S O P H E O N
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A N N U A L R E P O R T
Where innovation means business™
Sopheon’s mission is to help our customers achieve
exceptional long-term growth and profitability
through sustainable innovation.
Summary Results and Trends ................................. 5
Auditors’ Report .....................................................22
Chairman's Statement .............................................. 6
Consolidated Income Statements .......................24
Strategic Report ........................................................ 7
Financial Report ......................................................12
Directors and Advisors ..........................................15
Report on Directors’ Remuneration .................16
Directors’ Report ...................................................19
Consolidated and Company
Balance Sheets .........................................................25
Consolidated and Company
Cash Flow Statements ...........................................26
Consolidated and Company Statements
of Changes in Equity ..............................................27
Statement of Directors’ Responsibilities ...........21
Notes to the Financial Statements .....................28
Sopheon’s mission is to help our customers achieve
exceptional long-term growth and profitability
through sustainable innovation.
We do this by providing software, services and best practices that help complex, global
enterprises to increase the market success rate of their innovation efforts, to improve
R&D throughput and time to market, and to increase the value per product or service in
their innovation portfolio. We provide transparency and insight to improve decision making
through an integrated enterprise innovation platform which drives performance across the
four distinct business capabilities required to achieve sustainable innovation.
Near-Term Focus
Long-Term Focus
Key Decision:
Which initiatives
should we fund to
achieve our strategies?
Strategy
Focus of Cross-Functional
Business Leaders
Focus of Cross-Functional
Innovation Teams
Strategy
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Enterprise
Innovation
Performance
ortfolio
ptimiz ati o
P
O
P
r
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c
M
e
s
a
s
pt
e
nt
a / C onc
v elopme
e
D e
Key Decision:
Should this initiative
get funds/resources
to move into development?
n
a
&
g
e
m
Project
ent
I d
Key Decision:
Which strategies should
we fund to achieve our
growth goals?
Key Decision:
Should this new idea/
concept become an
initiative?
Good execution of a bad strategy drives bad results. The Sopheon solution was designed
from the start to ensure that business strategy stays front of mind throughout the
project lifecycle, ensuring market success.
Conventional Approach
Sopheon’s Approach
Project Orientation
Strategy Orientation
Focus on Rolling
Up Projects
Focus on Achieving
Corporate Strategy
Our Headline Financials
2013
2012
2011
2010
2009
Revenue
EBITDA
Profit before tax
£'000
£'000
£'000
13,276
1,930
341
12,663
1,803
281
10,276
1,491
104
10,537
1,510
171
8,260
(195)
(1,494)
Pre financing cashflow
£'000
(740)
1,070
151
1,320
(1,276)
Net Assets
Gross Cash
Working capital
Long-term liabilities
£'000
£'000
£'000
£'000
3,510
2,436
4,887
(1,978)
3,264
3,880
4,315
(2,121)
3,082
2,941
3,289
(1,663)
3,008
3,358
4,145
(2,290)
2,685
1,624
2,001
(1,222)
Working capital is calculated as net current assets after adding back deferred income.
Revenues grew to £13.3m in 2013, alongside another year of improvement in profitability for both
EBITDA and profit after tax. A number of corporate milestones were taken forward, including a capital
reduction, a share 20:1 consolidation, extension of equity line facilities, and development of a new debt
partner in Silicon Valley Bank. We released new software versions with a redeveloped and fully integrated
roadmapping platform, improved interactivity of planning and portfolio, social networking capabilities, and
better readiness for cloud deployment.
Where to Find Us
In addition to our own locations in
America and Europe, Sopheon has
developed a wide reseller network.
Work with strategic partners continues
to gather pace, with new deals
won and several new opportunities
being worked with major consulting
organizations. We established a new
development team in the Netherlands,
supplementing our core Denver-based
center.
How We've Grown
’
0
0
0
£
P
B
G
14000
12000
10000
8000
6000
4000
2000
0
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Recurring Revenue Base
Total Revenue in Year
Licensees
250
200
150
100
s
e
e
s
n
e
c
L
i
50
0
The year saw continued growth
after the strong advance in
2012. Annualized growth
since the launch of Accolade
remains above 20%. The final
quarter was exceptionally busy
and exceeded previous highs.
Our focus on vertical markets
resulted in several new license
wins from consumer goods
companies. In total, we added
16 new customers in the year.
The recurring revenue base
rose to £4.8m.
6
CHAIRMAN'S STATEMENT
C H A I R M A N ' S S T A T E M E N T
We recorded continued growth in 2013. Revenues rose from £12.7m in 2012 to £13.3m in 2013,
alongside another year of improvement in profitability at both the EBITDA and profit after tax level.
Towards the end of last year, we noted that meeting our commercial goals would require a strong
finish to the year. The final weeks did indeed prove exceptionally busy, and revenues in the fourth
quarter exceeded previous historical highs. Our strong customer base accounted for 65 percent of
non-recurring revenues in 2013 compared to 49 percent the year before. Furthermore, the robust
finish to the year has resulted in a high services backlog for 2014. Visibility for the current year
stands at £6.9m as compared to £6.4m at this time last year.
Our focus on vertical markets resulted in several new license wins from consumer goods companies. In total, we
added 16 new customers in the year. Sopheon’s agile development methodology continued to bear fruit, with two
milestone software releases in the year. Amongst a host of other improvements, Accolade 8.3 introduced enhancements
in portfolio, resource management and collaboration. Accolade 9.0 introduced a new roadmapping platform, improved
interactivity of planning and portfolio, social networking capabilities and better readiness for cloud deployment. These
releases were driven out of explicit market need and reflect extensive input from our customer panels. Our work with
strategic partners also continues to gather pace, with new deals won and several new opportunities being worked with
major consulting organizations. In the coming year, we will also continue to add direct sales resources, both to drive
expansion in our existing customer base and to drive new customer acquisition.
A number of corporate milestones were advanced in 2013. We secured court approval for a capital reduction, thereby
reducing the deficit on the group’s accumulated reserves and completing a further milestone in the corporate changes
that started with last year’s transfer from Euronext to Alternext. We also implemented a share consolidation which
reduced the number of shares in issue by a ratio of 20:1, and decreased the number of very small shareholdings by over
5,000. On a financing front, we extended our equity line facility for an additional two years. In addition, we are delighted
to have concluded $3.5m in new debt facilities with Silicon Valley Bank.
We believe the market for what we do is maturing. We are seeing more competition, which both provides evidence
and validation of the market but also means we must continue to advance and lead the industry with our solutions.
We have sustained a controlled expansion of staff levels since 2010 while continuing to drive revenue and profitability
improvements. We will continue to link investment with performance. Energized by our record fourth quarter,
we remain focused on keeping the Sopheon Accolade® suite at the forefront of the emerging market for enterprise
innovation performance, and are working diligently to drive and position our business for scalable growth.
Barry Mence
Executive Chairman
19 March 2014
Sopheon and Accolade are registered trademarks of Sopheon plc.
Vision Strategist, Idea Lab, Innovation Planner, Accolade Roadmapping, Portfolio Center, and Process Manager are trademarks of Sopheon plc.
Microsoft is a registered trademark of the Microsoft Corporation in the United States and/or in other countries.
STRATEGIC REPORT
7
S T R A T E G I C R E P O R T
In this report, our CEO Andy Michuda provides more details on Sopheon’s mission and differentiation,
our principal growth strategies and an update on our people, processes and platform. A summary of
the principal risks areas facing the business is set out in the Directors' Report. Further analysis of
Sopheon’s financial results during the year including a review of the business, the financial position at
the end of the year, key indicators and an overview of key corporate developments are set out in the
Financial Report that follows this report.
What We Do
Sopheon’s mission is to help our customers achieve exceptional long-term growth and profitability through sustainable
innovation. We do this by providing software, services and best practices that help complex, global enterprises to increase
the market success rate of their innovation efforts, to improve R&D throughput and time to market, and to increase the
value per product or service in their innovation portfolio. We provide transparency and insight to improve decision making
through an enterprise innovation platform which drives performance across the four distinct business capabilities required
to achieve sustainable innovation.
• Strategic alignment of long-term Innovation Plans with market requirements, industry regulations, and supply chain
capabilities, to create stronger strategic initiatives and priorities.
• Generation and development of higher value Ideas and Concepts to fill key gaps relevant to achieving strategic
initiatives.
• Improved Process and Project Management that tracks and enables key decision making, focused on evaluating
projects associated with innovation initiatives, and accelerating productivity and velocity of development efforts through
better execution and collaboration.
• Data management and integrity tools to enable improved project management and Portfolio Optimization, which
ensures the best return on innovation investments.
Research indicates that on average, only 50 percent of new products achieve their desired business objectives. We have
helped customers implement effective innovation management processes to dramatically increase this success rate, with
some as high as 85 percent.
A common innovation and new product development challenge companies face is coordinating resources to bring products
to market. We help improve throughput efficiency, enabling 15-30 percent more products to be brought to market for the
same investment.
Companies can increase the value of their portfolios by 75-100 percent or more, by connecting innovation planning to
business objectives, developing better initiatives in the innovation funnel, more effectively managing processes, and optimizing
portfolios with our Accolade solution.
How do we get more
from our portfolio?
Accolade Portfolio Center®
Resource Planning
Is our portfolio achieving
our performance goals?
Should this initiative
move forward for launch?
Accolade Process Manager®
Collaborative Workflow
What plans do we create to
achieve business objectives?
Accolade Innovation Planner®
Accolade Roadmapping®
Which strategies
will we pursue?
Which ideas/concepts support
our strategic objectives?
Accolade Idea Lab®
Accolade Idea Submission
Should this initiative
move into development?
Which ideas/concepts
are viable initiatives?
8
STRATEGIC REPORT
What Makes Sopheon Different
Many companies use project management tools to try and address their innovation management concerns. At Sopheon
we believe that good execution of a bad strategy drives bad results. The Sopheon solution was designed from the start
to ensure that business strategy stays front of mind. During 2013, we released a number of advances to address project
management challenges but have not departed from our core philosophy of putting business strategy first.
Conventional Approach
Sopheon’s Approach
Project Orientation
Strategy Orientation
Focus on Rolling
Up Projects
Focus on Achieving
Corporate Strategy
Our integrated support for the entire lifecycle enables critical decision-making at every step to help companies achieve
significant innovation performance improvements across the enterprise. Sopheon’s solutions have been implemented by
over 200 customers with over 60,000 users in over 50 countries.
“The development of an innovation strategy is predominantly a top-down exercise.”
— Innovation Leadership Study Cap Gemini, 2013
Customer Value Trends
We see a convergence of several business, economic and market trends that play directly into Sopheon’s market position,
solutions and investments. We have identified three major trends from interactions with our customers, in the market,
and from research sources. We believe that Sopheon is uniquely positioned to leverage these trends with our proven
solutions, services, expertise and best practices.
• Business Transformation – Companies are exploring innovative options to transform their business models
for increased competitiveness, disruptive operating models, and greater connectedness with customers, and other
strategic initiatives. Sopheon provides these companies with solutions to undertake these high-risk/high-reward
initiatives with structured planning, governance and performance measurement that greatly improve success
probabilities.
• Increased Operating Plan Cadence – Most companies are realizing that the traditional annual operating plan
(AOP) done in spreadsheets and presentations is not effective and does not systematically drive relevant action,
results and alignment in innovation initiatives. Companies face increasing disruptive and unplanned events from
their markets which requires an ability to quickly assess a situation, make fact-based informed decisions, and then
implement appropriate actions. Sopheon’s solutions provide companies with the means to increase their operating
plan cadence to intervals aligned with their dynamic business circumstances, which includes integration that directly
drives and connects monthly and daily operational activities with a feedback and performance loop.
• Sustainable Enterprise Innovation – Customers, prospective buyers and industry analysts see the value of an
integrated Innovation Platform approach across the enterprise for driving innovation and managing portfolios that
Sopheon has promoted for several years, as a key solution requirement to support and connect strategies and
initiatives through and across the enterprise. This means that a CEO-level objective can be driven, propagated,
managed and tracked through all areas and levels of the enterprise. The flexibility with which Sopheon’s solutions
can be applied uniquely supports this enterprise process need.
