Ipsos in
2014
Organic growth of
+0.8% in Q4, +0.3% for the year
Paris, 24
February 2015 - In the fourth quarter of 2014, Ipsos posted
revenue of €500.7 million, up 2.2% compared to the same period in
2013. This timid return to growth reflects the more favourable
foreign exchange trends (+1.5%), which had been very negative in
2013 and the first half of 2014, and slight organic growth (+0.8%).
While this growth is not spectacular, it confirms the Ipsos teams'
ability to bring back stability, even before the first effects of
"The New Way" project.
For 2014 as a whole, Ipsos
recorded revenue of €1,669.5 million, down 2.5% on the previous
year. These annual figures still bear the scars of negative foreign
exchange trends (2.2%) and negative scope effects (0.6%), only
partially offset by the small organic growth of 0.3%.
Overall, 2014 was an
unsatisfactory year, despite the slight rebound at the year end.
Over the past three years, Ipsos hasn't progressed in financial
terms, making a transformation effort necessary. This is being
carried out through "The New Way" project, whose main lines are
presented below and based on which Ipsos expects a return to
growth.
PERFORMANCE BY GEOGRAPHICAL AREA AND BUSINESS
LINE
In terms of geographical area, the
EMEA region was the most dynamic, posting organic growth of 2%,
stemming from emerging markets but also from revenue increases in
the UK, Belgium, the Netherlands, and even Spain (albeit starting
from a low base).
The "Americas" region posted a slight decline (-1.5%). However, a
slow but sure upswing seems to be taking place in both Latin
America and North America. Here, the impact of "The New Way"
project should become evident in the 2015/2017 period.
The Asia Pacific region also posted a slight decline (-1%), despite
significant growth in China, offset by a difficult year-end in the
region's most developed markets - Japan, Korea and Australia.
Consolidated revenues by geographical area
(in millions of euros) |
2014 |
2013 |
Change 2014/2013 |
Organic growth |
Europe,
Middle East and Africa |
760.9 |
752.2 |
1.2% |
2% |
Americas |
634.1 |
675.6 |
-6.1% |
-1.5% |
Asia-Pacific |
274.5 |
284.6 |
-3.6% |
-1% |
Full-year revenues |
1,669.5 |
1,712.4 |
-2.5% |
0.3% |
The overall stability of Ipsos'
turnover in 2014 hides some significant differences in performance
from one business line to the next. Ipsos MediaCT, which will be
combined with Ipsos ASI (advertising and communications research),
saw its business levels lag throughout the year. Its activities are
closely linked to the press sector, whose revenues have been
falling in many regions. These business lines should find a real
dynamic as soon as the new solutions which they will propose this
year, establish their clienteles. These services are at the heart
of the investment decisions made by Ipsos over the past few years;
they have led to the development of original solutions which are
both flexible and reliable in terms of their capacity to carry out
both active and passive measurement of electronic media, whether
digital or not.
The other specialisations had a more stable level of business in
2014. Ipsos is particularly satisfied with the Public Opinion and
Social Research area, which experienced real success in 2014 after
a flat 2013. Ipsos is the leading brand globally in this field,
with a presence in more than 30 countries, and believes that this
business has the potential to grow, due partly to the increase in
international institutions, both governmental and not.
Consolidated revenues by business line
(in millions of euros) |
2014 |
2013 |
Change 2014/2013 |
Organic growth |
Advertising Research |
257.9 |
274.5 |
-6.1% |
0.5% |
Marketing
Research |
864.5 |
891.0 |
-2.1% |
0 |
Media
Research |
157.1 |
169.7 |
-7.5% |
-5% |
Opinion
& Social Research |
163.1 |
152.0 |
3.1% |
4% |
Client
and employee relationship management |
226.8 |
225.2 |
-0.1% |
3.5% |
Full-year revenues |
1 669.5 |
1,712.4 |
-2.5% |
0.3% |
In
millions of euros |
2014 |
2013 Published |
Revenue |
1 669.5 |
1,712.4 |
Gross profit |
1 072.2 |
1,098.8 |
Gross margin |
64.2% |
64.1% |
Operating profit |
173.1 |
182.1 |
Operating margin |
10.4% |
10.6% |
Other
operating income and expense |
(17.2) |
(18.2) |
Finance
costs |
(22.8) |
(23.4) |
Income
tax |
(34.1) |
(33.5) |
Adjusted net profit*, attributable to the Group |
120.8 |
121.0 |
*Adjusted net
profit is calculated before non-cash items linked to IFRS 2
(share-based payments), amortisation of acquisition-related
intangible assets (client relationships), deferred tax liabilities
related to goodwill on which amortisation is tax-deductible in
certain countries and the impact net of tax of other non-recurring
income and expenses.
