2016 Share capital Other paid in equity Other equity Total equity 441 648 13 652 859 752 39 641 31 0 1 315 053 39 641 31 0 441 648 13 652 899 424 1 354 725 388 169 19 -331 236 -165 618 790 758 388 169 19 -331 236 -165 618 1 246 059 441 648 13 652 92 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY NOTE 1 ACCOUNTING POLICIES The annual financial statements have been prepared in accordance with the Norwegian Accounting Act and generally accepted accounting principles in Norway. All amounts are in TNOK, unless stated otherwise. REVENUE RECOGNITION Revenue from sales of goods is recognised at the time of delivery. Revenue from the sales of services is recognised when the services are executed. The share of sales revenue associated with future service is recorded in the balance sheet as accrued sales revenue and is recognised as revenue at the time of execution. CLASSIFICATION AND VALUATION OF BALANCE SHEET ITEMS Assets intended for long-term ownership or use are classified as fixed assets. Assets related to the normal operating cycle, are classified as current assets. Receivables are classified as current assets if they are expected to be repaid within 12 months after the transaction date. Similar criteria apply to liabilities. Current assets are valued at the lower of cost and fair value. Short- term liabilities are recognised in the balance sheet at nominal value. Fixed assets are carried at historical cost. Fixed assets whose value will deteriorate are depreciated on a straight line basis over the asset’s estimated useful life. Fixed assets are written down to fair value where this is required by accounting rules. Nominal amounts are discounted if the interest rate element is significant. INTANGIBLE ASSETS Expenditure on intangible assets is recognised to the extent that future economic benefits from the development of identifiable intangible assets and costs can be measured reliably. Otherwise, the costs are expensed as they arise. Capitalised development is amortised over the useful life. FIXED ASSETS Fixed assets are recognised in the balance sheet and depreciated on a straight line basis over the estimated useful life, providing the asset has an expected useful life of more than 3 years and a cost price which exceeds TNOK 15. Maintenance costs are charged as they arise as operating expenses, while improvements and additions are added to the acquisition cost and depreciated along with the asset. The distinction between maintenance and improvements is made with regard to the asset’s relative condition at the original purchase date. SUBSIDIARIES Investments in subsidiaries are valued at cost in the company accounts. The investment is valued at the cost of acquiring the shares, providing a write-down has not been necessary. Group contributions to subsidiaries, with tax deducted, are recognised as increases purchase cost of the shares. Dividends and group contributions are recognised in the same year as they are recognised in the subsidiary accounts. If dividends/ group contributions materially exceed retained earnings after acquisition, the exceeding amount is regarded as reimbursement of invested capital and is deducted from the recorded acquisition value in the balance sheet. Group contributions received are recognised as other financial income. IMPAIRMENT OF FIXED ASSETS Impairment tests are performed upon indication that the carrying amount of a non-current asset exceeds the estimated fair value. The test is performed on the lowest level of fixed assets at which independent cash flows can be indentified. If the carrying amount is higher than both the fair value less selling costs and the recoverable amount (net present value of future use/ownership), the asset is written down to the higher of fair value less selling costs and the recoverable amount. Previous impairment charges are reversed at a later period if the prerequisites for impairment are no longer present (with the exception of impairment of goodwill). TRADE AND OTHER RECEIVABLES Trade and other receivables are recognised in the balance sheet at nominal value after deduction of provision for bad debts. The provision for bad debts is estimated on the basis of an individual assessment of each major receivable. An additional general provision is made for minor receivables based on estimated expected losses. SHORT-TERM INVESTMENTS Short-term investments (shares and investments which are considered current assets) are carried at the lower of average purchase cost and net realisable value on the balance sheet date. Dividends and other distributions received are recognised as other financial income. PENSIONS The company’s pension schemes meet the requirements of the mandatory Occupatonal Pension Act. The company has a defined contribution pensions scheme for the employees. The premium is paid through operations and is charged as it arises. Social security costs are charged on the basis of the pension premium paid. 93 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY GROUP BANK ACCOUNTS SYSTEM – DEPOSIT AND LOAN Grieg Seafod ASA operates as an internal bank for the subsidiaries. Grieg Seafood ASA borrows funds under the agreement from the financial institutions and lends these funds onwards to the subsidiaries. The Company has set up a group account system (multi-accounts) in which Grieg Seafood ASA is the legal account holder towards the financial institution. Deposits and loans are recognised as intercompany transactions. All subsidiaries are jointly and severally responsible to the financial institutions for the whole amount of the commitment under the scheme. TAXES The tax expense in the income statement consists of both taxes payable for the accounting period and changes in deferred tax during the period. Deferred tax is calculated as relevant rate of the temporary differences between the value of assets and liabilities for tax purposes and any allowable loss to be carried forward at year-end in the financial statements. Temporary differences, both positive and negative, are offset within the same period. Deferred tax assets are recorded in the balance sheet when it is more likely than not that the tax assets will be utilised. Deferred