S O P H E O N
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9
A N N U A L R E P O R T
Where innovation means business™
Sopheon is an international provider of software and services.
Sopheon’s software applications automate product development
and strategic product planning, delivering efficiencies
and decision support that enable companies to generate
more revenue and profit from product innovation.
Summary Results and Trends ................................. 5
Auditors’ Report .....................................................22
Statement from the Chairman and
Chief Executive Officer ........................................... 6
Financial and Operating Review ............................ 8
Consolidated Income Statements .......................24
Consolidated and Company
Balance Sheets .........................................................25
Product and Market Overview ............................11
Directors and Advisors .........................................16
Report on Directors’ Remuneration .................17
Directors’ Report ...................................................18
Statement of Directors’ Responsibilities ...........21
Consolidated and Company
Cash Flow Statements ...........................................26
Consolidated and Company Statements
of Changes in Equity ..............................................27
Notes to the Financial Statements .....................28
Sopheon's software solves the challenge of synchronizing
innovation planning and execution – an industry first –
with new capabilities that address the needs of a growing
range of companies.
Summary Results and Trends
2009
2008
2007
2006
2005
£'000
Revenue
£'000
EBITDA
Profit before tax
£'000
Earnings per share pence
£'000
Net assets
£'000
Gross cash
£'000
Working capital
Long-term liabilities £'000
8,260
(195)
(1,494)
(1.03)
2,685
1,624
2,001
(1,222)
9,304
1,120
44
0.02
6,332
113
(443)
(0.32)
6,045
33
(303)
(0.23)
4,664
(746)
(1,236)
(0.94)
4,268
2,586
3,068
(1,105)
3,310
2,053
2,140
(1,195)
1,620
1,034
1,667
1,951
1,970
1,932
-
-
Working capital is calculated as net current assets after adding back deferred income.
Much in line with the majority of businesses across the world, 2009 was a tough
year for Sopheon. After reporting growth approaching 50 percent the year before,
a fall of 11 percent in the top line was disappointing and had a marked impact on
the bottom line.
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40
20
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2002
2003
2004
2005
2006
2007
2008
2009
During 2009 we grew our customer base to 168 licensees.
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£
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10000
9000
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7000
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2002
2003
2004
2005
2006
2007
2008
2009
Recurring revenue base
Total revenues
License extension orders
We have grown our business by an annualized average of 29
percent since the launch of Accolade. 2009 was a tough year for
new sales, but business from our existing customers was solid
and represented 85 percent of total revenues.
6
STATEMENT FROM THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER
S T A T E M E N T F R O M T H E C H A I R M A N
A N D C H I E F E x E C U T I V E O F F I C E R
Performance
Much in line with the majority of businesses across the world, 2009 was a tough year for Sopheon with revenues of £8.3m.
This compares to £9.3m in 2008, and £6.3m in 2007. After reporting growth approaching 50 percent the year before, this
fall of 11 percent was clearly disappointing. The impact on our bottom line was marked, with an EBITDA loss of £0.2m
compared to £1.1m profit the year before, and a loss after tax of £1.5m compared to a breakeven position for 2008. In
response to these shifts in performance, we took decisive cost actions during 2009, and have reduced staffing from 105 to
85 over the year.
In our half year results for 2009 we signalled the challenging nature of the business environment, but in the latter part of
the year we noted some evidence of improvement, with the potential for a good recovery in the final quarter of 2009. This
proved to be the case, with 21 new and extension license orders in the fourth quarter, compared to a total of 27 for the
first three quarters. In addition to the improvement in sales, the careful adjustments that we made to our cost base earlier
in 2009 contributed to a positive EBITDA result for the second half of the year.
Total license transactions including extension orders were 48 in 2009 compared to 53 in 2008. We entered 2009 with
a licensee base of 157 companies, and grew this to 168 by the end of the year. Total business from existing customers
represented 85 percent of revenues in 2009 compared to 65 percent in 2008; this underlines the strength of our customer
base and the value that our customers ascribe to their Sopheon solutions.
From a geographical standpoint, the relative importance of the US rose from 64 percent to 69 percent, with Dollar
strength playing a role in the increase. Reseller partners accounted for 9 percent of revenues, down from 11 percent the
year before. Accolade® Vision Strategist™ contributed approximately 12 percent of total revenues during 2009 compared
to 13 percent in 2008. Many of our customers were affected by the economic difficulties, and we did experience some
terminations of maintenance and rental contracts during the year. However, when offset by new orders received, the base
of recurring revenue remained steady at £3.7m coming into 2010, the same as in 2009. By comparison, we entered 2008
with recurring revenues totaling £2.6m.
At the date of this report, full-year 2010 revenue visibility incorporating booked revenue, contracted services business and
the run rate of recurring contracts already stands at £4.8m. Revenue visibility is more fully defined in Note 4.
Clearly, our growth was interrupted in 2009. We believe that the fourth quarter showed positive signs of a return to
better times. However, our business performance remains subject to the timing and size of relatively small number of
transactions. This ongoing challenge, combined with the continuing economic uncertainties lead us to adopt a prudent
stance in planning our operations.
Strategy and Product
Our investment and progress in both product and marketing during the course of 2009 reflect our goal of continued
leadership of our chosen markets. In May, we launched Accolade Idea Lab™ in partnership with Hype GmbH, bringing to
Accolade® is a registered trademark of Sopheon plc.
Vision StrategistTM, Process Manager™ and Idea Lab™ are trademarks of Sopheon plc.
STATEMENT FROM THE CHAIRMAN AND CHIEF EXECUTIVE OFFICER
7
market the first integrated solution that not only facilitates generation and development of ideas, but makes it possible to
seamlessly move those ideas into product development for execution. During October, we completed a major new version
of our Accolade Vision Strategist roadmapping software. Principal advances include greater ease of use, and increased
support for collaboration throughout the product planning process. We have also been making significant changes to our
core innovation process management software. These changes include a number of product extensions fulfilling short-term
market requirements that will not only benefit our existing client base but also expand our differentiation, and deepen our
value proposition.
In conjunction with product advancements, we have invested in new marketing capabilities that leverage emerging channels
such as social media. These new practices have the promise to fundamentally transform the way in which we identify,
create and nurture relationships with existing and potential customers. We have also worked hard to improve the strength
of our partner relationships through the tough economy, both at the reseller level and at the strategic level. We expect this
to bear fruit in 2010.
Major analyst organizations like Forrester, Gartner and IDC continue to see traction and opportunity in our chosen market.
In December 2009, Forrester noted increasing interest and investment in project portfolio management tools for product
development, and in the same month Gartner noted that software that supports product strategy and planning is gaining
attention as a segment of the PLM (Product Lifecycle Management) software market. Forrester also identified Sopheon as
one of the clear market share leaders in the PPM space.
People
One of Sopheon’s proven market differentiations is the deep domain expertise our people have gained around Innovation
Governance. This knowledge and experience has been created over many years from working with industry leading
companies on this emerging business process. We are very proud of the commitment that our staff have shown in
achieving leadership in this area, and in maintaining it through the cost adjustments implemented during the last year. We
are confident that we have protected and continue to grow this very important competency in our people, while also
continuing to invest in our internal best practices and our knowledge sharing programs.
Sopheon’s executive management team, which has been in place for several years, consists of five members. Our CFO
Arif Karimjee and the two of us serve on the team, and also act as executive directors. Our CTO Paul Heller, and vice
president of research Huub Rutten, complete the group. Executive management is complemented by a strong operational
management team that leads the marketing, sales and professional services functions. The Sopheon plc board is made
up of the three executive directors, augmented by three non-executive directors who bring a wealth of knowledge and
experience to our business. Details about each of us are on the inside back cover of this report.
Outlook
We entered 2009 cautiously optimistic, but with tight operational plans that made spending contingent on historic and
forecasted revenue performance on a quarter-by-quarter basis. As events turned out, our caution was well founded and
the second and third quarters of the year proved particularly challenging. We made immediate cost adjustments, but have
been very careful to preserve our ability to fully pursue our promising sales pipeline. This remains very active, and leads us
to believe that the improvements in the final quarter of 2009 are persisting. Nevertheless, in this environment it is tough
to predict growth with accuracy. Accordingly we approach 2010 with the same mindset as 2009. We recognize, as before,
that this approach may restrict our growth trajectory in the short-term, but it will nevertheless underpin all hiring and
expenditure decisions.
Strategically, we believe Sopheon’s position continues to strengthen. Innovation remains a key priority at many
corporations. We are the only vendor that can offer customers a total solution for governance of innovation, covering
both strategy and execution, while fully integrating an ideation platform. We have 168 customers under license, with strong
representation from our core target vertical markets of chemicals, food and beverage, consumer products and defense.
We are also gaining footholds in the high-technology and medical device sectors. Our existing customers contributed 85
percent of revenues, and 70 percent of new orders during the year, validating the benefits of our solutions. During the
year, organizations such as Novartis, PepsiCo, the U.S. Army, SABMiller, ConAgra, Bostik and Bell Helicopter extended their
investment in Sopheon's products.
Sales cycles continue to be extended, with an increased number of approvals required to get each transaction concluded.
However, revenue visibility for 2010 already stands at £4.8m and our sales pipeline remains resilient. Our final quarter of
last year saw a return to decent levels of business, and was profitable. Accordingly, while we continue to adopt a prudent
stance, we remain excited about our recent developments, and about our future.
Barry Mence
Executive Chairman
24 March 2010
Andy Michuda
Chief Executive Officer
8
FINANCIAL AND OPERATING REVIEW
F I N A N C I A L A N D O P E R A T I N G R E V I E W
Trading Performance
Sopheon’s consolidated revenue in 2009 was £8.3m compared to £9.3m in 2008, a reduction of 11 percent. From
a geographical standpoint, the fall was more pronounced in our European markets, although the reduction in US
performance was offset to a degree by the relative strengthening of the US Dollar compared to Sterling. As a proportion
of overall revenue, the US markets accounted for 69 percent in 2009 compared to 64 percent in 2008.
Total license transactions including extension orders were 48 in 2009 compared to 53 in 2008, a reduction of 9 percent.
License transactions included 10 relating to the Accolade Vision Strategist solution, acquired with the Alignent business
in June 2007. Overall, the former Alignent business contributed approximately 12 percent of total revenues during 2009
compared to 13 percent in 2008.
The annualized average growth of the business since the launch of Accolade is approximately 29 percent.
Business Mix
Overall, in 2009 our business delivered a 32:42:26 ratio of license, maintenance, service respectively compared to
45:28:27 in the prior year. The maintenance category also includes revenue derived from hosting services. In addition to
the small drop in volumes year over year, the average value of each transaction fell, further contributing to the relative
fall in the proportion of revenues derived from license sales. The smaller size of each transaction also impacted services
revenues, which rose slightly as a proportion of total revenues, but fell in absolute terms.
An important factor in such tough economic times is the strength of customer relationships, and approximately 70
percent of the value of orders (excluding recurring revenues) in 2009 was derived from our existing customers. Indeed,
services revenue from existing customers went up during the year from £1.3m in 2008 to £1.6m in 2009. We continue
to expect that in time, services will moderate as a proportion of our total revenues by the effect of license business
coming through partners, for which associated services work is unlikely to be performed by Sopheon.
Notwithstanding these strong customer relationships, some of our customers did terminate maintenance or rental
contracts during the year, typically due to unprecedented internal budget pressures coupled with staff changes or merger
activity. Nevertheless, thanks to the new licenses signed during the year, the base of recurring revenue has remained
steady at £3.7m coming into 2010, the same as in 2009. The majority of this income is represented by maintenance
services, but also includes hosting services and license rentals.
Overall gross margins have fallen to 71 percent (2008: 75 percent) which can be largely attributed to the fall in the
relative proportion of license revenues. In future, license margins may also be slightly affected by decisions to embed,
rather than build, certain third party components or methods of working into our software. During the year we have
been quick to control margins in our professional services team, taking difficult decisions during the year to reduce
permanent headcount in both territories, to reflect the reduction in services revenues. As and when markets pick up
again, our expectation is to maintain flexibility by initially relying on subcontracted resources, prior to shifting back into
recruitment of permanent staff.
Research and Development Expenditure
Sopheon’s investment and progress in product development during the course of 2009 reflect our goal of continued
leadership of our chosen markets. We launched Accolade Idea Lab in May, and completed a major new version of our
Accolade Vision Strategist roadmapping software in October. We also made significant changes to our core innovation
process management software. Further details of these developments can be found elsewhere in this report. Sopheon
is committed to product leadership with excellence in research and development a core competency of the group; since
2001 Sopheon has maintained research and development costs above 20 percent of revenues. Our decision to maintain
this level of investment in spite of the tough economic conditions, resulted in this ratio rising to 27 percent of revenues
in 2009, compared to 22 percent in 2008.
FINANCIAL AND OPERATING REVIEW
9
Headline research and development expenditure rose by 11 percent from £2m to £2.2m. The net impact on these
headline amounts of capitalization, amortization and impairment charges associated with research and development in
2009 was to reduce the reported expenditure by £0.1m (2008: £Nil) and accordingly, the apparent increase in operating
terms year on year was actually £0.3m. The majority of our development resources are based in the USA and this
increase can largely be attributed to the relative strength of the US Dollar; the underlying spend in dollars was relatively
flat. The amount of 2008 research and development expenditure that met the criteria of IAS38 for capitalization rose to
£0.9m (2008: £0.8m).
Operating Costs
Overall staff costs have increased by £0.6m. The apparent increase is entirely due to the impact of Sterling weakness
against the US Dollar and the Euro; most of our staff are located outside the UK. Using constant exchange rates, staff
costs actually fell by £0.4m. This can in turn be largely attributed to the fact that the majority of group’s employees did
not earn a bonus in 2009, due to the financial performance during the year. Average staffing levels appear constant at 99
in 2009 compared to 98 in 2008; this disguises an increase from 92 to 105 in the course of 2008, which was then reduced
to 85 by the end of 2009. As noted above the majority of the reduction has been implemented in professional services.
Other areas affected were sales and marketing, and product development; the former in the early part of 2009, and the
latter towards the end of the year. This profile reflects our decision to maintain investment in product at high levels
during 2009.
Detailed comments regarding professional services and research and development costs are noted above.
Headline distribution costs dipped slightly from £3.5m in 2008 to £3.4m in 2009. To a degree this reflects lower
amortization and impairment charges for the intangible customer assets acquired with Alignent in 2007. However, as
noted before, the effect of currency exchange factors on the reported figures disguises a fall in the underlying costs in
US Dollar and Euro, due primarily to lower commission payments. Average headcount in sales and marketing remained
relatively constant.
Headline administration costs have risen by £0.3m. As we noted in the 2008 report, that year recorded substantial
exchange gains relating to the foreign currency cash balances held in Sopheon plc, which did not recur in 2009. The
apparent increase is due to the higher Sterling impact of such costs in our US and Netherlands operations. The
underlying administration costs and resourcing have remained broadly constant, as they did from 2007 to 2008.
Results
The combined effect of the revenue and cost performance discussed above impacted Sopheon’s EBITDA performance for
2009, which was a loss of £0.2m (2008: £1.1m profit).
In common with other businesses in our sector, Sopheon measures its annual performance using EBITDA (Earnings
before Interest, Tax, Depreciation and Amortization) which the board believes provides a useful indicator of the operating
performance of our business by removing the effect on earnings of tax, capital spend and financing. EBITDA is further
defined and reconciled to the profit before tax in Note 4 of the financial statements. Our calculation of EBITDA is stated
after charging (i) share based payments of £0.1m (2008: £0.1m); (ii) impairment charges of acquired intangible assets of
£0.2m (2008: £0.3m); and (iii) exchange losses of £31,000 (2008: £0.2m gain) but excludes depreciation and amortization
charges for the year of £1.1m (2008: £0.9m) and net finance costs of £0.2m (2008: £0.2m).
Including the effect of interest, depreciation and amortization, the group reported a loss before tax for the year of just
under £1.5m (2008: £44,000 profit). There is no tax provision in the year, compared to a charge of £15,000 for 2008
which reduced retained profit after tax to £29,000 that year. The loss per ordinary share was 1.03p (2008: 0.02p profit).
The better revenue performance in the closing months of 2009, coupled with cost adjustments made earlier in the year,
led to a profitable final quarter at both EBITDA and retained profit levels.
1 0
FINANCIAL AND OPERATING REVIEW
Financing and Balance Sheet
The effect of exchange rates on the income statement is quite different to the impact on the balance sheet. As noted
above, the former is characterized by Sterling being weaker on average during 2009 compared to 2008, relative to the
US Dollar and the Euro. The latter is characterized by Sterling being stronger at 31 December 2009 compared to 31
December 2008, relative to the US Dollar and the Euro.
Net assets at the end of the year stood at £2.7m (2008: £4.3m). Gross cash resources at 31 December 2009 amounted
to £1.6m (2008: £2.6m). Approximately £0.8m was held in US Dollars, £0.4m in Euros and £0.4m in Sterling.
