2011 Annual Report of Grundfos, Denmark

1. Group Annual Report 2011
The Grundfos Group and The Poul Due Jensen Foundation
CVR no.: 83 64 88 13

2. 2 | Group Annual Report 2011

3. Content
MANAGEMENT REPORT
4 Global leader and trendsetter
7 Financial status
9 Sustainability
12 The Poul Due Jensen Foundation (the Grundfos Foundation)
13 Board of the Foundation
14 Key figures for the Grundfos Group
MANAGEMENT STATEMENT AND AUDITORS’ REPORT
16 Management statement
17 Independent auditor’s report
18 Group Management
19 Group structure and Group Board of Directors
CONSOLIDATED ANNUAL ACCOUNTS AND ANNUAL ACCOUNTS
20 Accounting policies
27 Profit and loss account
28 Consolidated balance sheet
30 Statement of changes in equity
31 Cash flow statement
32 Notes to the consolidated accounts
44 Profit and loss account for The Poul Due Jensen Foundation
45 Balance sheet for The Poul Due Jensen Foundation
46 Statement of changes in equity for The Poul Due Jensen Foundation
47 Notes to the accounts of The Poul Due Jensen Foundation
51 Group structure and Ownership
Group annual report 2011 | 3

4. INTRODUCTION
The Poul Due Jensen Foundation, which Foundation clearly states that it is to en- onmental objectives and perseveres in its
is the principal shareholder of the Grund- sure and expand the financial platform persistent effort to make the world even
fos Group, is pleased to note that with for the continued existence and develop- more sustainable. Grundfos' good result
steady sales and manufacturing efforts, ment of the Grundfos Group on a healthy and strong position show that it is possi-
the company has achieved satisfactory commercial and economic basis. The ble to combine sustainable thinking and
growth figures, an ongoing focus on re- 2011 result fully meets these intentions. sound business.
search and technology is translated into
new and ground-breaking products, and The Poul Due Jensen Foundation is sat- We would like to thank all managers and
finally, the company has revitalised its isfied that the management and em- employees of all Grundfos companies
values in close collaboration with thou- ployees of the company have managed for the great efforts you have made and
sands of employees all over the world. to achieve very good results despite the commitment you have demonstrated
Like many other industrial companies, general slowdown in the world economy. throughout the year. Also, we would like
Grundfos must be flexible and ready to The company knows how to invest in to express our appreciation to customers
embrace change in a world market where new, innovative technology in its own and business partners.
events cannot be predicted. production facilities and in the actual
product development, and this gives Niels Due Jensen
The Poul Due Jensen Foundation is a Grundfos a unique position as the leader Chairman of the Board of The Poul Due
commercial foundation, and its main within its field. In addition, we are happy Jensen Foundation
purpose is to ensure a healthy develop- to note that Grundfos is able to maintain
ment within Grundfos. The charter of the its level of ambition in relation to envir-
4 | Group Annual Report 2011

5. MANAGEMENT REPORT
Global leader and trendsetter
In spite of the European debt crisis and turbulent markets we continue to create satis-
factory and noticeable results for ourselves and our customers.
In 2011, we sold more pumps than ever be- And they are by no means faced with an need for us, as people and companies,
fore in Grundfos' history. This means that easy task. We predict lower growth fig- to adapt to these changes. At the same
we are now helping even more people ures in the European markets for quite time, the world's population is growing,
meet their very basic need for water a few years yet, and we will be faced and our way of life requires more energy.
and comfort, and together with our cus- with the challenge of creating growth Many people are aware of these chal-
tomers we contribute to make the world ourselves without the help of a growing lenges, and there is a growing interest in
more sustainable. This is basically what market. New thinking and great efforts investing in energy-efficient and energy-
we are working to achieve every day and will be required in order to meet new ob- saving products and systems. We con-
this is what was put into words in 2011 jectives and implement new solutions. tribute to create the necessary interest
in a newly formulated objective. What This journey will be intensified during and awareness of these issues. Pumps
we can do for the world is our most im- 2012. At the same time, however, we are present one of the greatest potentials
portant mission, and we are by no means pleased that we managed to globalise for saving energy. For example, the right
done solving it. our business in time and that we have motor technology can reduce the elec-
already established strong positions tricity consumption in pumps by up to 60
“Grundfos is a global leader within ad- in those parts of the world where eco- per cent. Millions of Grundfos pumps all
vanced pump solutions and a trendsetter nomic growth will occur in the coming over the world are saving energy as they
within water technology. We contribute years. Already in 2011, the biggest sales are far more efficient than the pumps
to global sustainability through ground- growth has been achieved in our emer­ they replace or other alternatives in the
breaking technologies, which improve the ging markets in Asia, Eastern Europe and market. Grundfos pumps also supply
quality of life for people and take care of the Middle East. A 17 per cent growth rate millions of people with clean water, and
the planet.” has been achieved in China, 15 per cent water and energy as such are the two
in Japan and 7 per cent in Korea. Also the key elements in our way of thinking and
Turbulence has become an everyday smaller markets in Asia have presented doing business.
occurrence good growth, including Thailand, Indo-
Turbulence and change have become nesia and Vietnam. In Eastern Europe, A good result
part of our everyday lives. At present, the Russian market stands out positively In 2011, Group net turnover amounted
Europe in particular is characterised with a 25 per cent sales growth. But also to DKK 21.2bn compared to DKK 19.6bn
by a debt crisis that affects consumer Poland, the Czech Republic, Kazakhstan, in 2010, which is an 8 per cent increase.
confidence and companies' wishes and Hungary, the Ukraine and the Baltic coun- The biggest increase occurred during the
ability to make investments. This leads tries have experienced good growth. The first six months with just under 10 per
to stagnation and no growth. Neverthe- Middle Eastern markets present growth cent, while the last six months of the year
less, Grundfos continues to create good rates of 15 per cent, Turkey has realised an noted a 6 per cent increase. Costs within
results because of our ongoing efforts in impressive 55 per cent growth rate, South the fields of production, research and de-
new markets and products. These efforts Africa 22 per cent and Argentina 43 per velopment, sales and administration in-
require a strong financial position, inde- cent. We also note with satisfaction that creased by 11 per cent. This is due to the
pendence and flexibility. While Europe is the US, too, has made good progress. implementation of a number of strategic
hit by crisis, other parts of the world are projects, which are all designed to further
characterised by growth and new oppor- Need for more sustainability strengthen our competitiveness in the
tunities. Now, at the beginning of 2012, In spite of the economic turbulence, an long term. The operating profit is thus
the uncertainty in the world around us increasing number of people express DKK 2.0bn as against DKK 2.2bn in 2010.
may never have been greater. Economies growing awareness of the Earth's climate We place great emphasis on independ-
around the world are faced with very big and the use of the Earth's resources. Also, ence and self-sufficiency and thus our
challenges, and Grundfos too will be af- there are severe signs of climate change. capacity to invest in the future. We have
fected by the way in which these chal- Increasingly unsettled weather and se- therefore reduced our long-term debt by
lenges are handled by our politicians. vere drought and flooding underline the DKK 0.8bn and short-term debt owed to
Group annual report 2011 | 5

