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10 Clients discuss Intrum Justitia Each year we have 730,000 incoming and 330,000 outgoing direct contacts with debtors Each business receivable averages 2,300 and each consumer receivable EUR 460 EUR 2,300 51 percent of debtors are younger than 35 14 nationalities are represented among our staff of 375 Figures from Intrum Justitia Netherlands “Without strict receivables management we couldn’t have stayed in the market.” DailyCom is one of the fastest-growing newcomers to the Dutch telecom market. Its business concept is to offer lower prices than the competition, which in turn requires far-reaching cost controls. For this reason, DailyCom outsources as many processes as possible to partners. Since 2004 it has outsourced receivables management to Intrum Justitia. “As a low-price alternative in the telecom market, we have to act as a sales company,” says Raymond Schrama, President of DailyCom. “Other telecom providers devote 95 percent of their energy to their organizations and managing personnel and business processes. Only fi ve percent is left over for marketing. We do the opposite. We outsource everything we can to partners. “In our industry, you can’t stay in business without strict credit management,” he continues. “Client fraud is one of the biggest risks. We couldn’t imagine entrusting our credit management to anyone other than a highly professional partner, and Intrum Justitia made our plans a reality.” Raymond Schrama, President “In In some countries, a due date istreatedasthetimetostart is treated as the time to start negotiatingpayment.That’swhen negotiating payment. That’s when it’s good to have a professional partner.” Yara Industrial is a major player in the Norwegian gas and chemicals market as well as a client of Intrum Justitia since 1992. Maintaining tight control over tied-up capital is essential in the industry, and Yara Industrial carefully monitors how well Intrum Justitia succeeds in collecting its receivables. “A short time between the due date and collection actions is critical,” says Senior Credit Offi cer Bjørn Ø Andersen. “If we don’t have our documents in order, it’s hard for Intrum Justitia to do a good job. We in turn require that Intrum Justitia collect on a certain percentage of our claims each month.” Over the course of a year, Yara Industrial has approximately NOK 100 M in outstanding receivables, of which 15 percent are overdue. This equates to some 3,500 collection cases a year. “Intrum Justitia is a well-known name in collections that carries weight, which is important to us,” says Bjørn Ø Andersen. BjørnØAndersen, Bjørn Ø Andersen, Senior Credit Offi cer Each year we have240,000 240,000 incoming and and180,000 180,000 outgoing direct contacts with debtors We draw up 55,000 new installment plans 18 percent of debtors are younger than30 30 17 nationalities are represented among our staff of of180 Figures from Intrum Justitia Switzerland
Each year we have700,000 700,000 incoming and 80,000 outgoing direct contacts with debtors We send1,000,000 1,000,000 dunning letters and draw up 80,000 new installment plans Each business receivable averages SEK16,500 and each consumer receivable SEK SEK2,500 2,500 41 percent of debtors are women Figures from Intrum Justitia Sweden “One side effect of our successful campaign is that we have more non-payers. Intrum Justitia handles them excellently.” Sky TV began offering a satellite service in Italy in 2003 after a merger of Stream and Tele+. A successful campaign raised the number of subscribers by over two million in 2004. One consequence of such a large bulk of subscribers is that there are naturally non-payers as well. Back in late 2003 it therefore sought help from Intrum Justitia. In 2004 Intrum Justitia managed about 190,000 of Sky’s cases with a gross collection value of over EUR 50 M. In 2005 it handled over 120,000, and the success rate has been over 40 percent, well above expectations. “Sky Italia demands professional services, effi ciency and commitment, and we fi nd all that with Intrum Justitia,” says Riccardo Mazzone, Credit & Collection Manager Sky Italia. Riccardo Mazzone, Credit & Collection Manager “ With effi cient collection processes, we are able to improve value for our customers.” The Finnish textile service company Lindström helps its customers to create a strong image through modern, functional clothing. It operates in 14 European countries, in eight of which it has enlisted Intrum Justitia to assist with collections. “We decided to outsource this work and instead concentrate on improving customer value,” says CFO Leena Lampén. “We wanted to be more cost-effective by improving the entire process. Even our customers will benefi t from this model, since costs for late payers are allocated to those who cause them.” Leena Lampén, CFO “ Foreign debts are more diffi cult for us to collect. With Intrum Justitia, we have achieved results.” CSN, the national authority that handles fi nancial aid for Swedish students, also oversees repayment of student loans. At present 26,000 borrowers with overdue payments reside outside Sweden. To effectively manage the debts of this group requires resources and competencies CSN does not have in-house. Since 2004 therefore it partners with Intrum Justitia. “We at CSN have not been able to prioritize repayments by borrowers residing outside Sweden, simply because it is too diffi cult for us to collect foreign debts. With Intrum Justitia’s international presence and expertise, we have now achieved results in the form of resolved claims,” says Lars Bengtsson, Acting Head of Finance Department at CSN. Lars Bengtsson, Acting Head of Finance Department 11
Page 1 and 2: ANNUAL REPORT 2005
Page 3 and 4: Europe’s leading Credit Managemen
Page 5 and 6: Statement by the CEO Intrum Justiti
Page 7 and 8: Objectives and strategy BUSINESS MI
Page 9 and 10: While there is every reason to impr
Page 11: Credit information and decision In
Page 15 and 16: Higher indebtedness among household
Page 17 and 18: CUSTOMIZED SERVICE OFFERINGS Intrum
Page 19 and 20: Moreover, Intrum Justitia commented
Page 21 and 22: Intrum Justitia in Europe With oper
Page 23 and 24: Switzerland, Austria & Italy When I
Page 25 and 26: The four-day program for the Group
Page 27 and 28: 2004 SEK M 2005 IFRS 1 2004 GAAP 1
Page 29 and 30: Principal shareholders and ownershi
Page 31 and 32: Board of Directors’ report The Bo
Page 33 and 34: DEPRECIATION/AMORTIZATION The Group
Page 35 and 36: ENVIRONMENTAL IMPACT The company ha
Page 37 and 38: Income statements Group Parent Comp
Page 39 and 40: Group Parent Company SEK M SHAREHOL
Page 41 and 42: Changes in shareholders’ equity N
Page 43 and 44: SEK at the average rate, which serv
Page 45 and 46: Classifi cation as a discontinued o
Page 47 and 48: are made at the portfolio level, si
Page 49 and 50: By service line SEK M Revenues Grou
Page 51 and 52: SEK M 2005 2004 Sweden 369.0 369.0
Page 53 and 54: NOTE 12 COMPANIES REPORTED ACCORDIN
Page 55 and 56: NOTE 19 OTHER PROVISIONS Group SEK
Page 57 and 58: NOTE 25 SALARIES AND OTHER REMUNERA
Page 59 and 60: NOTE 32 FINANCIAL INSTRUMENTS AND C
Page 61 and 62: Effects of acquisitions Acquisition
Page 63 and 64:
Consolidated Balance Sheet, Group J
Page 65 and 66:
Audit report To the annual meeting
Page 67 and 68:
1 2 3 4 5 6 7 1. Bo Ingemarson, age
Page 69 and 70:
AUDIT COMMITTEE The purpose of the
Page 71 and 72:
Compensation principles and employm
Page 73 and 74:
Information for shareholders Annual
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