Intangible assets stood at £4.0m (2008: £4.7m) at the end of the year. This includes (i) £2.4m being the net book value of
capitalized research and development (2008: £2.4m) and (ii) an additional £1.6m (2008: £2.3m) being the net book value
of Alignent intangible assets acquired in 2007. The apparently constant level of the capitalized research and development,
disguises an increase in the underlying US Dollar value offset by a fall in the relative value of the US Dollar compared
to Sterling at the balance sheet date. This has also caused part of the fall in carrying value of the Alignent intangibles, in
addition to amortization and impairment charges. Further details are set forth in Note 14.
As part of the funding raised for the Alignent acquisition, Sopheon secured $3.5m of medium-term debt from BlueCrest
Capital Finance LLC (“BlueCrest”). The debt is being repaid in 48 equal monthly installments, and is secured by a
debenture and guarantee from Sopheon plc. Since inception through the end of 2009, $1.9m of the medium-term debt
principal has been repaid.
The group also had an additional $750,000 revolving credit facility from BlueCrest, secured on accounts receivable.
During 2009, this was renegotiated to $1,250,000. Further details are set out in Note 20 of the financial statements. At
year end, short-term borrowings connected with the group’s revolving facilities were £756,000 (2008: £522,000). This
represents underlying US Dollar values of $1,220,000 (2008: $750,000).
On 1 October 2009 the group issued £850,000 of convertible unsecured loan stock to a group of investors including key
members of the board and the senior management team. The stock is convertible into ordinary shares at a conversion
price of £0.10 between 1 October 2010 and 30 September 2011, or earlier if the company undertakes an equity issue.
Any portion of the stock which is not converted will be redeemed at par on 30 September 2011. The stock carries an
annual coupon rate of 8 percent. At any time up to 31 March 2010, investors may subscribe for an additional one third
of their initial stock value, with a conversion price set at a 30 percent premium to the conversion price applicable to
their original holding. If at any time after the date of issue of the stock and before the date of conversion, the company
undertakes a placing or other issue at a lower price then the conversion price for any outstanding stock will be adjusted
to the placing price. All ordinary shares issued in relation to the stock are subject to lock-in arrangements. Fair value
adjustments relating to the conversion features have resulted in the carrying value of the stock at 31 December 2009
being analyzed between host debt of £755,000 and an embedded financial derivative of £95,000.
Sopheon’s equity line of credit facility with GEM Global Yield Fund Limited ("GEM") was due to expire on 23 December
2009. During the year, GEM agreed to implement a further two year extension at no cost to Sopheon, through to
23 December 2011. The facility has been used to raise working capital once, in March 2004, leaving approximately 90
percent of the original $10m facility available under the extended agreement. Drawings under the GEM equity line of
credit are subject to conditions relating inter alia to trading volumes in Sopheon shares.
PRODUCT AND MARKET OVERVIEW
1 1
P R O D U C T A N D M A R K E T O V E R V I E W
Manufacturers throughout the world are emerging from a period of economic turmoil unlike any they
have experienced in their history. At the center of this recovery is a new emphasis on evaluating product
portfolios and urgently driving new product innovation.
As the economy gathers strength, companies are beginning to shift their strategic focus away from cost cutting toward
organic growth, with product innovation as a key driver. The margin for error is thin, promoting an increased interest
in managing risk. Executives are literally betting the future on their decisions about where to invest limited resources.
The choices they make will determine whether their companies emerge successfully from the downturn or lose critical
competitive ground.
Poor decisions on innovation investments can generally be traced to one of three factors:
1) Lack of transparency. Decision-makers can’t get a clear picture of where their innovation resources are
being spent.
2) Inability to judge what is valuable (and what is not). Organizations often lack market-driven processes for
determining the potential business value of investment options. As a result, spending decisions are based on little
more than gut feel.
3) Failure to anticipate consequences. Decisions are sometimes made without a clear understanding of their
probable impact on long-term strategies, or how they might be affected by shifts in market dynamics and other
product and technology investments.
These factors typically lead to either of two negative outcomes. One is inaction, whereby low-value projects are allowed
to linger and sap valuable resources while high-potential initiatives starve due to lack of support. The second outcome is
even worse: truly valuable projects are unwittingly killed, resulting in loss of business opportunity and a glut of low-margin,
“me-too” products that accelerate a spiral of declining financial performance.
Sopheon's solutions provide comprehensive support for the system of cross-functional decision-making processes that
define, align and manage innovation activities. This capacity, referred to as innovation governance, helps ensure that
company executives make the right decisions about where to spend their innovation resources and achieve profitable
revenue growth from new products.
Sopheon’s Accolade solution is the first software system in the industry to provide all-in-one enablement of strategic
product roadmapping, ideation and innovation process execution.
Sopheon’s Solutions
Sopheon’s Accolade solution is the first software system in the industry to provide all-in-one enablement of strategic
product roadmapping, ideation and innovation process execution. Accolade’s Vision Strategist component automates the
strategic roadmapping process, allowing users to visualize and forecast the future of products, markets and technologies.
Accolade Idea Lab helps organizations generate, select and develop winning product and service ideas. Accolade Process
Manager™ automates the product innovation process and provides strategic decision support for the management of
product portfolios.
1 2
PRODUCT AND MARKET OVERVIEW
Sopheon’s software helps to demystify research and development by providing dynamic, real-time visibility to planning
and project information and aligning innovation efforts across the organization. It allows executives and cross-functional
teams to more effectively assess the business opportunities and risks associated with product innovation initiatives, the
short-term cost implications of such initiatives, and their likely impact on long-term strategies and objectives for revenue
and profit growth.
Through their use of Sopheon’s software, organizations are able to:
1) Improve strategic agility and “uncertainty planning”.
Our solutions support agility in strategic planning by rapidly moving decision-relevant information both vertically
and horizontally inside the organization. The easy flow of data permits senior executives to know, and react quickly,
when project details change or external events suddenly demand adjustments or refinements to active strategies.
2) Make faster, better-informed portfolio decisions.
Strong portfolio management helps organizations optimize limited resources. Sopheon’s software makes it possible
for users to see in real time where innovation resources are invested. The solutions’ dashboards consolidate,
aggregate and present metrics so that information can be monitored at a glance. Innovation plans and projects can
be stored in one place so that access is quick and easy.
3) Identify, prioritize and act on the most promising innovation opportunities.
Users of Sopheon’s software are able to separate winning products from losers early in the development cycle,
helping to keep investments concentrated on high-value opportunities. Unique knowledge management capabilities
and “smart” technology enable brainstorming and discovery, contributing to a steady flow of innovative ideas.
Features such as scorecards, tailored idea-selection criteria, resource reports and information-gathering and
presentation templates grounded in best practices strengthen process governance and minimize innovation risk.
4) Keep daily operational activities aligned with organizational strategies for growth.
An estimated 65 percent of companies struggle to keep product portfolios and operational and project activity
aligned with corporate strategic plans. Sopheon’s solutions create a seamless, automated process and decision
framework that continually reconciles strategic product planning and operational execution.
5) Cut costs by improving innovation process and team efficiencies.
According to Gartner research, companies whose product lifecycle management priorities include deployment of
technology applications such as Sopheon’s software can reduce product development costs by 30 percent or more.
The savings happen because users are able to identify and abandon low-value or non-strategic projects early, before
valuable resources are spent on development.
The Market
Sopheon’s solutions belong to a major class of software applications that concentrate on supporting product lifecycle
management (PLM). The purpose of this applications group is to help companies develop and execute their product
strategies.
" F o r r e S T e r h A S b e e n S e e I n g A S I g n I F I c A n T I n c r e A S e
I n I n T e r e S T A n d I n V e S T M e n T I n P r o j e c T P o r T F o L I o M A n A g e M e n T
T o o L S F o r P r o d u c T d e V e L o P M e n T T o h e L P A d d r e S S T W o P e r S I S T e n T
I n F o r M AT I o n c h A L L e n g e S : 1 ) o b T A I n I n g A n A c c u r AT e P I c T u r e
o F r e S o u r c e u T I L I z AT I o n , A n d 2 ) A L I g n I n g I n V e S T M e n T W I T h T h e
b u S I n e S S S T r AT e g y . "
– Fo rrester researc h, Inc .
“It ’s T ime to revi s it P P M fo r P rod uc t devel op me nt”
dec em ber 2 00 9
PRODUCT AND MARKET OVERVIEW
1 3
The PLM market is made of multiple submarkets. Some of these submarkets, such as product data management (PDM),
are mature. Others are new and emerging. One of the emerging submarkets is called “Product Portfolio Management”
(PPM). It is the area where Sopheon is focused. Software solutions in most areas of product lifecycle management
concentrate on the engineering or technical challenges involved in managing a product while it is under development.
Sopheon’s solutions are designed to instead address the business challenges associated with product innovation, including
the management of innovation risk and reward.
The Business Layer of PLM
The Technical Layer of PLM
PDM/Formula Management
CAD Diagrams, Change Orders, ROMs
Product Portfolio Management
Strategic Product Planning and Process Execution
Analysts have labeled Accolade as
best-of-breed among solutions in
the product portfolio management
sub-class. They view PPM as a
strategically critical applications area.
Their research findings indicate that
adoption of PPM methodologies
enables users to more objectively
assess product innovation investment
options and increase the number of
products that achieve commercial
success. A number of prominent
analyst firms have recently reported
growing end-user interest in product
portfolio management software. In
December 2009, Forrester noted
increasing levels of investment
in project portfolio management
tools for product development and
identified Sopheon as one of the clear
market share leaders in the space. IDC forecasts that the PPM market will grow at a compound annual rate in excess of
8 percent through the year 2012.
business analysts have placed Sopheon’s Accolade system in a subclass of
product lifecycle management applications referred to as product portfolio
management solutions.
ERP/CRM
Sales, Supply Chain, Mfg Costs, Sales Forecasts
The Transactional Layer of PLM
Growth Strategy
The wide-ranging impact of the economic climate in 2009 caused many companies to adjust operational priorities
and reexamine near-term growth strategies. Sopheon was no different. As the acquisition of new customers slowed,
we placed a mix of corporate initiatives on hold and moved thoughtfully but aggressively to reduce operational costs.
While cutting in some areas, we prudently increased our spending in others. For instance, a decrease in conference
exhibit activity was offset by stepped up investment in new, more cost-effective marketing channels such as social media.
Continued funding of product development reflected our commitment to making sure that we were well positioned to
capture additional market share as the economy turned around. We were also unwavering in our focus on serving our
client base.
Client Base
As the size of our customer population continues to expand, so too do Sopheon’s opportunities for growth. In 2009, 35
existing accounts extended their licenses for our software. That compares to 27 in 2008. Eighty-five percent of Sopheon’s
revenues during the past year came from the installed base, as current customers looked to take further advantage of
Accolade’s value in one of three scenarios.
1) enterprise expansion of Accolade use. A number of customers extended their initial deployments of our software,
adding licenses to enable product innovation in more business units or other areas of the enterprise.
2) Support for Advanced Levels of Innovation governance. Some current Accolade users aspiring to raise the maturity of
their innovation-governance efforts invested in additional, more advanced software modules and engaged Sopheon to
provide guidance services.
1 4
PRODUCT AND MARKET OVERVIEW
3) use of Accolade for Processes other Than Product Innovation. A growing number of customers are expanding the use of
Accolade beyond product innovation to include the management of cost reduction and quality assurance programs
and the management of corporate plans and initiatives. Another emerging application is sustainability management,
an aspect of innovation rigor that focuses on the creation and production of more environmentally friendly products.
Our commitment to this area is further reflected in a newly announced alliance involving Sopheon, Cytec Industries,
a global specialty chemicals and materials manufacturer, and Beyond Benign, a highly regarded nonprofit foundation
that promotes sustainable science. The alliance has recently introduced a Web-based tool that measures the
sustainability of new products while they are still concepts, before users incur the high costs of development. An
industry first, the iSUSTAIN™ Green Chemistry Index easily integrates with the phase- and gate-based innovation
processes empowered by Sopheon’s software.
In September, Sopheon convened a session of its global Product Advisory Council (PAC). The organization comprises
representatives of current customers, including such industry-leading companies as Electrolux, MARS and Parker Hannifin.
We were pleased with the candor of feedback from the group regarding our product direction. Several initiatives
scheduled for 2010 were reprioritized based on PAC input. The group unanimously embraced new technologies released
to the market earlier this year (see Product Development section below).
Product Development
Sopheon continued to invest substantially during 2009 in expanding the capabilities of our software products. Early in the
year, we created a Product Extension (PEx) team. Its charter was to provide an immediate response to market demand
for a variety of new product features. The team was organized around rapid-development methodologies that would
accelerate time to market. By the end of 2009, the PEx organization had created six new capabilities ranging from user-
interface enhancements to major advances in product functionality. All have now been incorporated into our standard
offerings.
We also delivered two major product releases in 2009. Sopheon’s Idea Lab idea development software was released
to the market in May. A new version of our Vision Strategist strategic roadmapping software was introduced in early
December.
Core Markets
Sopheon’s marketing and business development efforts in 2009 continued to focus primarily on manufacturers of
chemicals, paper and, within the consumer packaged goods sector, food and beverage producers. Nearly half of our
customer base is comprised of companies from these markets, a circumstance that has accelerated our development
of industry-specific domain expertise. The resulting best-practice knowledge and proprietary tools and techniques are
oftentimes a decisive advantage as we compete for additional business in these verticals.
“Innovation is the engine that drives sustainable, profitable growth. We stepped up our investment in product
innovation with the objectives of growing faster and strengthening our competitive position through increased
differentiation. With Sopheon’s solution, we have end-to-end visibility and management across our product
ideation, selection, development and commercialization processes. The software gives us the consistent data we
need for sound product decisions. We view Accolade as a critical enabler of our efforts to ensure that we invest
our resources in the right product opportunities, and bring those products to market at the right time.”
— Bruno Charrière, Corporate Innovation Director
Bostik
New Markets
In 2009, Sopheon continued its expansion beyond its core markets into the automotive, aerospace and defense (A&D)
sectors. Paralleling the fortunes of the industry, our automotive business was stagnant. However, our pipeline of sales
opportunities within A&D grew steadily and is producing results. For instance, Sopheon was recently among the winners
of a US Army Tank Automotive Research Development and Engineering Center contract. Thirty supplier and resource
organizations are participating in the initiative, which has a potential value to the consortium of up to $430 million.
Meanwhile we continue to learn from our already substantial base of new-market customers, including such organizations
as BAE Systems, EG&G, Honeywell, Lockheed Martin, Northrop Grumman, Textron and the US Navy and Air Force. We
expect that aerospace and defense markets will further contribute to our growth during 2010.
PRODUCT AND MARKET OVERVIEW
1 5
Partnerships
reseller Partners
As we have indicated, a core element of our strategy for growing through partnerships is to distribute our solutions
through third-party resellers. We previously reported having established affiliate or reseller relationships with organizations
in Germany, Australia, New Zealand, Portugal, France and the United Kingdom. During 2009, resellers generated 9 percent
of Sopheon’s total revenues, down from 11 percent in 2008. This shift was indicative of a difficult year when we focused
primarily on supporting our resellers through unusually challenging economic turbulence. We introduced them to a
number of new tools and a broad range of new product capabilities. Overall, we were very pleased by the strength of
their continued commitment. In February of this year, every member of our reseller network joined us for our global sales
conference, where they participated in deep-dive training on our new technologies and services. Supporting the growth
and success of our reseller affiliates will remain a primary focus for our company in the year ahead.
consulting Partners
In 2009 we continued our relationships with a core group of consulting services organizations, including Hewlett-Packard,
Arthur D. Little, Deloitte, Kalypso and Stage-Gate® International. We also recently extended our association with
Microsoft® as a Gold-Certified partner.
The past year was marked by an increased interest from large consulting firms exploring Sopheon’s interest in partnership
opportunities. As the depressed economy eroded demand for enterprise resource planning (ERP) deployments, the
consulting organizations whose services are designed to support such large-scale implementations saw business decline.
Many reacted by seeking out new business applications, including support for innovation governance. Sopheon’s position as
a market leader, along with our strong reputation for domain expertise, attracted solicitations from a number of firms. In
response, we have created new content and implementation frameworks for our consulting services aimed at enhancing the
value of our software to our customers. We view these frameworks, which will be delivered by certified consultants, as the
leading edge of a new wave of advancements that will enable our services organization to scale with speed.
Stage-gate® is a registered trademark of the Product development Institute, Inc.
Microsoft® is a registered trademark of Microsoft corporation.
1 6
DIRECTORS AND ADVISORS
D I R E C T O R S A N D A D V I S O R S
directors
Barry K. Mence
Andrew L. Michuda
Arif Karimjee ACA
Stuart A. Silcock FCA
Bernard P. F. Al
Daniel Metzger
Executive Chairman
Chief Executive Officer
Finance Director
Non-executive Director
Non-executive Director
Non-executive Director
Secretary
Arif Karimjee
registered office
Surrey Technology Centre
40 Occam Road, Surrey Research Park
Guildford, Surrey GU2 7YG
registered name and number
Sopheon plc.