STRATEGIC REPORT
9
“Our research shows that, over the last 3 years, leading innovators have grown at a rate 16 percent higher than
the least innovative. Moving forward, these same leading innovators forecast their rate of growth will increase to
almost double the global average, and over three times higher than the least innovative companies.”
— Breakthrough Innovation and Growth
PwC, 2013
Growth Strategies
As we have stated consistently, Sopheon’s growth strategies center on three central objectives:
• Increase industry-specific alignment of solutions and marketing: We have always believed that different
vertical markets, while sharing core functionality needs, have differing pain-points and best-practice traditions. In
2012 we started to realign sales, product and marketing initiatives around target growth industries. We revised our
marketing approach to be a more vertical-specific, integrated mix of tactics including digital, web-based and social
media methods as well as more traditional approaches such as conferences and direct mail. Target sectors have
included consumer goods, food and beverage, chemical, high-tech and aerospace & defense. During 2013 we put
particular emphasis on the first two by creating a dedicated consumer goods sales team; this allowed us to create
real momentum in a market which is a cornerstone of our business. This is exemplified by the fact that we have for
four years running been voted among the top 10 providers of New Product Development & Introduction Solutions
by consumer goods executives. Our success in this segment is acting as a template for 2014 initiatives in other
sectors.
• Introduce new offerings to leverage growth from our customer base: Sopheon’s roster of customer names
is a hugely impressive list of the world’s leading companies. We continue to expand the range of our innovation
solutions to enable expansion within our customers and to ensure that they continue to see material value from
their relationship with us. In 2012 we released Accolade Innovation Planner to assist companies in creating strategic
enterprise innovation plans. Last year, we took this a major stage further by migrating roadmapping support from
our Vision Strategist® software to our core Accolade platform, offering a single-database repository for strategic
planning, operational execution and portfolio decision-making. We believe this is unique. We are also investing in
our client growth strategy by recruiting dedicated account management resources and focusing social marketing
programs on our customer base.
• Expand direct and indirect distribution channels to acquire new accounts: Over the last two years
we have expanded our presence outside our foundation markets, most notably through the acquisition of our
German reseller partner, giving us coverage in Europe’s most dynamic industrial economy. In the USA, we continue
to migrate towards a hunter/farmer sales and marketing model with dual goals and targets for new customer
acquisition along with extension and retention of our existing customer base. This will be supported by new target
account initiatives, backed by externally-sourced research. We have also outsourced aspects of lead generation
to ensure we leverage best practices in an area that is seeing ferocious advances in customer nurturing and lead
response times. The reseller and consulting partner footprint continues to expand with new representation added
during the year in Latin America and Asia. We continued to develop our ties with consulting firms, an area we
believe will be key to the acceleration of our growth. We were delighted to welcome KPMG, Adept and Googol at
our recent annual sales kick-off event; these new partners bring deep relationships with key decision makers in our
target markets.
“Sopheon provided an excellent team of true innovation people, not IT driven. They came from the business
innovation side but also provided strong project management during implementation and when necessary had
skilled IT people that truly understood the technical capabilities, including Sopheon Germany who spoke the
language and gave us an extensive background.”
— Dr. Joachim Dohm
Bayer Material Science
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STRATEGIC REPORT
People, Process & Platform
People & Process
Sopheon is differentiated in the market by its reputation for deep domain expertise in innovation management. That
know-how is instituted in our methodologies, our best practices and our substantial experience developed through many
years of helping top businesses achieve innovation success. We are very proud of the commitment that our people have
shown to the company. During 2013, we invested in a formal professional development program for our middle leaders,
which was very well received and will be extended in 2014. Beyond this, formal mentoring, training and certification
programs are now in place both to integrate new recruits and also to maintain and uplift the skills of existing staff. Our
goal is to reduce the ramp-up time for new employees, and in turn, improve our ability to scale our organization while
maintaining customer satisfaction. This priority continues to have high visibility inside our company.
Towards the end of 2012 we started a major transformation in our services organizations, in preparation for the next
‘step change’ in operating level required to support our continued growth plans. This continued through 2013. We
now have a single global Customer Success (consulting and implementation services) organization, with standardized
methodologies and reporting mechanisms, under a single global leader supported by four separately-led teams. These
teams are customer-facing in their activities, relationships and service delivery and increasingly are vertically aligned to
our target industries. Similarly, the Customer Support organization has migrated from a regionally-based model with
independent helpdesk to a single global team with people located across time zones to support local customer requests.
In addition to their mainstream duties, as we anticipated,
2013 was an extremely busy year for all of our teams
from the standpoint of completing the majority
of the upgrade work required to transition
customers to the 8.X platform. We also
updated and rebranded our Accolade
Cloud solution to provide customers with
multiple deployment and solution access
options to meet their specific business
needs and circumstances.
Platform
Over the years Sopheon has made significant investments in product development, which has been consistently held
above 20 percent of revenue. In 2011 we completed a multi-year effort to replace our core product platform with
Microsoft .NET technology – a contemporary software framework which offers design flexibility while also being an
industry standard technology platform that has brought new levels of efficiency to our software development process.
Another benefit to our clients is an easier and faster upgrade and installation path.
Our Product Development organization is also structured into parallel teams with formal product management guidance.
Leveraging the .NET foundation, our adoption of agile methodology drives greater customer interaction and feedback
directly into the development process. Our original objective was to deliver multiple product releases each year. In 2012
we delivered three significant releases starting with the core 8.X platform. Sopheon, like most business software vendors,
used to deliver releases every 12-18 months. Agile makes our releases highly market responsive.
We continued a rapid pace in 2013 with Accolade 8.3 and 9.0 releases in June and November respectively. Amongst a
host of other improvements, Accolade 8.3 in portfolio, resource management and collaboration. Accolade 9.0 introduced
a new roadmapping platform called Accolade Roadmapping (which superceded Accolade Vision Strategist), improved
interactivity of planning and portfolio, social networking capabilities and improved cloud deployment. These releases are
aligned to market needs and reflect extensive input from our customer panels.
Beyond the market and customer inputs, at the strategic level we have identified four key product roadmap drivers for
the coming two years - social, mobile, cloud and information. These drivers mesh with global trends that are facing
the majority of software companies today and we are focused on ensuring that new releases keep pace with market
expectations in these areas.
STRATEGIC REPORT
1 1
Sopheon’s Accolade solution provides integrated support for innovation planning, roadmapping, idea and concept
development, process, project, portfolio, resource and in-market management.
"Part of NOV’s mission is to create industry-leading products that improve the safety of rig operators and are
gentler on the environment. But our global competition is heating-up. That’s why it is critically important that
we keep a constant flow of new, industry-changing ideas coming into our development pipeline. Sopheon’s
solutions help us identify the most promising concepts and turn them into revenue-generators for both the near
and long term. We consider them an invaluable partner to our future success."
— Mike Francis
Director, Corporate Product Management
National Oilwell Varco (NOV)
Approved by the board on 19 March 2014 and signed on its behalf by:
Andy Michuda
CEO
19 March 2014
1 2
FINANCIAL REPORT
F I N A N C I A L R E P O R T
In this report, our CFO Arif Karimjee provides further analysis of Sopheon’s financial results during
2013, our financial position at the end of the year, and an overview of key corporate developments.
Trading Performance
Revenues in 2013 were £13.3m, compared to £12.7m in 2012 and £10.3m in 2011. The overall
shape of the business was 60% from North American customers, 32% from European customers
and 8% from Asia, the Pacific Rim and the Middle East. Currency effects had limited impact.
Total license transactions including extension orders were 47 in 2013, the same number as 2012. For the second year
in a row average revenue per transaction rose, which resulted in higher license revenues overall. License, maintenance
and hosting revenues all recorded increases compared to the prior year; services revenue was moderately lower, after
jumping almost 50 percent from 2011 to 2012. Taking the long view, the annualized average growth of our business since
the launch of Accolade is 23 percent.
Business Mix
Over the years we have frequently referred to the sensitivity of our license results to individual sales events. Historically,
our license performance in the fourth quarter has tended to be very strong and to provide a substantial boost to overall
annual revenues but this did not happen in 2011 and 2012. After these two relatively slow years in this regard, 2013
showed a return to the traditional fourth quarter spike as indicated above. However, the overall performance reflected
a greater share of extension business than in the prior year. In 2013 around 35 percent of the value of new business
was derived from new customers (excluding maintenance and hosting renewals), compared to just over 50 percent in
2012, and 21 percent in 2011. We believe this bi-annual swing will recede as we continue to scale, but nevertheless we
enter 2014 with renewed determination to focus dedicated resources on new customer acquisition especially in our
more mature North American market. We are also embedding a more focused account management team, to ensure we
maximize the opportunity to deliver value and grow revenue with each of our customers.
Attrition in the recurring revenue base was more than outweighed by the value of new contracts, which means that the
overall base of recurring business now stands at approximately £4.8m, compared to £4.5m coming into 2013 and £4.1m
coming into 2012. We recognize that this rising trend of recurring revenue is key to our progress and stability, and we
are introducing new programs alongside our focus on account management to ensure that it is nurtured. The majority of
recurring income is represented by maintenance services, but also includes hosting and cloud services. Overall, in 2013
our business delivered a 29:35:36 ratio of licenses, maintenance, and services respectively compared to 28:31:41 in the
previous year.
Overall our reported gross margins are broadly flat at just under 70 percent (2012: 71 percent). A number of factors
have held margins back in spite of the relatively lower proportion of services revenue. At the end of last year we
reorganized our services organization, introducing a leadership tier, ancillary resources and service delivery teams to
support the growth of the business. This was bedding in during 2013. Subcontractor activity remained high in the first
half of the year, in part to support the transition into the new organizational structure. Finally the new releases have led
to upgrade demand that has also put some strain on our support and services resources. We have created a dedicated
upgrade team to bring focus to this area until the demand becomes less intense. Third-party software costs fell back to
£0.4m (2012: £0.45m) reflecting lower OEM-sourced software sales.
Research and Development Expenditure
The gradual expansion of investment in product development since 2010 was further extended in the current year. This
policy has resulted in actual expenditures in research and development being approximately £0.2m higher in 2013 than
in 2012, on the back of a £0.4m rise the year before. The headline research and development reported in the income
statement adjusts this basic expenditure for the effects of capitalization and amortization of development costs. The
amount of 2013 research and development expenditure that met the criteria of IAS38 for capitalization was £1.1m
(2012: £1.2m) offset by amortization charges of £1.1m (2012: £1m). These capitalized costs are largely attributable
to the group’s investment in the Accolade 8.3, 9.0 and forthcoming 9.1 releases. Headline research and development
expenditures reported in the income statement rose to £3m from £2.7m in 2012. A further £0.1m of amortization and
FINANCIAL REPORT
1 3
impairment charges relating to acquired intangible assets (2012: £0.3m) has been charged to distribution costs. Including
these costs, the overall effect of capitalization, amortization and impairment was to increase costs reported in the income
statement by £0.1m.
Sopheon remains committed to product leadership, with excellence in research and software development as a critical
core competency of the group. Since 2001 Sopheon’s reported research and development costs each year have been at
least 20 percent of revenues reported in that year. For 2013, this metric was 23 percent (2012: 21 percent).
Operating Costs
Coming into 2012 Sopheon had 95 staff members, which had grown to 109 by the start of 2013. As noted elsewhere, we
have continued to steadily expand resources in line with revenue growth, and the total staff count stood at 116 by the
end of 2013. Offsetting the impact of expanded staffing, all cost areas were moderated by the fact that our performance
in 2013 resulted in a lower bonus award being made than for 2012, to the members of the company that participate
in the corporate bonus scheme. This scheme covers the majority of the group’s executives and employees, with the
principal exception of the sales teams for whom incentives are tied to individual or territory results. Bonus costs are
allocated to the relevant categories of the income statement.
