100 % FUTURE - ALNO

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8 THE MANAGING BOARD The Managing Board of ALNO AG underwent a change on April 6, 2011. Max MüLLER Managing Board Chairman/Chief Executive Officer Appointed since April 6, 2011 Along with his activity as ALNO Chief Executive Officer, Max Müller is president of the board of directors of two Swiss investment companies, Comco Holding AG and Starlet Investment AG. He was previously Chairman of the management of Adler Bekleidungswerke AG & Co. KG. He restored the ailing company to profitability, and turned it into one of the most profitable member companies of the ASKO Group. JöRG ARTMANN Managing Board member responsible for Central Areas Appointed since June 1, 2009 Jörg Artmann is the Managing Board member responsible for Finance, Personnel and IT. In his previous position he was active as Finance & Administration Director at Bauknecht Hausgeräte GmbH since 2004. Artmann commenced his career at Mars GmbH. Among other posts he held at Mars, he was CFO for Iberia, and CFO for Scandinavia. CHRISTOPH FUGHE Managing Board member responsible for Sales Appointed since June 4, 2011 Before being appointed to the Managing Board, Christoph Fughe was Head of Sales at ALNO AG. He has been responsible for global sales of the four brands of ALNO, WELLMANN, IMPULS and PINO since May 2009. He had previously held the position of Head of Sales at Häcker Küchen GmbH & Co. KG. Here, he was responsible for creating new sales channels, and doubled the company’s revenue over this period.
9 REPORT OF THE SUPERVISORY BOARD In fiscal year 2010 the Supervisory Board of ALNO Aktiengesellschaft (ALNO AG) scrupulously performed its functions and duties as required by law, the articles of incorporation and its procedural rules. During the course of these activities it dealt, in detail, with the situation of the company and constantly advised and supervised the Managing Board. The co-operation between the Supervisory Board and the Managing Board was characterised by intensive and open dialogue. The Managing Board provided the Supervisory Board with regular, up-to-the-minute and comprehensive information in written and verbal reports on all issues which were of fundamental importance for the company. There were in-depth discussions, in particular, on the restructuring efforts of the Managing Board, corporate planning, current business trends, strategic development, the risk situation and risk management. Discrepancies between the actual course of business and forecasts were identified and explained in detail by the Managing Board. The Managing Board co-ordinated the company’s strategic orientation with the Supervisory Board, and reported on the status of implementation of the strategy in regular intervals. When taking resolutions, the Supervisory Board was always involved at an early stage. The Chairman of the Supervisory Board also received regular information from the Managing Board Chairman on current developments in the company’s business, its risk management and key transactions. The Supervisory Board reviewed and took decisions on all transactions for which approval by the Supervisory Board was required by law, the articles of incorporation or its procedural rules. In addition, key individual business transactions were discussed. Moreover, the Supervisory Board or the Chairman of the Supervisory Board in 2010 received information upon request from the Managing Board and the auditor in various discussion meetings, on any risks for the individual companies’ net assets, financial positions and results of operations, and discussed the measures put in place. SUPERVISORY BOARD MEETINGS In the reporting year, 2010, the Supervisory Board held five face-to-face meetings, as well as five telephone conferences. Additional resolutions were passed by circulation of voting papers. One member of the Supervisory Board attended less than half of the meetings. Conflicts of interest, which would require disclosure to the Supervisory Board and the handling of which would need to be reported to the General Meeting, did not arise.