6. MANAGEMENT REPORT
banks by DKK 0.3bn. The Group's interest- and renew the entire business in a num- what created Grundfos. A relentless ef-
bearing net deposits now amount to DKK ber of areas. fort to constantly seek to do everything
2.8bn as against DKK 2.2bn at the be- even better and create even greater value
ginning of the year. Our equity ratio has Values must be acted out for our customers and end users. This
improved from 59.9 per cent to 63.3 per During the past year, we presented our re- must translate into continued growth,
cent. Cash flow from operations amounts vitalised values to all employees. We have and many great growth opportunities
to DKK 2.2bn. been a value-based company for many lie ahead of us. In 2011, for example,
years, and our values represent both we opened a global competence centre
Continued research and technology our history and our future. They must within the utility area which is to assist
development be a practical tool and must be acted our many companies in gaining an even
As tradition has it, we invest the majority out every day by every single employee. firmer foothold within wastewater and
of our profits in the continued develop- Our values are a tool that helps us focus water supply. In 2012, we will initiate a
ment of Grundfos as a technology leader on being the company that we would like large-scale launch of new products that
and a healthy and sound company. We to be and which our customers and busi- will set new standards and cement our
note with satisfaction that an increasing ness partners expect us to be. The values position as market leader. It is against
number of our competitors are now be- will only have this effect if all employees this background, among other things,
ginning to give priority to energy effi­ciency consider them to be relevant and if they that – despite the European debt crisis –
and sustainability. This strengthens make sense in relation to everyday activi- we expect to achieve progress and satis-
the awareness of this major challenge in ties. For one day, all 17,600 employees all factory growth in the coming year.
the market, leading to healthy competi- over the world engaged with great
tion developing the most environmen- enthu­iasm in discussions about what
s Group expectations for 2012 include an
tally friendly solutions. We maintain our the values mean and should mean to us. increase in turnover of approx. 7 per cent.
ambition of being ahead of everybody This way, we made sure that the values We plan to continue the high level of ac-
else in our product development, and are relevant and up-to-date and that tivity in all parts of the organisation, and
we continue to make substantial invest- Grundfos is not just a place where we 2012 will also see the involvement in a
ments in research and technology devel- are working but an assignment that we number of strategic projects that, in the
opment. In 2011, we invested more than are working on. We now act out our revi- short term, will lead to higher costs. Per-
5 per cent of our turnover in research talised values in our everyday activ­ties –
i formance is not expected to improve in
and development, and many new solu- sustainable, open and trustworthy, peo- 2012, however we expect a performance
tions will contribute to us being able to ple in focus, independent, partnership level similar to that of 2011 or slightly
maintain our strong market position and and relentlessly ambitious. lower.
win new market shares. In 2012, we plan
to present a number of high-technology, Relentlessly ambitious Carsten Bjerg, Group President
user-friendly and energy-efficient prod- The latter value has just been formu- Lars Kolind, Group Chairman
ucts that will give us a strong position lated, but it very much characterises
For 2011, in connection with the publication of our annual report, we have decided to publish an annual statement that informs about
the most significant events in the Grundfos Group. The annual statement may be ordered from all company offices or from the web site
www.grundfos.com/reports.
6 | Group Annual Report 2011

7. MANAGEMENT REPORT
Financial status
2011 was a good year for Grundfos. We still focus on increasing growth, but also on a
strong financial position, as this ensures our independence.
Introduction Turnover, DKKbn ing gross debt was redeemed during
In the 2010 Group annual report, we ex- the year.
pressed our expectations for 2011 with a
7-8 per cent growth in turnover and an The consolidated profit before tax thus
operating profit on a par with 2010. We amounts to DKK 2.0bn in 2011 as against
are pleased to note that our expectations DKK 2.4bn in 2010.
for the turnover have been met. The op-
erating profit for 2011 of DKK 2.0bn is, Profit before tax, DKKbn
however, approx. 10 per cent below the
2010 level of DKK 2.2bn, which is due to a
focus on a number of long-term strategic
initiatives.
Although the result is slightly lower than
expected, it remains at a high level, and
we therefore consider 2011 a good year
19.0
17.1
19.6
21.2
for Grundfos.
2008 2009 2010 2011
The 2011 Group annual accounts are af-
fected by adjustments made re previous
years. Reference is made to the state- The 2011 gross profit was DKK 8.3bn as
ment made under accounting policies. against DKK 7.9bn in 2010, corresponding
to 39.1 per cent of the 2011 turnover as
1.0
0.9
2.4
2.0
Profit and loss account against 40.3 per cent in 2010. The decline
In 2011, Group net turnover amounted to is mainly due to rising production costs, 2008 2009 2010 2011
DKK 21.2bn compared with DKK 19.6bn in including rising prices of raw materials
2010, which is an 8 per cent increase. The that were not fully balanced by increased
increase in turnover was most signifi- sales prices. The reduction is mainly due to the fact
cant during the first six months with just that 2010 was positively affected by DKK
under 10 per cent, while the last six Costs of production, R&D as well as sales 0.3bn due to the sale of activities.
months of the year only saw a 6 per cent and administration increased from DKK
increase compared with the same period 17.2bn in 2010 to DKK 19.1bn, corres­ Pre-tax profit in per cent of net turnover
in 2010. ponding to 11 per cent. The relatively amounts to 9.5 per cent in 2011, which is
large increase is, among other things, a reduction from 12.2 per cent in 2010.
The 2011 increase in turnover of 8 per due to an increased focus on a number of
cent was slightly positively affected by an strategic projects. Therefore, the operat- The Group's profit (after tax) is DKK 1.4bn
increase in exchange rates as less than 1 ing profit is DKK 2.0bn in 2011 as against as against DKK 1.8bn in 2010. The decline
per cent of the increase was attributable DKK 2.2bn in the record year 2010. is partly due to a reduction in the profit
to changes in exchange rates. before tax and partly an increase in the
The cost of financing (net) for the year Group's effective tax rate from 26 per
of DKK 28m is DKK 59m lower than in cent in 2010 to 29 per cent in 2011.
2010, partly because a considerable
amount of the Group's interest-bear-
Group annual report 2011 | 7

