Mellby gård en 100 dpi final by Grafix konsult AB

GROUP COMPANIES IN BRIEF

MELLBY GÅRD’S SUBSIDIARIES

2013/2014 (12/13) Part of the Mellby Gård Group since: Mellby Gård’s holding: Revenue: Number of employees: Board of Directors Chairman: MD:

1997 > 90% MSEK 498 (MSEK 440) 232 (221) Anders Bülow Anton Kaya

2001 2003 > 90% > 90% MSEK 807 (MSEK 805) MSEK 311 (MSEK 321) 190 (185) 192 (171) Anders Bülow Ludovic Huitorel, Stephen Childs

Erik Andersson Fredrik Johansson

Johan Andersson Torkel Härdeman Bo Forsén Orvar Magnusson Fredrik Hansson Paula Kökeritz

Olov Johansson Johan Andersson Orvar Magnusson Alistair J Steel Rune Andersson (deputy)

Marianne Willén Sofia Gottberg Norén Orvar Magnusson Johan Andersson Helene Dracke

June 2014 > 90% MSEK 232 (MSEK 2013) 151 (2013)

May 2014 > 90% MSEK 117 (MSEK 2013) 120 (2013)

2005 > 90% MSEK 1,518 (MSEK 1,173) 635 (582)

Fredrik Hansson Peter Löprick

Hans Stråberg Richard Bergström

Hans Stråberg Mikael Helmerson

Johan Andersson Rolf Bergström Hans Stråberg Employees’ representatives: Ursula Klapperich Tomas Nilsson

Johan Andersson Orvar Magnusson

Rune Andersson Anders Bülow Fredrik Hansson Johan Andersson Hans Holmström

2007 > 90% MSEK 390 (MSEK 306) 322 (217)

1995 > 90% MSEK 958 (MSEK 982) 99 (101)

2008 40% of capital, 51% of votes MSEK 80.8 (MSEK 92.6) 6 (5)

Johan Andersson Fredrik Wistrand

Erik Andersson Thomas Svensson

Rune Andersson Thomas Pohjanen

Erik Andersson Thomas Gustafsson Rune Andersson Ola Bartholdsson Orvar Magnusson (deputy)

Pontus Bogren Erik Thuring Sten Libell Agneta Lilliehöök Employees’ representatives: Jan Erik Nilsson Joakim Karlsson (deputy)

Björn Suurwee Sten Libell

MELLBY GÅRD’S ASSOCIATED COMPANIES

2013/2014 (12/13) Part of the Mellby Gård Group since: Mellby Gård’s holding: Revenue: Number of employees: Board of Directors Chairman: MD:

2013 (2012)* 1995 50% MSEK 1,053 (MSEK 1,062) 296 (300)

2013 (2012)* 2011 38% MSEK 277.1 (MSEK 305.9) 2 (2)

2013 (2012)* 2010 30% MSEK 719.3 (MSEK 660.9) 1,515 (1,330)

Rune Andersson Kent Johansson

Thomas Svensson Matilda von Rosen

Bengt Wallentin Tobias Lindfors

Johan Andersson Erik Andersson Stefan Johansson Anders Bülow Hans Berggren Susann Lejon Trade union representative, GS: Robert Forsberg

Erik Andersson Jarl Sintorn Mats Eriksson Britt-Marie Eriksson (deputy) Sten Libell (deputy)

Anders Bülow Rune Andersson Jan Aspvik

2013 (2012)* 2013/2014 (12/13) 2007 2014 29.99% 20.27% MSEK 3,803 (MSEK 3,669) MSEK 4,742.9 (MSEK 4,750.9) 1,902 (1,875) approx. 4,000 Anders Bülow Thomas Gustafsson Pauline Lindwall (from May 2014) Alexander Myers Pia Rudengren Magnus Yngen Employees’ representatives: Per-Åke Halvordsson Henry Olsen Inge Larsson (deputy) and Åsa Lundqvist (deputy)

Anders Bülow Johan Åberg Amelia Adamo Pia Rudengren Christian W. Jansson Employees’ representatives: Melinda Hedström Michael Bjerregaard Jensen

*Financial year = Calendar year

CONTENTS Company facts . . . . . . . . . . . . . . . . . . . . . . . . . 2 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 We at Mellby Gård . . . . . . . . . . . . . . . . . . . . . . . 6 New to the Group . . . . . . . . . . . . . . . . . . . . . . . 8 Mellby Gård Innovation och Tillväxt . . . . . . . . . . . 9 Other activities at Mellby Gård . . . . . . . . . . . . . . . 10 Eriksberg Vilt & Natur AB . . . . . . . . . . . . . . . . . . 12 Trade groupings . . . . . . . . . . . . . . . . . . . . . . . . 14 Financial key rations . . . . . . . . . . . . . . . . . . . . . 15 Cale Access AB . . . . . . . . . . . . . . . . . . . . . . . . . 16 Feralco AB . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Flash AB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Roxtec AB . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Smart Eyes International AB . . . . . . . . . . . . . . . . 24 Söderberg & Haak Maskin AB . . . . . . . . . . . . . . . . 26 Excalibur Värdepappersfond AB . . . . . . . . . . . . . . 28 Älvsbyhus AB . . . . . . . . . . . . . . . . . . . . . . . . . . 30 BM Agri AB . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 StudentConsulting AB . . . . . . . . . . . . . . . . . . . . 34 Duni AB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 KappAhl AB . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Corporate Social Responsibility . . . . . . . . . . . . . . . 40 Contact details . . . . . . . . . . . . . . . . . . . . . . . . . 41

INTRODUCTION After 25 successful years, Mellby Gård underwent certain changes during the financial year 2013/14. For the very first time, the company has a Chief Executive Officer. Founder and Chairman of the Board Rune Andersson initiated the succession by appointing his son Johan Andersson as CEO of the company. There was at the same time some reorganisation, which has seen certain businesses being moved out of the Mellby Gård structure. This was done in order that the Mellby Gård Group could become a more specialised industrial and trading group of companies. See the new organisation in the chart on page 14. As far as Rune Andersson is concerned, this means that he is slowly but surely withdrawing from the operational part of the business and gradually handing over his various responsibilities on the companies’ Boards of Directors to his sons Gustav, Erik and Johan. A new branch of the business was launched during the year with the formation of Mellby Gård Innovation och Tillväxt. This sees the business now actively looking at small to medium-sized businesses with clear development potential. The first two acquisitions took place during the financial year and work is under way continuously to identify new, attractive companies to incorporate into the portfolio. The new organisation and a greater need for analysis of potential company acquisitions mean that there have been and will be new appointments at head office in Malmö. This has resulted in a decision being made to move from the current premises in our own property to much bigger, rented premises in the Western Harbour. The move will take place at the beginning of 2015 and preparations are already in full swing. Business activity in the Group is very much dynamic and future-oriented. Developments really do not stand still in any of the companies; new openings, acquisitions, product development, strategic changes and market adaptations take place constantly. This yearbook reports on the Group as a whole, on the activities and results of subsidiaries and associated companies during the financial year 2013/14, and on each MD’s view of the future.