Registered in England and Wales No. 3217859
Lloyds TSB Bank plc.
77 High Street
Southend-on-Sea
Essex SS1 1HT
Briggs and Morgan
2200 IDS Center, 80 South Eighth Street
Minneapolis, MN 55402
United States
Auditors
Principal bankers and Financiers
Solicitors and Attorneys
AIM nominated Adviser and broker
euronext Paying Agent
registrars
BDO LLP
55 Baker Street
London W1U 7EU
Silicon Valley Bank
3003 Tasman Drive
Santa Clara, CA 95054
United States
BlueCrest Capital Finance, LLC
225 West Washington, Suite 200
Chicago, IL 60606
United States
Hammonds
7 Devonshire Square
Cutlers Gardens
London EC2M 4YH
Loyens & Loeff
Fred Roeskestraat 100
1076 ED Amsterdam
The Netherlands
Seymour Pierce Limited
20 Old Bailey
London EC4M 7EN
Kempen & Co.
Beethovenstraat 300
1077 WZ Amsterdam
The Netherlands
Capita Registrars
Northern House
Woodsome Park
Fenay Bridge
Huddersfield HD8 0LA
REPORT ON DIRECTORS’ REMUNERATION
1 7
R E P O R T O N D I R E C T O R S ’ R E M U N E R A T I O N
The remuneration committee of Sopheon plc is responsible for oversight of the contract terms, remuneration and other
benefits for executive directors, including performance related bonus schemes. The committee comprises two non-executive
directors, B.P.F. Al, as chairman, and S.A. Silcock, together with B.K. Mence, other than in respect of his own remuneration.
The committee makes recommendations to the board, within agreed parameters, on an overall remuneration package for
executive directors and other senior executives in order to attract, retain and motivate high quality individuals capable of
achieving the group’s objectives. The package for each director consists of a basic salary, benefits and pension contributions,
together with performance-related bonuses and share options on a case by case basis. Consideration is given to pay and
employment policies elsewhere in the group, especially when considering annual salary increases. From time to time, the
remuneration committee may take advice from appropriate remuneration consultants.
Contracts
The service contract between the company and Mr Michuda is terminable on up to three months’ notice, with 12 months'
salary in lieu of notice due by the company in the event of termination without cause. Service contracts between the
company and the other executive directors are terminable on six months’ notice.
Fees for Non-executive Directors
The fees for non-executive directors are determined by the board. The non-executive directors are not involved in any
discussions or decisions about their own remuneration.
Directors’ Remuneration
Set out below is a summary of the fees and emoluments received by all directors during the year, translated where
applicable into Sterling at the average rate for the period. Mr Mence’s remuneration is largely fee-based and therefore
subject to fluctuations from period to period. Mr Michuda’s remuneration is payable in US Dollars, the average exchange
rate for which has increased significantly compared with the previous year. Details of directors’ interests in shares and
options are set out in the Directors’ Report.
executive directors
B.K. Mence
A.L. Michuda
A. Karimjee
non-executive directors
S.A. Silcock
B.P.F. Al
D. Metzger
Pay and fees
2009
£
133,126
153,915
103,500
18,000
18,000
18,000
_______
444,541
_______
_______
benefits
2009
£
2,351
10,503
2,009
Total
2009
£
Total
2008
£
135,477
164,418
105,509
157,373
162,841
118,762
-
-
-
_______
14,863
_______
_______
18,000
18,000
18,000
_______
459,404
_______
_______
18,000
18,000
18,000
_______
492,976
_______
_______
The remuneration committee establishes the objectives that must be met for each financial year if a cash bonus is to be paid.
With the principal exception of members of Sopheon’s sales teams, for whom incentives are tied to individual or territory
results, the committee concluded that the cash incentive should be tied to the financial performance of the group as a whole,
and in 2009 objectives were set with regard to EBITDA performance. These measures were applied to all members of the
executive board and management committee of the group, as well as the majority of the group’s employees. No bonus was
payable under this scheme in respect of 2009.
In addition to the amounts disclosed above, pension contributions are made to individual directors’ personal pension
schemes. During 2009 contributions of £4,875, £3,823 and £4,800 (2008 - £4,875, £2,844 and £4,248) were paid respectively
to the pension schemes of B.K. Mence, A.L. Michuda and A. Karimjee.
The emoluments of S.A. Silcock are paid to Lawford & Co, a firm of chartered accountants of which S.A. Silcock is a partner.
1 8
DIRECTORS’ REPORT
D I R E C T O R S ’ R E P O R T
The group’s principal activities during the year continued to focus on the provision of software and services that improve the
return on investment of product development, within the rapidly emerging product lifecycle management (PLM) market. A
review of the development of the business during the year is given in the Statement from the Chairman and Chief Executive
Officer on page 6 and the subsequent Financial Review. This also includes reference to the group’s future prospects. An
overview of the group’s products and markets incorporating advances in research and development is provided on page 11.
The group’s result for the year ended 31 December 2009 is a loss after tax of £1,494,000 (2008: profit of £29,000). The
directors do not intend to declare a dividend.
Corporate Governance
The Sopheon board is committed to high standards of corporate governance and aims to follow appropriate governance
practice, although as a company incorporated in the UK and listed on AIM and Euronext, the company is not subject to the
requirements of the UK Combined Code or the Netherlands Tabaksblat Committee. The board currently comprises three
executive directors and three independent non-executive directors. Their biographies appear on the inside back cover of
this annual report, and demonstrate a range of experience and caliber to bring the right level of independent judgment to the
board.
The board is responsible for the group’s system of internal control and for reviewing its effectiveness. Such a system can
only provide reasonable, but not absolute, assurance against material misstatement or loss. The board believes that the group
has internal control systems in place appropriate to the size and nature of its business. The board is also responsible for
identifying the major business risks faced by the group and for determining the appropriate course of action to manage those
risks. Formal meetings are held quarterly to review strategy, management and performance of the group, with additional
meetings between those dates convened as necessary. The audit committee, which comprises all of the non-executive
directors and is chaired by Stuart Silcock, considers and determines actions in respect of any control or financial reporting
issues they have identified or that are raised by the auditors. The board has a formal schedule of matters specifically
reserved to it for decision. Details of the constitution of the remuneration committee are provided in the Report on
Directors’ Remuneration on page 17.
Principal Risk Areas
As with any business at its stage of development, Sopheon faces a number of risks and uncertainties. The board monitors
these risks on a regular basis. The key areas of risk identified by the board are summarized below.
Sopheon’s markets continue to be at a relatively early stage of development and it is possible that Sopheon's products may not sell
in the quantities or at the prices required to achieve sustained profitability. The broad market for Sopheon’s software products
continues to emerge and evolve. Sopheon has sought to focus its resources on the sub-segments that it believes offer the
best short-term opportunity for growth, and on developing functionality which its research indicates customers in those
segments require. However, determining the potential size, growth rate and needs of a particular market segment remains
challenging. This risk has become particularly relevant in view of the economic turmoil that has affected the global economy.
Sopheon has a history of losses and its prospects of achieving profitability are dependent on meeting sales targets. Sopheon has
in past years experienced substantial net losses due, in part, to its investment in product development and marketing.
Sopheon’s ability to continue to finance its activities through to the point that its operations become cash generative on a
sustained basis is dependent on the group maintaining sales growth, or in the absence of such growth, its ability to secure
funding through the company's facilities or other sources. Details of the resources available to Sopheon and the reasons
why management consider that the company is able to continue as a going concern are set out in Note 2 to the financial
statements.
Some of Sopheon’s competitors and potential competitors have greater financial resources than Sopheon. Sopheon remains a
relatively small organization by global standards. Its resources are dwarfed by those of many larger companies that are
capable of developing competitive solutions and it is difficult to overcome the marketing engine of a large global firm.
Sopheon seeks to compete effectively with such companies by keeping its market communications focused, clear and
consistent with its product and market strategy, and working to deliver first class quality of execution so that referenceability
of the customer base is maximized.
Sopheon is dependent upon skilled personnel, the loss of whom could have a material impact. While service agreements have been
entered into with key executives, retention of key members of staff cannot be guaranteed and departure of such employees
could be damaging in the short term. In addition the competition for qualified employees continues to be difficult and
retaining key employees has become accordingly more challenging and expensive. As a relatively small business, Sopheon is
more exposed to this risk than some of its larger competitors.
DIRECTORS’ REPORT
1 9
Sopheon will require relationships with partners who are able to market and implement its products. Historically, Sopheon has
devoted substantial resources to the direct marketing of its products, and its strategy to enter into strategic alliances and
other collaborative relationships to widen the customer base and create a broad sales and implementation channel for its
products is not yet mature. The successful implementation of this strategy is crucial to Sopheon’s prospects and its ability to
scale effectively. However, Sopheon cannot be sure that it will select the right partners, or that the partners it does select
will devote adequate resources to promoting, selling and becoming familiar with Sopheon's products.
Sopheon could be subject to claims for damages for errors in its products and services. Sopheon may be exposed to claims for
damages from customers in the event that there are errors in its software products or should support and maintenance
service level agreements fail to meet agreed criteria. Sopheon has sought to protect itself from such risks through its
development methodologies, its contract terms and insurance, and is not aware of any such claims at this time.
Share Option Schemes
Details of options granted are shown in Note 28 to the financial statements.
Supplier Payment Policy and Practice
It is the company’s policy that payments to suppliers are made in accordance with those terms and conditions agreed
between the company and its suppliers, provided that all trading terms and conditions have been complied with. At
31 December 2009 the company had approximately 50 days’ purchases outstanding (2008: 49 days).
Charitable and Political Donations
The group has made no charitable or political donations during the year.
Auditors
All of the current directors have taken all the steps that they ought to have taken to make themselves aware of any
information needed by the company’s auditors for the purposes of their audit and to ensure that the auditors are aware
of that information. The directors are not aware of any relevant audit information of which the auditors are unaware. A
resolution to reappoint BDO LLP as auditors will be put to the members at the Annual General Meeting.
Financial Instruments
Details of the group’s financial instruments and its policies with regard to financial risk management are given in Note 23 to
the financial statements.
Directors and Their Interests
The interests of the directors, who held office at the end of the year, in the share capital of the company (all beneficially held
except those marked with an asterisk (*), which are held as trustee), were as follows:
Share options
ordinary Shares
8%
convertible Loan
Stock 2011
At 31 December
2009
2008
2009
2008
2009
2008
B.K. Mence
A.L. Michuda
A. Karimjee
S. A. Silcock
S. A. Silcock*
B.P.F. Al
D. Metzger
485,000
3,768,904
1,000,000
-
-
25,000
-
485,000
3,789,251
1,100,000
-
-
25,000
-
14,423,847
155,188
87,667
950,000
76,639
650,000
100,000
14,423,847
155,188
87,667
950,000
76,639
650,000
100,000
£200,000
£20,000
£12,000
£100,000
-
£40,000
-
-
-
-
-
-
-
-
Of the 14,423,847 ordinary shares mentioned above B.K. Mence beneficially owns and is the registered holder of 10,123,027
ordinary shares. A further 2,300,820 ordinary shares are held by Inkberrow Limited, a company in which B.K. Mence and his
family trust are the majority shareholders and in which S.A. Silcock is a minority shareholder. In addition B.K. Mence is, or
his wife or children are, potential beneficiaries under trusts holding an aggregate of 2,000,000 ordinary shares.
2 0
DIRECTORS’ REPORT
The following table provides summary information for each of the directors who held office during the year and who held
options to subscribe for Sopheon ordinary shares. All options were granted without monetary consideration.
date of
grant
exercise
price
1 April 2008
2 May 2001
30 April 2002
15 April 2005
B.K. Mence (1)
B.K. Mence (1)
B.K. Mence (7)
B.K. Mence (8)
3 May 2006
B.K. Mence (9) 29 June 2007
B.K. Mence (10)
15 September 2000
A.L. Michuda (2)
15 September 2000
A.L. Michuda (2)
2 October 2000
A.L. Michuda (3)
1 January 2001
A.L. Michuda (3)
2 May 2001
A.L. Michuda (3)
30 April 2002
A.L. Michuda (4)
5 November 2003
A.L. Michuda (4)(5)
15 April 2005
A.L. Michuda (6)
3 May 2006
A.L. Michuda (8)
29 June 2007
A.L. Michuda (9)
1 April 2008
A.L. Michuda (10)
27 June 2008
A.L. Michuda (6)
A. Karimjee (1)
22 November 1999
A. Karimjee (1) 2 May 2001
30 April 2002
A. Karimjee (1)
A. Karimjee (5)(7)
5 November 2003
15 April 2005
A. Karimjee (6)
A. Karimjee (8) 3 May 2006
29 June 2007
A. Karimjee (9)
1 April 2008
A. Karimjee (10)
27 June 2008
A. Karimjee (6)
2 May 2001
B.P.F. Al (1)
77.5p
14.75p
25.25p
22p
19p
13.25p
230p
322p
427.5p
160p
77.5p
14.75p
16.25p
25.25p
22p
19p
13.25p
14p
150p
77.5p
14.75p
16.25p
25.25p
22p
19p
13.25p
14p
77.5p
At 31
december
2008
22,500
100,000
62,500
100,000
100,000
100,000
7,846
12,501
16,280
5,030
54,662
487,932
2,225,000
150,000
100,000
250,000
250,000
230,000
100,000
12,500
150,000
300,000
62,500
100,000
100,000
175,000
100,000
25,000
granted
during
year
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Lapsed
during
year
-
-
-
-
-
-
(7,846)
(12,501)
-
-
-
-
-
-
-
-
-
-
(100,000)
-
-
-
-
-
-
-
-
-
At 31
december
2009
22,500
100,000
62,500
100,000
100,000
100,000
-
-
16,280
5,030
54,662
487,932
2,225,000
150,000
100,000
250,000
250,000
230,000
-
12,500
150,000
300,000
62,500
100,000
100,000
175,000
100,000
25,000
None of the directors exercised any share options during the year.
(1) Exercisable between the third and tenth anniversary of the date of grant.
(2) Fully vested options, which were granted as part of the acquisition of Teltech Resource Network Corporation.
(3) One fourth of these options becomes exercisable on each of the first four anniversaries of the date of grant and they
expire on the tenth anniversary of the date of grant.
(4) One third of these options are exercisable from the date of grant, one third from the first anniversary of the date of
grant and one third from the second anniversary.
(5) Vesting of a proportion of these options was subject to performance conditions relating to the achievement of
positive EBITDA in two successive quarters. The conditions were met.
(6) One third of these options are exercisable from the first anniversary of the date of grant, one third from the second
anniversary, and the remainder from the third anniversary.
(7) 93,846 of these options are exercisable between the third and tenth anniversary of the date of grant and 206,154
options are exercisable as to one third immediately and one third on each of the first and second anniversaries of the
date of grant.
(8) Vesting of one half of these options was subject to performance conditions based on the achievement of certain
financial objectives in 2006. The conditions were met.
(9) Vesting of one half of these options was subject to performance conditions based on the achievement of certain
financial objectives in 2007. The conditions were met.
(10) Vesting of one half of these options was subject to performance conditions based on the achievement of certain
financial objectives in 2008. The conditions were met.
The mid-market price of Sopheon ordinary shares at 31 December 2009 was 7p. During the financial year the mid-market
price of Sopheon ordinary shares ranged from 14.5p to 6.25p.
Save as disclosed above, no director (or member of his family) or connected persons has any interest, beneficial or non-
beneficial, in the share capital of the company.
Substantial Shareholdings
The Directors are aware of the following persons who as at 24 March 2010 were interested directly or indirectly in three
percent or more of the company’s issued ordinary shares:
name
B.K. Mence (director)
Norman Nominees Limited
no. of ordinary Shares
Percent Issued ordinary Shares
14,423,847
9,691,260
9.9
6.7
B.K. Mence’s interest represents direct beneficial holdings as well as those of his family.
Approved by the board on 24 March 2010 and signed on its behalf by:
A. Karimjee
Director
STATEMENT OF DIRECTORS’ RESPONSIBILITIES
2 1
S T A T E M E N T O F D I R E C T O R S ’ R E S P O N S I B I L I T I E S
I N R E S P E C T O F T H E F I N A N C I A L S T A T E M E N T S
The directors are responsible for preparing the annual report in accordance with applicable law and regulations.
Company law requires the directors to prepare financial statements for each financial year. Under that law the directors
have elected to prepare the group and company financial statements in accordance with International Financial Reporting
Standards (IFRSs) as adopted by the European Union. Under company law the directors must not approve the financial
statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and company
and of the profit or loss of the group for that period. The directors are also required to prepare financial statements in
accordance with the rules of the London Stock Exchange for companies trading securities on the Alternative Investment
Market.