tax assets and deferred tax liabilities are presented net in the balance sheet. Tax on given group contributions booked as an increase in the purchase price of shares in other companies, and tax on received group contribution booked directly against equity, have been booked directly against tax items in the balance sheet (offset against tax payable if the group contribution affects tax payable, and offset against deferred taxes if the group contribution affects deferred taxes). CASH FLOW STATEMENT The cash flow statement has been prepared according to the indirect method. Cash and cash equivalents include cash, bank deposits and other short-term highly liquid investments which entail no appreciable exchange rate risk and with maturities of 3 months or less from the purchase date. FOREIGN CURRENCY Functional and presentational currency is NOK. All foreign currency transaction are translated into NOK at the date of the transaction. Exchange rate and translational differences are posted under other financial income or expenses. All monetary items in foreign currency are translated at the balance sheet date. CASH-BASED REMUNERATION The Company has a share-based remuneration scheme with settlement in cash. The Company’s estimated liability is posted under current or non-current liabilities based on estimated settlement date. The cost for the year is charged in the income statement. DERIVATIVES Forward currency contracts Realised gains are recorded in the income statement as financial income. The fair value of the contracts is stated on the basis of the exchange rate at balance sheet date for 2016. Derivatives are stated at fair value and value changes are recognised in the income statement. Interest rate swaps Interest rate swap contracts are stated at the lowest value principle. 94 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY NOTE 2 OPERATING INCOME AMOUNTS IN NOK 1000 OPERATING INCOME CONSISTS OF Administrative services - Group companies Other operating income Total other operating income, see note 17 2016 55 997 -2 55 995 2015 52 351 0 52 351 95 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 3 PAYROLL, FEES, NO. OF EMPLOYEES ETC. AMOUNTS IN NOK 1000 Wages and salaries Social security costs Shares options for directors Pension costs - defined contribution scheme Other personnel costs Total Average number of employees Note 4 2016 24 639 4 503 21 712 1 308 3 629 55 791 2015 20 170 3 388 3 819 1 702 889 29 968 19 19 The Company has a pension scheme covering all employees at 31.12.2016. The pension scheme is funded and managed through an insurance company. A fixed bonus will be payed to all employees with reference the the 2016 result, in addition to the ordinary bonuses. The bonus has been provided for in the 2016 income statement and will be payed in 2017. The board's guidelines and principles for the determination of salary and other remuneration to the management group are included in the financial statements for the group. The accumulated cost of salaries, pensions and other benefits to senior employees and board members in 2016 were as follows: REMUNERATION TO SENIOR EMPLOYEES IN 2016 (TNOK) Salary Bonus Andreas Kvame (CEO) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO as from May 1, 2016) Total remuneration incl. social security costs 2 348 1 683 1 659 810 6 501 0 0 0 0 0 Accumulated, not yet paid Options exer- cised during year Other benefits 732 505 276 286 1 799 2 400 2 387 2 288 0 7 075 24 45 39 15 123 REMUNERATION TO BOARD MEMBERS IN 2016 (TNOK) Per Grieg jr. 1) Wenche Kjølås 2) Karin Bing Orgland 2) Asbjørn Reinkind 1) Ola Braanaas 1) Total remuneration incl. social security costs Total 5 504 4 621 4 261 1 111 15 498 419 262 262 288 234 1 466 1) The payment for work done in the remuneration committee is included in the remuneration to Per Grieg jr., to Asbjørn Reinkind, and to Ola Braanaas with NOK 14 267 each. 2) The payment for work done in the audit committee is included in the remuneration to Wenche Kjølås, and to Karin Bing Orgland with NOK 42 788 each. The amounts include social security costs. 96 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYThe accumulated cost of salaries, pensions and other benefits to the CEO, CFO, COO and board members in 2015 were as follows: REMUNERATION TO SENIOR EMPLOYEES IN 2015 (TNOK) Andreas Kvame (CEO as from 01.06.2015) Morten Vike (resigned as CEO 17.10.2014) Atle Harald Sandtorv (CFO) Knut Utheim (COO as from 01.04.2014) Total remuneration incl. social security costs Salary Bonus Accumu- lated, not yet paid*) Options exercised during year Other benefits 1 369 4 414 1 988 1 701 9 472 456 0 119 89 664 0 1 488 0 0 1 488 0 928 0 0 928 9 104 146 139 398 *) The amount consists of accumulated, not paid benefits to former CEO REMUNERATION TO BOARD MEMBERS IN 2015 (TNOK) Per Grieg jr. 1) Wenche Kjølås 2) Karin Bing Orgland 2) Asbjørn Reinkind 1) Ola Braanaas 1) Total remuneration incl. social security costs Total 1 834 6 934 2 253 1 929 12 950 405 245 245 274 222 1 392 1) The payment for work done in the remuneration committee is included in the remuneration to Per Grieg jr. with NOK 11 410, to Asbjørn Reinkind with NOK 11 410 and to Ola Braanaas with NOK 11 410. 2) The payment for work done in the audit committee is included in the remuneration to Wenche Kjølås with NOK 34 230 and to Karin Bing Orgland with NOK 34 230. The amounts include social security costs. SPECIFICATION OF AUDITOR´S FEE Statutory audit Tax advisory fee Other services Total 2016 958 99 6 2015 910 90 129 1 062 1 129 97 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 4 SHARE-BASED REMUNERATION (OPTIONS) The company has a share-based options programme for the management group and regional directors. The options’ strike price is the stock market price on the date of issue increased by 0.5% per month until exercise date. As at 31.12.2016 there are no equity options outstanding for exercise. Since 2009 the Company has issued cash-based options to the management group and regional directors. The last allocation was in 2016, totalling 300 000 options. The last exercise date is 1 June 2019. The options have 2 years’ duration, where 50% is vested each year. Employees