18 Apr 2011 07:00
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NetDimensions (Holdings) Limited
("NetDimensions", the "Group" or the "Company")
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Preliminary Results for the year ended 31 December 2010
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NetDimensions (AIM: NETD), a provider of performance, knowledge and learning management systems, announces its Preliminary Results for the year ended 31 December 2010.
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Financial Highlights
Β·; Revenues up 22% to US$8.3M (2009: US$6.8M)
Β·; Pre-tax profit of US$0.1M* (2009: US$0.7M)
Β·; Cash balances of US$6.0M (2009: US$7.4M) despite$1.9M of acquisition related expenses
Β·; Revenue from new clients contributing 21% of the total revenue
Β·; Deferred income up 21% to US$3.5M (2009: US$2.9M) indicates strong revenue pipeline in 2011
Β·; Set up US$1.3m credit facility with Citibank HK
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* Pre-tax profit of $0.1M is after charging $0.1M exchange loss, $0.1M acquisition amortisation expense and $0.4M of one off costs related to acquisition and settlement of patent infringement claim
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Operational Highlights
Β·; Acquired client business line from UK reseller
Β·; Acquired US custom content developer to extend US footprint
Β·; Formed wholly foreign owned enterprise in Shanghai
Β·; 106 new clients added
Β·; Four major product upgrades and deployment of new mobile learning system (mEKP)
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Roger Durn, Chairman of NetDimensions, commented: "We have built a stronger business and distribution model around the world in 2010 and we will continue to explore new markets to expand our global growth. This growth is expected to be strengthened by identifying further acquisitions candidates, funded by our current strong cash position and improved positive cash flows from the existing business.
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We continue to focus on employee and extended enterprise training and performance support applications, mostly for clients in highly regulated and compliance driven industries.
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The recent political unrest in the Middle East and natural disasters in Japan at the beginning of the year may affect the investment mood of some clients but we believe that this will be outweighed by recent positive economic indicators in most of the industrialised nations, thereby leading to enhanced growth potential for our business. The Company's 2011 first quarter trading results were in line with management's growth expectations."
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A full set of the annual report and accounts will be sent to shareholders and will also be available on the company website at: www.netdimensions.com
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Enquiries:
NetDimensions Β | Jay Shaw Clarence Wu Β | +852 2122 4500 investor-relations@netdimensions.com Β |
Arden Partners plc (Nomad & Broker) Β | Adrian Trimmings Jamie Cameron | +44 (0) 20 7614 5900 Β |
Walbrook PR Limited Β Β | Bob Huxford Β Fiona Henson Β | +44 (0) 20 7933 8783 bob@walbrookpr.com +44 (0) 20 7933 8795 fiona.henson@walbrookpr.com |
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CHAIRMAN'S STATEMENT
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Financial Summary
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I am pleased to report on the financial results for NetDimensions for the year ended 31 December 2010. During the year, the Company focused on strategic geographic expansion that led to strong sales growth of 22% to US$8.3M (2009: US$6.8M) despite the US still being in the midst of economic recovery and the continuing financial crisis in Europe.
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We continued with our growth strategy, which included the purchase of a client business line from one of our UK resellers followed by enhancing the NetDimensions operation in the UK to support the increase in the client base. At the end of 2010, we also acquired a US custom content developer to strengthen our US footprint; and formed a wholly foreign owned enterprise (WFOE) in Shanghai. If we included the full year contribution of the two acquisitions, our 2010 pro-forma revenue would have been US$9.3M.
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In 2010, we added 106 new clients through our reseller channel and direct sales effort, which together made up almost 21% of invoiced sales. The Europe, Middle East and Africa (EMEA) region was still our biggest market with 53% of total sales, North America (Canada, USA and the Caribbean) represented 30% of sales and the rest of the world made up the rest at 17%. All three regions recorded around 20% growth. The Company saw license sales increase by 34%, professional services by 66% and support & maintenance by 25%. Hosting sales were flat, mainly due to EMEA clients' preference in license purchases.
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The Company recorded US$0.1M of profit before tax after a US$0.1M unfavourable exchange loss and US$0.1M in acquisition related amortisation. In addition, the profit reflected the Company's aggressive approach to strengthening our infrastructure to prepare for future sales growth. Profit was also impacted by US$0.4M of non-capitalised acquisition expenses, settlement of patent infringement litigation in the US and fees and related costs for a Japanese market penetration study.