In preparing these financial statements, the directors are required to:
• select suitable accounting policies and then apply them consistently;
• make judgments and accounting estimates that are reasonable and prudent;
• state whether they have been prepared in accordance with IFRSs as adopted by the European Union, subject to any
material departures disclosed and explained in the financial statements; and
• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will
continue in business.
The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the
company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and enable
them to ensure that the financial statements comply with the requirements of the Companies Act 2006. They are also
responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and
detection of fraud and other irregularities.
Website Publication
The directors are responsible for ensuring the annual report is made available on a website. Annual reports are
published on the company's website in accordance with legislation in the United Kingdom governing the preparation and
dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity
of the company's website is the responsibility of the directors. The directors' responsibility also extends to the ongoing
integrity of the annual reports contained therein.
2 2
INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SOPHEON PLC
I N D E P E N D E N T A U D I T O R S ’ R E P O R T T O T H E
M E M B E R S O F S O P H E O N P L C
We have audited the financial statements of Sopheon plc for the year ended 31 December 2009 which comprise
the consolidated income statement, the consolidated and company balance sheets, the consolidated statement of
comprehensive income, the consolidated and company cash flow statements, the consolidated and company statements of
changes in equity and the related notes. The financial reporting framework that has been applied in their preparation is
applicable law and International Financial Reporting Standards (IFRSs) as adopted by the European Union and, as regards
the parent company financial statements, as applied in accordance with the provisions of the Companies Act 2006.
This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members those
matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted
by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a
body, for our audit work, for this report, or for the opinions we have formed.
Respective Responsibilities of Directors and Auditors
As explained more fully in the statement of directors’ responsibilities, the directors are responsible for the preparation of
the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit the financial
statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards
require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.
Scope of the Audit of the Financial Statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give
reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error.
This includes an assessment of: whether the accounting policies are appropriate to the group’s and the parent company’s
circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting
estimates made by the directors; and the overall presentation of the financial statements.
Opinion on Financial Statements
In our opinion:
• the financial statements give a true and fair view of the state of the group’s and the parent company’s affairs as at
31 December 2009 and of the group’s loss for the year then ended;
the group financial statements have been properly prepared in accordance with IFRSs as adopted by the European
•
Union;
•
the parent company financial statements have been properly prepared in accordance with IFRSs as adopted by the
European Union and as applied in accordance with the provisions of the Companies Act 2006; and
•
the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.
INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SOPHEON PLC
2 3
Emphasis of Matter – Going Concern
In forming our opinion on the financial statements, which is not qualified, we have considered the adequacy of the
disclosures made in Note 2 to the financial statements concerning the group’s ability to continue as a going concern. As
in prior years, these disclosures identify certain factors that indicate the existence of material uncertainties which may cast
significant doubt about the group’s ability to continue as a going concern. As discussed in Note 2, the appropriateness of
the going concern basis remains reliant on the group achieving an adequate level of sales in order to maintain sufficient
working capital to support its activities, or if this objective is not met, being able to raise sufficient additional finance. The
financial statements do not include the adjustments that would result if the group were unable to continue as a going
concern.
Opinion on Other Matters Prescribed by the Companies Act 2006
In our opinion the information given in the directors’ report for the financial year for which the financial statements are
prepared is consistent with the financial statements.
Matters on Which We are Required to Report by Exception
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to
you if, in our opinion:
• adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not
been received from branches not visited by us; or
•
the parent company financial statements are not in agreement with the accounting records and returns; or
• certain disclosures of directors’ remuneration specified by law are not made; or
• we have not received all the information and explanations we require for our audit.
Iain Henderson (Senior statutory auditor)
For and on behalf of BDO LLP, statutory auditor
55 Baker Street
London W1U 7EU
United Kingdom
24 March 2010
BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).
2 4
FINANCIAL STATEMENTS
C O N S O L I D A T E D I N C O M E S T A T E M E N T
F O R T H E Y E A R E N D E D 3 1 D E C E M B E R 2 0 0 9
Revenue
Cost of sales
Gross profit
Sales and marketing expense
Research and development expense
Administrative expense
Operating (loss)/profit
Finance income
Finance expense
(Loss)/profit before tax
Income tax expense
(Loss)/profit for the year
(Loss)/earnings per share
Basic and diluted (pence)
notes
3
8
9
10
2009
£’000
2008
£’000
8,260
(2,384)
_______
9,304
(2,304)
_______
5,876
7,000
(3,379)
(2,210)
(1,560)
_______
(3,516)
(1,995)
(1,289)
_______
(1,273)
200
19
(240)
_______
(1,494)
-
_______
55
(211)
_______
44
(15)
_______
(1,494)
_______
_______
29
_______
_______
12
(1.03p)
0.02p
_______
_______
_______
_______
C O N S O L I D A T E D S T A T E M E N T O F C O M P R E H E N S I V E
I N C O M E F O R T H E Y E A R E N D E D 3 1 D E C E M B E R 2 0 0 9
(Loss)/profit for the year
Other comprehensive income
Exchange differences on translation of foreign operations
Total comprehensive income for the year
2009
£’000
2008
£’000
(1,494)
29
(206)
_______
778
_______
(1,700)
_______
_______
807
_______
_______
FINANCIAL STATEMENTS
2 5
C O N S O L I D A T E D A N D C O M P A N Y B A L A N C E S H E E T S
A T 3 1 D E C E M B E R 2 0 0 9
Assets
non-current Assets
Property, plant and equipment
Intangible assets
Investments in subsidiaries
Other receivable
Total non-current assets
current Assets
Trade and other receivables
Cash and cash equivalents
Total current assets
Total assets
Liabilities
current Liabilities
Trade and other payables
Borrowings
Obligations under finance leases
Deferred revenue
Total current liabilities
non-current Liabilities
Borrowings
Obligations under finance leases
Total non-current liabilities
Total liabilities
Net assets
Equity
Share capital
Capital reserves
Translation reserve
Retained losses
Total equity
group
company
notes
2009
£’000
2008
£’000
2009
£’000
2008
£’000
13
14
15
16
17
18
19
20
21
20
21
24
25
151
3,993
-
12
––––––––
4,156
––––––––
2,905
1,624
––––––––
4,529
––––––––
8,685
1,187
1,340
1
2,250
––––––––
4,778
––––––––
1,222
-
––––––––
1,222
––––––––
6,000
––––––––
2,685
––––––––
––––––––
235
4,706
-
12
––––––––
4,953
––––––––
3,568
2,586
––––––––
6,154
––––––––
11,107
2,003
1,080
3
2,648
––––––––
5,734
––––––––
1,103
2
––––––––
1,105
––––––––
6,839
––––––––
4,268
––––––––
––––––––
-
-
6,119
-
––––––––
6,119
––––––––
33
1,018
––––––––
1,051
––––––––
7,170
347
-
-
-
––––––––
347
––––––––
850
-
––––––––
850
––––––––
1,197
––––––––
5,973
––––––––
––––––––
7,279
73,633
381
(78,608)
––––––––
2,685
––––––––
––––––––
7,279
73,627
587
(77,225)
––––––––
4,268
––––––––
––––––––
7,279
65,868
-
(67,174)
––––––––
5,973
––––––––
––––––––
-
-
6,119
-
––––––––
6,119
––––––––
28
1,421
––––––––
1,449
––––––––
7,568
473
-
-
-
––––––––
473
––––––––
-
-
––––––––
-
––––––––
473
––––––––
7,095
––––––––
––––––––
7,279
65,862
-
(66,046)
––––––––
7,095
––––––––
––––––––
Approved by the board and authorized for issue on 24 March 2010.
Barry K. Mence
Director
Arif Karimjee
Director
2 6
FINANCIAL STATEMENTS
C O N S O L I D A T E D A N D C O M P A N Y C A S H F L O W
S T A T E M E N T S F O R T H E Y E A R E N D E D
3 1 D E C E M B E R 2 0 0 9
group
company
notes
2009
£’000
2008
£’000
2009
£’000
2008
£’000
Operating activities
(Loss)/profit for the year
Adjustments for:
Finance income
Finance costs
Depreciation of property, plant and equipment
Amortization and impairment of intangible assets
Share-based payment expense
Intra-group credits and charges
Provisions against intra-group loans
Operating cash flows before movements in working capital
Decrease/(increase) in receivables
(Decrease)/increase in payables
Net cash (used in)/generated from operating activities
Investing activities
Finance income
Purchases of property, plant and equipment
Development costs capitalized
Intra-group loans
Repayment of intra-group loans
Net cash (used in)/generated from investing activities
Financing activities
Proceeds from borrowings
Repayment of borrowings
Increase in lines of credit
Interest paid
Net cash from financing activities
Net (decrease)/ increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Effect of foreign exchange rate changes
Cash and cash equivalents at the end of the year
18
(1,494)
29
(1,239)
(163)
(19)
240
109
1,149
117
-
-
––––––––
102
307
(711)
––––––––
(302)
––––––––
(55)
211
96
1,148
151
-
-
––––––––
1,580
(506)
649
––––––––
1,723
––––––––
(7)
8
-
-
117
(220)
925
––––––––
(416)
(5)
(126)
––––––––
(547)
––––––––
(49)
2
-
-
151
(235)
14
––––––––
(280)
11
47
––––––––
(222)
––––––––
19
(48)
(945)
-
-
––––––––
55
(85)
(797)
-
-
––––––––
7
-
-
(1,699)
1,005
––––––––
49
-
-
(2,141)
2,331
––––––––
(974)
––––––––
(827)
––––––––
(687)
––––––––
239
––––––––
850
(545)
301
(240)
––––––––
366
––––––––
(910)
2,586
(52)
––––––––
1,624
––––––––
––––––––
-
(469)
-
(211)
––––––––
(680)
––––––––
216
2,053
317
––––––––
2,586
––––––––
––––––––
850
-
-
(19)
––––––––
831
––––––––
(403)
1,421
-
––––––––
1,018
––––––––
––––––––
-
-
-
(2)
––––––––
(2)
––––––––
15
1,391
15
––––––––
1,421
––––––––
––––––––
FINANCIAL STATEMENTS
2 7
C O N S O L I D A T E D A N D C O M P A N Y S T A T E M E N T S O F
C H A N G E S I N E Q U I T Y F O R T H E Y E A R E N D E D
3 1 D E C E M B E R 2 0 0 9
group
At 1 January 2008
Profit for the year
Exchange differences on translation
of foreign operations
Total comprehensive income for the year
Recognition of share-based payments
Lapsing of share options
At 1 January 2009
Loss for the year
Exchange differences on translation
of foreign operations
Total comprehensive income for the year
Recognition of share-based payments
Lapsing and expiry of share options
At 31 December 2009
Share
capital
£’000
7,279
-
-
––––––––
-
––––––––
-
-
––––––––
7,279
-
-
––––––––
-
––––––––
-
-
––––––––
7,279
––––––––
––––––––
capital
reserves
£’000
73,499
-
-
––––––––
-
––––––––
151
(23)
––––––––
73,627
-
-
––––––––
-
––––––––
117
(111)
––––––––
73,633
––––––––
––––––––
Translation
reserve
£’000
retained
losses
£’000
(191)
-
(77,277)
29
778
––––––––
778
––––––––
-
-
––––––––
587
-
(206)
––––––––
(206)
––––––––
-
-
––––––––
381
––––––––
––––––––
-
––––––––
29
––––––––
-
23
––––––––
(77,225)
(1,494)
-
––––––––
(1,494)
––––––––
-
111
––––––––
(78,608)
––––––––
––––––––
Total
£’000
3,310
29
778
––––––––
807
––––––––
151
-
––––––––
4,268
(1,494)
(206)
––––––––
(1,700)
––––––––
117
-
––––––––
2,685
––––––––
––––––––
The translation reserve represents accumulated differences on the translation of assets and liabilities of foreign operations.
Retained losses represent accumulated trading losses, including amortization and impairment charges in respect of goodwill
and intangible assets arising from past acquisitions. Details and description of the capital reserves are set out in Note 25.
company
At 1 January 2008
Loss and total comprehensive income for the year
Recognition of share-based payments
Lapsing of share options
At 1 January 2009
Loss and total comprehensive income for the year
Recognition of share-based payments
Lapsing and expiry of share options
At 31 December 2009
Share
capital
£’000
capital
reserves
£’000
retained
losses
£’000
7,279
-
-
-
––––––––
7,279
-
-
-
––––––––
7,279
––––––––
––––––––
65,734
-
151
(23)
––––––––
65,862
-
117
(111)
––––––––
65,868
––––––––
––––––––
(65,906)
(163)
-
23
––––––––
(66,046)
(1,239)
-
111
––––––––
(67,174)
––––––––
––––––––
Total
£’000
7,107
(163)
151
-
––––––––
7,095
(1,239)
117
-
––––––––
5,973
––––––––
––––––––
2 8
NOTES TO THE FINANCIAL STATEMENTS
1 . G E N E R A L I N F O R M AT I O N
Sopheon plc ("the company") is a public limited company incorporated in England and Wales. The address of its registered
office and principal place of business is set out on page 16. The principal activities of the company and its subsidiaries are
described in Note 3. The financial statements have been prepared in Pounds Sterling and rounded to the nearest thousand.
2 . S I G N I F I C A N T A C C O U N T I N G P O L I C I E S
The financial statements have been prepared in accordance with International Financial Reporting Standards and
Interpretations issued by the International Accounting Standards Board as adopted by the European Union and those
parts of the Companies Act 2006 which apply to companies preparing their financial statements under IFRS. The principal
accounting policies are set out below. The policies have been applied consistently to all the years presented.
The group has adopted the following new standards, which have had an impact on the financial statements:
• Amendments to IAS 1: Presentation of Financial Statements: A revised Presentation.
As a result of the application of this amendment the group has elected to present an income statement and a
statement of comprehensive income. In addition, a statement of changes in equity is now presented as a primary
statement where previously the information was included in a note. The Amendment does not change the recognition
or measurement of transactions and balances in the financial statements.
• Adoption of IFrS 8: operating Segments.
The group has adopted IFRS 8 as a mandatory requirement that requires the group to adopt a ‘management approach’
in the identification of its operating segments and its reporting on their financial performance in the consolidated
financial statements. The group now presents segmented information in respect of two geographical areas, North
America and Europe, Middle East and Africa (EMEA). Previously segmented information was presented in respect of
three geographical areas, North America, United Kingdom and Europe.
Other new standards, amendments and interpretations to existing standards, which have been adopted by the group, have
not been listed, since they have no material impact on the financial statements.
The following new standards, amendments and interpretations to existing standards have been published that are
mandatory for the group's accounting periods beginning on or after 2 January 2009 and which the group has decided not
to adopt early.
• revised IFrS 3 business combinations Agreements (effective for accounting periods beginning on or after 1 July 2009).
This revised statement makes certain changes to the accounting for acquisitions, including a requirement to write off
acquisition costs to income statement instead of including them in the costs of acquisition, but does not require past
acquisitions to be restated. This revised standard has been endorsed by the EU.
• Amendment to IAS 27 consolidated and Separate Financial Statements (effective for periods beginning on or after 1 July
2009). This amendment has been endorsed by the EU. This amendment requires prospective application and could
result in a change where acquisitions or disposals of subsidiaries are made in stages. This could be applicable if the
company made piecemeal acquisitions or disposals in the future, which is not anticipated.
•
Improvements to IFrSs (generally effective for accounting periods beginning on or after 1 January 2010). These
improvements have been endorsed by the EU. These improvements will result in clarification of the requirements
of IFRSs and elimination of inconsistencies between Standards. Management is still assessing the impact of these
improvements.
• revised IAS 24 related Party disclosures (revision to IAS 24) (Effective for periods beginning on or after 1 January 2011).
This revision is yet to be endorsed by the EU. The revision concerns the previous disclosure and the definition of a
related party. Management is still assessing the impact of this revision.
•
IFrS 9 Financial Instruments (replacement of IAS 39) (Effective for periods beginning on or after 1 January 2013). This
revision is yet to be endorsed by the EU. This standard will eventually replace IAS 39 in its entirety. Management is
still assessing the impact of this revision.
None of the other new standards, amendments or interpretations in issue is expected to have a material effect on the
group or company financial statements.
NOTES TO THE FINANCIAL STATEMENTS
2 9
Going Concern
The financial statements have been prepared on a going concern basis. In reaching their assessment, the directors have
considered a period extending at least 12 months from the date of approval of these financial statements and have
considered both the forecast performance for the next 12 months and the cash and financing facilities available to the
group.
During 2009, the group achieved revenues of £8.3m and incurred a loss of £1.5m. This represents a weaker performance
than for the previous year, which the directors believe was caused primarily by delays in closing new sales, due to
the ongoing weakness in global economic conditions. The group’s sales pipeline remains very active, and accordingly,
the directors remain positive about the prospects for the business. However, the time-to-close and the order value
of individual sales can vary considerably, factors which constrain the ability to accurately predict short-term revenue
performance. The weakness in global economic conditions is also likely to result in customers taking longer to pay
amounts owed to the group.