Detailed comments regarding professional services and research and development costs are noted above. After allowing
for a £0.2m lower amortization and impairment charge noted above, sales and marketing costs were broadly stable at
£4.0m in 2013 compared to £4.2m in 2012. This follows a spend increase of £0.6m from 2011 to 2012 reflecting higher
staffing in both Europe and America.
Headline administration costs have risen by £0.07m, reflecting some resource expansion in IT and HR areas coupled with
a rise in various external overheads including rent, insurance and legal costs. Aside from these changes, much of which
reflects the expanding headcount, underlying administration costs and resourcing have remained broadly constant since
2007. These costs will continue to be managed tightly, but we anticipate increasing pressure in this area to accommodate
growth.
Results
The combined effect of the revenue and cost performance discussed above has resulted in Sopheon’s EBITDA (Earnings
before Interest, Tax, Depreciation and Amortization) performance for 2013 rising to £1.9m, from £1.8m 2012.
In common with other technology businesses, the board believes EBITDA provides a useful indicator of the underlying
performance of our business by removing the effect on earnings of tax, capital spend and financing. EBITDA is further
defined and reconciled to profit before tax in Note 4. Our calculation of EBITDA is stated after charging (i) share-based
payments of £75,000 (2012: £38,000); (ii) impairment charges of acquired intangible assets of £46,000 (2012: £175,000);
and (iii) exchange gains of £67,000 (2012: losses of £36,000) but excludes depreciation and amortization charges for the
year of £1.3m (2012: £1.2m) and net finance costs of £0.3m (2012: £0.3m).
Including the effect of interest, depreciation and amortization, the group reported a profit before tax for the year of
£341,000 (2012: £281,000). No tax has been provided. The profit per ordinary share was 4.7p (2012: 3.8p as adjusted
for the share consolidation).
Balance Sheet and Corporate
Consolidated net assets at the end of the year stood at £3.5m (2012: £3.3m). Gross cash resources at 31 December
2013 amounted to £2.4m (2012: £3.9m). Approximately £0.7m was held in US Dollars, £1.6m in Euros and £0.1m in
Sterling. During the year, the Group paid almost £1m to BlueCrest Capital Finance ("BlueCrest") in debt and interest
payments.
Intangible assets stood at £3.4m (2012: £3.5m) at the end of the year. This includes (i) £2.8m being the net book value
of capitalized research and development (2012: £2.8m) and (ii) an additional £0.6m (2012: £0.7m) being the net book
value of Alignent intangible assets acquired in 2007. The carrying value of the Alignent intangibles has been impacted by
both amortization and impairment charges. Further details are set forth in Note 14. A small amount of goodwill was
also recognized on the acquisition of Sopheon GmbH. The effective acquisition date was 1 January 2013, on which date
Sopheon GmbH (formerly known as Sopheon Vertriebs GmbH) had net assets of £13,000. Total acquisition consideration
and costs amounted to £37,000 leading to goodwill of £24,000.
1 4
FINANCIAL REPORT
Facilities
Since 2007 the company had term-loan and a line of credit facilities provided by BlueCrest. The most recent term loan
was established in 2010, for $3.5m with a 39-month term repayable in equal monthly installments through March 2014.
This loan bore interest at 13 percent per annum. In addition to the term loan, BlueCrest provided a revolving line of
credit secured against trade receivables, with a maximum capacity of $1.25m and an interest rate of 10.95 percent. Both
facilities were due to expire in March 2014. BlueCrest decided to move away from debt funding and accordingly, further
renewals were not available.
Accordingly, in February 2014 the group established new replacement facilities with the London branch of Silicon Valley
Bank. These facilities comprise a term loan of $0.5m repayable in 36 equal monthly installments, and, reflecting the
group’s expanded receivables capacity, a $3m revolving line of credit. Both facilities bear interest at rates of 2.75 percent
over Wall Street Prime, resulting in a current effective rate of 6 percent. The facilities are subject to covenants based on
operating results, and in addition the drawdown mechanics and interest rates are subject to certain working capital ratios.
These facilities have substantially lower financing costs than the ones they replace, reflecting the growing maturity of the
Sopheon business.
To mitigate the exposures associated with BlueCrest withdrawing from debt markets, and to underpin the group’s
expansion strategy, in two tranches in 2009 and 2011, the company issued a total of £2m of convertible unsecured loan
stock (the “Loan Stock”) to a group of investors including key members of the board and senior management team.
The Loan Stock has a maturity date of 31 January 2015 and a conversion price of £1 per share. The board has entered
discussions with major holders of the Loan Stock with a view to extending maturity for a further two years.
As a final component of its financing structure, Sopheon has an equity line of credit facility with GEM Global Yield Fund
Limited ("GEM") which was last renewed for a two-year term expiring on 23 December 2015. The facility, which has
been renewed on a number of previous occasions, has been used to raise working capital once, in March 2004. This
leaves 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.
Arif Karimjee
CFO
19 March 2014
DIRECTORS AND ADVISORS
1 5
DI R E C T O R S A N D AD V I SOR 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
Chief Financial Officer
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
Alternext Paying Agent
Registrars
BDO LLP
55 Baker Street
London W1U 7EU
Silicon Valley Bank
3003 Tasman Drive
Santa Clara, CA 95054
United States
Rabobank Amsterdam
Van Baerlestraat 102-106
1071 BC Amsterdam
The Netherlands
Squire Sanders
7 Devonshire Square
Cutlers Gardens
London EC2M 4YH
Loyens & Loeff
Fred Roeskestraat 100
1076 ED Amsterdam
The Netherlands
finnCap Limited
60 New Broad Street
London EC2M 1JJ
Kempen & Co.
Beethovenstraat 300
1077 WZ Amsterdam
The Netherlands
Capita Registrars
Northern House
Woodsome Park
Fenay Bridge
Huddersfield HD8 0LA
1 6
REPORT ON DIRECTORS’ REMUNERATION
RE P O R T O N DI R E C T O R S’ RE 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 or to consult benchmarking data.
Contracts
The service contract between the company and Mr. Michuda is terminable on up to three months’ notice, with an additional
twelve 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 to nine 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 changes year on year. Benefits primarily comprise healthcare insurance and similar expenses. 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
2013
£
Bonus
2013
£
Benefits
2013
£
Total
2013
£
Total
2012
£
138,364
170,893
115,734
16,250
21,498
10,700
2,934
6,668
2,276
157,548
199,059
128,710
169,565
209,402
133,842
20,000
20,000
20,000
_______
484,991
_______
_______
-
-
-
_______
48,448
_______
_______
-
-
-
_______
11,878
_______
_______
20,000
20,000
20,000
_______
545,317
_______
_______
20,000
20,000
20,000
_______
572,809
_______
_______
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 2012 and 2013 these 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.
In addition to the amounts disclosed above, pension contributions are made to individual directors’ personal pension
schemes. During 2013 contributions of £4,875, £3,028 and £5,991 (2012: £4,875, £2,245 and £4,800) were paid respectively
to the pension schemes of B.K. Mence, A.L. Michuda and A. Karimjee. Also, during the year the group paid fees of £24,000
for marketing services to OppSource Inc., a company of which Mr. Metzger is a shareholder and the CEO.
REPORT ON DIRECTORS’ REMUNERATION
1 7
Performance Graph
The following graph shows the company’s share price performance on AIM since January 2006, compared with the
performance of the FTSE AIM All-Share index, which has been selected for this comparison as it is a broad-based index
which the directors believe most closely reflects the performance of companies with similar characteristics as the company’s.
Historical share prices have been adjusted to reflect the net 20:1 share consolidation performed by the group during 2013.
3.5
3
2.5
2
1.5
1
0.5
0
8
0
n
a
J
8
0
r
p
A
8
0
l
u
J
8
0
t
c
O
9
0
n
a
J
9
0
r
p
A
9
0
l
u
J
9
0
t
c
O
0
1
n
a
J
0
1
r
p
A
0
1
l
u
J
0
1
t
c
O
1
1
n
a
J
1
1
r
p
A
1
1
l
u
J
1
1
t
c
O
2
1
n
a
J
2
1
r
p
A
2
1
l
u
J
2
1
t
c
O
3
1
n
a
J
3
1
r
p
A
3
1
l
u
J
3
1
t
c
O
4
1
n
a
J
Sopheon
Aim All-Share (rebased to Sopheon)
Directors’ 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
At 31 December
2013
2012
2013
2012
2013
2012
B.K. Mence
A.L. Michuda
A. Karimjee
S.A. Silcock
S.A. Silcock*
B.P.F. Al
D. Metzger
24,250
199,880
57,500
-
-
1,125
-
484,500
3,997,594
1,150,000
-
-
25,000
-
722,500 14,430,535
155,188
87,667
950,000
76,639
650,000
100,000
8,000
4,500
47,500
4,000
32,500
5,000
£640,000 £640,000
£45,000 £45,000
£27,000 £27,000
£200,000 £200,000
-
-
£60,000 £60,000
-
-
Holdings of ordinary shares and share options at 31 December 2012 relate to Ordinary shares of 5p each prior to the
capital reorganization which took effect on 12 June 2013, full details of which appear in the Directors’ Report. Holdings
of ordinary shares and share options at 31 December 2013 relate to ordinary shares of 20p each following the capital
reorganization. Of the 722,500 ordinary shares mentioned above B.K. Mence beneficially owns and is the registered holder of
507,000 ordinary shares. A further 115,500 ordinary shares are held by Inkberrow Limited, a company in which B.K. Mence
is the majority shareholder 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 100,000 ordinary shares.
1 8
REPORT ON DIRECTORS’ REMUNERATION
The following table provides information for each of the directors who held office during the year and held options to
subscribe for Sopheon ordinary shares. All options were granted without monetary consideration.
a) Options over 5p ordinary shares which expired or were cancelled during the year:
Date of
Grant
Exercise
Price
At 31
December
2012
Granted
During
Year
Expired
During
Year
At 31
December
2013
B.K. Mence
B.K. Mence
B.K. Mence
B.K. Mence
A.L. Michuda
A.L. Michuda
A.L. Michuda
A.L. Michuda
A.L. Michuda
A. Karimjee
A. Karimjee
A. Karimjee
A. Karimjee
A. Karimjee
15 April 2005
3 May 2006
29 June 2007
1 April 2008
15 April 2005
3 May 2006
29 June 2007
1 April 2008
27 June 2008
15 April 2005
3 May 2006
29 June 2007
1 April 2008
27 June 2008
25.25p
22p
19p
13.25p
25.25p
22p
19p
13.25p
14p
25.25p
22p
19p
13.25p
14p
62,500
100,000
100,000
100,000
150,000
100,000
250,000
250,000
230,000
62,500
100,000
100,000
175,000
100,000
b) Options whose terms were adjusted as a result of the capital reorganization:
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(62,500)
(100,000)
(100,000)
(100,000)
(150,000)
(100,000)
(250,000)
(250,000)
(230,000)
(62,500)
(100,000)
(100,000)
(175,000)
(100,000)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Date of
Grant
Exercise
Price
At 31
December
2012
Adjustment
to Number
of Options
Adjusted
Exercise
Price
At 31
December
2013
B.K. Mence
A.L. Michuda
A.L. Michuda
A. Karimjee
A. Karimjee
B.P.F. Al
29 September 2012
27 August 2010
29 September 2012
27 August 2010
29 September 2012
29 September 2012
5.25p
7.5p
5.25p
7.5p
5.25p
5.25p
122,500
(116,375)
250,000 (237,500)
(2,529,215)
(142,500)
(439,375)
(23,750)
2,767,594
150,000
462,500
25,000
105p
150p
105p
150p
105p
105p
6,125
12,500
138,379
7,500
23,125
1,250
c) Options granted following the capital reorganization:
Date of
Grant
Exercise
Price
B.K. Mence
A.L. Michuda
A. Karimjee
5 December 2013
5 December 2013
5 December 2013
85p
85p
85p
At 31
December
2012
-
-
-
Granted
During
Year
18,125
49,000
26,875
At 31
December
2013
18,125
49,000
26,875
None of the directors exercised any share options during the year. Vesting of all of the above share options which were
outstanding at 31 December 2013 is in three equal tranches on the first, second and third anniversaries of the date of grant
and all such options expire on the tenth anniversary of the date of grant. The mid-market price of Sopheon ordinary shares
at 31 December 2013 was 82.5p. During the financial year the mid-market price of Sopheon ordinary shares (adjusted for
the effects of the capital reorganization) ranged from 74.5p to 145p. 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.