8. MANAGEMENT REPORT
Balance sheet Compared to 2010, the equity ratio, in- Cash from operating activities, DKKbn
The Group balance sheet total is DKK cluding minority interests, has risen from
19.4bn at year-end, which remains un- 59.9 per cent to 63.3 per cent. Like previ-
changed in comparison with 2010. Fixed ous years, the equity ratio was affected
assets have increased by a modest DKK by the decision made in accordance with
0.3bn (2 per cent). Group policies to maintain available
funds and securities, which, at the bal-
Current assets have been reduced by DKK ance sheet date, amount to approx. DKK
0.3bn, which is primarily attributable to 3.8bn (2010: DKK 4.4bn). Had these funds
a reduction in cash reserves which have been used to pay the remaining interest-
been used to redeem debt. Inventories bearing debt, our equity ratio would have
and trade debtors have increased by DKK been 66.9 per cent (2010: 67.3 per cent).
0.4bn. The rise, which is a result of the
increased turnover, is balanced out by a Cash flow statement
decline in other accounts receivable. The cash flow statement shows a cash
flow from operating activities of DKK
1.0
3.1
3.0
2.2
In 2011, long-term debt was reduced by 2.2bn, which is DKK 0.8bn lower than in
DKK 0.8bn, while short-term debt was re- 2010. The difference is mainly due to the 2008 2009 2010 2011
duced by DKK 0.3bn. fact that the working capital in 2011 in-
creased by DKK 0.3bn, while in 2010, it
At year-end, the Group's interest-bearing was reduced by DKK 0.3bn. Cash flow from operating activities thus
net deposits amounted to DKK 2.8bn as In 2011, DKK 1.4bn (2010: DKK 1.1bn) was exceeds cash flow from investment ac-
against DKK 2.2bn at the end of 2010. spent on investment activities, of which tivities by DKK 0.8bn (2010: DKK 1.6bn).
DKK 1.2bn (2010: DKK 0.6bn) was spent The Group principle of self-financing the
Interest-bearing net deposits, DKKbn on the purchase of tangible fixed assets. year’s capital investments was thus ad-
Thus, the level of investment has been hered to in both 2010 and 2011.
significantly increased; yet, it remains
below the level of the years before the
financial crisis.
2.2
2.8
-2.2
-0.1
2008 2009 2010 2011
8 | Group Annual Report 2011

9. MANAGEMENT REPORT
Sustainability
Turbulence and change have become part of our DNA. Now, even more than before, we
are focusing on following a new strategy and making clear priorities.
Firstly, sustainability has been part of by involving both internal and exter- CO₂ (tons) and Energy (MWh)
Grundfos' DNA from the time the com- nal stakeholders. In 2012, we will focus
pany was set up, and therefore, sustain- on putting the strategy into practice –
ability remains an integral part of our and as an important part of this effort
objective and values. Secondly, sustain­ discuss the most important indicators for
ability is an essential part of our busi- following and driving our continued de-
ness. And thirdly, focus on sustainability velopment towards being an even more
is also a way of minimising risks and re- sustainable Grundfos.
ducing costs throughout the value chain.
In 2008, Innovation Intent was launched, Sustainability means that we commit ourselves
and this defines our direction toward to our employees and the interests of the envir­
2025. Innovation Intent describes the way onment and local community.
in which we wish to develop our busi-
This covers all our activities, ranging from col-
ness, and that we must continue to be
114,130
315,804
100,233
279,166
111,222
311,346
102,123
278,737
lection of raw materials to the end of a prod-
number one within the field of circula- uct's life cycle.
tor pumps and that, in 2025, one third of
our turnover will derive from products This is made possible by running a healthy 2008 2009 2010 2011
other than pumps. In relation to the In- and balanced business that creates products
novation Intent focus area of reducing and solutions which can help overcome the The figures cover 27 of the Grundfos companies,
corresponding to approx. 90 per cent of the CO₂
our own footprint, a Climate White Paper challenges that the world is facing today.
emissions.
was prepared. With this, we set ourselves
ambitious targets to grow while at the Here, information is given about some
same time keeping our CO₂ emissions of the most important results within our How did we succeed? First of all, our em-
unchanged. focus areas. They are supplemented by ployees have embraced the challenge.
further data that can be found at Secondly, concrete targets have been set
In 2011, we prepared a sustainability strat- www.grundfos.com/about us. for the individual companies, supple-
egy which identifies six essential focus mented by monthly follow-up activities
areas to ourselves and interested parties: Environmental footprint and comparisons among companies.
We will reduce our environmental foot-
• nvironmental footprint
E print throughout the entire value chain, Also, during 2011 our knowledge about
• ustainable product solutions
S including at suppliers. transport-related CO₂ emissions has in-
• eople competences
P creased, prepared by external suppliers,
• orkplace
W CO₂ and energy. As part of publishing the where previously, we focused on our own
• ommunity
C Climate White Paper, we set ourselves transport. Now, we have data for ap-
• esponsible business conduct
R an ambitious target to never emit more prox. 80 per cent of the CO₂ emissions
CO₂ than in 2008; that is, independently from our external suppliers, which cor-
At present, a large number of Group of our growth. Thus, it is our clear ambi- responds to 41,000 tons.
pol­icies, management tools etc. in- tion to break the link between growth
corporate the sustainability perspec- and CO₂ emissions. In 2011, too, we man- Water consumption. The individual com-
tive to varying degrees. Although the aged to achieve that ambition. At the panies have set individual targets for
strategy is new, the focus areas are same time as achieving historically high this area too. A new initiative in 2011
well-known to Grundfos. Yet, the strat- growth rates in 2010 and 2011, our CO₂ is monthly follow-up activities for the
egy helps us maintain a common focus emissions have decreased. figures, thus enabling the companies
and clearly determine our priorities – to know whether they are on the right
Group annual report 2011 | 9