The group has a loan note from BlueCrest Capital Finance (“BlueCrest”) which is repayable in equal monthly installments
of $91,000 through July 2011. The balance remaining due on the note at 31 December 2009 was $1.6m. The group also
has access to a revolving line of credit with BlueCrest which is secured against the trade receivables of Sopheon’s North
American business. This was renewed for an additional 12 month period through 30 June 2010, and as part of this renewal,
the facility limit was increased from $750,000 to $1,250,000. At 31 December 2009, $1,220,000 (£756,000) was drawn
against this revolving facility. In addition, during the year the group secured a convertible loan for £850,000, repayable
or convertible by 30 September 2011. At 31 December 2009, the group reported net assets of £2.7m and gross cash
resources of £1.6m.
In addition to funding activities, during 2009 the directors implemented several actions to reduce costs, leading to a lower
cost base in 2010. However, if sales fall short of expectations, or if the group’s existing facilities prove insufficient, the
group may need to raise additional finance. The group continues to have access to the debt and equity markets, and the
directors have demonstrated the ability to raise funds during the previous year. In addition, the group has access to an
equity line of credit facility from GEM Global Yield Fund Limited (“GEM”) for an aggregate of €10m, the current term of
which expires in December 2011. GEM’s obligation to subscribe for shares is subject to certain conditions linked to the
prevailing trading volumes and prices of Sopheon shares on the Euronext stock exchange. To date Sopheon has made one
call on the equity line of credit facility in March 2004, leaving a maximum €9m potentially available.
The directors have concluded that the circumstances set forth above represent material uncertainties, however they
believe that taken as a whole, the factors described above enable the group to continue as a going concern for the
foreseeable future. The financial information does not include the adjustments that would be required if the company or
group were unable to continue as a going concern.
Basis of Consolidation
The consolidated financial statements incorporate the financial statements of the company and entities controlled by the
company ("subsidiaries"). Control is achieved where the company has the power to govern the financial and operating
policies of an entity and to obtain benefits from its activities. All intra-group transactions, balances, income and expenses
are eliminated on consolidation.
Business Combinations
The acquisition of subsidiaries is accounted for within the consolidated financial statements using the purchase method.
The cost of the acquisition is measured at the aggregate of the fair values at the date of exchange, of assets given, liabilities
incurred or assumed, and equity instruments issued by the group in exchange for control of the entity being acquired,
together with any costs directly attributable to the business combination. The results of the acquired entities are included
in the consolidated income statement from the date on which effective control is obtained. The identifiable assets, liabilities
and contingent liabilities of the entity being acquired that meet the conditions for recognition are recognized at their fair
values of the date of acquisition.
Identifiable intangible assets are capitalized at fair value as at the date of acquisition. The useful lives of these intangible
assets are assessed and amortization is charged on a straight-line basis, with the expense taken to the income statement.
Intangible assets are tested for impairment when a trigger event occurs. Useful lives are also examined on an annual basis
and adjustments, where applicable, are made on a prospective basis.
3 0
NOTES TO THE FINANCIAL STATEMENTS
Goodwill
Goodwill arising on the acquisition of a subsidiary represents the excess of the cost of acquisition over the group’s interest
in the net fair value of the identifiable assets, liabilities and contingent liabilities of the subsidiary at the date of acquisition.
If, after reassessment, the group’s interest in the net fair value of the identifiable assets, liabilities and contingent liabilities of
the entity being acquired exceeds the cost of the business combination, the excess is recognized immediately in the income
statement. Goodwill is initially recognized at cost and is subsequently measured at cost less any accumulated impairment
losses.
For the purposes of impairment testing, goodwill is allocated to those cash-generating units of the group expected to
benefit from the synergies of the business combination. Cash-generating units to which goodwill has been allocated
are tested for impairment annually, or more frequently when there is an indication that the unit may be impaired. If the
recoverable amount of the cash-generating unit is less than the carrying value of the unit, the impairment loss is allocated
firstly to reduce the carrying cost of any goodwill allocated to the unit and then to any other assets of the unit pro rata to
the carrying value of each asset of the unit. An impairment loss recognized for goodwill is not reversed in a subsequent
period.
Revenue Recognition
Revenue is measured at the fair value of the consideration received or receivable and represents amounts receivable for
goods and services provided in the normal course of business, net of discounts and sales related taxes.
Sales of software products are recognized on delivery, and when no significant vendor obligations remain. Revenues
relating to maintenance and post contract support agreements are deferred and recognized over the period of the
agreements.
Revenues from implementation and consultancy services are recognized as the services are performed, or in the case of
fixed price or milestone-based projects, on a percentage basis as the work is completed and any relevant milestones are
met, using latest estimates to determine the expected duration and cost of the project.
Leases
Assets held under finance leases are recognized as assets of the group at their fair value at the inception of the lease or, if
lower, at the net present value of the minimum lease payments. The corresponding liability to the lessor is included in the
balance sheet as a finance lease obligation. Lease payments are apportioned between finance charges and reduction of the
lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges are
charged to the income statement.
Rentals payable under operating leases are charged to profit or loss on a straight-line basis over the term of the relevant
lease.
Interest on Borrowings
All interest on borrowings is recognized in the income statement in the period in which it is incurred.
Retirement Benefit Costs
Payments to defined contribution retirement benefit plans are charged as an expense as they fall due. The group does not
operate any defined benefit retirement benefit plans.
Foreign Currencies
The individual financial statements of each group entity are presented in the currency of the primary economic
environment in which the entity operates (its functional currency). For the purpose of the consolidated financial
statements, the results and financial position of each entity are expressed in Sterling, which is the functional currency of the
parent company, and the presentation currency for the consolidated financial statements.
NOTES TO THE FINANCIAL STATEMENTS
3 1
In preparing the financial statements of the individual entities, transactions in currencies other than the entity’s functional
currency (foreign currencies) are recorded at rates approximating to the transaction rates. At each balance sheet date,
monetary items denominated in foreign currencies are retranslated at the rates prevailing on the balance sheet date. Non-
monetary items carried at fair value that are denominated in foreign currencies are retranslated at the rates prevailing on
the date when the fair value was determined. Non-monetary items that are measured in terms of historical cost in a foreign
currency are not retranslated.
Exchange differences arising on the settlement of monetary items and on the retranslation of monetary items are included
in the income statement for the period.
For the purpose of presenting consolidated financial statements, the assets and liabilities of the group’s foreign operations
are expressed in Sterling using exchange rates prevailing on the balance sheet date. Income and expense items (including
comparatives) are translated at the average exchange rates for the period. Exchange differences arising (including exchange
differences on intra-group loans) are classified as equity and transferred to the group’s translation reserve. Such translation
differences are recognized in the income statement in the period in which the foreign operation is disposed of.
On disposal of a foreign operation the cumulative exchange differences recognized in the foreign exchange reserve relating
to that operation up to the date of disposal are transferred to the income statement as part of the profit or loss on
disposal.
Deferred Tax
Deferred tax is recognized on differences between the carrying amounts of assets and liabilities in the financial statements
and the corresponding tax bases used in the computation of taxable profit, and is accounted for using the balance sheet
liability method. Deferred tax liabilities are generally recognized for all taxable temporary differences, but deferred tax
assets are recognized only to the extent that it is probable that taxable profits will be available against which deductible
temporary differences can be utilized.
Deferred tax is calculated at tax rates that have been enacted or substantively enacted at the balance sheet date, and that
are expected to apply in the period when the liability is settled or the asset realized. Deferred tax is charged or credited to
the income statement, except when it relates to items charged or credited directly to equity, in which case the deferred tax
is also dealt with in equity.
Property, Plant and Equipment
Computer equipment and fixtures and fittings are stated at cost less accumulated depreciation and any accumulated
impairment losses. Depreciation is charged so as to write off the costs of assets over their estimated useful lives, using the
straight-line method.
Assets held under finance leases are depreciated over their expected useful lives on the same basis as owned assets, or,
when shorter, over the term of the relevant lease.
The gain or loss arising on the disposal or retirement of an item of property, plant and equipment is determined as the
difference between the sale proceeds and the carrying amount of the asset and is recognized in the income statement.
Investments
Investments in subsidiaries within the company balance sheet are stated at cost less impairment. Impairment tests are
undertaken whenever events or changes in circumstances indicate that their carrying amount may not be recoverable.
Where the carrying value of an investment exceeds its recoverable amount, the investment is written down accordingly.
Externally Acquired Intangible Assets
Externally acquired intangible assets are initially recognized at their fair values at the date of acquisition and are subsequently
amortized on a straight-line basis over their useful economic lives. The amortization expense in respect of externally
acquired technology and intellectual property (“IPR”) is included in research and development costs in the income
statement, and the amortization expense in respect of externally acquired customer relationships is included in sales and
marketing expense.
3 2
NOTES TO THE FINANCIAL STATEMENTS
Internally Generated Intangible Assets (Research and Development Expenditure)
Development expenditure on internally developed software products is capitalized if it can be demonstrated that:
• it is technically feasible to develop the product;
• adequate resources are available to complete the development;
• there is an intention to complete and sell the product;
• the group is able to sell the product;
• sales of the product will generate future economic benefits; and
• expenditure on the product can be measured reliably.
Capitalized development costs are amortized over the period over which the group expects to benefit from selling the
product developed, typically over four years. The amortization expense in respect of internally generated intangible assets
is included in research and development costs.
Development costs not satisfying the above criteria and expenditure on the research phase of internal projects are
recognized in the income statement as incurred.
Impairment of Tangible and Intangible Assets (Excluding Goodwill)
At each balance sheet date, the group reviews the carrying amounts of its tangible and intangible assets to determine
whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the
recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is
not possible to estimate the recoverable amount of an individual asset, the group estimates the recoverable amount of the
cash-generating unit to which the asset belongs.
Recoverable amount is the higher of the fair value less costs to sell and value in use. In assessing the value in use, the
estimated future cash flows are discounted to their net present value using a pre-tax discount rate that reflects current
market assessments of the time value of money and the risks specific to the asset.
If the recoverable amount of an asset or cash-generating unit is estimated to be less than its carrying amount, the carrying
amount of the asset or cash-generating unit is reduced to its recoverable amount. An impairment loss is recognized
immediately in the administrative expenses line item in the income statement.
Where an impairment loss subsequently reverses, the carrying value of the asset or cash-generating unit is increased to
the revised recoverable amount, but so that the increased carrying amount does not exceed the carrying amount which
would have been determined had no impairment loss been recognized in prior years. A reversal of an impairment loss is
recognized immediately in profit or loss.
Financial Instruments
1. Financial Assets
The group’s financial assets fall into the category of loans and receivables. The group does not have any financial assets
in the categories of fair value through profit and loss or available for sale. The group has not classified any of its financial
assets as held to maturity.
Unless otherwise indicated, the carrying values of the group’s financial assets are a reasonable approximation of their fair
values.
Loans and receivables
These assets are non-derivative financial assets with fixed or determinable payments that are not quoted in an active
market. They arise principally through the provision of goods and services (e.g. trade receivables) but also include cash and
cash equivalents and other types of contractual monetary asset. They are initially recognized at fair value plus transaction
costs that are directly attributable to the acquisition or issue and subsequently carried at amortized cost using the
effective interest rate method, less provision for impairment. The effect of discounting on these financial instruments is not
considered material.
Impairment provisions are recognized when there is objective evidence (such as significant financial difficulties, default or
significant delay in payment on the part of the counter-party) that the group will be unable to collect all the amounts due
under the terms of the receivable, the amount of such provision being the difference between the net carrying amount and
NOTES TO THE FINANCIAL STATEMENTS
3 3
the present value of the future expected cash flows associated with the receivable. For trade receivables, such provisions
are recorded in a separate allowance account with the loss being recognized within administrative expenses in the income
statement. On confirmation that the trade receivable will not be collectable, the gross carrying value of the asset is
written off against the associated provision.
2. Financial Liabilities
The group classifies its financial liabilities in the category of financial liabilities at fair value through profit or loss and those
measured at amortized cost.
Financial Liabilities at Fair Value through Profit or Loss
Financial liabilities at fair value through profit or loss comprise the embedded derivative feature in the group’s convertible
loan stock.
The proceeds received on issue of convertible debt that converts at a variable price and consequently for a variable
number of shares are allocated into liability and derivative components. The amount attributable to the liability component
equals the discounted cash flows. The derivative component is also included within liabilities, but is measured at fair value
in the balance sheet, with changes in the fair value of the derivative component recognized in the consolidated income
statement.
Other than the derivative embedded in convertible debt, the group does not have any liabilities held for trading nor has it
designated any other financial liabilities as being at fair value through profit or loss.
Financial Liabilities Measured at Amortized cost
Financial liabilities measured at amortized cost include:
• Trade payables and other short-dated monetary liabilities, which are initially recognized at fair value and subsequently
carried at amortized cost using the effective interest rate method.
• Bank and other borrowings (including the host debt element of the convertible loan noted above) which initially are
recognized at fair value net of any transaction costs directly attributable to the acquisition of the instrument. Such
interest-bearing liabilities are subsequently measured at amortized cost using the effective interest rate method, which
ensures that the interest expense over the period to repayment is at a constant rate on the balance of the liability
carried in the balance sheet. Interest expense in this context includes initial transaction costs and premiums payable
on redemption, as well as any interest payable while the liability is outstanding.
Unless otherwise indicated, the carrying values of the group’s financial liabilities measured at amortized cost represent a
reasonable approximation of their fair values.
3. Share Capital
Financial instruments issued by the group are treated as equity only to the extent that they do not meet the definition of
a financial liability. The group’s ordinary shares are classified as equity. For the purpose of the disclosures given in Note
23(d) the group considers its capital to comprise its ordinary share capital, share premium and other capital reserves less
its accumulated retained loss.
Share-based Payments
The group issues equity-settled share-based payments to certain employees. Equity-settled share-based payments are
measured at fair value (excluding the effect of non-market-based vesting conditions) at the date of grant. The fair value
determined at the date of grant is expensed on a straight-line basis over the vesting period, based on the group’s estimate
of the shares that will eventually vest and adjusted for the effect of non-market-based vesting conditions.
Fair value is measured by the binomial option-pricing model. The expected life used in the model had been adjusted, based
on management’s best estimate, for the effects of non-transferability, exercise restrictions and behavioral considerations.
As set out in Note 24, the group has also issued warrants to certain financing institutions which are also treated as equity-
settled share-based payments.
3 4
NOTES TO THE FINANCIAL STATEMENTS
Significant Accounting Estimates and Judgments
Management is required to make judgments, estimates and assumptions about the carrying amounts of assets and liabilities
that are not readily apparent from other sources. The estimates and associated assumptions are based on historical
experience and other factors that are considered to be relevant. Actual results may differ from these estimates, and
accordingly they are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period in
which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if
the revision affects both current and future periods.
3 . S E G M E N TA L A N A LY S I S
All of the group’s revenue in respect of the years ended 31 December 2009 and 2008 derived from the design,
development and marketing of software products with associated implementation and consultancy services, as more
particularly described in the Directors’ Report. For management purposes, the group is organized geographically across
two principal operating segments, which can be expressed geographically. The first segment is North America, and the
second Europe, Middle East and Africa (“EMEA”). Information relating to these two segments is given below.
The information in the following table relating to external revenues includes analysis both by location of customer and
by location of operations. The information relating to other items provides analysis by location of operations only. Inter-
segment revenues are priced on an arms length basis.
year ended 31 december 2009
Income Statement
External revenues – by location of customers
External revenues – by location of operations
Inter-segment revenues
Net (loss) before interest and tax
Finance income
Finance expense
Income tax expense
Depreciation and amortization
EBITDA
balance Sheet
Fixed asset additions
Total assets
Total liabilities
year ended 31 december 2008
Income Statement
External revenues – by location of customers
External revenues – by location of operations
Inter-segment revenues
Net profit/(loss) before interest and tax
Finance income
Finance expense
Income tax expense
Depreciation and amortization
EBITDA
balance Sheet
Capital expenditure
Total assets
Total liabilities
north
America
£’000
5,690
6,222
472
(413)
-
(237)
-
(1,072)
659
––––––––
45
6,938
(4,035)
––––––––
––––––––
north
America
£’000
5,993
6,777
667
472
4
(206)
(15)
(915)
1,387
––––––––
77
8,976
(5,504)
––––––––
––––––––
eMeA
£’000
Total
£’000
2,570
2,038
465
(860)
19
(3)
-
(6)
(854)
––––––––
3
1,747
(1,965)
––––––––
––––––––
8,260
8,260
937
(1,273)
19
(240)
-
(1,078)
(195)
––––––––
48
8,685
(6,000)
––––––––
––––––––
eMeA
£’000
Total
£’000
3,311
2,527
680
(272)
51
(5)
-
(5)
(267)
––––––––
8
2,131
(1,335)
––––––––
––––––––
9,304
9,304
1,347
200
55
(211)
(15)
(920)
1,120
––––––––
85
11,107
(6,839)
––––––––
––––––––
NOTES TO THE FINANCIAL STATEMENTS
3 5
4 . E B I T D A A N D R E V E N U E V I S I B I L I T Y
ebITdA
The directors consider that EBITDA, which is defined as (loss)/earnings before interest, tax, depreciation and amortization,
is an important measure, since it is widely used by the investment community. It is calculated as follows:
(Loss)/profit for the year after tax
Income tax expense
Interest payable
Interest receivable
Amortization of intangible assets
Depreciation of property, plant and equipment
EBITDA
revenue visibility
2009
£’000
2008
£’000
(1,494)
29
-
240
(19)
969
109
––––––––
(195)
––––––––
––––––––
15
211
(55)
824
96
––––––––
1,120
––––––––
––––––––
Another performance indicator used by the group and referred to in narrative descriptions of the group’s performance
is revenue visibility. At any point in time it comprises revenue expected from (i) closed license orders, including those
which are contracted but conditional on acceptance decisions scheduled later in the year; (ii) contracted services business
delivered or expected to be delivered in the year; and (iii) recurring maintenance, hosting and rental streams. The visibility
calculation does not include revenues from new sales opportunities expected to close during the remainder of the year.