The Group generated operating
profit of 173.1 million euros, representing 10.4% of revenue,
remaining fairly stable compared to last year despite the stability
of operations. It rose slightly in the 2nd half of the year, after
having lost 90 basis points in the 1st half-year.
The gross margin, which is
calculated by deducting external direct variable costs attributable
to contracts from revenues, continued to grow, ending the year at
64.2%, indicating a strong ability to maintain prices in all
countries.
Concerning operating costs, the
payroll dropped 1.5% due to favourable foreign
exchange trends but increased as a percentage of revenue and gross
profit.
The rise in variable share-based compensation from 11.3 to 12.0
million euros, accounted for 5 basis points in the operating margin
variation, due to the inclusion of a larger number of employees
than in the company's employee profit-sharing plan, via the award
of free shares since 2012. As from 2015, the programme should not
affect the operating margin variation as it reached its peak in
2014.
Overhead
costs are under control and dropped 3.7%.
Other operating
income and expenses consist mainly of the impact of foreign
exchange transactions on operating account items.
Below the operating margin, the
amortisation of intangibles identified on
acquisitions concern the portion of goodwill allocated to client
relationships during the 12-month period following an acquisition,
recognised in the income statement over several years, in
accordance with IFRS. This charge came to 4.6 million euros,
compared with 4.7 million euros the previous year.
The net balance of other non-operating income and expenses was (17.2)
million euros compared with (18.2) million euros in 2013. It
includes unusual items not related to operations and acquisition
costs, as well as the costs of the current restructuring plans, in
particular in Western Europe.
In 2013, the other non-operating income and expenses recognised
also included a specific line on the costs
relating to the acquisition of Synovate, which amounted to
(71.3) million euros.
Finance
costs. The net cost of interest amounted to 22.8 million euros
in 2014 compared with 23.4 million in 2013, down 2.4% due to the
drop in debt including the change in the fair value of derivatives
of (0.4) million euros compared to 1.2 million euros in 2013.
Taxes. The
effective tax rate on the IFRS income statement was 26%, compared
with 25.8% in 2013. As in the past, it includes a deferred tax
liability of 4.2 million euros (compared with a deferred tax
liability of 3.8 million euros in 2013), cancelling out the tax
saving achieved through the tax deductibility of goodwill
amortisation in certain countries, even though this deferred tax
charge would fall due only if the activities concerned were sold,
and which is restated accordingly in adjusted net profit.
Adjusted net
profit attributable to the Group, which is the standard
pertinent indicator used to measure performance, came to 120.8
million euros, stable compared with 2013, when it was 121.0 million
euros.
Financial
structure
Net free cash
flow. Cash flows generated by operations, net of current
investments, rose 52.8% to 113.7 million euros, against 74.4
million euros in 2013. This was due to careful management of the
change in working capital requirement, a real turning point after
the Synovate acquisition and an all-time record since the Ipsos IPO
15 years ago on 1 July 1999.
In detail:
-
Operating cash flow stood at 192.6 million euros
in 2014, against 196.3 million euros in 2013, in line with the fall
in operating profit.
-
The change in working capital requirement,
negative at 54.1 million euros in 2013, was reduced to 18.7 million
euros in 2014.