Approved by the board on 19 March 2014 and signed on its behalf by:
Arif Karimjee
Director
DIRECTORS’ REPORT
1 9
DI R E C T O R S’ RE P O R T
The group’s principal activities during the year continued to focus on the provision of software, services and best practices that
improve the return on investment of product development, within the rapidly maturing product lifecycle management (PLM)
market. A review of the development of the business during the year is given in the Chairman's Statement on page 6 and
the subsequent Strategic and Financial Reports. These also include reference to the group’s future prospects and a review of
the group’s principal risks and uncertainties. The group’s result for the year ended 31 December 2013 is a profit after tax of
£341,000 (2012: £281,000). As in the prior year, 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 Alternext the company is not subject to
the requirements of the UK Corporate Governance Code or the Netherlands Tabaksblat Committee. The board currently
comprises three executive directors and three independent non-executive directors. Their biographies appear at the back 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 satisfied that the scale of the
group’s activities do not warrant the establishment of an internal audit function. 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. During 2013, all directors attended all meetings either in person or by conference call. 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 16.
Capital Reorganization and Reduction of Capital
On 1 May 2013 the company announced a proposed capital reorganization and reduction of capital. The proposals were
put forward in order to deal with the accumulated historic trading losses, which include substantial product development
expenditure over many years and the amortization and impairment of historic goodwill, and which would prevent the company
from paying a dividend, should the directors decide to do so. At the same time the board was conscious that the company had a
disproportionately large number of shareholders with relatively small holdings for a company of its size.
On 12 June 2013 the proposed capital reorganization and reduction of capital was approved by shareholders. To facilitate the
reorganization, on 4 June 2013 the company issued 973 ordinary shares of 5p each for 4.62p per share in cash to the group’s
employee share ownership trust. On 17 June 2013 the 145,580,000 issued ordinary shares of 5p each were converted into
14,558 ordinary shares of £500 each. On 24 June 2013 the resultant 14,458 ordinary shares of £500 each were subdivided into
7,279,000 ordinary shares of £1 each and further subdivided into 7,279,000 ordinary shares of 20p each and 7,279,000 deferred
shares of 80p each.
On 20 November 2013 the Court confirmed the reduction of capital. The 7,279,000 deferred shares of 80p each, amounting
to £5,823,000, together with the whole of the company’s share premium of £52,096,000 and capital redemption reserve of
£2,884,000 were cancelled. The amounts arising from the reduction of capital were applied in extinguishing the accumulated
losses of the company at 31 December 2012 of £57,646,000, with the balance of £3,157,000 being credited to a special reserve.
The special reserve is a non-distributable reserve which may be used, amongst other purposes as approved by the court, for the
same purposes as if it were a share premium reserve.
Post Balance Sheet Events
Details of post balance sheet events are shown in Note 29 to the financial statements.
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 are emerging and this means that Sopheon's growth may be erratic. The broad market for Sopheon’s software
products continues to emerge and evolve, and the timing and size of individual sales can have a substantial impact on
performance in a given period. Sopheon has formalized processes for soliciting input to product strategy from analysts and
customers, while also capitalizing on the group’s leadership in key market areas. Sopheon also seeks to improve revenue
predictability by introducing specific initiatives to balance efforts between new customer acquisition, and meeting the needs of
existing customers.
2 0
DIRECTORS' REPORT
Sopheon’s prospects of achieving sustained and growing profitability are dependent on correctly aligning investments with sales.
Sopheon’s ability to continue to finance its investments at the optimal pace is dependent on the group maintaining
profitability and sales growth alongside its investment strategy, or having appropriate financial resources in place to
invest with confidence. Sopheon has sought to focus its resources on the sub-segments that it believes offer the best
opportunities for growth. Sopheon management carefully monitors short- and medium-term financing requirements and
has regularly raised additional funding resources to meet requirements.
Some of Sopheon’s competitors and potential competitors have greater resources than Sopheon. Sopheon remains a relatively
small organization by global standards. Its resources are small compared to those of many larger companies that are
capable of developing competitive solutions and it can be 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’s use of an agile development methodology with deep
customer involvement is a key plank in this approach.
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 remained challenging. As a relatively small business, Sopheon is more exposed
to this risk than some of its larger competitors. Sopheon management checks staff remuneration against recognized
benchmarks and other industry sources, and seeks to maintain pay at competitive levels appropriate to its business.
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. Over the years
Sopheon has built up a network of both resellers and consulting partners, however this has yet to mature and the revenues
delivered through these relationships remain a relatively modest part of the total.
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
excellent development methodologies, its contract terms and insurance policies. Sopheon has never had any such claims.
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.
Substantial Shareholdings
The directors are aware of the following persons who as at 19 March 2014 were interested directly or indirectly in 3
percent or more of the company’s issued ordinary shares:
Name
B.K. Mence (director)
Rivomore Limited and Myrtledare Corp.
No. of
Ordinary Shares
% Issued
Ordinary Shares
722,500
1,408,500
9.9
19.4
B.K. Mence also holds £640,000 nominal of 8 percent convertible loan stock. Rivomore Limited and Myrtledare Corp. also
hold £640,000 nominal of 8 percent convertible loan stock. The convertible loan stock is convertible at the rate of 100p
per ordinary share.
B.K. Mence’s interest represents direct beneficial holdings as well as those of his family.
Approved by the board on 19 March 2014 and signed on its behalf by:
A. Karimjee
Director
STATEMENT OF DIRECTORS’ RESPONSIBILITIES
2 1
ST A T E M E N T O F DI R E C T O R S’ RE S P O N S I B I L I T I E S
I N RE S P E C T O F
T H E FI N A N C I A L ST A T E M E N T S
The directors are responsible for preparing the annual report and financial statements 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 and the rules of the NYSE Alternext Amsterdam Stock Exchange.
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
IN D E P E N D E N T A U D I T O R S’ RE P O R T T O T H E
ME M B E R S O F SO P H E O N P L C
We have audited the financial statements of Sopheon plc for the year ended 31 December 2013 which comprise the
consolidated income statement, the consolidated statement of comprehensive income, the consolidated and company
balance sheets, 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 Financial Reporting Council's (FRC’s) Ethical Standards for Auditors.
Scope of the Audit of the Financial Statements
A description of the scope of an audit of financial statements is provided on the FRC’s website at
www.frc.org.uk/auditscopeukprivate
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 2013 and of the group’s profit 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
• the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.
Opinion on Other Matters Prescribed by the Companies Act 2006
In our opinion the information given in the Strategic Report and the Directors' Report for the financial year for which the
financial statements are prepared is consistent with the financial statements.
INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SOPHEON PLC
2 3
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.
Julian Frost (senior statutory auditor)
For and on behalf of BDO LLP, statutory auditor
55 Baker Street
London W1U 7EU
United Kingdom
19 March 2014
BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).
2 4
FINANCIAL STATEMENTS
CO N S O L I D A T E D IN C O M E ST A T E M E N T
F O R T H E YE A R EN D E D 3 1 DE C E M B E R 2 0 1 3
Revenue
Cost of sales
Gross profit
Sales and marketing expense
Research and development expense
Administrative expense
Operating profit
Finance income
Finance expense
Profit before tax
Income tax expense
Profit for the year
Earnings per share
Basic and fully diluted (pence)
Notes
2013
£’000
2012
£’000
3
13,276
(4,011)
12,663
(3,612)
_______
_______
9,265
9,051
(4,032)
(3,043)
(1,583)
(4,238)
(2,696)
(1,510)
_______
_______
607
607
8
9
17
(283)
_______
9
(335)
_______
341
281
10
-
_______
-
_______
5
12
341
_______
281
_______
4.68p
_______
_______
3.86p
_______
_______
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 1 3
Profit for the year
Other comprehensive expense
Exchange differences on translation of foreign operations
Total comprehensive income for the year
2013
£’000
2012
£’000
341
281
(150)
_______
(187)
_______
191
_______
_______
94
_______
_______
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 SH E E TS
A T 3 1 DE C E M B E R 2 0 1 3
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
Total non-current liabilities
Total liabilities
Net assets
Equity
Share capital
Capital reserves
Translation reserve
Retained losses
Total equity
Group
Company
Notes
2013
£’000
2012
£’000
2013
£’000
2012
£’000
13
14
15
16
17
18
197
3,387
-
12
––––––––
3,596
––––––––
5,485
2,436
––––––––
7,921
––––––––
11,517
197
3,522
-
12
––––––––
3,731
––––––––
3,959
3,880
––––––––
7,839
––––––––
11,570
-
-
6,119
-
––––––––
6,119
––––––––
1
290
––––––––
291
––––––––
6,410
19
20
21
20
24
25
2,119
915
-
2,995
––––––––
6,029
––––––––
2,386
1,136
1
2,662
––––––––
6,185
––––––––
380
-
-
-
––––––––
380
––––––––
1,978
––––––––
1,978
––––––––
8,007
––––––––
3,510
––––––––
––––––––
2,121
––––––––
2,121
––––––––
8,306
––––––––
3,264
––––––––
––––––––
1,978
––––––––
1,978
––––––––
2,358
––––––––
4,052
––––––––
––––––––
1,456
3,400
25
(1,371)
7,279
55,619
175
(59,809)
1,456
3,400
-
(804)
––––––––
3,510
––––––––
––––––––
––––––––
3,264
––––––––
––––––––
––––––––
4,052
––––––––
––––––––
-
-
6,119
-
––––––––
6,119
––––––––
-
1,455
––––––––
1,455
––––––––
7,574
363
-
-
-
––––––––
363
––––––––
1,959
––––––––
1,959
––––––––
2,322
––––––––
5,252
––––––––
––––––––
7,279
55,619
-
(57,646)
––––––––
5,252
––––––––
––––––––
Approved by the board and authorized for issue on 19 March 2014.