10. MANAGEMENT REPORT
track. Focus has been on the fact that research and development. We still have covers the career paths as either man-
water does not only include water used a strong focus on minimising the energy ager, innovator or specialist. Since the
in production, but also water used for consumption of our products. We have beginning, 209 talents have been ap­
irrig­ tion, for example – and that drink-
a already launched the first EuP ready pointed, of which 79 are global talents.
ing water must not be used for this products, and 2012 will be the year in In 2011 alone, 55 new talents have been
purpose. In some companies, this focus which we will launch a completely new added, of which 21 are global.
has enabled them to almost halve their range of circulator pumps that will be the
water consumption. first ones to live up to future EuP rules for Competence development. Our own
this type of products. The development academy – The Poul Due Jensen Academy
Water (m³) activities also show that Grundfos plays a in Bjerringbro – is supplemented by sat-
role in relation to controlling, surveilling ellites in Russia, China, India and North
and treating water. America. In 2011, an effort has been
made to combine training at the acad-
People competences emies with online training. As a result,
We will attract, retain and develop world- the number of training sessions in 2011
class people to take on the sustainability almost doubled in comparison with 2010,
agenda. and the number of course participants
increased by almost 50 per cent.
“Great People” is a central strategic
theme in the Group. During recent years, Workplace
focus has been concentrated on talent We will promote a diverse work force with-
development, employee development in a safe and healthy work environment to
as well as diversity and mobility, and foster an inclusive culture.
this has also been the case in 2011. In
475,188
386,555
464,100
364,746
add­tion, focus has very much been on
i Work environment. It is important for
revital­ sing our values.
i us to offer the best possible health and
safety at work. Over a number of years,
2008 2009 2010 2011
Grundfos values. Our values, which date we have therefore concentrated on pre-
The figures cover 26 of the Grundfos compa- back to the company's founder, provide venting work accidents. In 2011, focus
nies, corresponding to approx. 75 per cent of the us with a very strong foundation. The val- was on creating a network across the
water consumption. ues are at the core of our identity. How­ organisation in order to ensure efficient
ever, the world around us is changing, knowledge sharing and create a global
Certification. We require all manufactur- and so are we. Therefore, from time to and proactive safety culture.
ing companies to be certified according time, we have to make sure that the val-
to both ISO 14001 (environment) and ues are relevant to the business as it is to- Diversity. Grundfos is a global Group,
OHSAS 18001 (working environment). day, and that they represent the mindset which uses innovation to contribute to
These certifications are voluntary for the and the language of our employees, both global sustainability through our busi-
other Group companies, but several sales today and tomorrow. This process has ness. In order to realise diversity, it is
companies have decided to obtain certi- taken much time and energy through- necessary to focus on the full potential
fication. out 2011. This was most evident when of all employees. To meet this target,
all companies and employees held a 24- we initially want to increase the number
Sustainable product solutions hour workshop, eagerly discussing the of non-Danes and women in manage-
We will raise the bar for sustainable prod- values and their meaning. We now act ment positions in order to obtain the
uct solutions within energy efficiency and out our revitalised values in our everyday best and widest recruitment platform.
water, focusing on the entire product life activities – sustainable, open and trust- For ex­ mple, we strive to ensure that, as
a
cycle. Also, we will provide outstanding ser- worthy, people in focus, independent, a minimum, one woman or non-Dane is
vice with focus on sustainability. partnership and relentlessly ambitious. among the candidates for key positions
in the organisation. When filling a posi-
This is why we continue to in- Talent development. We have our own tion at Group level, we always consider
tensify our efforts in the fields of Talent Management Programme which whether it is possible to place the posi-
10 | Group Annual Report 2011

11. MANAGEMENT REPORT
tion in question outside Denmark. which is in charge of hygiene and sani- integration between various systems and
It is our objective to increase the num- tation training in the villages. procedures.
ber of female managers from the cur-
rent 17 per cent to a minimum of 25 per Responsible business conduct In the coming years, the annual report
cent in 2017. We will ensure that we live up to all applic­ will contain more key figures that focus
able laws, rules, regulations and voluntary on measuring the environmental and so-
In addition, we want the share of non- commitments, e.g. through our work with cial bottom line too.
Danes in Group functions to increase Grundfos Code of Conduct.
from the current 23 per cent to 40 per International guidelines and obligations
cent in 2017 and 60 per cent in 2022. Code of Conduct. The work involved in Since 2002, we have been supporting the
good business ethics concentrates on our UN Global Compact – the world's most
Employees on special terms. We have a “Code of Conduct”, which focuses on sub- comprehensive initiative for companies'
long-standing tradition for being a so- jects such as bribery, conflicts of inter­ st,
e social responsibility. The purpose of the
cially responsible workplace. Grundfos' entertainment and gifts, fair competi- Global Compact is to involve private com-
objective is for a minimum of 3 per cent tion, human rights, employee rights, panies in solving some of the major so-
of our workforce to be employed on spe- environment, political contributions, ac- cial and environmental challenges that
cial terms. This includes employees with ceptable accounting and confidentiality. follow on from globalisation. We support
reduced capacity for work and long- 2011 saw the preparation of a Code of and engage in concrete activities regard-
term unemployed people. During the Conduct handbook. The handbook has ing the implementation of the 10 prin-
past four years, this number has been been created on the basis of internal ciples within the areas of human rights,
approx. 4 per cent. analyses, workshops and discussions and employee rights, environment and anti-
includes international expectations and corruption.
Community new trends within the area. The hand-
We will make a positive impact in our sur- book will be published in 2012 and sub- In addition, Grundfos supports Caring
rounding communities and establish local sequently rolled out in the entire Group. for Climate – a voluntary supplement to
partnerships. those members of the Global Compact
Purchasing. The Supplier Code of Conduct who wish to take a lead in the effort
We want to make a positive difference – is a supplement to our Code of Conduct. against climate change. Focus is on pro-
also in the communities where we manu­ The Supplier Code of Conduct is used to moting concrete solutions to reduce the
facture and sell our products. Therefore, it communicate our expectations to our emission of greenhouse gases while at
is a tradition that local companies get in- suppliers as regards sustainability and is, the same time influencing the political
volved in partnerships with, for example, among other things, based on the prin­ agenda. In 2011, we also joined the UN
local schools and training programmes ciples of the UN Global Compact. Global Compact CEO Water Mandate. As
regarding water, for instance. This area a company, we are responsible for con-
receives high priority in local communi- In 2010, we also decided to perform tributing to solve the global water chal-
ties, mainly based on our value to show special CSR audits as a supplement to lenge in collaboration with governments,
consideration for our business partners the other audits that are completed. In UN organisations, NGOs and other inter-
and acknowledge local awareness of 2011, eight CSR audits were performed as ested parties.
where the need is the greatest. against two CSR audits in 2010.
Read more about our sustainabil-
Water2Life is the name of an em- Results and reporting ity strategy and CO₂ reductions in the
ployee programme launched in For 2011, we have decided to change “Grundfos Annual Statement”. If you
2010. In Kenya, some 10,000 peo- the reporting format – this can be most require further data, please read more
ple have gained access to clean clearly seen from the fact that the sus- at www.grundfos.com/about us. Here,
water through Grundfos LIFELINK tainability report has been omitted. We you will find information about our social
water systems for which the employees would like to create an even clearer con- and environmental indicators, for ex-
have made donations. In addition to nection between our visions and results ample regarding waste, work accident
employee contributions, Grundfos pays on the sustainability agenda. We do that prevention, training hours, gender distri-
half of each system, and the project is by making stricter requirements to our bution among employees and employee
run in collaboration with the Red Cross, data – both in relation to relevance and appraisal interviews.
Group annual report 2011 | 11