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The Company maintained a strong cash position after spending US$1.9M on acquisitions and related one-time expenses, with cash balances of US$6.0M (2009: US$7.4M) and no borrowing. The Company was successful in setting up a US$1.3M credit facility with Citibank HK supported by US$0.5M pledged deposit. This credit line is not currently drawn down but will help build a credit rating to enable the Company to finance future growth in part by the use of debt instead of cash should the Board so decide.
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The Board does not recommend payment of a dividend at this stage. It remains the Board's intention to pay dividends in the future with surplus funds to be reinvested to support the continued growth of the Company.
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Operational Review
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In 2010, NetDimensions invested heavily in product development and various engineering improvement programs that resulted in four major product upgrades during the year and the deployment of the new mEKP system, a mobile learning management system on a flash drive with strong security protection. We expect these developments to make an impact over time and enhance the Company's product usage.
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As a software provider, NetDimensions traditionally has not benefited from a substantial degree of professional services revenue on its product offerings. During the year, we started to regionalise our own professional services capacity in line with our expanded geographic footprint and start to build a solid infrastructure which can offer new services and real time customer support to clients. All these operational efforts should improve the Company's market position and improve top-line revenue growth.
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Outlook
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NetDimensions built a stronger business and distribution model around the world in 2010 and we will continue to explore new markets to expand our global growth. This growth is expected to be strengthened by identifying further acquisitions candidates, funded by our current strong cash position and improved positive cash flows from the existing business.
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We continue to focus on employee and extended enterprise training and performance support applications, mostly for clients in highly regulated and compliance driven industries.
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The recent political unrest in the Middle East and natural disasters in Japan at the beginning of the year may affect the investment mood of some clients but we believe that this will be outweighed by recent positive economic indicators in most of the industrialised nations, thereby leading to enhanced growth potential for our business. The Company's 2011 first quarter trading results were in line with management's growth expectations.
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Roger Philip Edward Durn
Chairman
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18 April 2011
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ConsolidatedΒ IncomeStatement
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ForΒ the yearΒ ended 31December 2010
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Β | Β Β Notes | 2010 US$ | Β | 2009 US$ |
Β Revenue | Β 4&9 | Β 8,257,601 | Β | Β 6,839,795 |
Β Cost of sales | Β | Β (637,313) | Β | Β (561,001) |
Β Gross profit | Β | Β 7,620,288 | Β | Β 6,278,794 |
Β Administrative expenses | Β | Β (7,365,729) | Β | Β (5,586,308) |
Β Operating profit | Β | Β 254,559 | Β | Β 692,486 |
Β Net finance Β (costs)/gains | Β 5 | Β (33,296) | Β | Β 191,427 |
Impairment Β loss on goodwill | Β | - | Β | (54,604) |
Share of loss of an associate | Β | (41,250) | Β | (78,955) |
Share of loss of a jointly controlled Β entity | Β | (63,962) | Β | (49,597) |
Β Profit before taxation | Β 6 | Β 116,051 | Β | Β 700,757 |