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 1 3
Group
Company
Notes
2013
£’000
2012
£’000
2013
£’000
2012
£’000
Operating Activities
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
(Increase) in receivables
Increase in payables
Net cash generated from/(used in) operating activities
Investing Activities
Finance income
Purchases of property, plant and equipment
Development costs capitalized
Acquisition of subsidiary undertaking
Net cash acquired with subsidiary undertaking
Advance of loans to group companies
Repayment of loans by group companies
Net cash (used in)/generated from investing activities
Financing Activities
Issue of convertible loan stock
Repayment of borrowings
Increase/(decrease) in lines of credit
Expenses of capital reorganization
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
341
281
(1,257)
(534)
(17)
283
144
1,225
75
-
-
––––––––
2,051
(1,636)
105
––––––––
520
––––––––
(9)
335
98
1,273
38
-
-
––––––––
2,016
(744)
1,135
––––––––
2,407
––––––––
-
166
-
-
75
(307)
881
––––––––
(442)
(1)
17
––––––––
(426)
––––––––
-
132
-
-
38
(290)
115
––––––––
(539)
-
62
––––––––
(477)
––––––––
17
(145)
(1,139)
(37)
44
-
-
––––––––
9
(136)
(1,210)
-
-
-
-
––––––––
-
-
-
-
-
(1,800)
1,227
––––––––
-
-
-
-
-
(1,915)
2,091
––––––––
(1,260)
––––––––
(1,337)
––––––––
(573)
––––––––
176
––––––––
-
(688)
287
(20)
(263)
1,150
(681)
(252)
-
(301)
-
-
-
(20)
(146)
––––––––
(684)
––––––––
(1,424)
––––––––
(84)
––––––––
986
––––––––
(166)
––––––––
(1,165)
3,880
(20)
––––––––
2,436
––––––––
––––––––
2,941
(47)
––––––––
3,880
––––––––
––––––––
1,455
-
––––––––
290
––––––––
––––––––
1,150
-
-
-
(97)
––––––––
1,053
––––––––
752
703
-
––––––––
1,455
––––––––
––––––––
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 1 3
Group
At 1 January 2012
Profit for the year
Exchange differences on translation
of foreign operations
Total comprehensive income for the year
Recognition of share-based payments
Lapsing or expiry of share options
Equity element of convertible loan stock issued
At 1 January 2013
Profit for the year
Exchange differences on translation
of foreign operations
Total comprehensive income for the year
Recognition of share-based payments
Lapsing or expiry of share options
Capital reorganization and reduction of capital
At 31 December 2013
Share
Capital
£’000
7,279
-
-
––––––––
-
––––––––
-
-
-
––––––––
7,279
-
-
––––––––
-
––––––––
-
-
(5,823)
––––––––
1,456
––––––––
––––––––
Capital
Reserves
£’000
Translation
Reserve
£’000
Retained
Losses
£’000
55,803
-
362
-
(60,362)
281
-
––––––––
-
––––––––
38
(272)
50
––––––––
55,619
-
-
––––––––
-
––––––––
75
(451)
(51,843)
––––––––
3,400
––––––––
––––––––
(187)
––––––––
(187)
––––––––
-
-
-
––––––––
175
-
(150)
––––––––
(150)
––––––––
-
-
-
––––––––
25
––––––––
––––––––
-
––––––––
281
––––––––
-
272
-
––––––––
(59,809)
341
-
––––––––
341
––––––––
-
451
57,646
––––––––
(1,371)
––––––––
––––––––
Total
£’000
3,082
281
(187)
––––––––
94
––––––––
38
-
50
––––––––
3,264
341
(150)
––––––––
191
––––––––
75
-
(20)
––––––––
3,510
––––––––
––––––––
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, and the credit arising from the reduction of capital which became
effective in November 2013. Full details of the capital reserves and the capital reorganization and reduction of capital are
set out in the Director’s Report and in Notes 24 and 25.
Company
At 1 January 2012
Loss and total comprehensive income for the year
Recognition of share-based payments
Lapsing or expiry of share options
Equity element of convertible loan stock issued
At 1 January 2013
Loss and total comprehensive income for the year
Recognition of share-based payments
Lapsing or expiry of share options
Capital reorganization and reduction of capital
At 31 December 2013
Share
Capital
£’000
Capital
Reserves
£’000
Retained
Losses
£’000
7,279
-
-
-
-
––––––––
7,279
-
-
-
(5,823)
––––––––
1,456
––––––––
––––––––
55,803
-
38
(272)
50
––––––––
55,619
-
75
(451)
(51,843)
––––––––
3,400
––––––––
––––––––
(57,384)
(534)
-
272
-
––––––––
(57,646)
(1,255)
-
451
57,646
––––––––
(804)
––––––––
––––––––
Total
£’000
5,698
(534)
38
-
50
––––––––
5,252
(1,255)
75
-
(20)
––––––––
4,052
––––––––
––––––––
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 15. 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.
A number of new standards, amendments and interpretations to existing standards have been adopted by the group, but have
not been listed, since they have no material impact on the financial statements. None of the new standards, amendments and
interpretations in issue but not yet effective are expected to have a material effect on the financial statements.
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. This assessment
has included consideration of the forecast performance of the business for the foreseeable future, the cash and financing
facilities available to the group, and the repayment terms in respect of the group’s borrowings, including the potential of having
to repay convertible loan stock in January 2015.
During 2013, the group achieved revenues of £13.3m and a profit before tax of £341,000. This represents an improvement
compared to the previous year, which itself showed growth over 2011. Coming into 2013, the group’s sales pipeline remains
active, and accordingly, the directors remain positive about the prospects for the business.
Since 2007 the company had facilities provided by BlueCrest Capital Finance. These facilities were due to expire in March
2014. Accordingly, in February 2014 the group established new facilities with Silicon Valley Bank (“SVB”). These facilities
comprise a term loan of $0.5m repayable in 36 equal monthly installments, and a $3m revolving line of credit. The facilities
are subject to covenants based on operating results, and in addition the drawdown mechanics and interest rates are subject
to certain working capital ratios. In addition, the group has a £2m convertible loan from key investors including members of
the board and management. The current terms of the convertible loan call for repayment or conversion by 31 January 2015.
Notwithstanding the group’s stable funding and trading position, the time-to-close and the order value of individual sales
continues to vary considerably. When combined with the relatively low-volume and high-value nature of the group’s business,
these are factors which constrain the ability to accurately predict revenue performance. Furthermore, to meet its strategic
objectives, the group has continued to expand staff levels. If sales fall short of expectations, there is a risk that the group’s
facilities may prove insufficient to cover both operating activities and the repayment of its debt facilities, which latter point
could be due to the regular repayment of the SVB term loan, the possibility of not meeting SVB covenants or working capital
ratios, or the possibility of having to repay the convertible loan stock in cash on 31 January 2015. In such circumstances, the
group may be obliged to seek additional funding.
The directors have concluded that the circumstances set forth above represent 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 statements do 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.
NOTES TO THE FINANCIAL STATEMENTS
2 9
Business Combinations
The acquisition of subsidiaries is accounted for within the consolidated financial statements using the purchase method,
as set out within IFRS 3 Business Combinations for acquisitions made on or before 1 January 2010. No material business
combinations have been entered into since that date. 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 on 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
within sales and marketing expense (in respect of customer relationships) and research and development expense (in
respect of IPR and technology). 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.
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.
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 are recognized on delivery, provided there is evidence of an arrangement and that no significant
obligations remain owing to the customer in connection with such product sale. Such significant obligations could include
giving a customer a right to return the software product without any preconditions, or if the group has failed to deliver an
element of the software product by the balance sheet date.
Revenues relating to maintenance, hosting 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 the income statement on a straight-line basis over the term of the
relevant lease.
3 0
NOTES TO THE FINANCIAL STATEMENTS
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). 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. 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 where there is no intention that these should be settled) are classified as equity and
transferred to the group’s translation reserve.
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
profit or loss, 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.
The following rates are used for the depreciation of property, plant and equipment:
Computer equipment
Furniture and fittings
20-33 percent on a straight-line basis
20-25 percent on a straight-line basis
NOTES TO THE FINANCIAL STATEMENTS
3 1
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.
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.
Development costs not satisfying the above criteria and expenditure on the research phase of internal projects are
recognized in the income statement as incurred. Capitalization of a particular activity commences after proof of concept,
requirements and functional concept stages are complete.
Capitalized development costs are amortized over the period over which the group expects to benefit from selling
the product developed. This has been estimated to be four years from the date of code-finalization of the applicable
software release. The amortization expense in respect of internally generated intangible assets is included in research and
development costs.
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.
3 2
NOTES TO THE FINANCIAL STATEMENTS
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.
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. Estimates and judgments adopted for property plant and
equipment, externally acquired intangible assets and internally generated intangible assets are dealt with in the accounting
policy notes set forth above that relate to these areas. 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.
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
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.
NOTES TO THE FINANCIAL STATEMENTS
3 3
2. Financial Liabilities
The group classifies its financial liabilities in the category of financial liabilities 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 below), which are initially
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. Convertible Loan Stock
The host debt element of convertible loan stock is treated as a financial liability measured at amortized cost as further
described above. The equity component of convertible loan stock arising on issue is reclassified from debt to capital
reserves.
4. 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(f) the group considers its capital to comprise its ordinary share capital, special reserve and equity reserve less its
accumulated retained loss.
3 4
NOTES TO THE FINANCIAL STATEMENTS
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 2013 and 2012 was derived from the design,
development and marketing of software products with associated implementation and consultancy services, as more
particularly described in the Strategic and Financial Reports. 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. 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 arm’s length basis.
Year ended 31 December 2013
Income Statement
External revenues – by location of operations
Operating profit/(loss) before interest and tax
Finance income
Finance expense
Profit/(loss) before tax
Depreciation, amortization and impairment charges
EBITDA
Balance Sheet
Fixed asset additions
Capitalization of internally generated development costs
Total assets
Total liabilities
Year ended 31 December 2012
Income Statement
External revenues – by location of operations
Operating profit before interest and tax
Finance income
Finance expense
Profit before tax
Depreciation, amortization and impairment charges
EBITDA
Balance Sheet
Fixed asset additions
Capitalization of internally generated development costs
Total assets
Total liabilities
North
America
£’000
8,908
724
-
(116)
608
(1,332)
2,010
––––––––
84
1,139
8,040
(4,324)
––––––––
––––––––
North
America
£’000
Europe
£’000
Total
£’000
4,368
(117)
17
(167)
(267)
(37)
(80)
––––––––
61
-
3,477
(3,683)
––––––––
––––––––
13,276
607
17
(283)
341
(1,369)
1,930
––––––––
145
1,139
11,517
(8,007)
––––––––
––––––––
Europe
£’000
Total
£’000
7,792
139
-
(201)
(64)
(1,191)
1,330
––––––––
4,871
469
9
(134)
345
(5)
473
––––––––
117
1,210
7,718
(4,857)
––––––––
––––––––
19
-
3,852
(3,449)
––––––––
––––––––
12,663
607
9
(335)
281
(1,196)
1,803
––––––––
136
1,210
11,570
(8,306)
––––––––
––––––––
One customer accounted for approximately 8 percent of the group’s revenues in 2013. A different customer accounted
for approximately 16 percent of the group’s sales in 2012. In each case, the customer fell within the Europe segment based
on location of operations.
External revenues in 2013 exclude inter-segmental revenues which amounted to £1,368,000 (2012: £1,245,000) for North
America and £222,000 (2012: £215,000) for Europe.
Revenues attributable to customers in North America in 2013 amounted to £7,967,000 (2012: £7,084,000). Revenue
attributable to customers in the rest of the world amounted to £5,309,000 (2012: £5,579,000) of which £4,302,000 (2012:
£2,920,000) was attributable to customers in Europe.
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 earnings/(loss) before interest, tax, depreciation and amortization, is
an important measure, since it is widely used by the investment community. It is calculated as follows:
Profit for the year after tax
Interest payable
Interest receivable
Amortization of intangible assets
Depreciation of property, plant and equipment
Income tax expense
EBITDA
Revenue Visibility
2013
£’000
2012
£’000
341
281
283
(17)
1,179
144
-
––––––––
1,930
––––––––
––––––––
335
(9)
1,098
98
-
––––––––
1,803
––––––––
––––––––
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 . P R O F I T F O R T H E Y E A R
The profit for the year has been arrived at after charging/(crediting):
Continuing Operations
Net foreign exchange (gains)/losses
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
2013
£’000
2012
£’000
(67)
1,894
1,179
46
144
317
76
––––––––
––––––––
36
1,698
1,098
175
98
319
74
––––––––
––––––––
Net foreign exchange gains or losses 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
During the year the group obtained the following services from its auditors and associated firms. Fees for the audit of
subsidiaries pursuant to legislation are not segregated from those for the group and are included in the amounts disclosed.
Audit of the financial statements of the group
Review of interim financial information
Audit of US pension plan
Tax services
2013
£’000
2012
£’000
53
10
5
14
––––––––
––––––––
50
10
5
24
––––––––
––––––––
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
2013
£’000
2012
£’000
7,453
678
155
515
–––––––
8,801
––––––––
––––––––
6,784
539
134
439
–––––––
7,896
––––––––
––––––––
Included within the above are staff costs capitalized as development expenditure amounting to £1,139,000 (2012:
£1,210,000). Included within wages and salaries are bonus and sales commission costs amounting to £602,000 (2012:
£833,000).
The average monthly number of employees during the year was made up as follows:
Development and operations
Sales and management
2013
Number
2012
Number
78
36
–––––––
114
––––––––
––––––––
70
32
–––––––
102
––––––––
––––––––
The above staff costs and the numbers of employees during the year include the executive directors.