taken on after the first allocation of options have been allocated options on taking up employment. The Black & Scholes option pricing model is used to calculate the market value. A brokerage firm is used to carry out the calculations. The table below illustrates the movement in outstanding options throughout 2015 and 2016. Outstanding options 31.12.2015 400 000 300 000 300 000 Granted options Exercised options Cancelled options Outstanding options at 31.12.2016 Of which cash-settled - - - 85 991 153 199 112 107 - 100 000 - - - - - 314 009 314 009 146 801 146 801 187 893 187 893 100 000 100 000 1 150 000 2 150 000 200 000 300 000 402 492 753 789 355 129 592 379 592 379 355 129 1 341 082 1 341 082 Outstanding options 31.12.2014 Granted options Exercised options Cancelled options Outstanding options at 31.12.2015 Of which cash-settled - 400 000 - 200 000 - 200 000 100 000 200 000 100 000 200 000 - - - - - - 400 000 400 000 - - 300 000 300 000 300 000 300 000 400 000 800 000 50 000 1 150 000 1 150 000 800 000 1 600 000 250 000 - 2 150 000 2 150 000 OVERVIEW 2016 Andreas Kvame (CEO) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO) Others Total OVERVIEW 2015 Andreas Kvame (CEO) Morten Vike (former CEO)* Atle Harald Sandtorv (CFO) Knut Utheim (COO) Others Total Option category Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement Option category Cash settlement Cash settlement Cash settlement Cash settlement Cash settlement *Morten Vike resigned 17 October 2014. 98 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY Expiry date: Year - month Strike price NOK per share as at 31.12.2016 Strike price NOK per share as at 31.12.2015 2016 - 06 2017- 06 2016 - 06 2017 - 06 2017 - 06 2018 - 06 2019 - 06 2019 - 06 - - - - - 27,90 27,90 79,22 24,97 24,97 24,99 24,99 31,55 26,27 26,27 - ALLOCATION: YEAR - MONTH 2013 - 12 2013 - 12 2014 - 04 2014 - 04 2014 - 07 2015 - 06 2015 - 06 2016 - 12 Total Cash based options available for exercise Weighted average outstanding contract period Options 2016 - - - - - 441 082 600 000 300 000 2015 150 000 150 000 50 000 100 000 100 000 800 000 800 000 1 341 082 2 150 000 2016 441 082 28,05 2015 450 000 24,93 2016 Option category Previous employees with exired option Equity Listed price on alloca- tion Calcu- lated value per option on allocation Calcu- lated total value on alloca- tion*) Total value of all options at 01.01.2016 Change in provision OB-IB *) Exer- cised options 2016 Acc. cost charged against equity at 31.12.2016 6 887 Book liability cash settle- ment at 31.12.2016 Andreas Kvame (CEO) Atle Harald Sand- torv (CFO) Atle Harald Sand- torv (CFO) Knut Utheim (COO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO) Other options allocated in 2013 Other options allocated in 2014 Other options allocated in 2014 Other options allocated in 2015 Other options allocated in 2016 Total Cash 25,50 3,36 1 342 579 2 356 2 400 Cash 22,22 3,94 394 639 -639 903 Cash Cash Cash 25,50 22,56 25,50 3,97 4,78 3,97 793 478 793 Cash 79,00 3,63 363 353 662 353 0 1 346 1 485 -662 1 950 1 945 338 41 - Cash 22,22 3,94 1 181 1 250 -1 250 3 823 Cash 22,56 4,24 424 Cash 28,90 4,20 420 315 206 -315 546 -206 2 143 Cash 25,50 3,60 2 876 1 282 3 030 1 465 *) The amounts are excluded of social security costs 99 Cash 79,00 3,34 669 9 734 0 75 - 5 639 5 721 15 052 6 887 11 360 2 935 - 1 699 0 2 298 41 0 0 0 4 312 75 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY2015 Option category Previous employees with exired option Equity Listed price on alloca- tion Calcu- lated value per option on allocation Calcu- lated total value on alloca- tion*) Total value of all options at 01.01.2015 Change in provision OB-IB *) Exer- cised options 2015 6 887 Acc. cost charged against equity at 31.12.2015 6 887 Book liability cash settle- ment at 31.12.2015 Andreas Kvame (CEO) Morten Vike (former CEO)** Atle Harald Sand- torv (CFO) Atle Harald Sand- torv (CFO) Knut Utheim (COO) Knut Utheim (COO) Other options allocated in 2013 Other options allocated in 2014 Other options allocated in 2014 Other options allocated in 2015 Total Cash 25,50 3,36 1 342 - 579 Cash 22,22 3,94 788 929 -929 813 Cash 22,22 3,94 394 491 148 Cash Cash Cash 25,50 22,56 25,50 3,97 4,78 3,97 793 478 793 - 429 - 353 233 353 Cash 22,22 3,94 1 181 957 293 Cash 22,56 4,24 424 397 -82 199 Cash 28,90 4,20 420 60 146 Cash 25,50 3,60 2 876 9 490 - 1 282 10 150 2 376 1 013 6 887 579 - 639 353 662 353 1 250 315 206 1 282 5 639 *) The amounts are excluded of social security costs **) Morten Vike resigned at 17 October 2014 ACCRUED COST IS DIVIDED AS FOLLOWS: Accrued cost cash settlement Exercised options during the year Total cost excl. employer's national insurance contributions National insurance contributions Total cost incl. employer's national insurance contributions 2016 5 721 15 052 20 977 939 2015 2 376 1 013 3 389 430 CLASSIFICATION IN STATEMENT Other provisions for liabilities Salary and social security costs / bank Accrued public expense 21 712 3 819 Salary and social security costs The costs related to cash-based remuneration in 2016 is TNOK 21 712. This is charged in the income statement as a personnel cost. National security contributions are provided for on an ongoing basis based on the fair value of the options. At 31 December 2016 outstanding options with the right to cash settlement were stated at TNOK 11 360, of which the total amount is stated as non-current liabilities. Options issued are cancelled when employment terminates. ESTIMATES USED IN CALCULATIONS ON ALLOCATION OF OPTIONS Anticipated volatility (%) Risk-free rate of interest (%) Estimated qualification period (years) 36,59 % 0,68 % 2,02 The estimated qualification period for the options is based on historical data, and does not necessarily represent an indication of the future. In order to estimate volatility, the management have applied historical volatility for comparable listed companies. 