-
Current investments in tangible and intangible
assets, primarily consisting of IT investments, are down slightly
as reported in the cash flow statement: 14.3 million euros in 2014,
compared with 17.2 million euros last year. For the past three
years, Ipsos has effectively had an IT investment policy where
expenditure is not capitalised in the balance sheet but recognised
as IT services in operating costs. It should further be noted that
it is standard accounting policy of Ipsos not to capitalise the
cost of time spent by its own team of developers. IT investments
recognised in operating expenses (whether as IT services, payroll
for the 600 computer engineers who work at Ipsos or depreciation
and amortisation of hardware and software purchased and
capitalised) totalled around 100 million euros in 2014, stable
compared with 2013.
Concerning non-current assets, Ipsos has invested a total of €9
million over the year in acquisitons, primarily through the buyback
of non-controlling interests in an American company, in certain
emerging countries such as Egypt, the Balkans and Central America
and by taking over a company in Israel.
Ipsos also invested €11,5 millions in a share buyback programme in
order to limit the dilution effects of its bonus share allocation
plans.
Equity stood at €901.3 million vs. €852.5
million posted in December 2013.
Net financial
debt totalled €545.4 million at 31 December 2014, compared with
€544.8 million at 31 December 2013, stable thanks to good operating
cash flows recorded over the twelve last moths, despite a strong
negative impact due to the rise of the dollar.
At constant exchange rates on 31 December, 2013, net financial debt
would have totalled €485 million. 59% of Ipsos's debt is
denominated in US dollars which acts as a natural hedge for the
foreign exchange rate risk on the income statement given that 50%
of Ipsos's goodwill is located in North America and in currencies
linked to the US dollar such as Middle East and Hong
Kong.
The gearing ratio stood at 60.5% vs. 63.9% last year.
Liquidity
position. Net cash was at €149.2 million
at year-end closing at 31 December 2014 vs. €148.7 million at 31
December 2013, giving Ipsos a good liquidity position. The Company
also has around €200 million available through credit
facilities.
2014 will not go down in history
as a happy year in which a long-awaited return to growth gave
citizens new impetus, a spirit of openness, and the confidence
without which nothing solid - either in the private sector or
government activities - can be built.
2014 will go down as a complex,
unclear year. It wasn't totally deprived of good news, as the drop
in oil and gas prices shifted more than one trillion dollars from
the few producing and exporting countries to a much larger number
of importing countries. Low interest rates alleviated the debt of
numerous countries, as well as those of households and businesses.
The total amount of savings generated by maintaining interest rates
at very low rates represent several hundred billion dollars. Will
these amounts be invested, saved, or spent? Over the year, exchange
rate fluctuations were quite favourable for most companies, except
of course for those who report their earnings in dollars.
Why this mixed impression?
Firstly, money isn't everything, even though it's a very important
factor. As we pointed out a year ago, the transformation of our
environment, which is increasingly global, technological and
finance-led, exacerbates the anxiety associated with the changes.
This acts as fertile breeding ground for the spread of xenophobic,
fundamentalist and violent ideologies which cannot be contained,
given the tenuous legitimacy of political authorities. Furthermore,
abundant, easy money can only support demand - and consequently the
economy - if it is appropriately distributed, which is not the case
today. The governments which have given a lot since 2008 have
reached their limits and can no longer borrow, except for the
Greeks - our best debtors. In developed countries, the middle
classes are waiting in vain for the return of inflation, which
would whittle down their debts and prompt them to bring forward
their purchases.
Most significantly, there is no
respite from the continuous pressure on prices. Who could have
imagined that the drop in the value of the euro against the dollar,
pound sterling and Chinese yuan wouldn't generate a bit of imported
inflation, but would instead be concomitant with a drop in the
general price index?
The dice have been thrown but have
not yet settled. How will Europe, and other world regions in its
wake, avoid the fatal triggering of a deflationary process? How can
the spread of deflationary expectations be avoided, in an economy
characterised by hyper-competitiveness, the constant questioning of
consumers and clients as to the value of what they buy, the
availability of price comparers, and the reduction of public
spending (or at least its control)? 2015 will provide us with some
answers. The conditions are in place for vigorous economic
recovery, except for weak demand. We now know that productivity
gains (which are very disappointing) and population growth (which
is fortunately decelerating) will not be sufficient to ensure
sustainable economic growth. Households will need to play their
part.