The remuneration of all directors was as follows:
Fees and emoluments
Pension contributions
2013
£’000
2012
£’000
545
14
––––––––
559
––––––––
––––––––
573
12
––––––––
585
––––––––
––––––––
No director exercised share options during the year (2012: None). Pension contributions are to personal defined
contribution schemes and have been made for three directors (2012: three) who served during the year.
Full details of directors’ remuneration are disclosed in the Report on Directors’ Remuneration on page 16.
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
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
2013
£’000
2012
£’000
17
––––––––
––––––––
9
––––––––
––––––––
2013
£’000
2012
£’000
(283)
––––––––
––––––––
(335)
––––––––
––––––––
NOTES TO THE FINANCIAL STATEMENTS
3 7
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 as follows:
Profit before tax
Tax charge at the UK corporation tax rate of 23.25% (2012: 24.5%)
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, amortization and transfer
of development investments
Losses for the year not relievable against current tax
Utilization of prior year losses
Income tax expense for the year
There is no tax arising on other comprehensive income.
2013
£’000
2012
£’000
-
––––––––
––––––––
-
––––––––
––––––––
2013
£’000
2012
£’000
341
––––––––
––––––––
281
––––––––
––––––––
(79)
(61)
(73)
(69)
55
(99)
147
-
66
––––––––
-
––––––––
––––––––
208
(95)
-
––––––––
-
––––––––
––––––––
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
2013
£’000
2012
£’000
136
165
(969)
13,050
––––––––
12,217
––––––––
––––––––
(994)
13,448
––––––––
12,619
––––––––
––––––––
At 31 December 2013, tax losses estimated at £43m were available to carry forward by the Sopheon group, arising from
historic losses incurred. These losses represent a potential deferred tax asset of £12.9m, based on the tax rates currently
applicable in the relevant tax jurisdictions.
Of these tax losses, an aggregate amount of £7.0m (representing £2.4m of the potential deferred tax asset) represents
pre-acquisition tax losses of Sopheon Corporation (Minnesota) 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.
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 2013 was
£1,255,000 (2012: loss of £534,000). Advantage has been taken of Section 408 of the Companies Act 2006 not to present
an income statement for the parent company.
3 8
NOTES TO THE FINANCIAL STATEMENTS
1 2 . E A R N I N G S P E R S H A R E
Profit after tax
Weighted average number of ordinary shares for
the purpose of basic earnings per share
2013
£’000
2012
£’000
341
––––––––
––––––––
281
––––––––
––––––––
’000s
’000s
7,279
––––––––
––––––––
7,279
––––––––
––––––––
The weighted average number of shares in issue for 2012 has been adjusted to reflect the capital reorganization which
became effective on 12 June 2013, full details of which are set out in the Directors’ Report.
The profit attributable to ordinary shareholders and the weighted average number of ordinary shares for the purpose
of calculating the diluted earnings per ordinary share are the same as those used for calculating the basic earnings per
ordinary share in both 2013 and 2012. This is (i) because the exercise of conversion rights attaching to the convertible
loan stock (details of which are set out in Note 20), would have the effect in each year of increasing earnings per ordinary
share (by virtue of the saving of loan stock interest, which would otherwise be payable) and are therefore not dilutive; and
(ii) because the warrants to subscribe for 25,138 ordinary shares and the 603,189 share options to subscribe for ordinary
shares (details of which are set out in Notes 24 and 28), either have a strike price above the average market price for the
year, or have an immaterial impact.
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 2012
Additions
Exchange differences
At 1 January 2013
Additions
Exchange differences
At 31 December 2013
Accumulated Depreciation
At 1 January 2012
Depreciation charge for the year
Exchange differences
At 1 January 2013
Depreciation charge for the year
Exchange differences
At 31 December 2013
Carrying Amount
At 31 December 2013
At 31 December 2012
Computer
Equipment
£’000
Furniture
& Fittings
£’000
808
127
(35)
186
9
(8)
––––––––
900
106
(21)
––––––––
985
––––––––
––––––––
187
39
(3)
––––––––
223
––––––––
674
91
(29)
154
7
(7)
––––––––
736
122
(20)
––––––––
838
––––––––
––––––––
154
22
(3)
––––––––
173
––––––––
147
––––––––
––––––––
164
––––––––
––––––––
50
––––––––
––––––––
33
––––––––
––––––––
Total
£’000
994
136
(43)
––––––––
1,087
145
(24)
––––––––
1,208
––––––––
828
98
(36)
––––––––
890
144
(23)
––––––––
1,011
––––––––
197
––––––––
––––––––
197
––––––––
––––––––
The net carrying amount of property, plant and equipment includes £Nil (2012: £1,000) in respect of assets held under
finance leases.
Company
The company has no property, plant and equipment.
NOTES TO THE FINANCIAL STATEMENTS
3 9
1 4 . I N TA N G I B L E A S S E T S
Development
Costs
(Internally
Generated)
£’000
Technology
Customer
and IPR Relationships
£’000
£’000
Goodwill
£’000
Total
£’000
Cost
At 1 January 2012
Additions (internally generated)
Exchange differences
At 1 January 2013
Additions (internally generated)
Acquisition in 2013
Exchange differences
At 31 December 2013
Amortization
At 1 January 2012
Charge for the year
Exchange differences
At 1 January 2012
Charge for the year
Exchange differences
At 1 January 2013
Charge for the year
Exchange differences
At 31 December 2013
Accumulated Impairment Losses
At 1 January 2012
Impairment losses in year
Exchange differences
At 1 January 2013
Impairment losses in year
Exchange differences
At 31 December 2013
Carrying Amount
At 31 December 2013
At 31 December 2012
7,488
1,210
(348)
902
-
(40)
––––––––
8,350
1,139
-
(239)
––––––––
9,250
––––––––
––––––––
862
-
-
(19)
––––––––
843
––––––––
4,736
998
(224)
631
-
(28)
––––––––
4,736
998
(224)
––––––––
5,510
1,149
(177)
––––––––
6,482
––––––––
––––––––
631
-
(28)
––––––––
603
-
(13)
––––––––
590
––––––––
-
-
-
––––––––
-
-
-
––––––––
-
––––––––
271
-
(12)
––––––––
259
-
(6)
––––––––
253
––––––––
2,768
––––––––
––––––––
2,840
––––––––
––––––––
-
––––––––
––––––––
-
––––––––
––––––––
1,691
-
(74)
––––––––
1,617
-
-
(35)
––––––––
1,582
––––––––
783
100
(35)
––––––––
783
100
(35)
––––––––
848
30
(20)
––––––––
858
––––––––
547
175
(27)
––––––––
695
46
(17)
––––––––
724
––––––––
-
––––––––
––––––––
74
––––––––
––––––––
635
-
(27)
––––––––
608
-
24
(13)
––––––––
619
––––––––
-
-
-
––––––––
-
-
-
––––––––
-
-
-
––––––––
-
––––––––
-
-
-
––––––––
-
-
-
––––––––
-
––––––––
619
––––––––
––––––––
608
––––––––
––––––––
10,716
1,210
(489)
––––––––
11,437
1,139
24
(306)
––––––––
12,294
––––––––
6,150
1,098
(287)
––––––––
6,150
1,098
(287)
––––––––
6,961
1,179
(210)
––––––––
7,930
––––––––
818
175
(39)
––––––––
954
46
(23)
––––––––
977
––––––––
3,387
––––––––
––––––––
3,522
––––––––
––––––––
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, were 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. The recoverable amount of the goodwill can be underpinned on a value in use basis by the expected
performance of the group’s operating segments, treated as a single cash generating unit.
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 three years, and thereafter for an
indefinite period at a growth assumption of 3 percent. Sensitivity analysis performed on these projections demonstrates
significant valuation headroom above the carrying value of goodwill even if the growth rate for the four year period is
reduced to 5 percent. The annualized average growth of the business since the launch of the group’s core Accolade solution
is over 20 percent. The same discount and growth rates were used for the valuation conducted in respect of 2012.
The initial valuation of the intangible assets acquired with Alignent relating to technology and IPR, and to customer
relationships, used an income-based approach. The recurring income from certain acquired Alignent customer base has or
is expected to fall, due to a mix of factors including the conversion of certain rental licenses to perpetual, changes in rental
levels, and cancellations. The overall reduction exceeds 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 customer relationships of
£46,000 (2012: £175,000) and which reduce the carrying value to nil. All other assumptions of the original valuation have
been retained in the impairment review.
Company
The company has no intangible assets.
4 0
NOTES TO THE FINANCIAL STATEMENTS
1 5 . I N V E S T M E N T I N S U B S I D I A R I E S
At 31 December 2012 and at 31 December 2013
Cost
Less: Amounts provided
Carrying amount
Company
£’000
41,560
(35,441)
––––––––
6,119
––––––––
––––––––
Details of the company’s subsidiaries at 31 December 2013 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. and Sopheon Corporation, Minnesota, USA are held by Sopheon Corporation, Delaware, USA. The
share capital of Sopheon Corporation, Delaware, USA and Sopheon GmbH are held by Sopheon NV.
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
Sopheon GmbH
Germany
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%
Software sales and services
Common Stock
100%
Software development and sales
Common Stock
100%
Software sales and services
Ordinary Shares
100%
Software sales and services
Ordinary Shares
100%
Software sales and services
Ordinary Shares
100%
Software sales and services
Ordinary Shares
100%
Holding company
Common Stock
100%
Dormant
Ordinary Shares
100%
Dormant
Ordinary Shares
100%
Dormant
Ordinary Shares
100%
Dormant
Ordinary Shares
100%
Dormant
Ordinary Shares
100%
Dormant
Ordinary Shares
100%
Dormant
Applied Network Technology Ltd*
United Kingdom
Ordinary Shares
100%
Employee Share Ownership
Trust
NOTES TO THE FINANCIAL STATEMENTS
4 1
1 6 . O T H E R R E C E I V A B L E
Other receivable
Group
Company
2013
£’000
2012
£’000
2013
£’000
2012
£’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
2013
£’000
2012
£’000
2013
£’000
2012
£’000
4,817
13
––––––––
4,830
346
309
––––––––
5,485
––––––––
––––––––
3,547
4
––––––––
3,551
290
118
––––––––
3,959
––––––––
––––––––
-
1
––––––––
1
-
-
––––––––
1
––––––––
––––––––
-
-
––––––––
-
-
-
––––––––
-
––––––––
––––––––
Trade and other receivables are stated net of allowances totaling £Nil (2012: £24,000) 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 £40,879,000 (2012: £40,015,000) 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
2013
£’000
2012
£’000
2013
£’000
2012
£’000
1,568
868
––––––––
2,436
––––––––
––––––––
3,129
751
––––––––
3,880
––––––––
––––––––
290
-
––––––––
290
––––––––
––––––––
1,398
57
––––––––
1,455
––––––––
––––––––
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 £24,000 (2012: £23,000) held by the group’s employee share
ownership trust.
4 2
NOTES TO THE FINANCIAL STATEMENTS
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
2013
£’000
2012
£’000
2013
£’000
2012
£’000
550
154
207
1,208
––––––––
2,119
––––––––
––––––––
717
113
231
1,325
––––––––
2,386
––––––––
––––––––
50
102
-
228
––––––––
380
––––––––
––––––––
29
107
-
227
––––––––
363
––––––––
––––––––
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)
Total current loans and borrowings
Non-current Loans and Borrowings
Loan notes
8% convertible loan stock 2015
Total non-current loans and borrowings
Total loans and borrowings
a) Line of Credit
Group
Company
2013
£’000
2012
£’000
2013
£’000
2012
£’000
756
159
––––––––
915
495
641
––––––––
1,136
-
-
––––––––
-
-
-
––––––––
-
-
1,978
––––––––
1,978
––––––––
2,893
––––––––
––––––––
162
1,959
––––––––
2,121
––––––––
3,257
––––––––
––––––––
-
1,978
––––––––
1,978
––––––––
1,978
––––––––
––––––––
-
1,959
––––––––
1,959
––––––––
1,959
––––––––
––––––––
The line of credit is denominated in US Dollars and bears interest at a variable rate currently 10.95 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 2013 amounted to $5,682,000 (£3,437,000) (2012: $3,865,000
(£2,391,000)). At 31 December 2013 $1,250,000 (£756,000) was drawn down under the line of credit facility (2012:
$800,000 (£495,000)).
b) Loan Notes
The loan notes are denominated in US Dollars and represent mezzanine loan finance provided by BlueCrest and are
repayable in monthly installments of $90,000, together with interest at a fixed rate of 13 percent per annum, over the
period from December 2010 to March 2014.
