Annual Report 2011

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58 Financial Commentary –– Starrag Group increased its net profit in fiscal 2011 by 34 % to CHF 10.9 million and raised the EBIT margin from 5.1 % to 5.4 % of sales revenues. Orders received amounted to CHF 348 million, an increase of 18 % in organic terms based on local currency and including the Dörries Scharmann Group acquired in January 2011 on a pro forma basis. The Board of Directors will propose a with- holding-tax-free distribution of CHF 1.20 per share paid from capital contribution reserves at the general meeting of shareholders on 20 April 2012. This corresponds to a payout ratio of 37 %. High organic growth in orders received Orders received in 2011 increased to CHF 348 million. On a comparable basis in local currency and including the acquisition of Dörries Scharmann on a pro forma basis, new orders were up by 17.5 % or CHF 58 million in organic terms. This growth was primarily fueled by rising order activity in the Europe region. Positive sentiment throughout the machine tool sector induced many companies to reactivate replacement and modernization plans that had been postponed during the recession. The book-to-bill ratio for 2011 stood at 0.98. This can be traced to the uncertainty surrounding Dörries Scharmann Group after its former owner declared bankruptcy in October 2010, which had a negative impact on order inflow up into the first half of 2011. Currency translation had a negative impact of CHF 35 million on order intake because of the strong Swiss franc. The order backlog on 31 December 2011 was CHF 238 million, 1.7 % less than the corresponding figure at the end of 2010 in local currency and including Dörries Scharmann. Sales in line with expectations Starrag Group generated sales revenues of CHF 354 million in 2011. In local currency and including Dörries Scharmann, this corresponded to organic growth of 2.2 %. As expected, sales revenues did not increase at the same pace as orders received. This is primarily attributable to uncertainty regarding the ownership structure of Dörries Scharmann Group up until January 2011, which had a negative impact on order intake in 2010 and in the first half of 2011. Exchange-rate movements reduced sales revenues in 2011 by 9.5 % or CHF 37 million. Strict cost management Total personnel costs increased from CHF 58.1 million in 2010 to CHF 120.7 million in the year under review. The acquisition of Dörries Scharmann accounted for CHF 60.3 million of the increase while exchange-rate movements had an impact of CHF -4.0 million. Personnel costs as a percentage of sales revenues increased slightly from 33.1 % in the previous year to 34.1 % in the year under review due to the higher level of internal value added. This was offset by an increase in the gross profit margin from 57.1 % to 57.8 %. Operating expenses were stable at 15.4 % of sales revenues and they included costs of CHF 1.0 million related to the acquisition and integration of Dörries Scharmann Group. Operating profit (EBIT): Sustained earnings power Earnings before interest, tax, depreciation and amortization EBITDA amounted to CHF 31.1 million (8.8 % of sales revenues) compared to CHF 16.3 million or 8.2 % of sales revenues in the previous year. Depreciation and amortization amounted to CHF 11.9 million in 2011. Operating profit (EBIT) increased from CHF 10.1 million to CHF 19.1 million and the EBIT margin rose from 5.1 % to 5.4 % of sales revenues.
On a comparable basis, EBIT was expectedly CHF 0.6 million lower, having reached 5.7 % of sales revenues in 2010 including Dörries Scharmann on a pro forma basis. This decrease was caused by lower capacity utilization at Dörries Scharmann due to the slowdown in order intake in 2010 and the first half of 2011. Net profit and earnings per share increased The increase in operating profit led to significantly higher Group net profit of CHF 10.9 million (34 %). Earnings per share (EPS) rose by 7.6 % to CHF 3.52. Currency translation reduced EPS by CHF 0.50 or 14.3 %. Net profit growth was diminished by an increase in net financial expense resulting from the rescheduling of Dörries Scharmann Group’s previous credit lines in the fourth quarter of 2011, as well as by the higher tax rate of 37 % (27 % in the previous year). The latter can be traced to the significantly higher percentage of profits generated in countries with a higher tax burden and, to a lesser extent, to non-deductible tax loss carryforwards. Balance sheet remains strong: Acquisition of Dörries Scharmann refinanced through rights issue Total assets at 31 December 2011 amounted to CHF 327 million, an increase of CHF 157 million or 93 % compared to the previous year. The acquisition of Dörries Scharmann Group accounted for CHF 157 million of this increase. Current assets increased CHF 81 million