As for businesses, aren't they in
the best position to spur demand by making their offer more
attractive? We are currently in a sluggish environment. Yet, there
are impressive examples of success on the part of certain brands
which have distinctive offerings and rely on strong, persistent
communication. Unfortunately, these successful cases of strong
offering supported by effective marketing are concentrated in a few
sectors: luxury products, online retail, and local brands (or those
considered as such by consumers).
It's a start, but insufficient to
spur companies to turn their brands into the spearhead of their
growth.
Admittedly, marketers and communicators do not have an easy task.
They have to deal with (perhaps overly) well-informed clients and
consumers of fragmented media, too expensive when they are
"traditional", perhaps not sufficiently monetised when they are
digital and mobile, competitors who are better at imitating than
innovating, and a wealth of contradictory, confusing information.
They must also work under pressure from cash flow fanatics who,
through their zeal, ultimately slow down decision-making, making
actions less risky, sure, but often less effective. Together these
factors hinder the deployment of an attractive offering, engaging
communications and optimal media choices.
Our industry needs to do more to help its corporate and
institutional clients.
Ipsos has decided to transform
itself through its "New Way" programme.
Between now and 2017, we want to usher in change. We want to help
our clients be better informed and more certain of their sources,
so that they can make faster, better decisions about their
products, services and brands.
To that end, we have adopted a new tagline, "GAME CHANGERS", as a
sign of our commitment. We intend to muster all our resources,
energy and know-how to deliver on our pledge of changing, so that
we can help our clients change too.
The New Way programme was launched
in the summer of 2014. Although its principles have already been
decided on, the precise definition and implementation of all the
changes that these principles entail will take place over the next
three years.
Around 20 key measures have already been identified. and are in the
process of being implemented. These revolve around four key
themes:
-
Simplifying our organisational structure and
governance.
-
Clarifying our priorities and values, together
with an overhaul of the performance evaluation systems of teams and
individuals and, consequently, of the criteria for awarding
performance-related compensation (cash and free shares).
-
Redoubling our efforts to develop solutions
linked with the issues of market digitisation, notably with the
creation of Ipsos Connect which coordinates Ipsos' competences and
services in the measurement of media, communications and brands.
Ipsos Connect will manage all issues related to the interactions of
content/channels.
-
Increasing and rechannelling investment
expenditure to bring "new services" and services managed centrally,
at least in their launch and maturity phases, to market more
quickly.
We also want to be more present
with pharmaceutical companies, financial services and vehicle
manufacturers, national and international governmental or
non-governmental institutions, and the media. Of course, these new
and centrally managed services are, for the most part, tailored to
the needs of our different client bases.
We intend to leverage our
competitive advantages: our size, presence in all major markets,
both developed and emerging, our market knowledge and client
relations, the diversity and expertise of our staff, our ability to
innovate and our values of integrity, curiosity, collaboration,
client focus and, of course, entrepreneurial spirit. We are
confident in our ability to showcase our skills, experience,
objectivity and flexibility, and to deliver reliable, real-time,
clear and insightful information.
The New Way programme will not
have a dramatic impact in the short term, but should allow Ipsos to
return to real, albeit modest, organic growth of 1-2% in 2015,
increasing to 2-5% in 2016 and 2017.
Our profitability in 2015 will be
affected by additional capital expenditure and restructuring costs
in the region of €20 million, with an operating margin of 10%. This
target will be increased in 2016, reaching 11-12% in 2017, as
previously announced.
Appendices
-
Consolidated income statement
-
Consolidated balance sheet
-
Consolidated cash flow statement
-
Consolidated statement of changes in
shareholders' equity
A full set of consolidated
financial statements is available at:
http://www.ipsos.com/financial_information
The 2014 performance and results presentation will be available
from 25 February on:
http://www.ipsos.com/Investor_Relations
About
Ipsos
Ipsos is an independent market
research company controlled and managed by research professionals,
with offices in 87 countries. Founded in France in 1975, Ipsos has
grown into a worldwide research group with a strong presence in all
key markets. Ipsos ranks third in the global research industry.