The mezzanine loan and the line of credit, which is also provided by BlueCrest, 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 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 3
c) 8 Percent Convertible Loan Stock 2015
The convertible loan stock is denominated in Sterling and bears interest at a fixed rate of 8 percent per annum. The loan
stock was issued at par in a nominal amount of £850,000 on 1 October 2009. On 23 August 2012 the company made a
further issue of loan stock in a nominal amount of £1,150,000. Following this issue, the aggregate liability at maturity of the
loan stock increased from £850,000 to £2,000,000, the conversion price was 5p per ordinary share.
Following the capital reorganization approved by shareholders on 12 June 2013, and the reduction of capital which was
confirmed by the Court on 20 November 2013, the conversion terms were amended in accordance with the provisions of
the loan stock, such that the loan stock is henceforward convertible into ordinary shares of 20p each of the company at a
rate of 100p per ordinary share.
Holders may convert the loan stock into Sopheon ordinary shares at any time up to the extended maturity date of 31
January 2015, and any loan stock not converted is to be repaid at par on that date.
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
2013
£’000
2012
£’000
2013
£’000
2012
£’000
-
-
––––––––
-
––––––––
––––––––
1
-
––––––––
1
––––––––
––––––––
-
-
––––––––
-
––––––––
––––––––
-
-
––––––––
-
––––––––
––––––––
The group leases a telephone system with a net carrying value at 31 December 2013 of £Nil (2012: £1,000).
Future lease payments are due as follows:
At 31 December 2013
Within one year
Due in one to five years
At 31 December 2012
Within one year
Due in one to five years
Minimum
Lease
Payments
£’000
-
-
––––––––
-
––––––––
––––––––
Minimum
Lease
Payments
£’000
1
-
––––––––
1
––––––––
––––––––
Interest
£’000
-
-
––––––––
-
––––––––
––––––––
Interest
£’000
-
-
––––––––
-
––––––––
––––––––
Present
Value
£’000
-
-
––––––––
-
––––––––
––––––––
Present
Value
£’000
1
-
––––––––
1
––––––––
––––––––
4 4
NOTES TO THE FINANCIAL STATEMENTS
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
2013
£’000
325
238
––––––––
563
––––––––
––––––––
Other
2013
£’000
60
90
––––––––
150
––––––––
––––––––
Land &
Buildings
2012
£’000
337
74
––––––––
411
––––––––
––––––––
Other
2012
£’000
54
76
––––––––
130
––––––––
––––––––
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.
1. Financial Assets
Current Financial Assets
Trade receivables
Other receivables
Accrued income
Cash and cash equivalents
Non-current Financial Assets
Other receivable
Group
Company
Notes
2013
£’000
2012
£’000
2013
£’000
2012
£’000
17
17
17
18
4,817
13
309
2,436
––––––––
7,575
––––––––
––––––––
3,547
4
118
3,880
––––––––
7,549
––––––––
––––––––
-
1
-
290
––––––––
291
––––––––
––––––––
-
-
-
1,455
––––––––
1,455
––––––––
––––––––
16
12
––––––––
––––––––
12
––––––––
––––––––
-
––––––––
––––––––
-
––––––––
––––––––
The group does not have any financial assets in any other categories.
2. Financial Liabilities
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 2015
4 5
Group
Company
Notes
2013
£’000
2012
£’000
2013
£’000
2012
£’000
19
19
19
20
21
20
20
550
154
1,208
915
-
––––––––
2,827
––––––––
-
1,978
––––––––
1,978
––––––––
4,805
––––––––
––––––––
717
113
1,325
1,136
1
––––––––
3,292
––––––––
162
1,959
––––––––
2,121
––––––––
5,413
––––––––
––––––––
50
102
228
-
-
––––––––
380
––––––––
-
1,978
––––––––
1,978
––––––––
2,358
––––––––
––––––––
29
107
227
-
-
––––––––
363
––––––––
-
1,959
––––––––
1,959
––––––––
2,322
––––––––
––––––––
As set out in Note 20 the carrying value of the instrument at the balance sheet date reflects a deduction for the
reclassification of the fair value of conversion rights into equity.
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
• Convertible loan stock
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:
4 6
NOTES TO THE FINANCIAL STATEMENTS
a) 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 2013, the largest single customer accounted for 8 percent of group
revenues (2012:16 percent, different customer).
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, Rabobank
Amsterdam, and Silicon Valley Bank.
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 2013 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 where
invoiced, and 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 2013
At 31 December 2012
Total
£’000
Current
£’000
Past Due
+30 Days
£’000
Past Due
+60 Days
£’000
4,817
–––––––––
–––––––––
3,669
–––––––––
–––––––––
295
–––––––––
–––––––––
853
–––––––––
–––––––––
3,547
–––––––––
–––––––––
2,843
–––––––––
–––––––––
382
–––––––––
–––––––––
322
–––––––––
–––––––––
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:
2013
£’000
Provision
£’000
Gross
Value
£’000
Carrying
Value
£’000
Gross
Value
2012
£’000
Provision
£’000
Carrying
Value
Trade receivables
North America
Europe
3,438
1,379
–––––––––
4,817
–––––––––
–––––––––
-
-
–––––––––
–––––––––
–––––––––
3,438
1,379
–––––––––
4,817
–––––––––
–––––––––
2,391
1,180
–––––––––
3,571
–––––––––
–––––––––
-
24
–––––––––
24
–––––––––
–––––––––
2,391
1,156
–––––––––
3,547
–––––––––
–––––––––
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
Utilization of provisions
New provisions
Closing balance
2013
£’000
2012
£’000
24
(24)
-
–––––––––
-
–––––––––
–––––––––
30
(30)
24
–––––––––
24
–––––––––
–––––––––
NOTES TO THE FINANCIAL STATEMENTS
4 7
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, US
and European banking institutions.
b) Liquidity Risk
Liquidity risk arises from the group’s management of working capital, and more particularly its ability to be consistently
cash generative after 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 2013
Trade and other payables
Line of credit
Loan notes
Future interest – loan notes
Convertible loan stock
Future interest – convertible loan stock
Total financial liabilities
At 31 December 2012
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
On Demand
or Within
Six Months
£’000
Within
One Year
£’000
Within
Two Years
£’000
Within
Five Years
£’000
2,119
756
159
4
-
80
–––––––––
3,118
–––––––––
–––––––––
-
-
-
-
-
80
–––––––––
80
–––––––––
–––––––––
-
-
-
-
2,000
14
–––––––––
2,014
–––––––––
–––––––––
-
-
-
-
-
-
–––––––––
-
–––––––––
–––––––––
On Demand
or Within
Six Months
£’000
Within
One Year
£’000
Within
Two Years
£’000
Within
Five Years
£’000
2,386
495
333
45
-
80
1
–––––––––
3,340
–––––––––
–––––––––
-
-
333
23
-
80
-
–––––––––
436
–––––––––
–––––––––
-
-
166
4
-
160
-
–––––––––
330
–––––––––
–––––––––
-
-
-
-
2,000
14
-
–––––––––
2,014
–––––––––
–––––––––
Total
£’000
2,119
756
159
4
2,000
174
–––––––––
5,212
–––––––––
–––––––––
Total
£’000
2,386
495
832
72
2,000
334
1
–––––––––
6,120
–––––––––
–––––––––
4 8
NOTES TO THE FINANCIAL STATEMENTS
Company
At 31 December 2013
Trade and other payables
Convertible loan stock
Future interest – convertible loan stock
Total financial liabilities
At 31 December 2012
Trade and other payables
Convertible loan stock
Future interest – convertible loan stock
Total financial liabilities
c) Market Risk
On Demand
or Within
Six Months
£’000
380
-
80
–––––––––
460
–––––––––
–––––––––
On Demand
or Within
Six Months
£’000
363
-
80
–––––––––
443
–––––––––
–––––––––
Within
One Year
£’000
-
-
80
–––––––––
80
–––––––––
–––––––––
Within
Two Years
£’000
-
2,000
14
–––––––––
2,014
–––––––––
–––––––––
Within
Five Years
£’000
-
-
-
–––––––––
-
–––––––––
–––––––––
Total
£’000
380
2,000
174
–––––––––
2,554
–––––––––
–––––––––
Within
One Year
£’000
-
-
80
–––––––––
80
–––––––––
–––––––––
Within
Two Years
£’000
-
-
160
–––––––––
160
–––––––––
–––––––––
Within
Five Years
£’000
-
2,000
14
–––––––––
2,014
–––––––––
–––––––––
Total
£’000
363
2,000
334
–––––––––
2,697
–––––––––
–––––––––
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.
d) Interest Rate Risk
The group’s fixed rate interest bearing liabilities comprised loan notes with a carrying value at 31 December 2013 of
£159,000, which bore a fixed interest rate of 13 percent, and convertible loan stock with a nominal value of £2,000,000,
which bears a fixed interest rate of 8 percent. These liabilities do not give rise to interest rate risk. The group also had a
line of credit, on which £756,000 was outstanding at 31 December 2013, and which bore a minimum interest rate of 10.95
percent which was subject to increase depending on movements in the Wall Street Journal Prime Rate. Should this rate
have increased 1 percent the annualized effect would have been to increase 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 31 December 2013 was £868,000. During 2013 interest rates
on money market deposits averaged at or below 0.5 percent in respect of US Dollar, Euro and Sterling deposits. The
annualized effect of a movement of 0.5 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 had no interest bearing bank deposits at the balance sheet date.
e) 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 2013
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 2012
Financial Assets
Receivables and accrued income
Cash and cash equivalents
Total financial assets
Financial Liabilities
Trade and other payables
Borrowings
Total financial liabilities
NOTES TO THE FINANCIAL STATEMENTS
4 9
US Dollars
£’000
3,622
774
–––––––––
4,396
–––––––––
–––––––––
1,001
915
–––––––––
1,916
–––––––––
–––––––––
US Dollars
£’000
2,402
1,640
–––––––––
4,042
–––––––––
–––––––––
1,283
1,299
–––––––––
2,582
–––––––––
–––––––––
Sterling
£’000
Euro
£’000
Total
£’000
224
90
–––––––––
314
–––––––––
–––––––––
344
2,000
–––––––––
2,344
–––––––––
–––––––––
1,305
1,572
–––––––––
2,877
–––––––––
–––––––––
567
-
–––––––––
567
–––––––––
–––––––––
5,151
2,436
–––––––––
7,587
–––––––––
–––––––––
1,912
2,915
–––––––––
4,827
–––––––––
–––––––––
Sterling
£’000
Euro
£’000
Total
£’000
356
1,638
–––––––––
1,994
–––––––––
–––––––––
337
2,000
–––––––––
2,337
–––––––––
–––––––––
923
602
–––––––––
1,525
–––––––––
–––––––––
535
-
–––––––––
535
–––––––––
–––––––––
3,681
3,880
–––––––––
7,561
–––––––––
–––––––––
2,155
3,299
–––––––––
5,454
–––––––––
–––––––––
The amount shown in respect of Sterling borrowings at December 31, 2013 represents the nominal value of the instrument.
As set out in Note 20 the carrying value of the instrument at the balance sheet date reflects a deduction for the
reclassification of the fair value of conversion rights into equity.
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 profit 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.