THE BEST YEAR SO FAR!

“It was a real record-breaking year that exceeded expectations,” says Johan Andersson. “We’ve never has such good results for operating activities. There are plenty of explanations, but if we’re to pick out individual companies that have been most important, it’s above all Roxtec that’s doing amazingly well.” “Absolutely,” adds Rune Andersson. “Revenue increased by 30 per cent and profit by 50 per cent. Apart from that, a strong improvement in profits at Duni and the fact that Smarteyes has started to deliver are the main reasons for the fantastic result.” “Of course there have been improvements in some other companies too, but there are also those that haven’t done quite as well this year. And that’s exactly how our business model is meant to work, a well-balanced mix of companies that benefit from different market conditions. That’s how

our businesses balance out one another, and we can be fairly insensitive to the economy, exchange rates and other factors that affect the bottom line.” “During the financial year we increased our holding in KappAhl to 20 per cent, which makes us the biggest shareholder. We’ve also acquired two companies: Nikkarit and Hedson Technologies. These two acquisitions took place at the end of the financial year, so these companies haven’t had a major impact on our financial results,” points out Johan Andersson. “We do, however, expect these ‘newcomers’ to have a positive impact during the current financial year. Many of the companies have started the new year with extremely healthy figures. We’re therefore increasing the forecast and expect an even better result for the current financial year.”

NEW TO THE GROUP

Nikkarit is a specialist company in the field of fitting skirting boards, cornices and frames, with a distinctive, unique concept for creating borders that unites efficiency with quality. They operate with fixed prices per metre that include both material and fitting. A concept that has lots of real benefits for customers, who receive top-quality solutions at a lower cost than with traditional methods. Since it was founded, the company has installed borders in thousands of apartments and many special properties. Projects include Victoria Tower in Kista, Clarion Hotel in Arlanda and Grand Hotel in Stockholm. But residential production is the most common field of work. Revenue is around MSEK 12, most of it in Finland. However, Sweden is expanding strongly and 7 of the 10 biggest construction companies in Sweden now turn to Nikkarit for their solutions. Nikkarit was founded in Finland just over 20 years ago. Nikkarit AB has been part of Mellby Gård Innovation och Tillväxt AB since May 2014.

Hedson Technologies AB is a green technology company and a world-leading supplier of washing, drying and hoisting equipment, primarily for painting and tyre workshops. Drying equipment is also sold for broader industrial applications. Hedson’s products are sold under the global brand names Drester, Herkules, IRT and Trisk. These brands are well known among professional users, and their position has been built up over a long time by means of consistent initiatives in product development, distribution, marketing and service. Hedson is a global market leader in its product niches. Hedson Technologies has subsidiaries in Germany, France and North America. The Swedish business is based in Arlöv and Vänersborg. The head office is in Arlöv. The Hedson Group has a global presence in 60 countries, with revenue of around MSEK 240. The company was formerly listed on Aktietorget, but it has been a part of Mellby Gård Innovation och Tillväxt AB since June 2014.

MELLBY GÅRD INNOVATION OCH TILLVÄXT “A new company was formed in the Group during the financial year. Its name is Mellby Gård Innovation och Tillväxt,” explains Johan Andersson. “The business has so far been run solely by Hans Stråberg and myself. “But there are lots of other companies that demand time and commitment in the Group, so the aim is to hire employees and put an organisation into place fairly soon. “The background is that we have a number of core holdings in the Group that have been around for quite some time now. It’s always our aim to identify additional acquisitions for them, but we’re also interested in making new acquisitions, “We feel that companies on the Stock Exchange and large unlisted companies have unreasonably highly valuations, not least because of tough competition and low interest rates. “Smaller companies with revenues of MSEK 100–350 are more reasonably valued, which is why we decided to look actively in this segment.

“We added two new companies to the Group during the financial year. “Nikkarit had revenue of MSEK 120 last year. They’re growing strongly in Sweden, and we believe there’s major potential to expand further in other countries. “The company specialises in both new construction and renovations, and we believe the time is right to move in now. Construction is at a low level, but we expect it to take off. “Hedson Technologies had revenue of MSEK 230 last year, and we believe there’s potential to grow both organically and through strategic supplementary acquisitions within the segments where they’re already operating. “Both companies are examples of companies that fit in extremely well with Mellby Gård Innovation och Tillväxt. Growth companies that despite their modest size are market leaders already.”

OTHER ACTIVITIES AT MELLBY GÅRD

INCREASED PRODUCTION THROUGH A FOCUS ON EFFICIENT RESOURCE UTILISATION

Petter Beckman, Inspektor

Jan-Olov Alfredsson, Trotting Trainer

“The focus during the financial year was on improving the output from production in the pig farming area,” says Petter Beckman, Inspector and responsible for running the farm. “The year was characterised by poor profitability, partly because of high feed costs and partly because of the low price of pork. “To face the future and utilise all resources as efficiently as possible, we’re working intensively to shorten lead times and to continuously review the cost level within our various activities. As one element of this work, we’re currently renovating a pig facility that was previously empty. The intention is to start rearing breeding sows for our own use, which will in due course result in lower costs and better results in pig production. During the year we also initiated a renovation project for agricultural buildings, which also includes stables, as well as the extension of the abattoir and equipment building. “Ahead of the new financial year, we can see light at the end of the tunnel with feed costs being generally lower combined with a strong increase in demand for Swedish pork.” The grounds are rich in game such as elk, deer, wild boar and birds. Regular hunting takes place on this land under Andreas Molin’s guidance. “At the turn of the year 2013/14, when storms Simone and Sven battered the country, the forests suffered some storm damage. This resulted in felling activities being 20 per cent higher than planned during the financial year,” concludes Petter Beckman.

HORSE BREEDING

“When it comes to horse breeding, we’ve had a number of successes during the year,” says Jan-Olov Alfredsson, who is Trotting Trainer and responsible for this area of operations at Mellby Gård. “Mellby Viking shattered the world record in the Harper Hanover race. The previous world record dated back to 2007 and was 1:13:4 over a distance of 3,160 metres. The world record now stands at 1:12:5. But it’s not just at the top that our horses have been performing. “We’re seeing things gradually become better and better from one year to the next in terms of breadth. “We’re now also investing strongly in the USA and had a number of successes there during the year. It’s positive that we’re seeing results, as this bodes well for the future. After all, these are long-term investments,” emphasises Jan-Olov Alfredsson.

INFO Mellby Gård Jordbruks AB runs a modern agricultural business involving pig and cattle production, forestry operations and horse breeding. Pig production is dominant, with the farm being one of the biggest pig producers in Skåne, rearing almost 16,000 slaughter pigs a year.

ERIKSBERG VILT & NATUR AB

BUILDING WORK FINALLY COMPLETED!