12. MANAGEMENT REPORT
The Poul Due Jensen Foundation
(the Grundfos Foundation)
The Poul Due Jensen Foundation is a commercial foundation. In addition,
the Foundation makes donations to non-profit purposes every year.
G R U N D F O S - F O N D E N
As the principal shareholder of Grundfos, The natural science element is considered
The Poul Due Jensen Foundation is a com- through water technology and water puri- The Annual Accounts for The Poul
mercial foundation, and its main purpose fication, while innovation is taken into ac- Due Jensen Foundation
is to ensure a healthy development within count via the lavatories and hygiene pro- The Foundation’s 2011 accounts, which, like the
the Group by investing in research, devel- cedures that have been designed by Water 2010 accounts, recognise share of profit and value
of the shareholding in affiliated company by the
opment and growth. The charter of the Missions International. Environmental
equity method, show a profit of DKK 1.3bn as
Foundation states that it is to ensure and concern is expressed through agricultural
against DKK 1.6bn in 2010.
expand the financial platform for the con- activities and sustainable forestry, and
tinued existence and development, on a the humanitarian effort is coordinated The Foundation's total assets amount to DKK
healthy commercial and economic basis of through a general focus on health and, 11.3bn as against DKK 10.6bn in 2010. The value
the company that factory owner Poul Due most importantly, learning. of the shareholding in Grundfos Holding A/S,
Jensen set up (Grundfos companies in a which directly or indirectly owns all other com-
number of countries). The term “community development” is often panies in the Group, amounts to DKK 10.3bn.
used to describe this holistic approach.
Yet, the Foundation also wishes to sup- The holistic approach has also turned out At year-end, the Foundation’s equity amounts to
port non-profit purposes via donations. In to be a good starting point for coordinat- DKK 10.9bn as against DKK 10.3bn at the end of
2010. At the end of 2011, the Foundation’s liquid
2011, The Poul Due Jensen Foundation con­ ing and creating synergy with other target
resources amount to DKK 1.1bn as against DKK
tinued its collaboration with selected part- areas within Grundfos, the most obvious
0.3bn at the end of 2010. This increase is mainly
ners via its donations; new partners have one being the experience exchange con-
attributable to a dividend of DKK 770m received
been added to the list of benefici­ ries and
a cerning CSR – Corporate Social Responsi- from Grundfos Holding A/S.
help draw attention to the Foundation's bility. Within the technology area, projects
profile. supported by the Foundation have helped For 2012, the Foundation's profit after tax is ex-
test and adapt new technologies, for ex- pected to be at the same level as 2011 or slightly
Over the last couple of years, the premises ample Grundfos LIFELINK. lower.
for granting donations according to the
charter of the Foundation have been divid- Both internally in Grundfos and externally,
ed into four categories – natural science, focus is on the Foundation's activities, and
innovation and design, sustainabil­ ity/ this is reflected in one of the projects that
environment and humanitarian efforts. receives support from The Poul Due Jensen
In addition, there has been a tendency to Foundation, a Ph.D. project at Copenhagen
concentrate on relatively fewer, yet big- Business School, which focuses on the
ger projects that may cover several of the cross field that exists between offering
Foundation's four premises. support to NGO activities and engaging in
business development.
Examples of this can be found in some of
the bigger development projects. When, “Socio-economic companies” that under-
for example, DanChurchAid or the Ameri- go a development process from receiving
can organisation, Water Missions Inter­ economic support to being self-support-
national (WMI) plan a project in East Africa, ing are among the projects that are sup-
planning takes place in collaboration with ported by the Foundation.
the Foundation in order to employ a holis-
tic approach.
12 | Group Annual Report 2011

13. MANAGEMENT REPORT
Board of the Foundation
Niels Due Jensen Ingelise Bogason Lars Kolind Poul Due Jensen
Chairman Vice Chairman Member of the Board Member of the Board
Jens Moberg Jens Maaløe Estrid Due Hesselholt Ingemarie Due Nielsen
Member of the Board Member of the Board Member of the Board Member of the Board
List of donations in 2011 (amounts in DKK 1,000)
Aalborg University, Intercultural management in theory and practice 605
The Ecological Council, Debate project about agriculture 130
Fanny Posselt, water and learning initiatives 400
Niels Peter Rygaard, The global orphanage project (training project, orphanages) 200
DTU, support to sheet tribometer 273
Jutland village development in Nepal 1,200
Jette Kaae and Helge Pedersen, support for young men at the CODEP ITI school 550
Eventure Association, development project in Zambia 500
Risø, Technical University of Denmark, The Grundfos Prize 2011 750
Frederik C. Krebs, The Grundfos Prize 2011 250
Susanne Burlund/Stig E. Nielsen, drinking water for the M-Lisada orphanage, Uganda 500
Human House A/S, drinking water for the Kashani orphanage near Mombasa 300
Human House A/S, Shanzu project, centre for handicapped people near Mombasa 120
The Women's Museum's Inter-cultural Network for Women, Mentors and collaboration on advisory services 100
Egmont Højskolen (Danish Folk High School), Handicapped Japanese young people from the disaster area 50
Det sociale netværk, Ungekompasset og Rejseholdet (The Social Network, Youth Compass and Flying Squad) 483
Engineers without borders, water installation in Kenya 300
Danish Design Council (design award and travel grant) 100
National Council for the Unmarried Mother and Her Child, Denmark, Christmas donation 150
The Salvation Army, Denmark, Christmas donation 150
DANNER-Huset (Shelter and crisis centre), Christmas donation 150
The Olkiloriti Masai AID Association, support to water supply plant in the Masai community in Tanzania 300
CARE, Travelling Exhibition “100 places to remember before they disappear” 70
Projektet Flydende By (floating training centre), Copenhagen 131
Children's Welfare, digital communication 159
Water Missions International, development projects in Indonesia Cambodia 1,500
Spejdernes lejr 2012, (scout camp, inclusion of maladjusted young people) 200
Total 9,621
Group annual report 2011 | 13

14. Key figures for the Grundfos Group
Amounts in DKKm
Profit and loss account 2011 2010 2009 2008 2007
Net turnover 21,166 19,609 17,061 19,019 16,814
Operating profit 2,035 2,212 960 1,333 1,610
Earnings before interest and tax (EBIT) 2,039 2,488 960 1,269 1,490
Cost of financials (28) (87) (87) (310) (117)
Profit before tax 2,011 2,401 873 959 1,373
Consolidated profit after tax 1,421 1,778 576 569 860
Profit for the year (excluding minorities) 1,250 1,576 502 479 736
Balance sheet
Assets
Intangible fixed assets 1,256 1,138 1,171 1,237 1,300
Tangible fixed assets 6,074 5,873 6,046 6,198 5,655
Fixed asset investments 1,718 1,785 878 741 710
Current assets 10,379 10,627 9,625 9,498 9,055
Total assets 19,427 19,423 17,720 17,674 16,720
Liabilities
Equity 10,949 10,288 8,400 7,574 7,305
Minority interests 1,340 1,341 1,140 1,098 1,055
Provisions 1,222 1,207 1,257 1,422 1,430
Long-term liabilities 906 1,732 2,515 2,038 1,669
Short-term liabilities 5,010 4,855 4,408 5,542 5,261
Total liabilities 19,427 19,423 17,720 17,674 16,720
Number of employees at year-end 17,481 16,609 15,799 17,901 16,457
Capital investments, tangible 1,202 624 855 1,464 1,459
Capital investments, intangible 313 257 171 160 348
Total capital investments 1,515 881 1,026 1,624 1,807
Research and development costs, incl. capitalised 1,224 1,018 931 986 801
Interest-bearing net accounts receivable/(liabilities) 2,759 2,217 (62) (2,155) (1,436)
Profit before tax as a percentage of net turnover 9.5 % 12.2 % 5.1 % 5.0 % 8.2 %
Return on equity 11.9 % 16.8 % 6.3 % 6.7 % 10.6 %
Equity ratio 63.3 % 59.9 % 53.8 % 49.1 % 50.0 %
Definition of key figures:
Return on equity: Consolidated profit as a percentage of the average equity inclusive of minority interests.
Equity ratio: Equity inclusive of minority interests at year-end as a percentage of total assets.
14 | Group Annual Report 2011