2013
2012
2013
2012
(Increase)
(Decrease)
in Profit
After Tax
(Increase)
(Decrease)
in Profit
After Tax
Effect on
Exchange Differences
on Translation of
Assets and Liabilities
of Foreign Operations
£’000
£’000
£’000
£’000
7
(9)
(58)
69
–––––––––
–––––––––
167
(76)
(77)
91
(220)
247
(79)
74
––––––––– –––––––––
––––––––– –––––––––
(193)
214
(5)
7
–––––––––
–––––––––
Weakening of US Dollar by 10c
Strengthening of US Dollar by 10c
Weakening of Euro by 10c
Strengthening of Euro by 10c
5 0
NOTES TO THE FINANCIAL STATEMENTS
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 profit 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
f) Capital
2012
2013
(Increase)/Decrease
in Profit After Tax
£’000
£’000
(10)
11
(5)
6
–––––––––
–––––––––
(18)
21
(46)
54
–––––––––
–––––––––
The group considers its capital to comprise its share capital and its special reserve and equity reserve 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 share 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
Ordinary shares of 20p each
2013
Number
2013
£’000
2012
Number
2012
£’000
-
–––––––––
–––––––––
7,279,000
–––––––––
–––––––––
–––––––––
–––––––––
1,456
–––––––––
–––––––––
- 145,579,027
–––––––––
–––––––––
-
–––––––––
–––––––––
7,279
–––––––––
–––––––––
-
–––––––––
–––––––––
On 12 June 2013 shareholders approved a capital reorganization and reduction of capital, details of which are set out in the
Directors’ Report.
Throughout the year company has had in issue one class of ordinary shares, which have at no time carried any right to
fixed income.
At 31 December 2013 the company had outstanding 25,138 warrants to subscribe for ordinary shares of 20p each at a
price of 400p per share (2012: 502,790 warrants to subscribe for ordinary shares of 5p each 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. The warrants have a 10 year life.
NOTES TO THE FINANCIAL STATEMENTS
5 1
2 5 . C A P I TA L R E S E R V E S
Group
At 1 January 2012
Recognition of share-based payments
Lapsing or expiry of share options
Equity component of convertible loan stock
At 1 January 2013
Recognition of share-based payments
Lapsing or expiry of share options
Reduction of capital
Expenses of capital reorganization
At 31 December 2013
Company
At 1 January 2012
Recognition of share-based payments
Lapsing or expiry of share options
Equity component of convertible loan stock
At 1 January 2013
Recognition of share-based payments
Lapsing or expiry of share options
Reduction of capital
Expenses of capital reorganization
At 31 December 2013
Share
Premium
£’000
52,096
-
-
-
––––––––
52,096
-
-
(52,096)
-
––––––––
-
––––––––
––––––––
Share
Premium
£’000
52,096
-
-
-
––––––––
52,096
-
-
(52,096)
-
––––––––
-
––––––––
––––––––
Capital
Redemption
Reserve
£’000
Equity
Reserve
£’000
Special
Reserve
£’000
2884
-
-
50
––––––––
2,884
-
-
(2,884)
-
––––––––
-
––––––––
––––––––
823
38
(272)
-
––––––––
639
75
(451)
-
-
––––––––
263
––––––––
––––––––
-
-
-
5
––––––––
-
- 7
-
3,157
(20)
––––––––
3,137
––––––––
––––––––
Capital
Redemption
Reserve
£’000
Equity
Reserve
£’000
Special
Reserve
£’000
2884
-
-
-
––––––––
2,884
-
-
(2,884)
-
––––––––
-
––––––––
––––––––
823
38
(272)
50
––––––––
639
75
(451)
-
-
––––––––
263
––––––––
––––––––
-
-
-
-
––––––––
-
-
-
3,157
(20)
––––––––
3,137
––––––––
––––––––
Total
£’000
55,803
38
(272)
0
––––––––
55,619
5
(451)
(51,823)
(20)
––––––––
3,400
––––––––
––––––––
Total
£’000
55,803
38
(272)
50
––––––––
55,619
75
(451)
(51,823)
(20)
––––––––
3,400
––––––––
––––––––
Share premium represents the premium arising on the issue of shares and its use is governed by the provisions of the
Companies Act 2006.
The capital redemption reserve is a non-distributable reserve arising from the cancellation in 2001 of deferred shares.
The equity reserve comprises the fair value of share-based payments to employees pursuant to the group’s share option
schemes, the fair value of warrants to subscribe for Sopheon shares issued to BlueCrest Capital Finance LLC, and the equity
component of the group’s 8 percent convertible loan stock 2015.
In addition, investment by the group’s employee share ownership trust (the “Esot”) in the company’s shares is deducted from
equity in the consolidated balance sheet as if they were treasury shares, by way of deduction from the equity reserve. At 31
December 2013, the Esot held 7,000 ordinary shares of 20p each (2012: 185,244 ordinary shares of 5p each) in the company,
which represents 0.1 percent (2012: 0.1 percent) of the company’s ordinary share capital. The equity reserve includes a
deduction of £10,000 (2012: £11,000) which represents the cost of these shares held by the Esot at 31 December 2013.
The purpose of the Esot is to facilitate the company’s policy of offering participation in the ownership of its shares to
employees for reward and incentive purposes. At 31 December 2013 and at 31 December 2012, no shares held by the Esot
were under option or had been gifted to any employees. Arrangements for the distribution of benefits to employees will
be made at the Esot’s discretion in such manner as the Esot considers appropriate. Administration costs of the Esot are
accounted for in the profit and loss account of the company as they are incurred.
On 20 November 2013 the Court confirmed the cancellation of the whole of the company’s share premium and capital
redemption reserves, as part of the capital reorganization approved by shareholders of the company on 12 June 2013 full
details of which appear in the Directors’ Report.
5 2
NOTES TO THE FINANCIAL STATEMENTS
The special reserve represents the net reserve arising from the cancellation the company’s 7,279,000 deferred shares of
80p each referred to in Note 24, amounting to £5,823,000, the cancellation of share premium amounting to £52,096,000
and of the capital redemption reserve amounting to £2,884,000, and after offsetting £57,646,000 against accumulated
losses. The special reserve is a non-distributable reserve which may be used, amongst other purposes as approved by the
court, for the same purposes as if it were a share premium reserve.
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 £155,000 (2012: £134,000) 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 executive directors and members of the
group’s operating and executive management committees during the year was as follows:
Emoluments and benefits
Pension contributions
Share-based payments
2013
£’000
2012
£’000
1,336
35
59
–––––––
1,430
–––––––
–––––––
1,111
30
27
–––––––
1,168
–––––––
–––––––
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 borrowed/(repaid) by subsidiaries by way of interest-free loans
Net management charges to subsidiaries
2013
£’000
2012
£’000
864
307
–––––––
(176)
290
–––––––
The amounts owed by subsidiary companies to the parent company at 31 December 2013 totaled £40,879,000 (2012:
£40,015,000). A full provision has been made against these amounts, which are unsecured and are subordinated to the
claims of all other creditors.
During 2013 and 2012 the company granted share options to employees of subsidiary companies. Details of grants of
share options are disclosed in Note 28.
Other Related Party Transactions
There were no other related party transactions during the year under review or the previous year.
NOTES TO THE FINANCIAL STATEMENTS
5 3
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
Following the capital reorganization which became effective on 12 June 2013, the terms of all share options outstanding on
that date were amended in accordance with the terms of the respective schemes.
Details of the share options outstanding during the 2012 and 2013 are as follows:
Number of
Share
Options
Weighted
Average
Exercise
Price
£
Share options outstanding at 1 January 2012
Options granted during 2012
Options lapsed, expired or cancelled during 2012
Outstanding at 1 January 2013
Options granted prior to capital reorganization
Options lapsed prior to capital reorganization
Share options outstanding immediately prior to capital
reorganization becoming effective
Share options outstanding immediately following the capital
reorganization becoming effective
Share options granted subsequent to capital reorganization
Options lapsed or cancelled subsequent to capital reorganization
Outstanding at 31 December 2013
Exercisable at 31 December 2013
Exercisable at 31 December 2012
0.17
13,193,054
0.16
5,465,598 0.05
(6,478,972)
–––––––––
12,179,680
1,117,500
(1,128,300)
–––––––––
–––––––––
0.10
0.05
0.11
–––––––––
12,168,880 0.11
–––––––––
–––––––––
(231,204)
–––––––––
610,940
–––––––––
–––––––––
608,440 2.11
233,704 0.85
3.65
–––––––––
1.04
–––––––––
–––––––––
157,095 1.27
–––––––––
–––––––––
0.15
–––––––––
–––––––––
–––––––––
–––––––––
5,815,545
–––––––––
–––––––––
No share options were exercised during the year (2012: Nil). The options outstanding at the end of the year have a
weighted average contractual life of 9.0 years (2012: 6.8 years).
During the year share options were granted on 18 April 2013 (prior to the capital reorganization) when the exercise
price of options granted was 5.25p and the estimated fair value was 3.11p and on 5 December 2013 (after the capital
reorganization) when the exercise price of options granted was 85p and the estimated fair value was 50.33p. During 2012
share options were granted on 20 April 2012, when the exercise price of options granted was 5p and the estimated fair
value was 2.98p and on 29 September 2012, when the exercise price of options granted was 5.25p and the estimated fair
value was 3.11p.
5 4
NOTES TO THE FINANCIAL STATEMENTS
The fair values for options granted are calculated using the binomial option-pricing model. The principal assumptions used
were:
Date of Grant
Share price at time of grant
Exercise price
Expected volatility
Risk-free rate
Expected dividend yield
December
2013
April
2013
September
2012
April
2012
85p
85p
40%
5%
Nil
5.25p
5.25p
40%
5%
Nil
5.25p
5.25p
40%
5%
Nil
5p
5p
40%
5%
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 expected contractual life of the options used was ten years. Expected volatility was determined by reference to the
historic volatility of the company’s share price in the period before the date of grant.
2 9 . P O S T B A L A N C E S H E E T E V E N T S
In February 2014 the Group established new debt facilities with Silicon Valley Bank. These facilities comprise a term loan of
$0.5m repayable in 36 equal monthly installments, and a $3m revolving line of credit. Both facilities bear interest at rates of
2.75 percent over Wall Street Prime, resulting in a current effective rate of 6 percent. The facilities are subject to covenants
based on operating results, and in addition the drawdown mechanics and interest rates are subject to certain working
capital ratios.
DI R E C T O R S
Barry Mence, 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, Barry was the major shareholder and group managing director of the Rendeck Group of
Companies, a software and services group based in the Netherlands.
Andrew Michuda, Chief Executive Officer. Andrew (Andy) Michuda was appointed chief executive officer
of Sopheon in 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. Prior to joining Sopheon,
Andy held senior leadership positions at Control Data.
Arif Karimjee, ACA, Chief Financial Officer. Arif Karimjee joined Sopheon as chief financial officer in 2000.
Arif served as an auditor and consultant with Ernst & Young in the United Kingdom and Belgium from
1988 until joining Sopheon.
Stuart Silcock, FCA, Non-Executive Director. Stuart Silcock has served as a director of Sopheon since
its inception in 1993 when he was one of the founding members of the company. Since 1982 Stuart has
been a principal Partner in Lawford & Co chartered accountants. Stuart was a non-executive director
of Brown and Jackson plc for four years from 2001 and has held a number of other directorships in the
United Kingdom.
Bernard Al, Non-Executive Director. Bernard Al was appointed as director of Sopheon in 2001. He is a
former chief executive officer of Wolters Kluwer in the Netherlands and has a background in linguistics.
Bernard is also the non-executive chairman of CB-Logistics in the Netherlands and he has held a number
of other non-executive positions in international companies during the last ten years.
Daniel Metzger, Non-Executive Director. Dan Metzger was until 1998 Lawson Software’s EVP Marketing,
where he helped the company grow its revenues from $13m to $400m. Since then he has held similar
roles at Parametric Technologies, and also at auxilium and nQuire, subsequently sold to Parametric and
Siebel respectively. As a strategy consultant, Dan has helped numerous technology companies reach and
exceed their growth objectives. Dan is currently CEO of Oppsource Inc.
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