Page 1 and 2: 100 % FUTURE 2010 ANNUAL REPORT
Page 3 and 4: GROUP FINANCIAL FIGURES YEAR-ON-YEA
Page 5: 3 100 % FUTURE — 2010 Annual Repo
Page 8 and 9: 6 HISTORY 1960 1969 1927 1957 1958
Page 12 and 13: 10 KEY ISSUES DISCUSSED IN PLENARY
Page 14 and 15: 12 statements. Having concluded its
Page 16 and 17: 14 THE ALNO SHARE ALNO (FRANKFURT)
Page 18 and 19: 16 accrued to ALNO AG as a conseque
Page 21 and 22: 19 1OO % FUTURE 20 ALNO brands 22 S
Page 23 and 24: 21 ALNO ALNO is the Group‘s premi
Page 25 and 26: 23 100 % Design - We embody a passi
Page 29 and 30: 27 WHAT EVERYONE DREAMS OF Try and
Page 31 and 32: 29 SE 100 % Lifestyle - Into the fu
Page 35 and 36: 33 WE SHARE THE SAME VISION OF PEOP
Page 37 and 38: 35 100 % Synergy - We have already
Page 39 and 40: 37 WE HAVE TAKEN THE FIRST step tow
Page 41: 39 1OO PERCENT EFFICIENCY ESPRIT- H
Page 44 and 45: 42 GROUP MANAGEMENT REPORT OF ALNO
Page 46 and 47: 44 II. GROUP STEERING The Group is
Page 48 and 49: 46 IV. MARKET AND COMPETITIVE ENVIR
Page 50 and 51: 48 V. PRODUCTS AND PRODUCTION The A
Page 52 and 53: 50 A study that ALNO AG mandated in
Page 54 and 55: 52 VIII. TARGETS AND STRATEGY The p
Page 56 and 57: 54 IX. FINANCIAL POSITION AND RESUL
Page 58 and 59: 56 Amortization of intangible asset
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58 Revenue volumes for ALNO AG fell
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60 the period under review with the
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62 There was a significant, EUR 19.
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64 B. REPORT ON EVENTS AFTER THE BA
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66 Production of ESPRIT home kitche
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68 c. REPORT ON OPPORTUNITIES AND R
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70 Exchange rate risks Currency exc
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72 invoicing process to be fully au
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74 d. OTHER INFORMATION I. CORPORAT
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76 RELEVANT INFORMATION ON CORPORAT
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78 THE PRESIDENTIAL COMMITTEE CONSI
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80 DIRECT OR INDIRECT INTERESTS IN
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82 III. KEY CHARACTERISTICS OF THE
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85 CONSOLIDATED FINANCIAL STATEMENT
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87 CONSOLIDATED STATEMENT OF COMPRE
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89 CONSOLIDATED CASH FLOW STATEMENT
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91 NOTES TO THE CONSOLIDATED FINANC
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93 2. AMENDMENTS TO ACCOUNTING METH
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95 • Improvements to IFRSs 2010:
Page 99 and 100:
97 • IFRS 13 - Fair Value Measure
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99 Exchange rate gains and losses a
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101 Property, plant and equipment P
Page 105 and 106:
103 Overview of the cash generating
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105 Securities and participating in
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107 5. KEY DISCRETIONARY DECISIONS,
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109 4. COST OF MATERIALS In EUR tho
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111 8. AMORTIZATION OF INTANGIBLE A
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113 Deferred taxes comprise the fol
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115 D. NOTES TO THE CONSOLIDATED BA
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117 3. FINANCIAL ASSETS As of Decem
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119 8. OTHER CURRENT ASSETS In EUR
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121 On April 10, 2007, Küchen Hold
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123 ABAG Aktienmarkt Beteiligungs A
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125 According to the wording of the
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127 c. Accumulated other comprehens
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129 Apart from the interest expense
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131 13. SHAREHOLDER LOANS During th
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133 E. DISCONTINUED OPERATIONS In f
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135 2009 By segment in EUR thousand
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137 H. MANAGEMENT OF FINANCIAL RISK
Page 141 and 142:
139 Kitchens manufactured by the AL
Page 143 and 144:
141 Aggregated by measurement categ
Page 145 and 146:
143 J. RELATED PARTIES Insofar as t
Page 147 and 148:
145 Further mandates exercised by S
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147 (previous year: EUR 209 thousan
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149 The item relating to auditing s
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151 to be nominated by Küchen Hold
Page 155 and 156:
153 P. DECLARATION OF CONFORMITY PU
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155 Without qualifying this opinion
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