15. NET TURNOVER PROFIT BEFORE TAX
% of annual growth rate % of annual net turnover
DKKm DKKm
20,000 2,500
14.9 2,000
15,000 13.1
1,500 12.2
9.4
10,000 7.9
1,000 8.2 9.5
-10.3
5.0
5,000 5.1
500
16,814
19,019
17,061
19,609
21,166
1,373
2,401
2,011
959
873
0 0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
EQUITY AND MINORITY INTERESTS RD COSTS
Return on equity % of net turnover
DKKm DKKm
12,000
1,000
10,000
800
8,000
16.8
600
6,000
5.5 5.2 5.8
5.2
10.6 4.8
11.9 400
4,000
2,000 6.7 6.3 200
11,629
12,289
1,018
1,224
8,360
8,672
9,540
801
986
931
0 0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
CAPITAL INVESTMENTS, TANGIBLE NUMBER OF EMPLOYEES AT YEAR-END
DKKm Number
1,500 20,000
1,200
15,000
900
10,000
600
5,000
300
16,457
17,901
15,799
16,609
17,481
1,459
1,464
1,202
855
624
0 0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
Group annual report 2011 | 15

16. MANAGEMENT STATEMENT AND AUDITORS’ REPORT
Management statement
On today’s date, the Board of Directors has reviewed and approved the 2011 Annual Report covering the financial year 1 January –
31 December 2011 for The Poul Due Jensen Foundation.
The Annual Report has been presented in accordance with the Danish Financial Statements Act.
In our opinion, the consolidated annual accounts and the annual accounts give a true and fair view of the Group’s and Parent
Foundation’s assets, liabilities and financial position as at 31 December 2011 and of their financial performance and the consoli-
dated cash flows for the financial year 1 January to 31 December 2011.
It is also our opinon that the management report gives a true and fair view of the matters covered by the statement.
Bjerringbro, 7 March 2012
The Board of Directors of The Poul Due Jensen Foundation
Niels Due Jensen, Chairman Jens Maaløe, Member of the Board
Ingelise Bogason, Vice Chairman Lars Kolind, Member of the Board
Poul Due Jensen, Member of the Board Estrid Due Hesselholt, Member of the Board
Jens Moberg, Member of the Board Ingermarie Due Nielsen, Member of the Board
16 | Group Annual Report 2011

17. MANAGEMENT STATEMENT AND AUDITORS’ REPORT
Independent auditor’s report
To The Poul Due Jensen Foundation statement of the consolidated annual accounts and annual
Report on consolidated annual accounts and annual accounts accounts, whether due to fraud or error. In making those risk as-
We have audited the consolidated annual accounts and annual sessments, the auditor considers internal control relevant to the
accounts of The Poul Due Jensen Foundation for the financial entity’s preparation and fair presentation of consolidated annual
year 1 January to 31 December 2011, which comprises the ac- accounts and annual accounts. The purpose is to design audit-
counting policies, profit and loss account, balance sheet, state- ing procedures that are appropriate in the circumstances, but not
ment of changes in equity and the notes for the Group as well expressing an opinion on the effectiveness of the entity's internal
as the Parent Foundation and the consolidated cash flow state- control. An audit also includes evaluating the appropriateness of
ment. The consolidated annual accounts and annual accounts accounting policies chosen by Management and the reasonable-
have been prepared in accordance with the Danish Financial ness of accounting estimates made by Management, as well as
Statements Act. the overall presentation of the consolidated annual accounts and
annual accounts.
Management's responsibility for the consolidated annual
accounts and annual accounts We believe that the audit evidence we have obtained is sufficient
Management is responsible for the preparation of consolidated and appropriate to provide a basis for our audit opinion.
annual accounts and annual accounts in accordance with the
Danish Financial Statements Act. Management is also respon­ Our audit has not resulted in any qualifications.
sible for internal control deemed by management to be necessary
in order to prepare consolidated accounts and annual accounts Opinion
free from material misstatement, whether due to fraud or error. In our opinion, the consolidated annual accounts and the annual
accounts give a true and fair view of the Group’s and Parent Foun-
Auditor's responsibility dation’s assets, liabilities and financial position as at 31 Decem-
Our responsibility is to express an opinion on these consolidated ber 2011 and of their financial performance and the consolidated
annual accounts and annual accounts based on our audit. We cash flows for the financial year 1 January to 31 December 2011 in
have conducted our audit in accordance with international accordance with the Danish Financial Statements Act.
auditing standards and further requirements according to Danish
auditing legislation. This requires us to comply with ethical re- Statement on the management report
quirements and plan and perform the audit to obtain reasonable We have read the management report in accordance with the
assurance that the consolidated annual accounts and annual Danish Financial Statements Act. We have not undertaken any
accounts are free from material misstatement. further action besides the audit of the consolidated annual
accounts and annual accounts.
An audit includes the completion of auditing procedures in order
to obtain audit evidence for amounts and disclosures contained On this basis, in our opinion the information in the management
in the consolidated annual accounts and annual accounts. The report is compliant with the consolidated annual accounts and
auditing procedures selected depend on the auditor's judge- annual accounts.
ment, including the assessment of the risks of material mis-
Copenhagen, 7 March 2012
Deloitte
Statsautoriseret Revisionspartnerselskab
Anders Dons Kirsten Aaskov Mikkelsen
State-authorised public accountant State-authorised public accountant
Group annual report 2011 | 17

18. MANAGEMENT STATEMENT AND AUDITORS’ REPORT
Group Management
Heine Dalsgaard Lars Aagaard Carsten Bjerg Søren Ø. Sørensen Peter Røpke
Group Executive Group Executive Group President CEO Group Executive Group Executive
Vice President Vice President Vice President Vice President
BUSINESS
FINANCE OPERATIONS GROUP PRESIDENT SALES MARKETING
DEVELOPMENT
Manufacturing
Corporate Finance People Strategy Group Sales Building Services
Supply Chain
Corporate Social Western European
Legal Affairs Purchase Industry
Responsibility Region
Quality Corporate Central European
Information Services Water Utility
Environment Communication Region
Properties China Asian-Pacific Region HVAC OEM
North American Development
Emerging markets Region Engineering
Separation Brands
Research Technology
(DWT Group, Biral)
New Business
18 | Group Annual Report 2011