100 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 5 FINANCIAL INCOME AND FINANCIAL EXPENSES AMOUNTS IN NOK 1000 Interest income from group companies Other interest income Group contribution from subsidiaries Group contribution 2015, recognised 2016 Dividend Unrealised value changes derivatives, see note 9 Unrealised currency change, long-term loans from Group Net unrealised currency gains Total financial income Interest expenses from group companies Loan interest expenses Other interest expenses Unrealised currency change, long-term loans from Group Other financial expenses Net unrealised currency losses Total financial expenses 2016 46 916 63 713 301 11 467 8 071 9 287 0 0 789 106 0 60 157 1 666 90 228 530 66 692 219 272 2015 55 823 0 39 091 0 30 2 316 54 134 22 520 173 914 529 101 444 1 263 0 610 0 103 846 Net financial items 569 834 70 068 101 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 6 ACCOUNTS RECEIVABLE AMOUNTS IN NOK 1000 Accounts receivable at nominal value Provisions for bad debt Book value of accounts receivable at 31.12 Change in bad debts provision Bad debt realised Sum loss on accounts receivable charged in the accounts 2016 2015 19 0 19 0 0 0 0 0 0 0 0 0 102 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 7 OTHER RECEIVABLES/ OTHER CURRENT LIABILITIES Amounts in NOK 1000 OTHER CURRENT RECEIVABLES Prepaid expenses VAT Tax receivable from 2015 Deposit Nasdaq*) Other current receivables Other current receivables 31.12 2 016 1 215 2 138 502 0 171 4 025 2 015 599 1 672 0 1 513 262 4 046 *) Deposit Nasdaq is linked to the ongoing financial salmon price contracts. Grieg Seafood ASA enters into hedging contracts on behalf of Grieg Seafood Rogaland AS and Grieg Seafood Finnmark AS. OTHER CURRENT LIABILITIES Accrued interest Other accrued expenses Unrealised loss on interest rate swap contracts, see note 9 Unrealised loss on foreign currency contracts Other current liabilities Other current liabilities at 31.12 2 016 628 12 690 5 268 0 3 834 22 420 2 015 5 532 5 939 14 555 0 1 846 27 872 103 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 8 CASH AND CASH EQUIVALENTS AMOUNTS IN NOK 1000 Restricted deposits related to employees' tax deductions Restricted account Nasdaq *) Fixed interest rate deposit **) Other bank deposits Total 2016 1 242 0 160 000 222 039 383 281 2015 1 295 1 513 0 212 249 215 057 *) Restricted amounts relate to financial salmon price contracts. Grieg Seafood ASA enters into hedging contracts on behalf of Grieg Seafood Rogaland AS and Grieg Seafood Finnmark AS. **) Fixed interest rate deposit valid until January 2017, the contract was not renewed 104 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 9 FINANCIAL INSTRUMENTS TO FAIR VALUE AMOUNTS IN NOK 1000 Interest rate swap contracts (1 contract for a total of MNOK 400 maturing in 2019) Total financial instruments at fair value 2016 2015 ASSETS CURRENT LIABILITIES ASSETS CURRENT LIABILITIES 0 0 -5 268 -5 268 0 0 -14 555 -14 555 *) The amounts are exclusive of accrued interest totalling TNOK 17.1 (2015: TNOK 1,027) CHANGE IN FAIR VALUE POSTED AS FINANCIAL ITEMS Unrealised gain/loss on interest rate swaps Net unrealised gain/loss on financial instruments 2016 9 287 9 287 2015 2 316 2 316 105 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 10 INVESTMENTS IN SUBSIDIARIES AMOUNTS IN NOK 1000 SUBSIDIARIES Grieg Seafood Rogaland AS Grieg Seafood Canada AS Grieg Seafood Finnmark AS Registered office - country Registered office - location Norway Norway Norway Bergen Bergen Alta Grieg Seafood Shetland Ltd UK Shetland Ocean Quality AS Norway Bergen Ownership/ voting share Equity at 31.12.2016 100 % 100 % 100 % 100 % 60 % 574 132 68 461 638 666 199 039 48 038 Profit/loss 2016 330 813 -32 313 137 116 753 62 759 Book value 223 497 138 252 400 481 458 750 6 000 Book value of subsidiaries at 31.12 1 528 336 823 430 1 226 980 106 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 11 INVESTMENTS IN SHARES AMOUNTS IN NOK 1000 INVESTMENTS IN SHARES Finnøy Næringspark AS DNB Global Allokering Codfarmers ASA CO2 AS Norsk Villaksforvaltning Fiskeriforum Vest Book value of shares at 31.12 Registered office - country Registered office - location Ownership/ voting share Norway Norway Norway Norway Norway Norway Finnøy Oslo Oslo Lindås Førde Bergen 7,14 % 0,00 % 0,00 % 10,00 % 15,15 % 20,00 % No. of shares Acquisition cost Book value 100 3 038 500 2 5 20 103 630 156 20 50 16 103 464 4 20 50 16 656 107 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 12 INTANGIBLE ASSETS AMOUNTS IN NOK 1000 2016 Book value at 01.01 Intangible assets acquired Amortisation Book value at 31.12 As at 31.12. Acquisition cost Accumulated amortisation Book value at 31.12 Economic lifetime/amortisation plan 2015 Book value at 01.01. Intangible assets acquired Amortisation Book value at 31.12 As at 31.12. Acquisition cost Accumulated amortisation Book value at 31.12 SOFTWARE 16 651 4 284 -3 516 17 419 37 148 -19 729 17 419 3 - 10 years SOFTWARE 11 320 9 161 -3 830 16 651 32 864 -16 213 16 651 Economic lifetime/amortisation plan 3 - 10 years 108 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 13 TANGIBLE FIXED ASSETS AMOUNTS IN NOK 1000 2016 Book value at 01.01 Tangible fixed assets acquired Sale tangible fixed assets (book value) Depreciation Depreciation of fixed assets sold Book value at 31.12. As at 31.12. Acquisition cost Accumulated depreciation Book value at 31.12 Economic lifetime/amortisation plan 2015 Book value at 01.01 Tangible fixed assets acquired Depreciation Book value at 31.12 As at 31.12. Acquisition cost Accumulated depreciation Book value at 31.12 Economic lifetime/amortisation plan 109 PLANT, EQUIPMENT AND OTHER FIXTURES ETC. 4 814 3 018 -72 -1 854 66 5 972 15 976 -10 004 5 972 3-5 years PLANT, EQUIPMENT AND OTHER FIXTURES ETC. 3 908 2 351 -1 446 4 814 13 030 -8 216 4 814 3-5 years GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 14 SHARE CAPITAL AND SHAREHOLDER INFORMATION SHARE CAPITAL: As at 31 December 2016 the company had 111 662 000 shares with a nominal value of NOK 4 per share. All shares issued by the company are fully paid up. There is one class of shares and all shares have the same rights. In June 2011 the company purchased 1 250 000 of its own shares for NOK 14.40 per share. Holdings of treasury shares 31.12.2015 Change in share capital (TNOK) Nominal value (NOK) Total share capital (TNOK) No. of ordinary shares 4,00 4,00 446 648 111 662 000 -5 000 -1 250 000 441 648 110 412 000 