MD Per-Arne Olsson

“In terms of development, we’ve entered a new phase,” says Per-Arne Olsson, MD at Eriksberg. “We’ve finally finished building work and can focus on refining and developing the soft values. We’ve drawn up a list of activities for visitors, resulting in more than 100 different activities that people can try during their stay at or visit to Eriksberg. “One feature we’ve added this year to make our product especially attractive is the “Eriksberg on water” concept. We’ve gained a floating bonus in the form of the restaurant boat Sea Eagle, which was originally built for Melker Andersson and Grand Hotel in Stockholm. “It’s moored in Karlshamn, where it serves a natural function as a billboard, but above all it’s used for parties, conferences, wedding and other kinds of events. We also use it to transport guests from Karlshamn by sea to Eriksberg. This is very much in line with our decision to concentrate more on the private market and not to be so focused on corporate customers. But we are of course also working to encourage companies to organise their conferences and similar events with us. We’ve joined forces with Icehotel for that purpose and appointed a person to work for us on targeting the corporate side. “Game stocks at Eriksberg were boosted this year with some Père David’s deer, a process that’s taken almost four years to complete, with everything from convincing the authorities and obtaining the necessary permits. Now it’s all done, and on 26 September 19 animals arrived at Eriksberg. This is originally a Chinese species, one that’s extinct in the wild. “Bringing in wild animals from other countries is an enormous process, for example the Père David’s deer have to be held in a quarantined enclosure for at least one year before they’re released to join the other wild animals in the game park.

“The Père David’s deer represent an important element of Eriksberg’s conservation work. We’re helping to rescue an animal that once roamed free and hopefully is on the way to doing so once more. The new deer will also be an exciting, new attraction in the game park. “All in all, a great deal has happened at Eriksberg during the financial year. For example we’ve opened a farm shop, where the product range has been extended to include several new game products. The restaurant has started to serve a “dish of the day” that’s inspired by game. We’ve also introduced Afternoon Tea on Saturday afternoons, which has proven extremely popular. “This spring we were included in the White Guide and the summer season really was an all-time high,” concludes Per-Arne Olsson.

INFO With its nine hundred hectares, Eriksberg is one of Northern Europe’s biggest game reserves and enclosed nature reserve. A place where magnificent red and fallow deer, bison, wild boar and mouflon sheep roam freely. Through Rune Andersson/Mellby Gård AB, Eriksberg has developed to become a modern conference facility with a first class hotel and restaurants, with front row seats for the drama created by nature. For those with an interest in hunting, Eriksberg can offer both individuals and groups hunting experiences that are out of the ordinary. “On the animals’ terms!”

TRADE GROUPINGS

Mellby Gård AB Group

RETAIL

INDUSTRY

Flash > 90%

Cale Access > 90%

KappAhl 20,27%

Duni 29,99%

Smarteyes International > 90%

Feralco > 90% Hedson Technologies International > 90% Roxtec > 90%

AGRICULTURE-RELATED

CONSTRUCTION-RELATED

OTHER

BM Agri 38%

Nikkarit > 90%

Excalibur Värdepappersfond

Söderberg & Haak Maskin > 90%

Älvsbyhus 50%

StudentConsulting 30%

40% of capital, 51% of votes

FINANCIAL KEY RATIOS

Mellby Gård AB Group

Balance sheet, 30 June 2014. Amounts in MSEK.

Assets

Equity and liabilities

Intangible non-current assets 1,490 Tangible non-current assets 615 Financial non-current assets 2,381 Inventories 788 Current receivables 3,016 Cash, bank & investments 954

Equity 5,882 Provisions and minority interests 277 Liabilities to credit institutions 1,270 Liabilities to owners & associates 562 Other liabilities 1,253

TOTAL ASSETS 9,244

TOTAL EQUITY AND LIABILITIES

Key ratios, Mellby Gård AB

Board of Directors, Mellby Gård AB

EBITDA EBITA EBIT

Rune Andersson, Chairman Johan Andersson, CEO Hans Stråberg Gustav Andersson Erik Andersson Anders Bülow Orvar Magnusson, deputy

2012/2013 2013/2014 1 785 1,010 663 905 561 793

Restructuring took place during the year through the sale of subsidiaries to associated companies in order to better meet the strategic objective of the Mellby Gård AB Group. 1

EBITDA 2013/2014 (MSEK) 9

OTHER

849

1,010 785

600

200 0

747

2013/2014

800

845

400

74%

AGRICULTURE-RELATED

944

2012/2013

INDUSTRY

1000

2011/2012

RETAIL

12%

1200

126

2009/2010

CONSTRUCTION-RELATED

EBITDA (MSEK)

2010/2011

9,244

CALE ACCESS AB

CALE INVESTS IN FUTURE GROWTH “After a very tough 2012/2013, the financial year 2013/2014 was much better,” confirms Anton Kaya, MD of the Cale Group. “Sales increased by 13 per cent from MSEK 440 to 498, and the operating profit increased by 70 per cent from 21 to 36 million. The profit is still too low, but it’s moving in the right direction. “The financial year was characterised by continued investments in future growth. We’ve set up a subsidiary in Spain, Cale Parking Iberica, and we’ve already achieved an installed base there of around 500 machines. Our bridgehead in South East Asia (based in Malaysia, but covering the region) has been augmented by two employees, and a breakthrough in the form of major projects is just around the corner. We’ve continued our investments in new products. Some of these have been necessary to secure the com-

pany’s existence, such as the replacement of card readers in our machines when current certificates expire (own brand), or the production of a new mother card for the machines when too many components become obsolete. “Other product investments are more about supplementing our product range, reflecting market trends and making Cale future-proof, such as the development of a low-cost machine, CWT Basic, a “single space” machine for North America and the innovative “Parking by Cale” concept, which includes not only the other products mentioned, but also a back office system, mobile phone parking, monitoring and digital permits. With these products and services, Cale will, be offering a one-stop solution for the customer, something that doesn’t exist in the market today. “Parking by Cale” is currently in the launch phase, and we must now

MD Anton Kaya

INFO

make sure that we achieve a good return in the years ahead for all these investments. “Cale has more than 600 parking machines at present that are hired or leased to various customers in countries including Sweden, Spain, Canada, the USA, Poland and the UK. This is a new direction for the company, and the returns are very healthy. There is every reason to take the next step now and actively start to market this concept in all of our subsidiaries’ markets. “During the past financial year we’ve introduced significant price increases for our back office system, Cale WebOffice, as well as significantly reducing the purchase price for our machines. The focus now is on completing the products and projects described above, after which Cale will be well equipped to face the future,” concludes Anton Kaya.

The Cale Access Group, with its head office in Sweden and subsidiaries in Denmark, Norway, Germany, France, the UK, Spain, the USA and Canada, is a world-leading supplier of unmanned machines and systems for the collection and administration of fees, primarily in the field of parking. Cale’s products offer flexible, automated ticket systems combined with user-friendliness and a high level of security. The products, which are marketed primarily under the Cale name, deliver unstaffed payment in most environments. Cale has been part of the Mellby Gård family since 1997 – originally as a part of Bewator, but in 2004 the Bewator and Cale divisions were divided into two separate companies, and at the end of 2004 Cale became wholly owned by Mellby Gård. The company’s products are often part of a total concept, in which they deliver major service content with the aim of optimising customers’ operations. Cale offers the tools and the service that are needed in order to be secure in the management of functions such as fee collection, handling permits, finance, maintenance, operation and administration.