19. MANAGEMENT STATEMENT AND AUDITORS’ REPORT
Group structure
Poul Due Jensen's family The Poul Due Jensen Employees
Foundation
Grundfos Holding A/S
Other Group companies
Group Board of Directors
Lars Kolind
Jens Moberg Niels Due Jensen Bo Risberg Ingelise Bogason Jens Maaløe
Group
Vice Chairman Member of the Board Member of the Board Member of the Board Member of the Board
Chairman
Group annual report 2011 | 19

20. CONSOLIDATED ANNUAL ACCOUNTS AND ANNUAL ACCOUNTS
Accounting policies
The Grundfos Group have previously been recognised in the profit and loss account,
are recognised.
The annual accounts and the consolidated annual accounts are
presented in accordance with the provisions of the Danish Finan- Consolidation policies
cial Statements Act for large C class companies. The consolidated annual accounts comprise The Poul Due Jensen
Foundation (Parent Company) and the companies (subsidiaries),
The accounting policies for the annual accounts and the consoli- where the Parent Company directly or indirectly owns more than
dated annual accounts remain unchanged in comparison with 50 per cent of the voting shares or in another way has a dominant
last year. participation. Companies in which the Group owns between 20
and 50 per cent of the voting shares and has a dominant position
During 2011, adjustments have been made re previous years, as are considered affiliated companies.
certain employee obligations have not been recognised in the
balance sheets in previous accounting years. The effect of these The consolidated annual accounts are prepared as a consolida-
adjustments after tax are recognised directly in the equity and tion of the accounts of the Parent Foundation and the individ-
minority interests, opening 2011. Comparatives and five-year ual subsidiaries. Adjustments are made for inter-company rev-
overview have been adjusted too. Total adjustments amount to enue and expenditure, shareholdings, intragroup balances and
DKK 173m before tax and DKK 132m after tax and have been han- dividends, as well as unrealised internal income and loss. The
dled in accordance with the provisions for so-called fundamen- accounts used for the consolidation are prepared in accordance
tal errors in previous accounting years. with the Group’s accounting policies.
General information about recognition and measurement Newly acquired subsidiaries are recognised in the profit and loss
Assets are recognised in the balance sheet when the Group is account as from the date of acquisition.
likely to capitalise on them in the future and when the asset
value can be measured reliably. When acquiring new companies, the acquisition method is used,
upon which the identified assets and liabilities in the newly ac-
Liabilities are recognised in the balance sheet when they are quired companies are measured at market value at the date of
probable and can be measured reliably. acquisition. Provisions are made for planned and published re-
organisation in the acquired company in connection with the
Assets and liabilities are measured at cost at the initial recogni- acquisition. Positive balances are recognised as Group goodwill
tion. Subsequently, assets and liabilities are measured for the in the year of acquisition. Any negative balances (negative good-
individual items as described below. will) are entered under provisions and are systematically recog-
nised as revenue for a number of years, up to a maximum of 20
Certain financial assets and liabilities are measured at amortised years.
cost, whereby a constant redemption yield is recognised for the
term. Amortised cost is calculated as initial cost minus any in- When subsidiaries are sold, they cease to be recognised in the
stalments and plus/minus the accumulated amortisation of the profit and loss account at the time of transfer, and earnings or
difference between cost and nominal amount. losses at the time of sale are recognised in the profit and loss
account. Earnings or losses are specified as the difference between
At recognition and measurement, allowance is made for profits, the sale total and the accounting value of the net assets sold,
losses and risks that appear before the annual accounts are pre- including non-depreciated goodwill and estimated costs of sale
sented and that confirm or deny conditions that were present on or phasing out.
the balance sheet date.
Minority interests
Income is recognised in the profit and loss account as it is real­ The items of subsidiaries are fully recognised in the consolidated
ised, including value adjustment of fixed asset investments annual accounts. The minority interests’ prorated share of the
and liabilities, which are measured at market value or amortised profit and equity of the subsidiaries is adjusted annually and re-
cost. In addition, costs incurred in order to achieve the earnings corded as separate items in the profit and loss account and the
of the year, including depreciation, write-downs, provisions and balance sheet.
reversals following accounting estimates of amounts, which
20 | Group Annual Report 2011

21. CONSOLIDATED ANNUAL ACCOUNTS AND ANNUAL ACCOUNTS
Foreign currency translation Public grants
Transactions in foreign currency are translated at first recogni- Research and development grants are recognised as revenue in
tion at the exchange rate of the transaction date. Exchange rate the profit and loss account under RD costs, thus offsetting the
differences arising between the exchange rate at the transaction costs they compensate.
date and the exchange rate at the date of payment are recog-
nised in the profit and loss account. Grants for the purchase of assets and development projects that
are capitalised are offset in the cost of the assets to which the
Receivables and payables in foreign currency are translated into grants are given.
Danish kroner at the exchange rate on the balance sheet date.
Realised and unrealised exchange rate adjustments are included
in the profit and loss account.
The profit and loss accounts of foreign subsidiaries are trans- Profit and loss account
lated into Danish kroner at the average exchange rate of the in-
dividual months. The balance sheets of foreign subsidiaries are Net turnover
translated at the exchange rate of the balance sheet date. Net turnover is recognised in the profit and loss account, pro­
vided that delivery and the passing of risk to the buyer have taken
Exchange rate adjustments of the net assets of the subsidiaries place before the end of the year, and provided that the income
at the beginning of the financial year are recognised directly in can be reliably calculated and is expected. Net turnover is meas-
the equity. This also applies to exchange rate differences fol­ ured exclusive of VAT, duties, returns and discounts that are dir­
lowing the translation of the profit and loss account of each ectly connected with the sale.
month at the average exchange rate to the exchange rate of the
balance sheet date. Current projects on external accounts are entered under net
turnover subject to the percentage-of-completion method so
Subsidiaries in countries affected by high inflation rates have that the net turnover corresponds to the sales value of the work
been adjusted to eliminate the effect of inflation. carried out in the financial year.
Derivative financial instruments Production costs
Derivative financial instruments are initially recognised in the Production costs comprise payroll costs, cost of sales as well as
balance sheet at cost, and subsequently measured at market indirect costs, including salaries, amortisation, depreciation and
value. Positive and negative market values of derivative financial write-downs which are incurred in order to realise the net turn­
instruments are included in other accounts receivable and other over for the year.
liabilities, respectively.
Research and development costs
Changes in the market value of derivative financial instruments RD costs are costs that relate to the Group’s RD activities, in-
that secure the market value of recognised assets or liabilities cluding salaries and depreciation.
are recognised in the profit and loss account in the same item as
changes in the value of the hedged asset or the hedged liability. Research costs are recognised in the profit and loss account in
the year they are incurred.
Changes in the market value of derivative financial instruments
that secure future assets or liabilities are recognised directly in Development costs incurred for the maintenance and optimisa-
the equity. Income and costs regarding such hedging transac- tion of existing products or production processes are charged
tions are transferred from the equity at the realisation of the to the profit and loss account. Costs of the development of new
hedged items and are recognised in the same item as the hedged products are recognised in the profit and loss account, unless the
item. criteria for entry in the balance sheet are met for the individual
development project.
As regards other derivative financial instruments, which are not
hedging instruments, changes are continuously recognised in Sales and distribution costs
the profit and loss account at market value. Sales and distribution costs include costs relating to the sale and
Group annual report 2011 | 21