THE LARGEST SHAREHOLDERS OF GRIEG SEAFOOD ASA No. of shares Shareholding No. of shares Shareholding GRIEG HOLDINGS AS FOLKETRYGDFONDET OM HOLDING AS YSTHOLMEN AS MORGAN STANLEY AND CO INTL PLC STATE STREET BANK AND TRUST CO. VERDIPAPIRFONDET PARETO INVESTMENT ARTIC FUNDS PLC GRIEG SEAFOOD ASA THE BANK OF NEW YORK MELLON SA/NV DNB NOR MARKETS NORDEA BANK NORGE ASA KONTRARI AS Total - largest shareholders Other shareholders with shareholding less than 1% 31.12.16 55 801 409 31.12.16 49,97 % 31.12.15 55 801 409 3 390 000 3 105 000 2 928 197 2 067 749 1 814 836 1 711 000 1 397 000 1 250 000 1 241 277 105 841 - - 3,04 % 2,78 % 2,62 % 1,85 % 1,63 % 1,53 % 1,25 % 1,12 % 1,11 % 0,09 % 0,00 % 0,00 % 74 812 309 36 849 691 67,00 % 33,00 % - 2 610 000 2 928 197 206 1 305 901 598 695 - 1 250 000 281 741 22 188 875 6 605 998 5 862 763 99 433 785 12 228 215 31.12.15 49,97 % 0,00 % 2,34 % 2,62 % 0,00 % 1,17 % 0,54 % 0,00 % 1,12 % 0,25 % 19,87 % 5,92 % 5,25 % 89,05 % 10,95 % Total shares 111 662 000 100,00 % 111 662 000 100,00 % 110 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYSHARES CONTROLLED BY BOARD MEMBERS AND GROUP MANAGEMENT: No. of shares Shareholding No. of shares Shareholding 31.12.2016 31.12.2016 31.12.2015 31.12.2015 BOARD OF DIRECTORS: Per Grieg jr. *) Wenche Kjølås (Jawendel AS) Asbjørn Reinkind (Reinkind AS) Karin Bing Orgland Ola Braanaas GROUP MANAGEMENT: Andreas Kvame (CEO) Atle Harald Sandtorv (CFO) Knut Utheim (COO) Kathleen O. Mathisen (CHRO) 59 138 799 52,96 % 60 786 561 54,44 % 7 000 120 000 - - 29 000 30 661 12 400 0 0,01 % 0,11 % 0,00 % 0,00 % 0,03 % 0,03 % 0,01 % 0,00 % 7 000 120 000 - - 0 45 500 0 0 0,00 % 0,11 % 0,00 % 0,00 % 0,00 % 0,04 % 0,00 % 0,00 % *) THE SHARES OWNED BY THE FOLLOWING COMPANIES ARE CONTROLLED BY PER GRIEG JR. AND FAMILY Grieg Holdings AS Grieg Shipping II AS Ystholmen AS Grieg Ltd AS Kvasshøgdi AS Per Grieg jr. privat Total shares 55 801 409 49,97 % 55 801 409 49,97 % - 3 105 000 217 390 - 15 000 0,00 % 2,78 % 0,19 % 0,00 % 0,01 % 824 565 2 928 197 217 390 1 000 000 15 000 0,74 % 2,62 % 0,19 % 0,90 % 0,01 % 59 138 799 52,96 % 60 786 561 54,44 % 111 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY NOTE 15 TAXES AMOUNTS IN NOK 1000 BASIS FOR TAX PAYABLE ARISES AS FOLLOWS: Profit before taxes Recognised share dividends Net other permanent differences Change in temporary differences Adjustment of Group contribution 2015 Group contribution received/provided Taxable profit Group contribution received Basis for tax expense for the year 25 % (27 %) tax payable SPESIFICATION OF DEFERRED TAX BASIS TEMPORARY DIFFERENCES Fixed assets Profit and loss account Cash-based options Long-term debt/amortised cost Revaluation account non-current liabilities Financial instruments Net temporary differences/ basis for deferred tax in balance sheet Carryforwards Unutilised credit allowance/dividend payments Basis for deferred tax in balance sheet Deferred tax assets 25% (27%) Change in deffered tax assets due to change in tax rate 24 % (25 %) Deferred tax/deferred tax assets in balance sheet SPECIFICATION OF TAX CHARGE Tax payable Change in deferred tax, previous rate Change in deferred tax due to change of rate Tax effect of foreign tax not credited Norwegian tax Correction of contributions for 2015, tax effect Tax expense in income statement 112 2016 517 678 -8 071 -655 86 612 -11 467 -713 301 -129 203 713 301 584 098 146 024 2016 3 832 1 551 -12 962 5 126 66 891 -5 268 59 170 0 0 2015 51 015 -30 -563 -50 423 0 -39 091 -39 091 39 091 0 0 2015 1 871 1 939 -6 302 6 739 157 118 -15 582 145 783 0 0 CHANGE 1 961 -388 -6 660 -1 613 -90 227 10 315 -86 612 - - -86 612 59 170 145 783 14 792 -592 14 201 2016 146 024 -21 653 -592 2 451 3 278 39 361 -2 916 36 446 2015 0 13 614 -2 916 676 0 129 509 11 374 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYRECONCILIATION OF TAX EXPENSE Profit before taxes Estimated tax 25 % (27 %) Tax expense in income statement Difference THE DIFFERENCE CONSISTS OF THE FOLLOWING: 25 % (27 %) of permanent differences Tax effect of foreign tax not credited Norwegian tax Change in contribution previous years, tax effect Change in tax/deferred tax due to change of rate Total explained difference 2016 517 678 -129 419 129 509 90 -5 048 2 451 3 099 -592 -90 2015 51 015 13 774 -11 374 2 400 152 364 0 -2 916 -2 400 113 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 16 GUARANTIES Grieg Seafood ASA served as guarantor on behalf of Ocean Quality UK Ltd and Ocean Quality North America Inc in connection with sales contracts towards customers. The total amounts are EUR 250,000 and USD 3,000,000, respectively. 114 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 17 RELATED PARTIES AMOUNTS IN NOK 1000 2016 Total related parties - group companies Total related parties - shareholders Operating income Operating expenses Financial income Financial expenses Long- term receiv- ables Accounts receivable Current receiv- ables Accounts payable Other current liabilities 55 997 0 46 916 -6 601 032 37 520 1 240 578 -34 201 -633 576 0 7 356 0 0 0 19 11 0 -283 Total 55 997 7 356 46 916 -6 601 032 37 539 1 240 589 -34 201 -633 859 2015 Total related parties - group companies Total related parties - shareholders Operating income Operating expenses Financial income Financial expenses Long- term receiv- ables Accounts receivable Current receiv- ables Accounts payable Other current liabilities 52 351 782 55 823 -529 691 259 4 827 903 345 -26 511 0 0 5 373 0 0 0 0 0 0 -492 Total 52 351 6 155 55 823 -529 691 259 4 827 903 345 -26 511 -492 The company purchases services from companies controlled by Grieg Seafood ASA´s majority shareholder, Grieg Holdings AS. These services include: • Services related to ICT and other functions such as book-keeping, canteen, reception etc., provided by Grieg Group Resources AS on an arm’s length basis. • Grieg Seafood ASA rents its offices from Grieg Gaarden AS. The rent is based on the arm’s length principle. The parent company provides a range of services to the subsidiaries. The services include administrative services and services related to the parent provision of non-current loans and short-term credit facilities to the subsidiaries. The interest is on an arm´s length basis. As from 2015, Ocean Quality AS is classified as a subsidiary of Grieg Seafood ASA. Grieg Seafood ASA enters into hedging contracts on behalf of Grieg Seafood Rogaland AS and Grieg Seafood Finnmark AS. The arrange- ment is intended to reduce these companies´ exposure to salmon prices. The agreements with the subsidiaries are priced on the basis of a “back to back” arrangement. 