Ipsos has been listed on the Paris Stock Exchange since 1999.
GAME CHANGERS
« Game Changers » is the Ipsos signature.
At Ipsos we are passionately curious about people, markets, brands
and society.
We make our changing world easier and faster to navigate and
inspire clients to make smarter decisions.
We deliver with security, speed, simplicity and substance. We are
Game Changers.
Ipsos is
listed on Eurolist - NYSE-Euronext.
The company is part of the SBF 120 and the Mid-60 index
and is eligible for the Deferred Settlement Service (SRD).
ISIN code FR0000073298, Reuters
ISOS.PA, Bloomberg IPS:FP
www.ipsos.com
Consolidated income statement
For the year ended 31 December
2014
|
In thousands of euros |
2014 |
2013 published |
2013 restated (**) |
|
|
|
|
|
Revenue |
1,669,469 |
1,712,403 |
1,695,053 |
|
|
Direct costs |
(597,275) |
(614,620) |
(621,315) |
|
|
Gross profit |
1,072,194 |
1,097,783 |
1,073,738 |
|
|
Payroll - excluding share based payments |
(680,017) |
(690,096) |
(690,096) |
|
|
Payroll - share based payments * |
(11,998) |
(11,321) |
(11,321) |
|
|
General operating expenses |
(207,379) |
(215,393) |
(215,393) |
|
|
Other operating income and expense |
326 |
1,158 |
1,158 |
|
|
Operating margin |
173,128 |
182,132 |
158,087 |
|
|
Amortisation of intangibles identified on acquisitions * |
(4,644) |
(4,712) |
(4,712) |
|
|
Other non operating income and expense * |
(17,172) |
(18,205) |
(18,985) |
|
|
Income from associates |
(92) |
26 |
26 |
|
|
Operating profit (Before net impact of remeasurements
relating to the transaction Synovate post allocation
period) |
151,220 |
159,241 |
134,416 |
|
|
Net impact
of remeasurements relating to the transaction Synovate post
allocation period |
|
(71,273) |
(71,273) |
|
|
Operating profit |
151,220 |
87,968 |
63,143 |
|
|
Finance costs |
(22,817) |
(23,373) |
(23,373) |
|
|
Other financial income and expense |
2,788 |
(5,903) |
(5,903) |
|
|
Profit before tax |
131,191 |
58,693 |
33,868 |
|
|
Income tax - excluding deferred tax on goodwill |
(29,889) |
(29,715) |
(24,437) |
|
|
Income tax
- deferred tax on goodwill * |
(4,197) |
(3,782) |
(3,782) |
|
|
Income
tax |
(34,086) |
(33,498) |
(28,220) |
|
|
Net profit |
97,105 |
25,195 |
5,648 |
|
|
Attributable to the
Group |
89,716 |
17,439 |
(2,108) |
|
|
Attributable to Minority interests |
7,388 |
7,756 |
7,756 |
|
|
Earnings per share (in euros) - Basic |
1.98 |
0.38 |
(0.05) |
|
|
Earnings per share (in euros) - Diluted |
1.96 |
0.38 |
(0.05) |
|
Adjusted net profit * |
128,857 |
129,685 |
110,138 |
Attributable to the Group |
120,767 |
120,950 |
101,403 |
Attributable to Minority interests |
8,090 |
8,735 |
8,735 |
Adjusted
earnings per share (in euros) - Basic |
2.67 |
2.67 |
2.24 |
Adjusted
earnings per share (in euros) - Diluted |
2.63 |
2.63 |
2.20 |
(*) Adjusted for non-cash items linked to IFRS 2
(share-based payments), amortisation of acquisition-related
intangible assets (client relationships), deferred tax liabilities
related to goodwill on which amortisation is tax-deductible in
certain countries and the impact net of tax of other non-recurrent
income and expenses
(**) Restated of the corrections of prior periods
errors: several mistakes have been made in previous periods (2013,