FERALCO AB

PLEASING TREND IN A TOUGH MARKET “The financial year 2013/14 was generally pleasing, with the company’s profit increasing compared with the previous year. During the financial year, the company extended its regional activities eastwards with the startup of Akferal in Turkey during autumn 2013, a joint venture partnership with the large local chemicals manufacturer Akkim. The combination of the industrial infrastructure that exists in Akkim with Feralco’s focus on water treatment chemicals creates an interesting platform to benefit from growth and the inherent opportunities in this exciting, expanding part of the world. The first success arrived when the company won the tender for Istanbul’s water treatment plant. “In our other markets, the general trend has remained strong, even if the efficiency and strength of customers and strong competition mean that we still have to identify new

approaches in the business. We must further improve the reach and effectiveness of our involvement in the market for water treatment chemicals in general and inorganic coagulants in particular. We can predict that there will probably have to be continued rationalisation measures in this product area, and we believe that the Feralco Group will be an important player in driving this process. “During the year we made a number of changes to the structure of company management. The aim is to create an even better focus on each business area, and this has also resulted in our being able to offer better personal opportunities for growth for the individuals concerned. All changes and appointments to new positions took place through internal recruitment. “If we look ahead, we’ll continue to focus on offering

Ludovic Huitorel, MD Feralco Europe

cost-effective quality products to our customers, who are mainly in the extremely important sector that has responsibility for providing clean drinking water and taking care of waste water. Both businesses are key components in the protection of health. “The conditions in the market remain challenging, but we’re in a good position to secure our position as one of the leading suppliers of these important chemicals. More than 100 million people are supplied with drinking water that has been treated by products from Feralco, including the inhabitants of major cities such as London, Paris and Madrid. Feralco is Europe’s second biggest manufacturer of coagulants for water treatment,” conclude Stephen Childs and Ludovic Huitorel.

Stephen Childs, MD Feralco Europe-North

INFO Feralco is one of Europe’s biggest producers of inorganic water treatment chemicals, mainly various kinds of aluminium and iron salts. The head office is in Helsingborg and the Group has subsidiaries in eight European countries. At the end of the financial year a new joint venture was launched in Turkey, with the aim of becoming a leading industry player in this region too. The company’s products are used for, among other things, supplies of drinking water for most of Europe’s major cities, and also in the treatment of waste water and in specialised industrial applications.

FLASH AB

FOCUS ON EVERYDAY FASHION FOR THE WOMAN IN THE PRIME OF LIFE “The business year 2013/2014 was an average year for Flash in terms of profits. There are many reasons for this,” points out MD Fredrik Johansson. “There are tasks in all areas of the business that need to be optimised and performed better. Our ambition is to return to previous years’ levels of profitability. “Our constant ambition to have the best retail locations means that we both opened and closed stores in Sweden during the year. There are already a small number of Flash stores in Finland, primarily in the Helsinki area, which continues to be our main market in Finland. The financial year also saw the first Danish Flash stores being opened. These are in the Greater Copenhagen area. In addition to our stores, there’s now also a Flash webshop in Sweden. This serves as both a sales channel and a marketing tool. “Just as before, Flash is in a competitive market with

plenty of alternatives for the customer. The alternatives have increased even more in recent years with the massive expansion in e-commerce. We’re continuing our work to focus on everyday fashion for the woman in the prime of life at competitive prices. Work is under way continuously to improve our range, in everything from the basic collection for everyday use to the fashion range for parties. “We learn a lot from our dialogue with our customers. Our understanding of their needs and expectation is growing constantly. Communication with customers takes place largely in our stores of course, but also via new channels such as the Flash webshop and Facebook. There’s also a lot of communication via the customer club, Flash Club, where customers receive fashion news, special offers, advance notice of campaigns and so on. “In a fashion company such as Flash, we’re working non-

MD Fredrik Johansson

INFO stop to improve what we offer our customers. It’s primarily about the collection and the product range. It’s about being able to offer everything the customer expects in relatively small retail spaces. At the right time. “Work has also continued during the year to offer the best customer service in the industry. To succeed with this, the aim is that Flash’s employees shall be able to spend as much of their working time as possible precisely on customer service. New systems were launched in the stores during the year, resulting in a significant reduction in administration, freeing up even more time for customer service. “Work to live up to and exceed customers’ expectations continues,” says Fredrik Johansson. “We have high hopes that the next financial year will bring an improvement in both revenue and profit.”

Flash offers colourful, basic, female clothing with a fashionable emphasis. The clothes are designed in house and sold in the company’s own stores, currently 79 in total. The target group is independent, active women who have passed the age of 30, are young at heart and care about their appearance. At Flash they find clothes for all occasions, for everyday use and for parties. The company’s mission is to create clothes that are both attractive and functional. They must also be of good quality and attractively priced. The company was founded in 1968 by the Sverdrup family and has been part of the Mellby Gård Group since 2003. Some twenty people work at head office in Lund on marketing, purchasing, design and warehousing. The garments, of Swedish design, are manufactured primarily in the Far East.

ROXTEC AB

CONTINUED HEALTHY EXPANSION “We’re extremely satisfied with the results from the last year. We’ve grown by 30 per cent and most of this, 24 per cent, comprises organic growth,” says MD Mikael Helmerson. “The rest is due to our acquiring our distributors in Norway and Russia at the end of last year. The integration of these businesses was an important feature of our work during the year. We’ve also started up a new sales company in Turkey. “It’s interesting to note that China ended up as our biggest market at the end of last year. “The biggest successes in recent years have been in the Marine and Offshore market, where underlying growth laid foundations on which we continue to grow. “To provide other parts of the business with the right conditions to grow, during the year we also launched a

major reorganisation, which involved dividing the business into three business areas. “In addition to Marin & Offshore, we now also have the Landbased and OEM & Telecom business areas. “One new product launched during the year is an underground solution. A product designed for use where cables enter buildings below ground level. This is an example of our product development, which is ingoing and naturally enhances and extends our offering. “The Board took a decision this spring to build a new materials laboratory. This is in full swing and we expect it to be completed within a few months. “The future still looks very bright. We have tremendous potential that is still to be realised. Not only are there lots of markets where we don’t yet have a presence, but we’re also

MD Mikael Helmerson

INFO

seeing plenty of new areas of application for our products. “It’s also evident that underlying growth is needed if we’re to be able to continue to expand at our current rate. The significant fall in oil prices that we’ve seen in recent months brings a risk that the market will stagnate towards the spring. “Last year we launched a new software program, Roxtec Transit Designer, to help engineers all over the world to plan and design their penetrations easily. It provides them with effective access to our know-how and various possible solutions. “At present we have more than 5,000 registered users around the globe,” concludes a satisfied Mikael Helmerson.