to CHF 209 million. The purchase of Dörries Scharmann led to an increase in current assets of CHF 76 million and the remaining CHF 12 million resulted from the free cash flow generated by the higher level of current assets. Fixed assets at the end of December 2011 amounted to CHF 118 million, a largely acquisition-induced increase of CHF 76 million from the Starrag Group Annual Report 2011 59 –– previous year. There was a material change in goodwill (CHF 16 million increase) and other intangible assets (CHF 27 million increase) as a result of the acquisition. Working capital requirements as expressed by net operating assets showed an increase of CHF 78 million to CHF 163 million, mainly because of the acquisition of Dörries Scharmann Group. Measured as a percentage of sales revenues, working capital increased to 46.0 % (42.7 % in the previous year including Dörries Scharmann). This is attributable to an inventory buildup in response to the tighter supply situation in procurement markets and to currency translation effects. Cash holdings at 31 December 2011 were sharply higher at CHF 44 million (previous year CHF 32 million), buoyed by the high operating cash flow, and the company’s net cash position (cash and cash equivalents minus debt) including the acquisition of Dörries Scharmann grew from CHF 31 million at the end of 2010 to CHF 37 million at the end of 2011. Starrag Group’s capital base remains strong and stable. Thanks to the rights issue conducted to refinance the acquisition of Dörries Scharmann Group, the equity ratio remained at a high level of 54.1 % (2010: 64.1 %). Cash flow Cash flow (excluding changes in net current assets) was significantly higher in fiscal 2011, rising from CHF 16.0 million in 2010 to CHF 27.8 million at year-end 2011. Including the CHF 12.3 million increase in inventories in response to tight procurement markets as well as movements in other net current assets, operating cash flow amounted to CHF 19.2 million (previous year CHF 32.2 million). A total of CHF 10.2 million was invested in fixed
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Starrag Group Annual Report 2011
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Berthiez Dörries Droop+Rein Hecker
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High-precision machine tools for gr
Page 7 and 8: Asia - the market of the future Sta
Page 9 and 10: At a glance Order intake Order back
Page 11 and 12: Share price 90 80 70 60 50 40 30 20
Page 13 and 14: Starrag Group New look, new image W
Page 15 and 16: Swiss Equity Award received In Sept
Page 17 and 18: the integration of diverse machines
Page 19 and 20: ness cycle. The Starrag Group is th
Page 21 and 22: High precision cylindrical grinding
Page 23 and 24: Synonymous with high performance la
Page 25 and 26: Complete machining solutions with s
Page 27 and 28: Productive precision for complex pa
Page 29 and 30: Machining centers for emerging mark
Page 31 and 32: The newly formed Starrag Group will
Page 33 and 34: was roughly unchanged from the prev
Page 35 and 36: operations we broadened the monthly
Page 37 and 38: standards. We collect information o
Page 39 and 40: Group structure and shareholders Ma
Page 41 and 42: The registered shares of StarragHec
Page 43 and 44: Distribution of profit can be decid
Page 45 and 46: He was elected Chairman of the Boar
Page 47 and 48: Executive Board Members of the Exec
Page 49 and 50: Günther Eller (1960, Swiss) has be
Page 51 and 52: Daniel Rosenthal (1970, German) has
Page 53 and 54: Shareholders’ participation and p
Page 55 and 56: Information policy The company info
Page 57: Financial Commentary Net profit of
Page 61 and 62: Consolidated income statement Starr
Page 63 and 64: Consolidated cash flow statement CH
Page 65 and 66: Starrag Group High-precision machin
Page 67 and 68: The operating activities of these B
Page 69 and 70: Key accounting principles Basis of
Page 71 and 72: companies’ staff is in accordance
Page 73 and 74: Segment information 1. Reporting by
Page 75 and 76: 7. Depreciation and amortization 8.
Page 77 and 78: 11. Other financial assets 12. Inve
Page 79 and 80: 16. Financial liabilities CHF 1’0
Page 81 and 82: 20. Share capital The following reg
Page 83 and 84: 24. Pension benefits Starrag Group
Page 85 and 86: 25. Income tax The anticipated tax
Page 87 and 88: 29. Other commitments CHF 1’000 3
Page 89 and 90: Net assets and goodwill arising fro
Page 91 and 92: StarragHeckert Holding AG Annual Re
Page 93 and 94: Balance sheet Starrag Group Annual
Page 95 and 96: 4. Sureties, guarantees and pledges
Page 97 and 98: Report of the statutory auditor Sta
Page 99 and 100: Five-year overview Starrag Group An
Page 101 and 102: Credits Publisher StarragHeckert Ho
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Annual Report 2011

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