2012 or prior periods) in the estimation at year end of the
revenues and the costs of some projects. In particular, the
Synovate entities acquired in October 2011 did not have a unified
accounting system and the quality of the information available on
projects was not always good. The migration of the Synovate
entities onto Ipsos ERP has helped in identifying gradually
mistakes related to projects created in the past without being able
to know which years prior to 2012 were impacted since the current
list of projects does not necessarily include the creation date but
rather the migration date. The migration occurred between 2012 and
2014 depending on the country. Consequently and in accordance with
IAS 8 §47, the cumulative amount of those restatements was recorded
in the restated income statement of 2013 only. Cf note 1.3 of the
consolidated financial statements
Consolidated balance sheet
For the year ended 31 December 2014
In thousands of euros |
2014 |
2013 published |
2013
restated (**) |
|
ASSETS |
|
|
|
Goodwill |
1,198,778 |
1,133,006 |
1,133,006 |
Intangible assets |
85,234 |
87,336 |
87,336 |
Property. plant and equipment |
32,425 |
36,154 |
36,154 |
Interests in associates |
357 |
772 |
772 |
Other non-current financial assets |
27,407 |
23,832 |
23,832 |
Deferred
tax assets |
38,626 |
36,544 |
36,544 |
Total non-current assets |
1,382,828 |
1,317,644 |
1,317,644 |
Trade receivables |
610,212 |
583,932 |
565,477 |
Current income tax |
18,110 |
18,866 |
18,866 |
Other current assets |
75,637 |
56,977 |
56,977 |
Derivative financial instruments |
4,164 |
2,224 |
2,224 |
Cash and
cash equivalents |
149,258 |
148,703 |
148,703 |
Total current assets |
857,380 |
810,702 |
792,247 |
TOTAL ASSETS |
2,240,208 |
2,128,346 |
2,109,891 |
|
|
|
|
In thousands of euros |
2014 |
2013 published |
2013
restated (**) |
|
LIABILITIES |
|
|
|
Share capital |
11,334 |
11,334 |
11,334 |
Share premium |
540,201 |
540,201 |
540,201 |
Own
shares |
(763) |
(686) |
(686) |
Currency translation differences |
(39,129) |
(61,274) |
(61,166) |
Other
reserves |
372,588 |
349,513 |
329,743 |
Shareholders' equity - attributable to the Group |
884,231 |
839,088 |
819,426 |
Minority
interests |
17,055 |
13,409 |
13,409 |
Total shareholders' equity |
901,286 |
852,497 |
832,835 |
Borrowings and other long-term financial liabilities |
608,020 |
628,355 |
628,355 |
Non-current provisions |
14,920 |
16,076 |
16,076 |
Retirement benefit obligations |
23,890 |
20,997 |
20,997 |
Deferred tax liabilities |
114,568 |
104,148 |
98,657 |
Other
non-current liabilities |
44,627 |
65,636 |
65,636 |
Total non-current liabilities |
806,026 |
835,212 |
835,212 |
Trade payables |
253,040 |
221,600 |
228,298 |
Short-term portion of borrowings and other financial
liabilities |
90,782 |
67,397 |
67,397 |
Current income tax liabilities |
11,111 |
10,296 |
4,805 |
Current provisions |
4,860 |
3,941 |
3,941 |
Other
current liabilities |
173,104 |
137,403 |
137,404 |
Total current liabilities |
532,896 |
440,637 |
441,845 |
TOTAL LIABILITIES |
2,240,208 |
2,128,346 |
2,109,891 |
(**) Restated of the corrections of prior period
errors. Cf note 1.3 of the consolidated financial statements
Consolidated cash flow statement
For the year ended 31 December
2014
In thousands of euros |
2014 |