Since the beginning in 1990, Roxtec has consistently and in a targeted way developed and marketed secure, flexible seal solutions for cable and pipe penetrations in demanding applications. It is above all flexibility and simplicity that characterise Roxtec, both as a supplier and a product. With the Multidiameter™ invention, which is based on adaptable sealing modules with removable layers, Roxtec has set a new standard for the opportunities to create seals around cables and pipes of different materials and in different dimensions. Roxtec has solved the problem in a smart, cost-efficient way that has been significant for owners, designers and fitters in a number of industries all over the world. The company’s customers are in sectors such as shipbuilding, oil and gas, process industry, energy, construction, telecoms and manufacturing industry. Roxtec has 22 subsidiaries all over the world, and supplies peace of mind in more than 70 markets by creating secure working and living environments, protecting equipment and investments, guaranteeing long-term reliability in various installations and contributing to efficient processes and lower total costs.

SMART EYES INTERNATIONAL AB

WE’VE ONLY JUST BEGUN! “The past year was the best in Smarteyes’ history,” reports company MD Fredrik Wistrand. “We made tremendous progress in all of our markets, especially in Sweden, both financially and organisationally. We also launched operations in a new country during the financial year, and now have three stores in Denmark. “We’ve done a lot of work internally to be able to deal with the fact that we’re moving from being a small company where everyone knows everyone else to become an organisation in which every single person has to take care of his or her part of the project, with everything resulting in interaction that benefits both customers and personnel. To help us on our journey towards our vision, “We provide fashion

eyewear for everyone”, we work a lot on our values, which summarise what we believe in and describe how we treat one another and the world around us. This is a necessity as we make the shift from little company to big organisation. “In Germany we’ve reinforced the German team, and the experience and competence that have been added made their mark in the form of good progress in the tough German market. “Competition has seen fairly major changes since we first entered the Swedish market. The opticians industry used to be something of a guild, where they didn’t work with discounts or special offers, and any advertising that did exist was based on simply telling people that they were there.

MD Fredrik Wistrand

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“Now it’s more and more about special offers and drawing the customer into the store. This has seen competition becoming tougher, with more and more money being spent on marketing. During the year we ran a very successful marketing campaign, which included Danny Saucedo and Izabella Scorupco as poster names and our faces to the world, including in TV advertising campaigns. “We’ve now laid the foundations for being able to continue our expansion, and 2014/15 will once more be a record-breaking year. Both here in Sweden and in the other countries where we’re operating, We’ve only just begun,” concludes Fredrik Wistrand.

The Smarteyes chain of optical retailers is a real newcomer in the industry, with the objective of being the H&M of the optical industry. Smarteyes’ ambition is to offer glasses with a high fashion value at attractive prices without compromising quality and service. The frames are designed in Sweden and reflect the latest changes and trends. Smarteyes’ target group is fashionconscious people, and they are investing in stores with a modern design that are bright and pleasant. The company has reversed the traditional approach, in which a low basic price is often quoted with additional options for each customer, often resulting in a pair of glasses becoming extremely expensive. At Smarteyes the customer always knows in advance how much he or she will be paying. Two price levels are applied for the clear glasses offered: one for single vision and one for progressive – regardless of sight impairment and choice of frame. The aim is also to take Smarteyes’ business model and concept into the international market. The first step was to move into the German and Danish markets, and expansion will continue into more countries.

SÖDERBERG & HAAK MASKIN AB

NEXT MAJOR UPTURN DELAYED, BUT IT’LL COME! “The falls in the market we experienced last year haven’t been reversed,” says Thomas Svensson, MD at Söderberg & Haak. “But in terms of revenue we’re on a par with last year, and we’ve improved the profit a touch. We were concerned about a continued fall in profitability, but that trend’s been stopped. This was achieved within the company through very good work on the part of our employees, who worked consistently to monitor our trading margins and have at the same time achieved better control over the cost element. We’ve also worked more on purchasing, taking an in-depth look at the various product ranges. “In terms of competition, we’ve found ourselves in a situation in which marketing initiatives always have to be carried out in close collaboration with our suppliers. “We can see investment needs starting to emerge among our customers for the future. Demand is showing signs of rising once more, above all on the animal side, even

though the negative trend in the price of milk is having a damping effect at the moment. As far as crop cultivation is concerned, it’s still a case of caution and waiting. Grain production is performing well all over the world, which means lower prices and consequently caution when it comes to investment. It can also be confirmed that we’ve seen a degree of saturation after 20 years of continuous investments in machinery. “Demand for contracting machinery was cautious during the business year, but we’re seeing the first signs of activity in the market, which should benefit us. There are investments in infrastructure projects that are now getting under way, and in the longer term it’s likely that residential construction will also start moving once more. Of course all of these factor, like various political signals and decisions, affect the market,” emphasises Thomas Svensson. “To summarise, we don’t foresee any major potential

MD Thomas Svensson

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changes in the next year, the market’s neither bullish nor bearish. We can look forward to something of an upturn on the contracting side when it comes to combine harvesters. Historically, the agricultural machinery market has been stable, at a more even level than the market for contracting machines, for example. “Other events from the past financial year include intensive work to complete our new business system. Development work is now almost complete, and it will be taken into use during winter 2014. Another significant change in future will be that Rune Andersson, who has been Chairman since Mellby Gård acquired the company almost 20 years ago, will pass on the chairman’s gavel this autumn to his son Erik. Erik Andersson is 42 years old and has for a number of years held Board positions in several Mellby Gård companies, including Söderberg & Haak.

Söderberg & Haak is Sweden’s leading privately-owned import company for machines for agriculture, industry and machine contractors. The company started life as an iron and steel wholesaler in 1866, and about 30 years later a separate company was formed for machines. This was the origin of Söderberg & Haak Maskin AB, which celebrated its centenary in 1998. The company is a distributor and provider of support for the New Holland, Case IH, Krone, JCB and Amazone brands. The resellers are 50 or so private, independent entrepreneurs in Sweden, from Råneå in the north to Ystad in the south, offering the various customer categories full-scale sales, service and spare parts supplies. Söderberg & Haak Maskin AB has been a part of the Mellby Gård Group since 1995. The company’s role in a value chain leading from international manufacturers to private resellers and end customers involves taking care of those functions that are managed most rationally and cost-efficiently in the S&H process, e.g. logistics, financing, warehousing, marketing, training, etc.