5 . ( L O S S ) / P R O F I T F O R T H E Y E A R
The (loss)/profit for the year has been arrived at after charging/(crediting):
Continuing Operations
Net foreign exchange losses/(gains)
Research and development costs (excluding amortization)
Amortization of intangible assets
Impairment of intangible assets
Depreciation of property, plant and equipment
Operating lease rentals – land and buildings
Operating lease rentals – other
2009
£’000
2008
£’000
31
1,352
969
180
109
375
92
––––––––
––––––––
(216)
1,171
824
324
96
330
(195)
––––––––
––––––––
Net foreign exchange gains arise on the translation of certain cash and trade balances held in Euros and US Dollars and are
accordingly included in administration expense.
6 . A U D I T O R S ’ R E M U N E R AT I O N
Audit of the financial statements of the group
2009
£’000
2008
£’000
56
––––––––
––––––––
56
––––––––
––––––––
Fees for the audit of the company are not segregated from those for the group and are included in the above amounts.
3 6
NOTES TO THE FINANCIAL STATEMENTS
7 . S TA F F C O S T S
Wages and salaries
Social security costs
Pension contributions
Employee benefits expense
Share-based payments expense (all equity-settled)
group
2009
£’000
2008
£’000
5,706
443
122
432
117
–––––––
6,820
––––––––
––––––––
5,313
390
98
318
151
–––––––
6,270
––––––––
––––––––
Included within the above are staff costs capitalized as development expenditure amounting to £945,000 (2008: £797,000).
The average monthly number of employees during the year was made up as follows:
Development and operations
Sales and management
group
2009
£’000
2008
£’000
68
31
–––––––
99
––––––––
––––––––
65
33
–––––––
98
––––––––
––––––––
The above staff costs and the numbers of employees during the year include the executive directors.
The fees and emoluments of all directors were as follows:
Fees and emoluments
Pension contributions
Share-based payments expense (all equity-settled)
2009
£’000
2008
£’000
459
14
39
––––––––
512
––––––––
––––––––
493
12
44
––––––––
549
––––––––
––––––––
No director exercised share options during the year (2008: None). Pension contributions are to personal defined
contribution schemes and have been made for three directors (2008: three) who served during the year.
The emoluments of the highest paid director were as follows:
Fees and emoluments
Pension contributions to defined contribution scheme
Share-based payments expense (all equity-settled)
2009
£’000
2008
£’000
165
4
21
––––––––
190
––––––––
––––––––
163
3
21
––––––––
187
––––––––
––––––––
Full details of directors’ remuneration are disclosed in the Report on Directors’ Remuneration on page 17.
8 . F I N A N C E I N C O M E
Income on financial assets measured at amortized cost
Interest income on bank deposits
2009
£’000
2008
£’000
19
––––––––
––––––––
55
––––––––
––––––––
NOTES TO THE FINANCIAL STATEMENTS
3 7
9 . F I N A N C E E X P E N S E
Interest expense on financial liabilities measured at amortized cost
Interest on borrowings
1 0 . I N C O M E TA X E X P E N S E
Income tax expense for the year – current tax
The charge for the year can be reconciled to the accounting profit/(loss) as follows:
Profit/(loss) before tax
Tax (charge)/credit at the UK corporation tax rate of 28 percent (2008: 28 percent)
Adjustment for differing rates of corporate taxation in overseas jurisdictions
Tax effect of expenses that are not deductible in determining taxable losses
Temporary differences arising from the capitalization
and amortization of internally generated development costs
Losses for the year not relievable against current tax
Utilization of prior year losses
Income tax expense for the year
2009
£’000
2008
£’000
(240)
––––––––
––––––––
(211)
––––––––
––––––––
2009
£’000
2008
£’000
-
––––––––
––––––––
15
––––––––
––––––––
2009
£’000
2008
£’000
(1,494)
––––––––
––––––––
44
––––––––
––––––––
418
29
(205)
(12)
(30)
(286)
85
(327)
-
––––––––
-
––––––––
––––––––
102
-
211
––––––––
(15)
––––––––
––––––––
The prior year tax charge represents US Alternative Minimum Tax (“AMT”), which is payable notwithstanding the
availability of tax losses from prior years. For AMT purposes, the use of prior year tax losses to offset current taxable
profits is restricted to 90 percent of current year taxable profits, with AMT chargeable at a rate of 20 percent on the
remaining 10 percent.
The group has an unrecognized deferred tax asset arising from its unrelieved trading losses, which has not been recognized
owing to uncertainty as to the level and timing of taxable profits in the future.
The unrecognized deferred tax asset is made up as follows:
Shortfall of tax depreciation compared to book depreciation
Effect of timing differences arising from capitalization of
internally generated development costs
Unrelieved trading losses
Unrecognized deferred tax asset
2009
£’000
2008
£’000
165
165
(1,052)
24,814
––––––––
23,927
––––––––
––––––––
(1,023)
27,554
––––––––
26,696
––––––––
––––––––
At 31 December 2009, tax losses estimated at £65 million were available to carry forward by the Sopheon group, arising
from historic losses incurred. These losses represent a potential deferred tax asset of £23.9 million, based on the tax rates
currently applicable in the relevant tax jurisdictions.
Of these tax losses, an aggregate amount of £20 million (representing £8.6 million of the potential deferred tax asset)
represents pre-acquisition tax losses of Sopheon Corporation (Minnesota), Orbital Software Inc. and Alignent Software, Inc.
The future utilization of these losses may be restricted under section 382 of the US Internal Revenue Code, whereby the
ability to utilize net operating losses arising prior to a change of ownership is limited to a percentage of the entity value of
the corporation at the date of change of ownership.
3 8
NOTES TO THE FINANCIAL STATEMENTS
1 1 . L O S S D E A LT W I T H I N T H E F I N A N C I A L S TAT E M E N T S O F T H E
PA R E N T C O M PA N Y
The loss dealt with in the financial statements of the parent company for the year ended 31 December 2009 was
£1,239,000 (2008: £163,000). Advantage has been taken of Section 408 of the Companies Act 2006 not to present an
income statement for the parent company.
1 2 . ( L O S S ) / E A R N I N G S P E R S H A R E
(Loss)/earnings per share
(Loss)/profit after tax
Weighted average number of ordinary shares for
the purpose of basic earnings per share
2009
£’000
2008
£’000
(1,494)
––––––––
––––––––
29
––––––––
––––––––
’000s
’000s
145,579
––––––––
––––––––
145,579
––––––––
––––––––
The profit attributable to ordinary shareholders and the weighted average number of ordinary shares for the purpose of
calculating the diluted (loss)/earnings per ordinary share are the same as those used for calculating the basic (loss)/earnings
per ordinary share in both 2009 and 2008. This is because the exercise of conversion rights attaching to the convertible
loan stock, of warrants to subscribe for 502,790 ordinary shares, and of share options to subscribe for 12,141,618 ordinary
shares, all of which are “out of the money” (details of which are set out in Notes 20, 24 and 28), would have the effect in
2009 of reducing the loss per ordinary share and in 2008 of increasing earnings per ordinary share (by virtue of interest
receivable on subscription proceeds), and are therefore not dilutive.
NOTES TO THE FINANCIAL STATEMENTS
3 9
1 3 . P R O P E R T Y, P L A N T A N D E Q U I P M E N T
group
Cost
At 1 January 2008
Additions
Exchange differences
At 1 January 2009
Additions
Exchange differences
At 31 December 2009
Accumulated depreciation
At 1 January 2008
Depreciation charge for the year
Exchange differences
At 1 January 2009
Depreciation charge for the year
Exchange differences
At 31 December 2009
Carrying amount
At 31 December 2009
At 31 December 2008
computer
equipment
£’000
Furniture &
fittings
£’000
1,753
81
429
––––––––
2,263
48
(145)
––––––––
2,166
––––––––
1,595
84
372
––––––––
2,051
99
(124)
––––––––
2,026
––––––––
360
4
98
––––––––
462
-
(34)
––––––––
428
––––––––
336
12
91
––––––––
439
10
(32)
––––––––
417
––––––––
Total
£’000
2,113
85
527
––––––––
2,725
48
(179)
––––––––
2,594
––––––––
1,931
96
463
––––––––
2,490
109
(156)
––––––––
2,443
––––––––
140
––––––––
––––––––
11
––––––––
––––––––
151
––––––––
––––––––
212
––––––––
––––––––
23
––––––––
––––––––
235
––––––––
––––––––
The following rates are used for the depreciation of property, plant and equipment:
Computer equipment
Furniture and fittings
20 to 33 percent on a straight-line basis
20 to 25 percent on a straight-line basis
The net carrying amount of property, plant and equipment includes £Nil (2008: £1,000) in respect of assets held under
finance leases.
company
The company has no property, plant and equipment.
4 0
NOTES TO THE FINANCIAL STATEMENTS
1 4 . I N TA N G I B L E A S S E T S
development Technology
and IPr
costs
customer
relationships
goodwill
Total
Cost
At 1 January 2008
Additions (internally generated)
Exchange differences
At 1 January 2009
Additions (internally generated)
Exchange differences
At 31 December 2009
Amortization
At 1 January 2008
Charge for the year
Exchange differences
At 1 January 2009
Charge for the year
Exchange differences
At 31 December 2009
Accumulated Impairment Losses
At 31 December 2008
Impairment losses in year
At 1 January 2009
Impairment losses in year
Exchange differences
At 31 December 2009
Carrying Amount
At 31 December 2009
At 31 December 2008
£’000
£’000
£’000
£’000
(internally
generated)
£’000
2,967
797
1,371
––––––––
5,135
945
(596)
––––––––
5,484
––––––––
1,579
459
741
––––––––
2,779
642
(327)
––––––––
3,094
––––––––
-
-
––––––––
-
-
-
––––––––
-
––––––––
700
-
224
––––––––
924
-
(61)
––––––––
863
––––––––
87
188
89
––––––––
364
147
(45)
––––––––
466
––––––––
-
161
––––––––
161
78
20
––––––––
259
––––––––
2,390
––––––––
––––––––
2,356
––––––––
––––––––
138
––––––––
––––––––
399
––––––––
––––––––
1,313
-
458
––––––––
1,771
-
(152)
––––––––
1,619
––––––––
82
177
82
––––––––
341
180
(43)
––––––––
478
––––––––
-
163
––––––––
163
102
20
––––––––
285
––––––––
856
––––––––
––––––––
1,267
––––––––
––––––––
493
-
191
––––––––
684
-
(75)
––––––––
609
––––––––
-
-
-
––––––––
-
-
-
––––––––
-
––––––––
-
-
––––––––
-
-
-
––––––––
-
––––––––
609
––––––––
––––––––
684
––––––––
––––––––
5,473
797
2,244
––––––––
8,514
945
(884)
––––––––
8,575
––––––––
1,748
824
912
––––––––
3,484
969
(415)
––––––––
4,038
––––––––
-
324
––––––––
324
180
40
––––––––
544
––––––––
3,993
––––––––
––––––––
4,706
––––––––
––––––––
The amortization period for the internally generated development costs relating to the group’s software products is four
years. The amortization periods for (a) technology & IPR and (b) customer relationships, arising from the acquisition of
Alignent Software, Inc. in June 2007, are four years and eight years respectively. Goodwill is not amortized. The residual
goodwill arising on the acquisition of Alignent is attributable to the enhanced market position of each of the group’s
operating segments, due to the completeness of the solution that Sopheon can offer the market, in addition to the ability to
penetrate wholly new markets such as aerospace and defense for the overall product set. The recoverable amount of the
goodwill can be underpinned on a value in use basis by the expected performance of each of the group’s operating segments.
The valuation used for this purpose is based on cash-flow projections for the next two years, then extrapolated using a
pre-tax discount rate of 14.6 percent and an annual growth assumption of 20 percent for five years. Sensitivity analysis
performed on these projections demonstrates significant valuation headroom above the carrying value of goodwill even
at considerably lower growth rates. The annualized average growth of the business since the launch of our core Accolade
solution is approximately 29 percent.
The initial valuation of the intangible assets acquired with Alignent relating to technology and IPR, and to customer
relationships, used an income-based approach. During 2008 and 2009 the recurring income from the acquired Alignent
customer base reduced, due to a mix of factors including the conversion of certain rental licenses to perpetual, changes in
rental levels, and cancellations. The overall reduction exceeded the rate of attrition of such recurring income estimated
in the original valuation exercise, leading to impairments in the carrying value of the acquired Alignent technology and IPR,
and the acquired Alignent customer relationships, of £78,000 (2008: £161,000) and £102,000 (2008: £163,000) respectively.
NOTES TO THE FINANCIAL STATEMENTS
4 1
All other assumptions of the original valuation have been retained in the impairment review. The valuation exercise, and
the recoverable amount of the intangible assets and goodwill, are based on value in use with a pre-tax discount rate of
14.6 percent. The remaining amortization period for the acquired Alignent technology and IPR and the acquired Alignent
customer relationships, are 1.5 and 5.5 years respectively.
company
The company has no intangible assets.
1 5 . S U B S I D I A R I E S
At 31 December 2008 and at 31 December 2009
Cost
Less: Amounts provided
Carrying amount
company
£’000
41,560
35,441
––––––––
6,119
––––––––
––––––––
Details of the company’s subsidiaries at 31 December 2009 are set out below. Companies marked with an asterisk* are
held via Sopheon UK Ltd and those with an obelus† are held via Orbital Software Holdings plc. The common stock of
Alignent Software, Inc. is held by Sopheon Corporation, Delaware, USA.
name of company
Place of Incorporation
Sopheon Corporation
Minnesota, USA
Sopheon Corporation
Delaware, USA
Alignent Software, Inc.
California, USA
Sopheon NV
The Netherlands
Sopheon UK Ltd.
United Kingdom
Orbital Software Holdings plc.
United Kingdom
Orbital Software Inc.†
Delaware, USA
Sopheon Edinburgh Ltd.†
United Kingdom
Orbital Software Europe Ltd.†
United Kingdom
Network Managers (UK) Ltd.*
United Kingdom
AppliedNet Ltd.*
United Kingdom
Future Tense Ltd.*
United Kingdom
Polydoc Ltd.
United Kingdom
nature of ownership
Interest
Proportion of
Voting rights held
nature of business
Common Stock
100 percent
Software sales and services
Common Stock
100 percent
Software development and
sales
Common Stock
100 percent
Software sales and services
Ordinary Shares
100 percent
Software sales and services
Ordinary Shares
100 percent
Software sales and services
Ordinary Shares
100 percent
Holding company
Common Stock
100 percent
Dormant
Ordinary Shares
100 percent
Dormant
Ordinary Shares
100 percent
Dormant
Ordinary Shares
100 percent
Dormant
Ordinary Shares
100 percent
Dormant
Ordinary Shares
100 percent
Dormant
Ordinary Shares
100 percent
Dormant
Applied Network Technology Ltd.*
United Kingdom
Ordinary Shares
100 percent
Employee Share Ownership
Trust
4 2
NOTES TO THE FINANCIAL STATEMENTS
1 6 . O T H E R R E C E I V A B L E
Other receivable
group
company
2009
£’000
2008
£’000
2009
£’000
2008
£’000
12
––––––––
––––––––
12
––––––––
––––––––
-
––––––––
––––––––
-
––––––––
––––––––
The other receivable represents a deposit paid in respect of a property leased by the group.