2013 published |
OPERATING ACTIVITIES |
|
|
NET PROFIT |
97,105 |
25,195 |
Adjustements to reconcile net
profit to cash flow |
|
|
Amortisation and depreciation of fixed assets |
25,647 |
26,578 |
Net
profit of equity associated companies - net of dividends
received |
92 |
(26) |
Losses/(gains) on asset disposals |
287 |
506 |
Movement in provisions |
(2,814) |
74,624 |
Share-based payment expense |
11,349 |
10,814 |
Other non cash income/(expenses) |
2,221 |
(1034) |
Acquisitions costs of consolidated companies |
1,807 |
2,814 |
Finance costs |
22,817 |
23,373 |
Income tax expense |
34,086 |
33,498 |
OPERATING CASH FLOW BEFORE WORKING CAPITAL. FINANCING AND
TAX PAID |
192,597 |
196,341 |
Change in working capital requirement |
(18,724) |
(54,136) |
Interest paid |
(21,227) |
(24,699) |
Income tax paid |
(23,317) |
(25,132) |
CASH FLOW FROM OPERATING ACTIVITIES |
129,330 |
92,374 |
INVESTMENT ACTIVITIES |
|
|
Acquisitions of property. plant. equipment and intangible
assets |
(14,274) |
(17,186) |
Proceeds from disposals of property. plant. equipment and
intangible assets |
101 |
325 |
Acquisition of financial assets |
(1,423) |
(1,103) |
Acquisition of consolidated companies and business goodwill |
(2,534) |
11,784 |
CASH FLOW FROM INVESTMENT ACTIVITIES |
(18,130) |
(6,180) |
FINANCING ACTIVITIES |
|
|
Increase/(decrease) in capital |
|
186 |
(Purchase)/proceeds of own shares |
(11,532) |
(3,944) |
Increase/(decrease) in long-term borrowings |
(59,398) |
(28,733) |
Increase/(decrease) in bank overdrafts and short-term debt |
(2,229) |
3,287 |
Acquisition of minority interests |
(6,418) |
(2,395) |
Dividends paid to parent-company shareholders |
(31,804) |
(28,996) |
Dividends paid to minority shareholders of consolidated
companies |
(3,534) |
(885) |
CASH FLOW FROM FINANCING ACTIVITIES |
(114,915) |
(61,480) |
NET CASH FLOW |
(3,715) |
24,714 |
Impact of foreign exchange rate movements |
4,270 |
(8,265) |
CASH AT BEGINNING OF PERIOD |
148,703 |
132,253 |
CASH AT END OF PERIOD |
149,258 |
148,703 |
Consolidated statement of changes in shareholder's equity
For the year ended 31 December
2014
In thousand euros |
Share capital |
Share Premium |
Own shares |
Other consolidated reserves |
Currency translation difference |
Shareholders' equity |
Attributable to the
Group |
Minority interests |
Total |
1st January 2013 published |
11,332 |
540,017 |
(983) |
361,557 |
4,170 |
916,093 |
11,556 |
927,649 |
Impact of
changes in method |
|
|
|
(1,533) |
|
(1,533) |
|
(1,533) |
1st January 2013 |
11,332 |
540,017 |
(983) |
360,024 |
4,170 |
914,560 |
11,556 |
926,116 |
-
Change in capital |
2 |
184 |
- |
- |
- |
186 |
5 |
191 |
-
Dividends paid |
- |
- |
- |
(28,987) |
- |
(28,987) |
(1,174) |
(30,162) |
-
Impact of share buy-out commitments |
- |
- |
- |
2,250 |
- |
2,250 |
(2,361) |
(111) |
-
Delivery of free shares related to 2011 plan |
- |
- |
4,332 |
(4,332) |
- |
- |
- |
- |
-
Other movements on own shares |
- |
- |
(4,038) |
94 |
- |
(3,944) |
- |
(3,944) |
- Share-based payments
taken directly to equity |
- |
- |
- |
10,814 |
- |
10,814 |
- |
10,814 |
-
Other movements |
- |
- |
2 |
(7,981) |
- |
(7,979) |
(209) |
(8,188) |
Transactions with the shareholders |
2 |
184 |
296 |
(28,142) |
- |
(27,660) |
(3,740) |
(31,400) |