115 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY NOTE 18 NET INTEREST-BEARING DEBT The Company has a syndicated loan provided 50/50 by DNB and Nordea. The financing agreement consists of a total frame of MNOK 1.910 including a long-term credit facility of MNOK 700. At year-end the credit line was not utilised. The financing agreement includes covenants related to consolidated equity of 35% (in the Group, not including Ocean Quality), a revolving NIBD/EBITDA ratio of 5.0 if the book equity ratio is higher than 40% and 4.5 if the book equity ratio is between 35% and 40%. As at 31.12.2016 the NIBD/EBITDA ratio for the group is 0.7, not including Ocean Quality. Hence, at year-end the group was in fully in compliance with all covenants. AMOUNTS IN NOK 1000 NON-CURRENT LIABILITIES Liabilites to credit institutions before amortisation effect Long-term credit facility *) Amortised cost Total interest-bearing non-current liabilities SHORT-TERM DEBT Short-term credit facility *) Share of current portion of long term borrowing Total interest-bearing current liabilities Gross interest-bearing liabilities Bank deposits Loans to subsidiaries Net interest-bearing liabilities 2016 985 000 0 -5 126 979 874 2016 0 90 000 90 000 1 069 874 383 281 494 733 191 859 2015 1 075 000 450 000 -6 739 1 518 261 2015 0 90 000 90 000 1 608 261 215 057 864 945 528 259 *)The company has in 2016 a total long-term credit facility of MNOK 700. As at 31.12.2016 there was no draw-down. 116 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYMATURITY PROFILE - NON- CURRENT LIABILITIES Long-term loan Long-term credit facility Total LIABILITIES SECURED BY MORTGAGE Liabilities to credit institutions Total liabilities BOOK VALUE OF ASSETS PLEDGED AS SECURITY Shares in subsidiaries Fixed assets Accounts receivable Loans to subsidiaries Total assets pledged as security 2016 90 000 90 000 889 874 2017 2018 2019 SUBSEQU. SUM 90 000 90 000 889 874 0 0 0 0 0 1 069 874 0 1 069 874 2016 2015 1 069 874 1 608 261 1 069 874 1 608 261 1 226 980 1 226 980 5 972 4 814 19 0 494 733 864 945 1 727 705 2 096 739 TYPE OF DEBT Currency Syndicated long-term loan NOK Syndicated loan revolving credit NOK Interest rate Floating Floating Total 2016 2015 Current portion Non- current portion Current portion Non- current portion 90 000 979 874 90 000 1 518 261 0 0 0 0 90 000 979 874 90 000 1 518 261 Maturity 06/2019 06/2019 Syndicated long-term loan Syndicated loan revolving credit (non-current) 1 069 874 1 069 874 0 0 Total loans 1 069 874 1 069 874 0 0 0 31.12.16 NOK CAD GBP USD Average interest rate 2016 3,53 % 2015 4,70 % 117 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYNOTE 19 POST-BALANCE SHEET EVENTS Since the closing of accounts at year-end 2016 there have been no events which could materially affect the accounts for 2016. 118 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYTo the General Meeting of Grieg Seafood ASA Independent Auditor’s Report Report on the Audit of the Financial Statements Opinion We have audited the financial statements of Grieg Seafood ASA. The financial statements comprise: • The financial statements of the parent company, which comprise the balance sheet as at 31 December 2016, and the income statement, statement of changes in equity and cash flow statement for the year then ended, and notes to the financial statements, including a summary of significant accounting policies, and • The financial statements of the group, which comprise the balance sheet as at 31 December 2016, and income statement, statement of comprehensive income, statement of changes in equity, cash flow for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion: • The financial statements are prepared in accordance with the law and regulations. • The accompanying financial statements give a true and fair view of the financial position of the parent company as at 31 December 2016, and its financial performance and its cash flows for the year then ended in accordance with the Norwegian Accounting Act and accounting standards and practices generally accepted in Norway. • The accompanying financial statements give a true and fair view of the financial position of the group as at 31 December 2016, and its financial performance and its cash flows for the year then ended in accordance with International Financial Reporting Standards as adopted by the EU. Basis for Opinion We conducted our audit in accordance with laws, regulations, and auditing standards and practices generally accepted in Norway, included International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Company as required by laws and regulations, and we have fulfilled our other 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 opinion. Key Audit Matters Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial statements of the current period. These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. PricewaterhouseCoopers AS, Sandviksbodene 2A, Postboks 3984 - Sandviken, NO-5835 Bergen T: 02316, org.no.: 987 009 713 VAT, www.pwc.no State authorised public accountants, members of The Norwegian Institute of Public Accountants, and authorised accounting firm 119 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY Auditor's Report - 3 April 2017 - Grieg Seafood ASA Key Audit Matter How our audit addressed the Key Audit Matter Measuring of biological assets (See also note 2 and 7 for further information about biological assets.) As described in the accounting policies notes, Grieg Seafood ASA measures the Group’s biological assets at fair value in accordance with IAS 41. Biological assets include inventories of broodstock, smolt and live fish held for harvesting purposes. The biological assets are by nature difficult to count, observe and measure due to lack of sufficiently accurate