1 7 . T R A D E A N D O T H E R R E C E I V A B L E S
Trade receivables
Other receivables
Total receivables
Prepayments
Accrued income
group
company
2009
£’000
2008
£’000
2009
£’000
2008
£’000
2,693
7
––––––––
2,700
203
2
––––––––
2,905
––––––––
––––––––
3,293
25
––––––––
3,318
242
8
––––––––
3,568
––––––––
––––––––
-
18
––––––––
18
15
-
––––––––
33
––––––––
––––––––
-
-
––––––––
-
28
-
––––––––
28
––––––––
––––––––
Trade and other receivables are stated net of allowances totaling £20,000 (2008: £4,000) for estimated irrecoverable
amounts. The directors consider that the carrying amount of trade and other receivables approximates to their fair value.
A full provision has been made against amounts totaling £40,337,000 (2008: £39,412,000) owed to the company by
subsidiary undertakings, which are due after more than one year and are subordinated to the claims of all other creditors.
1 8 . C A S H A N D S H O R T- T E R M B A N K D E P O S I T S
Cash at bank
Short-term bank deposits
group
company
2009
£’000
2008
£’000
2009
£’000
2008
£’000
1,214
410
––––––––
1,624
––––––––
––––––––
1,165
1,421
––––––––
2,586
––––––––
––––––––
648
370
––––––––
1,018
––––––––
––––––––
-
1,421
––––––––
1,421
––––––––
––––––––
Cash and short-term bank deposits comprise cash held by the group, bank current accounts and short-term bank deposit
accounts with maturities of three months or less and bearing interest at variable rates. The carrying amount of these
assets represents a reasonable approximation to their fair value.
Included in cash at bank of the group is an amount of £23,000 (2008: £23,000) held by the group’s employee share
ownership trust.
NOTES TO THE FINANCIAL STATEMENTS
4 3
1 9 . T R A D E A N D O T H E R PAYA B L E S
Trade payables
Other payables
Tax and social security costs
Accruals
Group
Company
2009
£’000
2008
£’000
2009
£’000
2008
£’000
276
121
139
651
––––––––
1,187
––––––––
––––––––
367
158
157
1,321
––––––––
2,003
––––––––
––––––––
31
146
-
170
––––––––
347
––––––––
––––––––
45
170
-
258
––––––––
473
––––––––
––––––––
Trade payables principally comprise amounts outstanding for trade purchases and ongoing costs.
The directors consider that the carrying amounts of trade and other payables represent a reasonable approximation to
their fair values.
2 0 . B O R R O W I N G S
Current Loans and Borrowings
Line of credit
Loan notes (current portion)
Non-current Loans and Borrowings
Loan notes
8 percent convertible loan stock 2011
Embedded derivative represented by conversion rights
attaching to loan stock
Total loans and borrowings
a) Line of Credit
Group
Company
2009
£’000
2008
£’000
2009
£’000
2008
£’000
756
584
––––––––
1,340
522
558
––––––––
1,080
-
-
––––––––
-
-
-
––––––––
-
372
755
1,103
-
755
-
-
95
––––––––
2,562
––––––––
––––––––
-
––––––––
2,183
––––––––
––––––––
95
––––––––
850
––––––––
––––––––
-
––––––––
-
––––––––
––––––––
The line of credit is denominated in US Dollars and bears interest at a variable rate currently 9.9 percent. The line
of credit is a revolving facility limited to the lesser of $1,250,000 and 75 percent of the eligible trade receivables of
the group’s US subsidiaries, which at 31 December 2009 amounted to $3,533,000 (£2,187,000) (2008: $4,174,000
(£2,903,000)).
b) Loan Notes
The loan notes are denominated in US Dollars and are for an initial principal amount of $3,500,000 repayable in equal
installments over the four-year period to July 2011 and bear interest at a fixed rate of 11.03 percent.
The loan notes and the line of credit, both of which are provided by BlueCrest Capital Finance LLC, are secured by a
debenture and guarantee provided by Sopheon plc. The company has estimated the risk of this guarantee being called at
5 percent of the carrying value of the loan, and in its financial statements has included a provision for this amount within
other payables.
The fixed interest rate on the loan note of 11.05 percent was based on the yield on the 3 year US Treasury Note at the
time of issue, plus a spread of 6.05 percent. Although Treasury Note yields have now fallen, spreads on similar mezzanine
financing instruments have also widened. Accordingly the directors consider that the carrying amounts for loan notes, and
the line of credit, represent a reasonable approximation of the financial instruments’ fair values.
4 4
NOTES TO THE FINANCIAL STATEMENTS
c) 8 Percent convertible Loan Stock 2011
The convertible loan stock, which was issued at par in a nominal amount of £850,000 on 1 October 2009, is denominated
in Sterling and bears interest at a fixed rate of 8 percent per annum. It has the following principal terms:
i) The loan stock is convertible into Sopheon ordinary shares at a conversion price of 10p per share at the option of
the holder between 1 October 2010 and 30 September 2011, or earlier if Sopheon undertakes an equity issue. Any
loan stock which has not been converted will be redeemed at par on 30 September 2011.
ii) Subscribers to the loan stock have an option to subscribe for additional loan stock equal to one third of their initial
holding between 1 October 2009 and 31 March 2010. Such additional loan stock shall be issued on the same terms,
save that the conversion price will be 30 percent higher than the conversion price applicable to the original holding.
If at any time prior to the date of conversion of the loan stock the company undertakes a placing or other issue at a
lower price than the conversion price, the conversion price will be adjusted to such lower placing price.
The liability at maturity of the loan stock is £850,000. The carrying value of the liability component of the loan stock at
31 December 2009 was £755,000 based on discounted cash flows using a discount rate of 16.4 percent. The embedded
derivative represented by the conversion rights attaching to the loan stock has been valued at fair value at £95,000 at 31
December 2009 using the binomial option-pricing model.
2 1 . O B L I G AT I O N S U N D E R F I N A N C E L E A S E S
The present value of future lease payments is analyzed as:
Current liabilities
Non-current liabilities
group
company
2009
£’000
2008
£’000
2009
£’000
2008
£’000
1
-
––––––––
1
––––––––
––––––––
3
2
––––––––
5
––––––––
––––––––
-
-
––––––––
-
––––––––
––––––––
-
-
––––––––
-
––––––––
––––––––
The group leases a telephone system with a net carrying value at 31 December 2009 of £Nil (2008: £2,000). The lease is
for a five year period to May 2010 and carries an implied rate of interest of 4 percent.
Future lease payments are due as follows:
At 31 december 2009
Within one year
Due in one-to-five years
At 31 december 2008
Within one year
Due in one-to-five years
Minimum
lease
payments
£’000
1
-
––––––––
1
––––––––
––––––––
Minimum
lease
payments
£’000
3
2
––––––––
5
––––––––
––––––––
Interest
Present
value
£’000
£’000
-
-
––––––––
-
––––––––
––––––––
Interest
1
-
––––––––
1
––––––––
––––––––
Present
value
£’000
£’000
-
-
––––––––
-
––––––––
––––––––
3
2
––––––––
5
––––––––
––––––––
NOTES TO THE FINANCIAL STATEMENTS
4 5
2 2 . O P E R AT I N G L E A S E A R R A N G E M E N T S
At the balance sheet date, the group had outstanding commitments under operating leases in respect of which the total
future minimum lease payments were due as follows:
Due within one year
Due after one year and within five years
Land &
buildings
2009
£’000
other
2009
£’000
358
194
––––––––
552
––––––––
––––––––
71
88
––––––––
159
––––––––
––––––––
Land &
buildings
2008
£’000
375
153
––––––––
528
––––––––
––––––––
other
2008
£’000
75
92
––––––––
167
––––––––
––––––––
The group leases its office accommodation in the US, UK and the Netherlands and has operating leases for office
equipment and vehicles.
company
The company has no operating leases.
2 3 . F I N A N C I A L I N S T R U M E N T S
Categories of Financial Assets and Liabilities
The following table sets out the categories of financial instruments held by the group. All of the group’s financial assets are
in the category of loans and receivables, and all of its financial liabilities are in the category of financial liabilities measured
at amortized cost, other than the embedded derivative represented by the conversion rights attaching to the group's
8 percent convertible loan stock 2011, which is stated at fair value through profit or loss.
a) Financial Assets
i) Loans and receivables
current Financial Assets
Trade receivables
Other receivables
Accrued income
Cash and cash equivalents
non-current Financial Assets
Other receivable
group
company
notes
2009
£’000
2008
£’000
2009
£’000
2008
£’000
17
17
17
18
2,693
7
2
1,624
––––––––
4,326
––––––––
––––––––
3,293
25
8
2,586
––––––––
5,912
––––––––
––––––––
-
-
1,018
––––––––
1,018
––––––––
––––––––
-
-
-
1,421
––––––––
1,421
––––––––
––––––––
16
12
––––––––
––––––––
12
––––––––
––––––––
-
––––––––
––––––––
-
––––––––
––––––––
The group does not have any financial assets in any other categories.
4 6
NOTES TO THE FINANCIAL STATEMENTS
b) Financial Liabilities
i) Financial liabilities at fair value through
profit or loss
Embedded derivative represented by conversion
rights attaching to loan stock
ii) Financial liabilities measured
at amortized cost
current Financial Liabilities
Trade payables
Other payables
Accruals
Loans and borrowings
Obligations under finance lease
non-current Financial Liabilities
Loans and borrowings
8% convertible loan stock 2011
Obligations under finance lease
group
company
notes
2009
£’000
2008
£’000
2009
£’000
2008
£’000
20
95
––––––––
––––––––
-
––––––––
––––––––
95
––––––––
––––––––
-
––––––––
––––––––
19
19
19
20
21
20
20
21
276
121
651
1,340
1
––––––––
2,389
––––––––
––––––––
372
755
-
––––––––
1,127
––––––––
3,516
––––––––
––––––––
367
158
1,321
1,080
3
––––––––
2,929
––––––––
––––––––
1,103
-
2
––––––––
1,105
––––––––
4,034
––––––––
––––––––
31
146
170
-
––––––––
347
––––––––
––––––––
-
755
––––––––
755
––––––––
1,102
––––––––
––––––––
45
170
258
-
-
––––––––
473
––––––––
––––––––
-
-
-
––––––––
-
––––––––
473
––––––––
––––––––
NOTES TO THE FINANCIAL STATEMENTS
4 7
Financial Instrument Risk Exposure and Management
The group is exposed to risks that arise from its use of financial instruments. This note describes the group’s objectives,
policies and processes for managing those risks and the methods used to measure them.
There have been no changes in the group’s exposure to financial instrument risks, its objectives, policies and processes for
managing those risks or the methods used to measure them from previous periods, unless otherwise disclosed in this note.
Principal Financial Instruments
The principal financial instruments used by the group, from which financial instrument risk arises, are as follows:
• Trade and other receivables
• Cash and cash equivalents
• Trade and other payables
• Loan notes
• Bank line of credit
• 8 percent convertible loan stock 2011
general objectives, Policies and Processes
The board has overall responsibility for the determination of the group’s risk management objectives and policies and,
whilst retaining ultimate responsibility for them, it has delegated the authority for designing and operating processes that
ensure the effective implementation of the objectives and policies to the group’s finance function. The board receives
quarterly reports from the group finance director through which it reviews the effectiveness of the processes put in place
and the appropriateness of the objectives and policies it sets. The group’s risk management procedures are also reviewed
periodically by the audit committee.
The overall objective of the board is to set policies that seek to reduce risk as far as possible without unduly affecting the
group’s competitiveness and flexibility. Further details regarding these policies are set out below:
1. credit risk
Credit risk arises principally from the group’s trade receivables, other receivables and accrued income. It is the risk that
the counterparty fails to discharge its obligations in respect of the instrument.
The group’s software is principally marketed at major international corporations of good credit standing, and the group’s
historical bad debt experience is very low. Due to the potentially large size of certain individual sales, in a particular
year one customer can account for a substantial proportion of revenues recorded. However, such concentrations rarely
persist for multiple years and therefore the directors do not believe that the group is systematically exposed to credit risk
concentration in respect of particular customers. In 2009, the largest single customer accounted for 4.7 percent of group
revenues (2008: 9 percent).
Credit risk also arises from cash and cash equivalents and deposits with banks and financial institutions. At the year end
the group was holding a proportion of its deposits and bank balances with each of Lloyds Banking Group plc, Royal Bank of
Scotland plc, and Silicon Valley Bank.
4 8
NOTES TO THE FINANCIAL STATEMENTS
The group does not enter into derivatives to manage credit risk.
The following table illustrates the group’s maximum exposure to credit risk, by class of financial instruments, at the balance
sheet date, including a geographical analysis of exposure in respect of trade receivables:
Trade receivables
North America
EMEA
Total trade receivables
Other receivables
Accrued income
Cash and cash equivalents
Maximum credit risk exposure
2009
carrying
value
£’000
2009
Maximum
exposure
£’000
2008
carrying
value
£’000
2008
Maximum
exposure
£’000
2,188
505
–––––––––
2,693
19
2
1,624
–––––––––
4,338
–––––––––
–––––––––
2,188
505
–––––––––
2,693
19
2
1,624
–––––––––
4,338
–––––––––
–––––––––
2,784
509
–––––––––
3,293
37
8
2,586
–––––––––
5,924
–––––––––
–––––––––
2,784
509
–––––––––
3,293
37
8
2,586
–––––––––
5,924
–––––––––
–––––––––
The group's customers are major international corporations of high credit standing and therefore the group does not
typically obtain credit ratings for individual customers. Nevertheless, current economic conditions have resulted in such
major corporations slowing down payments and this is reflected in the ageing profile of the group’s receivables. However,
impairment of trade receivables is very rare, and in the three years ending 31 December 2009 provisions or write-offs
against customer receivables amounted in total to less than 0.5 percent of revenues. Such impairments do not arise from
credit defaults, but principally from disagreements with a very small number of former customers over their responsibility
for renewal fees for maintenance or hosting contracts. Sopheon's policy is to pursue collection of such fees but to make
provision against the applicable receivable if collection is uncertain.
The following is an analysis of the group’s trade receivables identifying the totals of trade receivables which are current and
those which are past due but not impaired:
At 31 December 2009
At 31 December 2008
Total
£’000
current
£’000
Past due
+30 days
£’000
Past due
+60 days
£’000
2,693
–––––––––
–––––––––
2,196
–––––––––
–––––––––
287
–––––––––
–––––––––
210
–––––––––
–––––––––
3,293
–––––––––
–––––––––
2,824
–––––––––
–––––––––
243
–––––––––
–––––––––
226
–––––––––
–––––––––
NOTES TO THE FINANCIAL STATEMENTS
4 9
The following is an analysis of the group’s provisions against trade receivables, analyzed between the geographical segments
in which the group’s operations are located:
2009
£’000
Provision
£’000
gross
value
£’000
carrying
value
£’000
gross
value
2008
£’000
Provision
£’000
carrying
value
Trade receivables
North America
EMEA
2,204
509
–––––––––
2,713
–––––––––
–––––––––
16
4
–––––––––
20
–––––––––
–––––––––
2,188
505
–––––––––
2,693
–––––––––
–––––––––
2,784
513
–––––––––
3,297
–––––––––
–––––––––
-
4
–––––––––
4
–––––––––
–––––––––
2,784
509
–––––––––
3,293
–––––––––
–––––––––
The group records impairment losses on its trade receivables separately from the gross amounts receivable.
The movements on this allowance during the year are summarized below:
Opening balance
Increases in provisions
Written off against provisions
Closing balance
2009
£’000
2008
£’000
4
16
-
–––––––––
20
–––––––––
–––––––––
47
-
(43)
–––––––––
4
–––––––––
–––––––––
The main factors used in assessing the impairment of the group’s trade receivables are the age of the balances and the
circumstances of the individual customer.
The company provides in full for amounts due from subsidiaries. The company is exposed to credit risk in respect of its
cash and cash equivalents, which are held in the form of current account and money market balances with leading UK
banking institutions.
5 0
NOTES TO THE FINANCIAL STATEMENTS
2. Liquidity risk
Liquidity risk arises from the group’s management of working capital, and more particularly its ability to reach a point
where its trading is cash generative, together with the finance charges and principal repayments on its debt instruments. It
is the risk that the group will encounter difficulties in meeting its financial obligations as they fall due.
The group’s policy is to maintain significant cash balances, short-term bank deposits and facilities with a view to having
sufficient cash to meet its liabilities when they become due. The board annually approves budgets including cash flow
projections for each of the operating companies within the group and receives regular information as to cash balances
held and progress against budget. Attention is particularly drawn to the detailed discussion of the factors which enable the
group to continue as a going concern for the foreseeable future in the section headed “Going Concern” in Note 2 to the
financial statements.