22. CONSOLIDATED ANNUAL ACCOUNTS AND ANNUAL ACCOUNTS
distribution of the Group’s products, including salaries for sales provided deferred tax. The part of the tax expense that can be
staff, advertising and exhibition expenses, depreciation, etc. charged to items directly in the equity, however, is recognised in
the equity.
Administrative costs
Administrative costs comprise costs of the administrative func- All Danish subsidiaries are taxed jointly. The current Danish cor-
tions, staff, management, etc., including salaries and deprecia- poration tax is distributed among the jointly taxed companies in
tion. relation to their taxable income (full distribution with refunds
regarding tax-related deficits).
Staff costs
Staff costs include the Group's total costs of wages, salaries, Tax at source regarding repatriation of dividend from foreign
pensions and other social insurance costs. Staff costs also in- subsidiaries is charged as expenditure in the year in which the
clude costs in accordance with the Group's employee share pro- dividend is generated.
gramme, including the regulation of provisions for coverage of
the Foundation's obligation to buy back shares from employees. Changes in deferred tax as a consequence of changed tax rates
are recognised in the profit and loss account.
Costs of wages, salaries, pensions, etc. are distributed across
functions in accordance with the functions primarily executed
by the relevant employees. Costs relating to the employee share
programme are distributed across functions in relation to the Balance sheet
distribution of other staff costs.
Intangible fixed assets
Amortisation of Group goodwill
As amortisation of Group goodwill cannot be distributed on Development projects
functions in order to give a true and fair view, such amortisation Development projects are recognised as intangible fixed assets
is shown as an individual item in the profit and loss account. where they are concerned with products that are clearly defined
and identifiable, and where the technical rate of utilisation, ad-
Other operating income equate resources and a potential future market or development
Other operating income includes income of a secondary nature possibility in the company can be shown, and where the inten-
in relation to the Group's primary activities, including premiums tion is to produce, market or use the product in question. Other
from the sale of companies. development costs are recognised as costs in the profit and loss
account, at the time when the costs are incurred.
Share of profit, affiliated companies
The Group’s share of profits after tax in affiliated companies is Capitalised development projects are measured at cost less ac-
recognised in the profit and loss account by the equity method. cumulated amortisation or at the recoverable amount, which-
ever is lower.
Income from fixed asset investments
In addition to dividends and interest yields, this item comprises Cost includes wages, salaries, services and amortisation that are
estimated gains or losses on investments. directly and indirectly attributable to the company’s develop-
ment activities.
Financials
Financials comprise interest received and interest paid, realised After completion of the development work, capitalised develop-
and unrealised capital losses and capital gains on securities, and ment projects are amortised by the straight-line method over
exchange rate adjustments of financials in foreign currencies. the anticipated economic life of the asset.
Tax on profit for the year The amortisation period is normally five to ten years.
The anticipated tax on the taxable income of the year in the
individual companies is charged to the profit and loss account, In case of development projects that are considered to have
adjustment being made for timing differences in relation to the great sales potential and where the anticipated economic life of
22 | Group Annual Report 2011

23. CONSOLIDATED ANNUAL ACCOUNTS AND ANNUAL ACCOUNTS
the developed products and technologies so warrant, the amor- Writing down of intangible and tangible fixed assets
tisation period will normally exceed five years. The accounting value of intangible and tangible fixed assets are
reviewed in general to determine whether there is any indication
Group goodwill of impairment in addition to that expressed by writing down.
Group goodwill is recognised at first recognition in the balance
sheet at cost as described under consolidation policies. If this is the case, the recoverable amount of the asset is de-
termined, and writing down is performed to the recoverable
Group goodwill is amortised according to the straight-line method amount provided that it is lower than the accountable amount.
over the anticipated economic life. The amortisation period for
Group goodwill is up to 20 years. The recoverable amount of the asset is determined as the
value of the net sales price and the capital price, whichever is
In case of strategic acquisitions, and where the economic life so the higher.
warrants, the amortisation period exceeds five years.
Fixed asset investments
Investments in associated companies are measured by the
Other intangible fixed assets equity method in the balance sheet at the prorated share of the
Other intangible fixed assets are measured at cost less accumu- companies’ equity with the addition of goodwill.
lated depreciation and write-downs.
Listed bonds are measured at amortised cost, as the intention is
Amortisation on other intangible fixed assets is made according to keep them until maturity.
to the straight-line method over the anticipated economic life
of the asset, which – based on individual assessments – is up to Listed shares are measured at market value. Non-listed shares
five years. are measured at the estimated market value, unless it is not pos-
sible to reliably determine such a value.
Tangible fixed assets
Land and buildings are measured at cost less accumulated de- Inventories
preciation and write-downs. Land is not depreciated. Inventories are measured at cost in accordance with the FIFO
principle or net realisable value, whichever is lower.
Technical installations and machinery and other technical in-
stallations are measured at cost less accumulated depreciation The cost of goods for resale, raw materials and consumables in-
and write-downs. The cost price comprises the purchase price, cludes the purchase price with the addition of delivery costs. The
expenses directly connected to the acquisition and expenses cost of manufactured goods and work in progress includes ex-
for the preparation of the asset until the time when the asset penses for raw materials, consumables and direct wages as well
is ready for use. Tangible fixed assets produced in-house are re- as indirect production costs.
corded at initial cost, including a proportion of the indirect pro-
duction costs. Indirect production costs include a proportion of the capacity
costs incurred which have led to the current position and condi-
Tangible fixed assets are depreciated by the straight-line meth- tion of goods in progress and manufactured goods. The indirect
od through the anticipated useful and economic life to the esti­ production costs calculated include costs of operation, main­
mated residual value. The useful life of large assets is determined tenance and depreciation relating to production facilities, as well
individually, whereas the useful life of other assets is determined as administration and factory management.
for groups of similar assets. The expected useful lives are:
Obsolete goods, including slow-moving goods, are written down.
Buildings....................................................................................... 20-40 years The net realisable value of inventories is calculated as the esti-
Technical installations and machinery................................3-10 years mated selling price less cost of completion and expenses in-
Other technical installations....................................................3-10 years curred to make the sale.
Financially leased assets are capitalised and depreciated by the Accounts receivable
straight-line method over the useful life of the leased asset. Accounts receivable are measured at amortised cost less writing
Group annual report 2011 | 23