- Net profit |
- |
- |
- |
17,439 |
- |
17,439 |
7,756 |
25,195 |
-
Other elements of the Comprehensive income |
- |
- |
- |
- |
- |
- |
- |
- |
Hedges of net investments in a foreign
subsidiary |
- |
- |
- |
- |
(7,779) |
(7,779) |
- |
(7,779) |
Deferred tax on hedges of net investments
in a foreign subsidiary |
- |
- |
- |
- |
(950) |
( 950) |
- |
(950) |
Currency translation differences |
- |
- |
- |
- |
(56,714) |
(56,714) |
(2,162) |
(58,876) |
Actuarial gains and
losses |
- |
- |
- |
324 |
- |
324 |
- |
324 |
Deferred tax on actuarial gains
and losses |
- |
- |
- |
(133) |
- |
(133) |
- |
(,133) |
- Total of the other elements composing the
Comprehensive income |
- |
- |
- |
190 |
(65,443) |
(65,252) |
(2,162) |
(67,414) |
Comprehensive income |
- |
- |
- |
17,629 |
(65,443) |
(47 813) |
5,594 |
(42,219) |
31 December 2013 published |
11,334 |
540,201 |
(686) |
349,511 |
(61,274) |
839,087 |
13,410 |
852,497 |
|
|
|
|
|
|
|
|
|
1 January 2014 published |
11,334 |
540,201 |
(686) |
349,511 |
(61,274) |
839,087 |
13,410 |
852,497 |
Impact of
2013 and previous periods restatements |
|
|
|
(19,663) |
|
(19,663) |
|
(19,663) |
1st January 2014 restated |
11,334 |
540,201 |
(686) |
329,848 |
(61,274) |
819,424 |
13,410 |
832,834 |
-
Change in capital |
- |
- |
- |
- |
- |
- |
- |
- |
-
Dividends paid |
- |
- |
- |
(31,720) |
- |
(31,720) |
(5,043) |
(36,764) |
-
Impact of acquisitions and commitments of buy out minority
interests |
- |
- |
- |
(14,573) |
- |
(14,573) |
672 |
(13,901) |
-
Delivery of free shares related to 2012 plan |
- |
- |
11,254 |
(11,254) |
- |
- |
- |
- |
-
Other movements on own shares |
- |
- |
(11,331) |
(201) |
- |
(11,532) |
- |
(11,532) |
- Share-based payments
taken directly to equity |
- |
- |
- |
12,451 |
- |
12,451 |
- |
12,451 |
-
Other movements |
- |
- |
- |
(1,135) |
- |
(1,135) |
(1,119) |
(2,524) |
Transactions with the shareholders |
|
|
(77) |
(46,432) |
- |
(46,508) |
(5,491) |
(51,999) |
- Net profit |
- |
- |
- |
89,716 |
- |
89,716 |
7,388 |
97,105 |
-
Other elements of the Comprehensive income |
- |
- |
- |
- |
- |
- |
- |
- |
Hedges of net investments in a foreign
subsidiary |
- |
- |
- |
- |
(6,662) |
(6,662) |
- |
(6,662) |
Deferred tax on hedges of net investments
in a foreign subsidiary |
- |
- |
- |
- |
3,050 |
3,050 |
- |
3,050 |
Currency translation differences |
- |
- |
- |
- |
25,752 |
25,752 |
1,747 |
27,499 |
Actuarial gains and
losses |
- |
- |
- |
(555) |
- |
(555) |
- |
(555) |
Deferred tax on actuarial gains
and losses |
- |
- |
- |
14 |
- |
14 |
- |
14 |
- Total of the other elements composing the
Comprehensive income |
- |
- |
- |
(541) |
22,140 |
21,599 |
1,747 |
23,345 |
Comprehensive income |
- |
- |
- |
89 175 |
22,140 |
111,315 |
9,135 |
120,450 |
31 December 2014 |
11,334 |
540,201 |
(763) |
372,588 |
(39,134) |
884,231 |
17,055 |
901,286 |
Ipsos in 2014 - Stability
confirmed
This
announcement is distributed by NASDAQ OMX Corporate Solutions on
behalf of NASDAQ OMX Corporate Solutions clients.
The issuer of this announcement warrants that they are solely
responsible for the content, accuracy and originality of the
information contained therein.
Source: IPSOS via Globenewswire
HUG#1896950
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