EXCALIBUR VÄRDEPAPPERSFOND AB

STABILITY AND A LONG-TERM APPROACH ARE OUR KEYWORDS “This is a fund with a focus on targeted, long-term management based on thorough analysis. For us, it’s not about making a quick buck, but about securing the value of capital and generating a stable return over time,” says Thomas Pohjanen, who is the fund manager together with Björn Suurwee. “We can earn money in both rising and falling markets, as we operate with more liberal investment rules. This is one of the things that sets us apart from regular investment funds. Since it began in 2001, the fund has never had a negative year, with annual returns of between 2 and 12 per cent. The average return since the beginning is 6.1 per cent, and since the financial crisis broke out in 2008 it’s been 6.4 per cent. “Our objective is to achieve a good absolute return over time for investors by means of active management of inter-

est-bearing financial instruments, above all in the Swedish and major international markets,” says Thomas Pohjanen “The aim of an absolute return target is to achieve a return independently of price trends in the interest rate, stock, currency and commodities markets. “Our target group essentially consists of foundations and other institutional investors, but we did receive quite a lot of publicity in recent years, among other things being named Hedge Fund of the Year 2009, 2010 and 2013 by the financial magazine Privata Affärer. This is attracting a great deal more interest from private individuals as well, which is why we’re now on Avanza and Nordnet, where people can also invest in the fund for smaller amounts (minimum SEK 25,000). “We’re confident about the future and intend to continue with the current investment approach for the foreseeable

MD Thomas Pohjanen

INFO future. This means that we only operate in the most liquid markets, with strict demands in terms of creditworthiness and risk control. We believe that the opportunities for a continued, sound, risk-adjusted return on an annual basis in this fund are good. “To help us meet the challenges of the future, as of 1 July we gained a new employee in Mikael Friberg. Mikael joins us from Electrolux, where he’s been working for the last ten years, for the last three years as Group Treasurer. Before that, his background includes SCA, Nordea and the Swedish National Bank, with a total of 25 years’ experience in financial activities. Mikael will be a partner, involved in much of the business, focusing primarily on investor relations and business development,” concludes Thomas Pohjanen.

Excalibur is a special fund set up under the Swedish Act (2004:46) on Investment Funds, focusing on the interest rate and currency markets. The fund is managed by Excalibur Värdepappersfond AB. The Excalibur Fund started as a Swedish special fund on 1 April 2001. The fund aims to secure the value of capital and to deliver a stable return based on a thorough analysis of basic economic factors.

ÄLVSBYHUS AB

POSITIVE TREND – IN SWEDEN “We’ve seen a positive trend this year,” says Kent Johansson, MD of Älvsbyhus, “at least in terms of the Swedish domestic market. By contrast, the word “crisis” and Finland go hand in hand just now. “Our neighbours are finding it difficult at the moment, and this is also having a big impact on our industry. What used to be a stable figure of 11,000 houses a year will essentially be halved during 2014. “Our Finnish factory has only been running three days a week for about a year, but thanks to Finnish redundancy rules we’ve nevertheless been able to retain our skilled staff. We’re trying to strengthen our market share in what is currently a weak Finnish market by means of new products and active marketing.

“The Norwegian market remains stable at a total of around 8,000 small houses a year, regardless of the economic situation. We see potential for improvement here, and we’re working internally to identify what we can do to achieve a bigger market share. “The really pleasing aspect is the Swedish market, which has bottomed out and we’re seeing a real upturn of 25 per cent since the previous year. Converted into houses, it means that we expect to be able to sell almost 500 houses this year and expect to continue to be the market leader with a market share of around ten per cent. “As far as marketing is concerned, during the year we moved into Husknuten in Gothenburg, a permanent exhibition with 26 display houses. Things are already going well

MD Kent Johansson

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for us on the west coast, and of course we hope to bring in even more orders once we have a display house in place at Husknuten. We’ve also built a display house in Växjö to raise our profile in Småland. “All in all, we expect production this year to be slightly lower because of poor order input in Finland. But things do look better in the longer term. We’ve already produced our production plans for the first half of 2015 and will be increasing production in Älvsbyn from five to seven houses a week. This represent an additional figure of around 100 houses. To manage this, the workforce has been augmented by another three people, and more may be needed in future,” concludes Kent Johansson.

Älvsbyhus AB’s business concept is to build high-quality prefabricated, cellarless wooden houses on 1–1.5 floors at the lowest price in the market. This means that they assume responsibility for the whole construction process, from foundations to a house that is ready to move into. They achieve this by having both in-house staff and a group of regular contractors. Älvsbyhus has always had its own sawmill, which means that they are self-sufficient in most respects. The company’s market is in Sweden, Finland and Norway, with forty or so resellers in those three countries. As an individual brand, Älvsbyhus is believed to be the biggest in Scandinavia, with a production level of around 800 houses in 2013 and 2014. Älvsbyhus is a family firm that was founded in 1944 by Göran Johansson (grandfather of current MD Kent Johansson) and his best friend Gunnar Johansson. Initially it was a pure joinery business, but in 1960 it set up the house production business that is still being run to this day. Since the mid-1990s the company has been owned through companies in equal shares by the Johansson and Andersson families, i.e. for the Andersson family through Mellby Gård.

BM AGRI AB

ACQUISITIONS DOUBLED THE BUSINESS “2013 was a good year for harvests globally, resulting in lower prices than the previous year. So during 2013 we traded in higher volumes, but these volume increases weren’t reflected in the revenue figure,” says Matilda von Rosen, MD of BM Agri. “The rapeseed harvest was also poorer than usual in Central Sweden, so this part of the business produced lower revenue during the year. “As far as fertiliser is concerned, the company imported higher volumes than before during the financial year. The fertiliser market generated more and bigger transactions than previous years. However, the troubles in Ukraine added another complex dimension, as fertiliser is traded from Russian factories. “The major event during the financial year was that BM Agri acquired the assets and liabilities of a colleague

in the industry, Söderslätts Spannmålsgrupp. This meant that in one fell swoop we doubled in size and now have a number of new customers. Absolut Vodka in Åhus, to name one of the better known. “This acquisition represents a very good reinforcement for the company. Not least in terms of cereal exports, we feel that we’ve now gained important reinforcements and from now on we possess genuine expert competence in this field as well. “Integration is currently under way between the companies, meaning among other things that we now have two new offices. Not only Alnarp in Skåne, but also at Vreta Kloster. The acquisition gives us more muscle, and we’re now the third biggest alternative in Sweden when it comes to cereal, rapeseed and fertilisers, after Lantmännen and Svenska Foder.

MD Matilda von Rosen

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“We’re now focusing on integrating the businesses and launching a good export service on the continent, especially to Northern Europe, and in future securing and earning our position as the third biggest alternative. “The future’s incredibly exciting, and one of the solid measures I can point to is the fact that we’re further developing a specially built IT system, which we expect to improve and facilitate activities for both us and our customers. “Söderslätts Spannmålsgrupp and BM Agri have a shared view of how to change and improve cereal transactions in Sweden. This is why it felt absolutely right when the owners of Söderslätts Spannmålsgrupp wanted to sell us the assets and liabilities in their company. We hope that both the old owners of Söderslätts Spannmålsgrupp and farmers in Sweden will feel that this was a step in the right direction,” concludes Matilda von Rosen

BM Agri AB is a private operator with national coverage in the cereal and oilseed market that aims to give the grower the highest possible price and the industrial customer a competitive price while maintaining the traceability of each batch. This is done by working in close collaboration to market the grower’s harvest directly to industrial customers on wholesale market terms. BM Agri identifies the best price options, after which the grower is engaged and assumes responsibility for work on guaranteeing the quality of batches sold. BM Agri also trades in fertiliser and sells to growers. The fertiliser is bought partly in Sweden and partly via the company’s own imports, primarily from Russia and Poland. Within these three segments – cereals, oilseed and fertiliser – BM Agri is striving to be an operator that not only offers competitive value for money, but is also an innovative, flexible, responsive, simple and reliable business partner.