measuring techniques that at the same time does not affect fish health. Therefore, we have focused on measuring the inventory of biological assets (biomass), emphasizing live fish held for harvesting purposes, which constitute the major part of the Group’s biological assets. Biomass in the sea has direct influence on the valuation; see more about this in the paragraph «Valuation of biological assets at fair value» below. The Group’s biomass system shows the number of fish, average weight and biomass per site. We have directed our effort at the movement in biological inventory (in numbers) in the period. The movement is the sum of smolt stocked, loss of fish and harvested fish for the period. We have reviewed the Group’s processes for controlling the number of fish stocked. For a selection of stocking we have tested the control by tracing the number of fish at stocking back to underlying documentation; vaccination documentation for internally produced smolt and invoices for purchase of external smolt. Our procedures did not identify any material deviations. The growth in the period is connected to the total feed consumption and is closely associated with purchase of feed. We have reviewed the Group’s control for reconciliation of feed inventory and have obtained external confirmation from feed suppliers in order to verify purchased volume. We have also assessed recorded accumulated feed factor for live fish held for harvesting purposes and obtained explanations from management and further documentation for sites with significantly either higher or lower feed factor than expected. Our procedures substantiated that the growth for the year was reasonable. In order to challenge the historical accuracy of management’s biomass estimates we have reviewed the harvest deviation for the period. We found the accumulated deviations to be as expected. 120 (2) GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY Auditor's Report - 3 April 2017 - Grieg Seafood ASA Valuation of biological assets at fair value (See also note 2 and 7 for further information about biological assets.) The Group measures biological assets at fair value in accordance with IAS 41. Valuation of biological assets is important for the understanding of the financial statements. The fluctuations in the fair value estimate that occur due to, for instance, changes in the market price, may have significant impact on the period’s operating result. The Group therefore shows the effect of fair value adjustments for biological assets as a separate line item before operating result (EBIT). We focused on the valuation of this item due to the size of the amount (MNOK 2 460 per 31.12.2016), the complexity of the calculation and because the estimate involves judgement. We challenged management’s model for calculation of fair value of biological assets by assessing the model against the criteria in IAS 41 and IFRS 13. We found that the model includes the elements that the accounting standards require. We checked whether the biomass that formed the basis for the Group’s model corresponded with the Group’s biomass system and controlled that the model made the mathematical calculations as intended. After having assured that these fundamental were in place, we assessed whether the price assumptions that management used in the model were reasonable. We assessed the price assumptions against observable spot- and/or forward prices from FishPool and other observable markets. We found management’s price assumptions to be reasonable. We challenged management’s assumptions for future mortality and expected production cost by assessing these factors against industry data and the Group’s historical results. We found the assumptions to be in line with industry data and historical results. Other information Management is responsible for the other information. The other information comprises the Board of Directors’ report, principles of Corporate Governance and information in the Group’s Sustainability Report, but does not include the financial statements and our auditor's report thereon. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we 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. 121 (3) GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY Auditor's Report - 3 April 2017 - Grieg Seafood ASA Responsibilities of the Board of Directors and the Managing Director for the Financial Statements The Board of Directors and the Managing Director (management) are responsible for the preparation and fair presentation of the financial statements of the parent company in accordance with Norwegian Accounting Act and accounting standards and practices generally accepted in Norway, and for the preparation and fair presentation of the financial statements of the group in accordance with International Financial Reporting Standards as adopted by the EU, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Company’s and the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern. The financial statements of the parent company use the going concern basis of accounting insofar as it is not likely that the enterprise will cease operations. The financial statements of the group use the going concern basis of accounting unless management either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with laws, regulations, and auditing standards and practices generally accepted in Norway, including ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with laws, regulations, and auditing standards and practices generally accepted in Norway, included International Standards on Auditing (ISAs), we exercise professional judgment and maintain professional scepticism throughout the audit. We also: • identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error. We design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control. • evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. 