The following table sets out an analysis of the contractual maturity of the group’s and the company’s financial liabilities that
must be settled gross, based on exchange rates prevailing at the relevant balance sheet date.
group
At 31 december 2009
Trade and other payables
Line of credit
Loan notes
Future interest – loan notes
Convertible loan stock
Future interest – convertible loan stock
Finance lease
Total financial liabilities
At 31 december 2008
Trade and other payables
Line of credit
Loan notes
Future interest – loan notes
Finance lease
Total financial liabilities
company
At 31 december 2009
Trade and other payables
Convertible loan stock
Future interest – convertible loan stock
Total financial liabilities
At 31 december 2008
Trade and other payables
Total financial liabilities
Within
one year
£’000
Within
five years
£’000
1,187
756
584
78
-
68
1
–––––––––
2,674
–––––––––
–––––––––
-
-
372
14
850
51
-
–––––––––
1,287
–––––––––
–––––––––
Within
one year
£’000
Within
five years
£’000
2,003
522
558
157
3
–––––––––
3,243
–––––––––
–––––––––
-
-
1,103
103
2
–––––––––
1,208
–––––––––
–––––––––
Total
£’000
1,187
756
956
92
850
119
1
–––––––––
3,961
–––––––––
–––––––––
Total
£’000
2,003
522
1,661
260
5
–––––––––
4,451
–––––––––
–––––––––
Within
one year
£’000
one to
five years
£’000
Total
£’000
347
-
68
–––––––––
415
–––––––––
–––––––––
-
850
51
–––––––––
901
–––––––––
–––––––––
347
850
119
–––––––––
1,316
–––––––––
–––––––––
Within
one year
£’000
one to
five years
£’000
Total
£’000
473
–––––––––
473
–––––––––
–––––––––
-
–––––––––
-
–––––––––
–––––––––
473
–––––––––
473
–––––––––
–––––––––
NOTES TO THE FINANCIAL STATEMENTS
5 1
3. Market risk
Market risk arises from the group’s use of interest-bearing and foreign currency financial instruments. It is the risk that the
future cash flows of a financial instrument will fluctuate because of changes in interest rates (interest rate risk) or foreign
exchange rates (currency risk).
The group does not have any financial instruments that are publicly traded securities and is not exposed to other price risk
associated with changes in the market prices of such securities.
4. Interest rate risk
The group’s fixed rate interest bearing liabilities comprise loan notes with a carrying value at 31 December 2009 of
£956,000 which bear a fixed interest rate of 11.03 percent and convertible loan stock with a carrying value of £850,000
which bear a fixed interest rate of 8 percent. These liabilities do not give rise to interest rate risk. The group also has a
line of credit for £756,000 which bears a variable interest rate based on a margin of 1.25 percent above the lender’s Prime
Rate. Should this rate vary by 1 percent the annualized effect would be to increase or reduce finance costs by £8,000.
The company’s interest bearing liabilities consist of its convertible loan stock which bears a fixed rate of interest of 8
percent, which does not give rise to interest rate risk.
The group invests its surplus cash in bank deposits denominated in US Dollars, Euros or Sterling, which bear interest based
on short-term money market rates, and in doing so exposes itself to fluctuations in money market interest rates. The
group’s surplus cash held in the form of bank deposits at the balance sheet date was £410,000. The annualized effect of a
movement of 1 percent in the average interest rate received on the group’s bank deposits at the balance sheet date would
result in an increase or decrease in the group’s and the company’s interest income of £4,000.
The company’s interest bearing deposits at the balance sheet date were £370,000. The annualized effect of a movement of
1 percent in the average interest rate received on the group’s bank deposits at the balance sheet date would result in an
increase or decrease the company’s interest income of £4,000.
5. currency risk
The following is an analysis of the group’s financial assets and liabilities, analyzed by the currency in which they are
denominated:
At 31 december 2009
Financial assets:
Receivables and accrued income
Cash and cash equivalents
Total financial assets
Financial liabilities:
Trade and other payables
Borrowings
Total financial liabilities
At 31 december 2008
Financial assets:
Receivables and accrued income
Cash and cash equivalents
Total financial assets
Financial liabilities:
Trade and other payables
Borrowings
Total financial liabilities
uS dollars
£’000
2,202
788
–––––––––
2,990
–––––––––
–––––––––
528
1,712
–––––––––
2,240
Sterling
£’000
euro
£’000
Total
£’000
341
451
–––––––––
792
–––––––––
–––––––––
369
850
–––––––––
1,219
171
385
–––––––––
556
–––––––––
–––––––––
290
-
–––––––––
290
2,714
1,624
–––––––––
4,338
–––––––––
–––––––––
1,187
2,562
–––––––––
3,749
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
uS dollars
£’000
2,817
1,075
–––––––––
3,892
Sterling
£’000
euro
£’000
Total
£’000
331
877
–––––––––
1,208
190
634
–––––––––
824
3,338
2,586
–––––––––
5,924
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
1,141
2,188
–––––––––
3,329
430
-
–––––––––
430
432
-
–––––––––
432
2,003
2,188
–––––––––
4,191
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
–––––––––
5 2
NOTES TO THE FINANCIAL STATEMENTS
The group’s policy is, where possible, to allow group entities to settle liabilities denominated in the functional currency
with cash generated from their own operations in that currency. The group also maintains cash and bank deposits in the
currencies which are the functional currencies of its operating entities, which are the US Dollar, the Euro and Sterling.
The group is exposed to currency risk in respect of foreign currency denominated bank deposits and bank loans. Taking
into account the fact that a large proportion of the group’s income and expenditure arise in US Dollars and, to a lesser
extent, in Euros, the group’s policy is not to seek to hedge such currency risk.
Foreign currency risk also arises where individual group entities enter into transactions denominated in currencies other
than their functional currency, with fluctuations in exchange rates giving rise to gains or losses in the income statement.
Where the foreign currency risk to the group is significant, consideration is given to hedging the risk through the forward
currency market and, whilst this would be an economic hedge of the cash-flow risk, the group does not employ hedge
accounting.
The following table shows the effects, all other things being equal, of changes to exchange rates on the group’s loss after
tax and on the exchange differences on retranslation of the assets and liabilities of foreign operations which is recognized
directly in equity. It illustrates the effects if the exchange rates for the US Dollar and the Euro had been higher or lower
than those which actually applied during the year and at the year end.
2009
2008
2009
2008
decrease/
(increase)
in loss
after tax
Increase/
(decrease)
in profit
after tax
effect of
exchange differences
on translation of
assets and liabilities
of foreign operations
£’000
£’000
£’000
£’000
22
(24)
77
(92)
–––––––––
–––––––––
(25)
31
(9)
47
(93)
106
(69)
82
––––––––– –––––––––
––––––––– –––––––––
(31)
45
(57)
61
–––––––––
–––––––––
Weakening of US Dollar by 10c
Strengthening of US Dollar by 10c
Weakening of Euro by 10c
Strengthening of Euro by 10c
The company holds certain assets, mainly bank deposits, and liabilities denominated in the functional currencies of its
principal operating subsidiaries, which are the US Dollar, the Euro and Sterling. The following table shows the effects, all
other things being equal, of changes to exchange rates at the year end on the loss after tax of the company. It is based on
the company’s assets and liabilities at the relevant balance sheet date.
Weakening of US Dollar by 10c
Strengthening of US Dollar by 10c
Weakening of Euro by 10c
Strengthening of Euro by 10c
2008
2009
(Increase)/decrease
in loss after tax
£’000
£’000
(16)
18
(22)
27
–––––––––
–––––––––
4
(3)
(48)
61
–––––––––
–––––––––
NOTES TO THE FINANCIAL STATEMENTS
5 3
6. capital
The group considers its capital to comprise its share capital and share premium and other capital reserves less the
accumulated retained losses. The group is not subject to any externally imposed capital requirements. In managing its
capital, the group’s primary objective is to support the development of the group’s activities through to the point where
they are cash generative on a sustained basis.
The group’s capital is all equity capital and is summarized in Note 24.
2 4 . S H A R E C A P I TA L
Issued and Fully Paid
Ordinary shares of 5p each
2009
number
2009
£’000
2008
number
2008
£’000
145,579,027
–––––––––
–––––––––
7,279 145,579,027
–––––––––
–––––––––
–––––––––
–––––––––
7,279
–––––––––
–––––––––
The company has one class of ordinary shares, which carry no right to fixed income.
At 31 December 2009 the company had outstanding 502,790 warrants to subscribe for ordinary shares at a price of
20p per share, which were issued in June 2007 to BlueCrest Capital Finance LLC in connection with the financing of the
acquisition of Alignent Software, Inc.
5 4
NOTES TO THE FINANCIAL STATEMENTS
2 5 . C A P I TA L R E S E R V E S
group
At 1 January 2008
Recognition of share-based payments
Lapsing of share options
At 1 January 2009
Recognition of share-based payments
Lapsing of share options
At 31 December 2009
company
At 1 January 2008
Recognition of share-based payments
Lapsing of share options
At 1 January 2008
Recognition of share-based payments
Lapsing of share options
At 31 December 2009
Share
premium
£’000
52,096
-
-
––––––––
52,096
-
-
––––––––
52,096
––––––––
––––––––
Share
premium
£’000
52,096
-
-
––––––––
52,096
-
-
––––––––
52,096
––––––––
––––––––
Merger
reserve
£’000
17,944
-
-
––––––––
17,944
-
-
––––––––
17,944
––––––––
––––––––
Merger
reserve
£’000
10,179
-
-
––––––––
10,179
-
-
––––––––
10,179
––––––––
––––––––
capital
redemption
reserve
£’000
2,884
-
-
––––––––
2,884
-
-
––––––––
2,884
––––––––
––––––––
capital
redemption
reserve
£’000
2,884
-
-
––––––––
2,884
-
-
––––––––
2,884
––––––––
––––––––
Share
options
reserve
£’000
575
151
(23)
Total
£’000
73,499
151
(23)
––––––––
703
117
(111)
––––––––
709
––––––––
––––––––
––––––––
73,627
117
(111)
––––––––
73,633
––––––––
––––––––
Share
options
reserve
£’000
575
151
(23)
Total
£’000
65,734
151
(23)
––––––––
703
117
(111)
––––––––
709
––––––––
––––––––
––––––––
65,862
117
(111)
––––––––
65,868
––––––––
––––––––
Share premium represents the premium arising on the issue of shares and its use is governed by the provisions of the
Companies Act 2006.
Merger reserve is a non-statutory reserve representing the premium on the issue of shares pursuant to certain past
business combinations which meet specified criteria.
The capital redemption reserve is a non-distributable reserve arising from the cancellation in 2001 of deferred shares.
The share options reserve comprises the deemed value of outstanding share options granted in connection with the
acquisitions of Teltech Resource Network Corporation in 2000 and of Orbital Software Holdings plc in 2001, together with
the fair value of share-based payments to employees pursuant to the group’s share option schemes, and the fair value of
warrants to subscribe for Sopheon shares issued to BlueCrest Capital Finance LLC.
NOTES TO THE FINANCIAL STATEMENTS
5 5
2 6 . R E T I R E M E N T B E N E F I T P L A N S
The group operates defined contribution retirement benefit plans which employees are entitled to join. The total expense
recognized in the income statement of £122,000 (2008: £98,000) represents contributions paid to such plans at rates
specified in the rules of the plans.
2 7 . R E L AT E D PA R T Y T R A N S A C T I O N S
Details of transactions between the group and related parties are disclosed below.
Compensation of Key Management Personnel
Details of directors’ remuneration are given in Note 7. The total remuneration of directors and members of the group’s
executive management committee during the year was as follows:
Emoluments and benefits
Pension contributions
Share-based payments
2009
£’000
2008
£’000
718
21
56
–––––––
795
–––––––
–––––––
743
18
70
–––––––
831
–––––––
–––––––
Transactions with Related Parties who are Subsidiaries of the Company
The following is a summary of the transactions of the company with its subsidiaries during the year:
Net amounts (advanced to)/repaid by subsidiaries by way of interest-free loans
Net management charges to subsidiaries
2009
£’000
2008
£’000
(694)
220
–––––––
190
210
–––––––
The amounts owed by subsidiary companies to the parent company at 31 December 2009 totaled £40,337,000 (2008:
£39,412,000). A full provision has been made against these amounts, which are unsecured and are subordinated to the
claims of all other creditors.
During 2009 the company did not grant share options to employees of subsidiary companies (2008: 2,731,224 options).
Details of grants of share options are disclosed in Note 28.
Other Related Party Transactions
On 1 October 2009 certain directors and members of the group’s executive management committee subscribed for
an aggregate of £415,000 in nominal value of the company’s 8 percent convertible loan stock 2011 at par. The amounts
subscribed by directors are set out in the Directors’ Report. There were no other related party transactions during the
year under review or the previous year.
5 6
NOTES TO THE FINANCIAL STATEMENTS
2 8 . S H A R E - B A S E D PAY M E N T S
Equity-Settled Share Option Schemes
The group has a number of share option schemes for all employees. Options are exercisable at a price equal to the
market price on the date of grant. The normal vesting periods are as set out below.
Vesting
Sopheon plc (USA) stock option plan
Sopheon UK approved share option scheme
Sopheon UK unapproved share option scheme
Sopheon NV share option scheme
In three equal tranches between the first and third anniversary of grant
On third anniversary of grant
Immediate or as per USA plan
Immediate or as per USA plan
Details of the share options outstanding during the year are as follows:
Outstanding at the beginning of the year
Granted during the year
Lapsed or expired during the year
Outstanding at the end of the year
Exercisable at the end of the year
number of
share
options
2009
13,104,438
-
(962,820)
–––––––
12,141,618
–––––––
–––––––
10,272,293
–––––––
–––––––
Weighted
average
exercise
price
2009
£
0.24
-
0.55
–––––––
0.22
–––––––
–––––––
0.23
–––––––
–––––––
number of
share
options
2008
10,925,314
2,731,224
(552,100)
–––––––
13,104,438
–––––––
–––––––
8,786,131
–––––––
–––––––
Weighted
average
exercise
price
2008
£
0.27
0.14
0.14
–––––––
0.24
–––––––
–––––––
0.27
–––––––
–––––––
No share options were exercised during the year (2008: Nil). The options outstanding at the end of the year have a
weighted average contractual life of 5.2 years (2008: 6.3 years).
In 2009, there were no grants of share options. In 2008 share options were granted on 1 April 2008 and on 27 June 2008.
The exercise prices of the options granted on 1 April 2008 was 13.25p, and the estimated fair value was 7.8p. The exercise
prices of the options granted on 27 June 2008 were 14p (for options granted mainly under the US and UK schemes)
and 14.75p (for certain options granted under the Dutch scheme), and the estimated fair values were 8.3p and 4.9p
respectively.
The fair values for options granted in 2008 were calculated using the binomial option-pricing model. The principal
assumptions used were:
27 june
2008
27 june
2008
1 April
2008
Share price at time of grant
Exercise price
Expected volatility
Risk-free rate
Expected dividend yield
14.75p
14.75p
40 percent
5 percent
Nil
14p
14p
40 percent
13.25p
13.25p
40 percent
5 percent 5 percent
Nil
Nil
The expected contractual life of the options used was either five or ten years depending on the particular scheme rules.
Expected volatility was determined by reference to the historic volatility of the company’s share price in the period before
the date of grant.
The group and company recognized total expenses of £117,000 (2008: £151,000) relating to equity-settled share-based
payments during the year.
D I R E C T O R S
barry Mence, Executive Chairman. Barry Mence has served as executive chairman and as a director
and substantial shareholder of Sopheon since its inception in 1993 when he was one of the founding
members. From 1976 to 1990, Mr. Mence was a major shareholder and group managing director of the
Rendeck Group of Companies, a software and services group based in the Netherlands.
Andrew Michuda, Executive Director. Andrew Michuda was appointed chief executive officer of Sopheon
in September 2000. From 1997 to 2000 he served as chief executive officer and an executive director
of Teltech Resource Network Corporation, which was acquired by Sopheon. He earlier held senior
leadership positions at Control Data, including general manager of the business that evolved into
Decision Data, the world's largest independent computer services provider.
Arif Karimjee, ACA, Executive Director. Arif Karimjee has served as chief financial officer of Sopheon
since February 2000. Mr. Karimjee was previously an auditor and consultant with Ernst & Young in
London, Brussels and Reading, from August 1988 until joining Sopheon.
Stuart Silcock, FCA, Non-executive Director. Stuart Silcock has served as a director of Sopheon from its
inception in 1993. Since 1982, Mr. Silcock has been a principal partner of Lawford & Co. and a director
of Lawfords Ltd., chartered accountants. Mr. Silcock was a non-executive director of Brown & Jackson
plc. for four years from June 2001 to July 2005 and currently holds a number of other directorships in
the United Kingdom.
bernard Al, Non-executive Director. Bernard Al was appointed as director of Sopheon in January 2001.
He is a former chief executive officer of Wolters Kluwer in the Netherlands and has a background in
science and linguistics.
daniel Metzger, Non-executive Director. Daniel Metzger was until 1998 an executive vice president
of Lawson Software, a leading ERP provider, where he was responsible for corporate strategy and
marketing. Since then he has held similar roles at Parametric Technologies, where he led the business
strategy and marketing around collaborative product development technologies, and at nQuire Software,
which was subsequently sold to Siebel.
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