STUDENTCONSULTING AB

LEADING EMPLOYMENT PARTNER FOR YOUNG PERSONNEL “During 2013 we became Sweden’s biggest private employment agency for young people, but unfortunately at three days’ notice the Swedish Public Employment Service terminated all agreements with private operators (in the field of job coaching),” says Tobias Lindfors, CEO/MD of StudentConsulting. “This unexpected announcement meant that we had to sack 130 employees and were hit with redundancy costs of SEK 30 million. All of the costs were incurred during 2013, which produced the first negative result in the company’s history. With these measures and good performance in the business during 2014, this result has been turned around to a positive EBITDA figure of around 4 per cent. “During the year we passed Poolia in terms of size and we’re now number 9 in Sweden, and we also increased the

proportion of professional volumes, or white-collar staff, to 55 per cent, compared with 45 per cent blue-collar. “The plan for the future is to be the leading employment partner for young employees in Scandinavia. It’s about helping our customers to make increased, profitable growth possible. While at the same time helping our candidates to have a greater opportunity for the right job. It’s a real win/win situation. “Being an employment partner means that we’re the ideal complement to our customers’ own personnel and can help with flexible staffing, as well as providing personnel of the future in the form of recruitments. We can also help in connection with conversion, and also with contracting if required. All in all, through these services we contribute toward increased, profitable growth for our customers. “Many companies in Sweden find that more than 50 per

MD Tobias Lindfors

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cent of costs relate to personnel. So it’s important to have the best possible employment partner. The four pillars on which we rest – Staffing, Recruitment, Conversion and Contracting – are the key to our being able to increase our customers’ profitability. “This industry has moved from emergency staffing during the 1990s to now being more about strategic staffing and partnership. There are many customers who now recognise the need to have a good employment partner. Which we are, thanks to our employment network consists of 2,500 customers, 250 colleagues and 40,000–50,000 job applications per month. A network that has so far created more than 9,500 jobs in the last year, working from 46 offices and 108 assignment locations throughout Scandinavia,” concludes Tobias Lindfors.

StudentConsulting works in the fields of Staffing, Recruitment, Conversion and Contracting, specialising in students, academics and young professionals, and has created more than 9,500 jobs over the last year. The company was founded in Luleå in 1997 by a couple of students. We operate with four different products: Staffing, Recruitment, Conversion and Contracting, within the niches area of students, academic and young professionals. The above four products are the key to our being able to increase our customers’ profitability. The Group’s focus is on being the leading employment partner for young employees in Scandinavia. StudentConsulting’s employment network consists of 500 customers, 250 colleagues and 40,000-50,000 job applications. We work from 46 offices and 108 assignment locations all over Scandinavia.

DUNI AB

A FOCUS ON THE CUSTOMER “Food, drink and meals are golden opportunities for people to gather and enjoy one another’s company. Such occasions are where Duni finds its natural context,” says Thomas Gustafsson, MD and CEO. “Through high material quality, design and smart packaging solutions, it’s Duni’s aim to help create the perfect feeling – and we put a name to this feeling. We call it Goodfoodmood.” During 2014, Duni focused on the customer. A new organisation was launched on 1 January, with the purpose of creating profitable growth. Duni has very strong market positions in the traditional restaurant market in Europe. Growth in this market has, however, been low, while at the same time other segments are growing rapidly, such as fast food, cafés and takeaways. There are also many geographical markets outside Europe that are showing double-digit annual growth.

To make even better use of the opportunities for growth in these rapidly expanding markets, the Professional business area was divided into three business areas: • Table Top, whose market is the traditional restaurants, primarily in Europe. • Meal Service, with a focus on the expanding fast-food segments in Europe. • New Markets, which operates in rapidly expanding markets outside Europe. By being experts about their customers and focusing on the customer’s needs, all of these business areas have succeeded in growing and gaining market shares. June 2014 saw the acquisition of the German company Paper+Design, which has a strong position in the premium segment for designed serviettes for the consumer market.

MD Thomas Gustafsson

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These products are mainly produced in-house and sold to consumers via specialist retail outlets such as garden centres, flower shops and interior design stores. About 60 per cent of sales go to export in more than ten markets. Paper+Design has turnover of around MSEK 340. During the year, the unofficial European Championship for chefs – Bocuse d’Or – was held in Stockholm. As main sponsor, Duni’s brand was exposed to people with a genuine interest in food and serving. Duni was able to show off its most beautiful products to Europe’s gourmand elite. “A successful sponsorship, where the icing on the cake was the attractive tabletop in the Blue Hall, where Lars Wallin was responsible for decoration and Duni’s premium products Evolin and Elegance helped to create a Goodfoodmood for the grand gala dinner,” says Thomas Gustafsson.

Duni is a leading supplier of attractive, functional products for tabletop and takeaway. The Duni brand is marketed in more than 40 markets and is a market leader in Central and Northern Europe. The Group is listed on the Nasdaq OMX exchange in Stockholm. Duni has around 2,100 employees in 18 countries, a head office in Malmö and production facilities in Sweden, Germany and Poland. Since 1 January 2014, the company has been divided into five business areas: Table Top offers concepts and products primarily for hotels, restaurants and catering. Meal Service offers concepts for meal packaging and serving products, for example takeaways, fresh ready meals and catering. Consumer offers consumer products for the retail sector. New Markets offers Duni’s concepts with a focus on new markets outside Europe. Materials & Services consists of those elements that do not fall under the other business areas.

KAPPAHL AB

A GOOD YEAR Fashion chain KappAhl delivered a good year, in line with its ambition to achieve an operating margin of ten per cent within a few years. With a more stable, more efficient business, they achieved a vastly improved operating profit, a stronger gross margin and an improved equity ratio. KappAhl’s MD and CEO reports: “The most important thing this year was our extensive work on enhancing the KappAhl brand – so that we hit the bull’s eye with our customers and adapt to the trends and customer behaviour we identify. The clearest example is the way we got to grips with the product range and the new retail concept, which is our biggest-ever initiative and will start to be rolled out in autumn 2014. It goes under the name “For You”, which embodies everything we want to stand for in our customers’ eyes.

“The customer now buys his or her clothes nearer to the point of use than before, hence an internal focus on having the right goods in store at the right time. We’ve streamlined the product range and packaged the fashion we believe in into clear concepts. We’ve also invested fully in individual garments with sales potential, which was one reason why, for example, the lightweight down jacket was one of this year’s biggest sellers. We must sharpen up this ability even more. Unexpected initiatives, such as the Fifty Shades of Grey underwear collection, were received positively, and we’ll be offering more of this in future. “We’re working continuously to expand in existing markets and Shop Online. Establishing KappAhl in new markets will be on the agenda once we’ve achieved our goal of an operating margin of ten per cent. We’re well on the way.