122 (4) GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY Auditor's Report - 3 April 2017 - Grieg Seafood ASA • • • conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Company to cease to continue as a going concern. evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion. We communicate with the Audit Committee regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit We also provide the Audit Committee with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards. From the matters communicated with the Audit Committee, we determine those matters that were of most significance in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication. 123 (5) GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY Auditor's Report - 3 April 2017 - Grieg Seafood ASA Report on Other Legal and Regulatory Requirements Opinion on the Board of Directors’ report Based on our audit of the financial statements as described above, it is our opinion that the information presented in the Board of Directors’ report and in the statements on Corporate Governance and Corporate Social Responsibility concerning the financial statements, the going concern assumption, and the proposal for the allocation of the profit is consistent with the financial statements and complies with the law and regulations. Opinion on Registration and Documentation Based on our audit of the financial statements as described above, and control procedures we have considered necessary in accordance with the International Standard on Assurance Engagements (ISAE) 3000, Assurance Engagements Other than Audits or Reviews of Historical Financial Information, it is our opinion that management has fulfilled its duty to produce a proper and clearly set out registration and documentation of the company’s accounting information in accordance with the law and bookkeeping standards and practices generally accepted in Norway. Bergen, 3 April 2017 PricewaterhouseCoopers AS Jon Haugervåg State Authorised Public Accountant Note: This translation from Norwegian has been prepared for information purposes only. 124 (6) GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY GRIEG SEAFOOD APM ALTERNATIVE PERFORMANCE MEASURES Grieg Seafood Group applies APMs (alternative performance measures) to demonstrate corporate achievements in the most relevant and informative way possible to our users. APMs listed below have been applied consistently over time, with one exception: Calculation of net interest bearing debt excl. factoring. Starting with Q1 reporting in 2016, figures showing Bremnes Fryseri AS´ share of bank in Ocean Quality AS, as well as factoring, are omitted. The perfomance measure is used to calculate NIBD/EBITDA share, which represents one of the covenants required by the bank syndicate, where Ocean Quality AS is not consolidated into the calculation. The revised method of Q1 2016 will apply to future calculations of NIBD/EBITDA shares under the loan terms. 125 GRIEGSEAFOOD 2 0 1 6 PARENT COMPANYALTERNATIVE PERFORMANCE MEASURE (APM) EBIT NO. 1 DEFINITION AND CALCULATION Unless otherwise specified, EBIT (earnings incl. amortisation and depreciation) is prior to fair value adjustment. This applies to all key figures where EBIT is a component, including: EBIT/ kg (NOK) EBIT/ kg GWE REASON FOR APPLYING APM EBIT before fair value adjustment provides a more informative result as it does not take into account future gains or losses on fish not yet sold at the point of fair value adjustment. In addition, it provides an industry measure. EBIT before fair value adjustment of biological assets Operating profit incl. amortisation and depreciation, excl. fair value adjustment of biological assets This is the mandatory financial measure according to standard 2 3 4 EBITDA before fair value adjustment of biological assets Equity ratio excluding Ocean Quality 5 NIBD/EBITDA 6 ROCE EPS API In-bath treatment 7 8 126 Unless otherwise specified, EBITDA (oper- ating profit) is calculated before fair value adjustment of biological assets. This applies to all key figures where EBITDA is a compo- nent, including: EBITDA (%) EBITDA margin EBITDA margin – terminal value NIBD/EBITDA Equity ratio is calculated both with and without Ocean Quality, due to bank syndicate equity demands exclusive of the consoli- dated Ocean Quality. Equity ratio excl. Ocean Quality is solely considering Grieg Seafood companies, pertaining to both equity and total liability. Net interest bearing debt (NIBD) comprises long-term and current debt to financial institutions, after deducting cash and cash equivalents. NIBD is calculated in two ways: 1) Including all long-term and current debt to credit institutions 2) According to covenants required by the bank syndicate. When calculating NIBD according to covenants the factoring debt is not included. Furthermore, cash and cash equivalents are reduced with an amount corresponding to Bremnes Fryseri AS’ share of OQ AS’ bank deposits. For both versions, EBITDA is before fair value adjustments of biological assets. Corresponds to return on capital employed before fair value adjustment of biological assets. Denominator is NIBD excluding Ocean Quality. Calculation: ROCE= (EBIT)/(annual average NIBD+annual average equity excluding fair value adjustment of biological assets) EPS (Earnings per share) = (net profit after taxes minus shares of non-controlling inter- ests)/ number of shares API (=Amount of pharmaceutical ingredient) Antibiotics = amount of antibiotics defined as an agent measured in grams per ton produced live weight fish. API = grams per ton LWE EBITDA before fair value adjustment provides a more informative result as it does not take into account future gains or losses on fish not yet sold at the balance sheet date, contrary to fair value adjustment. In addition, it provides an industry measure. Applied to measure the company´s solidity, according to the Group´s covenant requirements. We extract a share of OQ from interest bearing debt, as it is not interest bearing debt according to cove- nant definitions. Fair value adjustment of biological assets is extracted as this is a highly volatile variable. The company has limited influence on price, which is an important factor in the calculation. Measurement figure in relation to financial standard The perfomance measure provides a better indicator of the proportion of antibiotics used in production. GRIEGSEAFOOD 2 0 1 6 PARENT COMPANY

Continue reading text version or see original annual report in PDF format above