MD Johan Åberg “A sustainable approach is important for continued success. KappAhl is strong in its work on sustainability, although at the same time we’re well aware that there’s still much to do. We’ve therefore set some new, ambitious goals. Two examples are that all cotton at KappAhl shall be produced sustainably and that all energy shall come from renewable sources by the year 2020. Another example is that we’ll be launching textile collection facilities in our stores, starting in Sweden in January 2015. “KappAhl also has high ambitions looking ahead. We shall continue to deliver fashion that attracts our most important customer, the woman in the prime of life. We have plenty left to do, and we’re doing it from a position that’s stronger than it has been for a long time. This means I’m looking forward to the year ahead,” concludes Johan Åberg.

INFO KappAhl, founded in 1953, is one of the Nordic region’s leading fashion chains, with almost 400 stores in Sweden, Norway, Finland and Poland, as well as Shop Online. KappAhl offers value-for-money fashion in its own designs for many people – women, men and children – with a special focus on women in the prime of life. 19% of the product range bears the sustainability label. In 2013/2014, revenue was SEK 4.7 billion and the number of employees approximately 4,000. KappAhl is listed on Nasdaq OMX Stockholm. For more information, please visit www.kappahl.com.

CORPORATE SOCIAL RESPONSIBILITY

AID ORGANISATIONS DO AMAZING WORK Mellby Gård has long been deeply involved in the activities of various aid organisations and offers long-term support to a number of organisations. We have chosen to become a little more involved in some than others. The aid organisation Hand in Hand has long been the one given most support by Mellby Gård. During the year, the Group’s involvement has developed such that the organisations known as The Hunger Project and Project Playground have been added to the aid organisations given the highest priority.

HAND IN HAND

Their method of combating poverty is to help poor people to help themselves. They do this by educating and training women to become entrepreneurs and then, sometimes with the aid of micro loans, to help them set up their own company. As family income increases, parents allow their children to stop work and go to school.

OTHER ORGANISATIONS WE SUPPORT:

• Barn är Oslagbara [Kids are Unbeatable] • BRIS [Children’s Rights in Society] • Cancer- och Allergifonden [Cancer and Allergy Fund] • Swedish Cancer Society • Ett Narkotikafritt Sverige [A Drug-Free Sweden] • The Swedish Brain Foundation/Cluster headaches • Missing People • Momenta • Riksförbundet Hem och Skola [National Home and School Association] • Save the Children • Rökfri Ungdom [Non-Smoking Young People] • Ungdom mot våld [Young People against Violence] • Våga börja prata [Dare to Start Talking]

Founded in 2010, a non-profit-making aid organisation that works to help vulnerable children and young people in the townships around Cape Town, South Africa, by giving them meaningful leisure time.

THE HUNGER PROJECT

The Hunger Project abolishes hunger and poverty by encouraging local entrepreneurship. This produces lasting results and genuine faith in the future.

Production: Grafix Konsult AB, Malmö

PROJECT PLAYGROUND

CONTACT LIST BM AGRI AB Skaraborgsgatan 64 SE-532 37 Skara Tel +46 (0)10-221 69 20 Fax +46 (0)322-120 12 info@bmagri.se www.bmagri.se

EXCALIBUR VÄRDEPAPPERSFOND AB Birger Jarlsgatan 15, 2 tr SE-111 45 Stockholm Tel +46 (0)8-599 295 10 Fax +46 (0)8-599 295 20 admin@excalfond.se www.excalfond.se

KAPPAHL AB Box 303 SE-431 24 Mölndal Visiting address: Idrottsvägen 14 Tel +46 (0)31-771 55 00 Fax +46 (0)31-771 58 15 info_se@kappahl.com www.kappahl.com

STUDENTCONSULTING AB Box 5832 SE-102 48 Stockholm Visiting address: Sveavägen 168 Tel +46 (0)20-360 370 Fax +46 (0)8-21 85 55 info@studentconsulting.se www.studentconsulting.se

CALE ACCESS AB Box 1031 SE-164 21 Kista Visiting address: Borgarfjordsgatan 7 Tel +46 (0)8-799 37 00 Fax +46 (0)8-799 37 99 info@cale.se www.cale.se

FERALCO AB Berga Allé 1 SE-254 52 Helsingborg Tel +46 (0)42-24 00 70 Fax +46 (0)42-24 00 90 info@feralco.com www.feralco.com

NIKKARIT AB Hyvelgatan 16 SE-741 71 Kvista Tel +46 (0)18-34 50 40 info@nikkarit.com www.nikkarit.com

SÖDERBERG & HAAK MASKIN AB Box 504 SE-245 25 Staffanstorp Visiting address: Industrivägen 2 Tel +46 (0)46-25 92 00 Fax +46 (0)46-25 01 39 mail@sodhaak.se www.sodhaak.se

DUNI AB Box 237 SE-201 22 Malmö Visiting address: Ubåtshallen, Östra Varvsgatan 9 A Tel +46 (0)40-10 62 00 Fax +46 (0)40-39 66 30 info@duni.com www.duni.se

FLASH AB Fältspatvägen 1b SE-224 78 Lund Tel +46 (0)46-12 43 40 Fax +46 (0)46-211 94 30 info@flashab.se www.flashwoman.se

ROXTEC AB Box 540 SE-371 23 Karlskrona Visiting address: Rombvägen 2 Tel +46 (0)455-36 67 00 Fax +46 (0)455-820 12 info@roxtec.com www.roxtec.com

ÄLVSBYHUS AB Ställverksvägen 6 SE-942 81 Älvsbyn Tel +46 (0)929-162 00 Fax +46 (0)929-162 99 info@alvsbyhus.se www.alvsbyhus.se

ERIKSBERG VILT & NATUR AB Guöviksvägen 353 SE-374 96 Trensum Tel +46 (0)454-56 43 00 Fax +46 (0)454-56 43 99 info@eriksberg.nu www.eriksberg.nu

HEDSON TECHNOLOGIES INTERNATIONAL AB Hammarvägen 4 SE-232 37 Arlöv Tel +46 (0)40-53 42 00 Fax +46 (0)40-43 29 01 info@hedsontechnologies.se www.hedsontechnologies.se

SMART EYES INTERNATIONAL AB Vallgatan 38 SE-411 16 Göteborg Tel +46 (0)31-725 76 00 Fax +46 (0)31-711 45 75 info@smarteyes.se www.smarteyes.se

MELLBY GÅRD AB* Box 5322 SE-200 72 Malmö Visiting address: Ribersborgsvägen 17 Tel +46 (0)40-98 77 00 Fax +46 (0)40-98 77 09 mail@mellby-gaard.se www.mellby-gaard.se

We will be moving during February 2015. See www.mellby-gaard.se for our new address.