Β Taxation | Β 7 | Β - | Β | Β (21,000) |
Β Profit for the Β year | Β | Β 116,051 | Β | Β 679,757 |
Β Attributable to: | Β | Β | Β | Β |
Β Equity shareholders of the Β Company | Β | Β 116,051 | Β | Β 679,757 |
Β Earnings Β per share Β (US$ cents): | Β | Β | Β | Β |
Β Basic | Β 8 | Β 0.46 | Β | Β 2.72 |
Diluted | 8 | 0.43 | Β | 2.60 |
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Consolidated StatementΒ of
ComprehensiveΒ Income
ForΒ the yearΒ ended 31December 2010
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Β | 2010 US$ | Β | 2009 US$ |
Β Profit for the Β year | Β 116,051 | Β | Β 679,757 |
Β Other Β comprehensive income: Β Exchange differences Β on translation Β of foreign Β operations | Β Β Β 3,731 | Β | Β Β Β 1,422 |
Β Share of other Β comprehensive income Β of an associate Β Fair value changes Β of available-for-sale financial assets | Β - Β (13,134) | Β | Β 152 Β - |
Β Other Β comprehensive income for the Β year | Β (9,403) | Β | Β 1,574 |
Β Total comprehensive income for the Β year | Β 106,648 | Β | Β 681,331 |
Β Total comprehensive income attributable to: Β Equity shareholders of the Β Company | Β Β Β 106,648 | Β | Β Β Β 681,331 |
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ConsolidatedΒ Statement of
FinancialΒ Position
AsΒ atΒ 31Β DecemberΒ 2010
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Β | Notes | 2010 US$ | Β | 2009 US$ |
ASSETS Β Non-current assets | Β | |||
Property, plant Β and Β equipment | Β | 163,609 | Β | 137,648 |
Intangible Β assets | Β | 1,223,940 | Β | 26,138 |
Available-for-sale financial assets | Β | 142,161 | Β | - |
Interests Β in associates | Β | 51,928 | Β | 92,868 |
Interest Β in a jointly controlled Β entity | Β | 11,038 | Β | - |
Β | Β | Β 1,592,676 | Β | Β 256,654 |
Β Current assets | Β | Β | Β | Β |
Β Trade and Β other Β receivables | Β Β | Β 3,582,134 | Β | Β 2,480,929 |
Pledged Β bank Β deposits | 11 | 500,566 | Β | - |
Cash and Β bank Β balances | 12 | 5,498,420 | Β | 7,444,665 |
Β | Β | Β 9,581,120 | Β | Β 9,925,594 |
Β TOTAL ASSETS | Β | Β 11,173,796 | Β | Β 10,182,248 |
Β EQUITY AND LIABILITIES | Β | Β | Β | Β |
Equity attributable to Β equity shareholders of Β the Β Company | Β | Β | Β | Β |
Share capital | 13 | 25,116 | Β | 25,014 |
Reserves | Β | 6,563,015 | Β | 6,432,554 |
Β Total equity | Β | Β 6,588,131 | Β | Β 6,457,568 |
Β Non-current liabilities | Β | Β | Β | Β |
Obligations under Β finance Β leases | Β | 6,772 | Β | - |
Β Current liabilities | Β | Β | Β | Β |
Trade and Β other Β payables | Β | 4,577,087 | Β | 3,713,655 |
Income tax payable | Β | - | Β | 10,000 |
Obligations under Β finance Β leases | Β | 1,806 | Β | 1,025 |
Β | Β | Β 4,578,893 | Β | Β 3,724,680 |
Β Total liabilities | Β | Β 4,585,665 | Β | Β 3,724,680 |
Β TOTAL EQUITY AND LIABILITIES | Β | Β 11,173,796 | Β | Β 10,182,248 |
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TheΒ consolidatedΒ financialstatementsΒ were approved byΒ the BoardΒ ofΒ DirectorsΒ onΒ 18Β AprilΒ 2011 and were signed onΒ itsΒ behalf by:
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Clarence onΒ Pong Wu
Director
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ConsolidatedΒ Statement of
ChangesΒ inΒ Equity
ForΒ the yearΒ ended 31December 2010
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Β | Β Β Β Β Β Share capital US$ | Β | Β Β Β Β Β Share premium US$ | Β Β Β Foreign currency translation reserve US$ | Available- for-sale financial asset revaluation reserve US$ | Β Β Β Β Β Accumulated losses US$ | Β | Β Β Β Β Β Β Total US$ |
Β At 1 January 2009 | Β 24,914 | Β | Β 11,116,871 | Β 32,807 | Β - | Β (5,422,271) | Β | Β 5,752,321 |
Β Profit for the year | Β - | Β | Β - | Β - | Β - | Β 679,757 | Β | Β 679,757 |
Other comprehensive income for the year | - | Β | - | 1,574 | - | - | Β | 1,574 |
Β Total comprehensive income for the year | Β - | Β | Β - | Β 1,574 | Β - | Β 679,757 | Β | Β 681,331 |
Equity settled share-based payments | 100 | Β | - | - | - | 23,816 | Β | 23,916 |
Β At 31 December 2009 and 1 January 2010 | Β Β 25,014 | Β | Β Β 11,116,871 | Β Β 34,381 | Β Β - | Β Β (4,718,698) | Β | Β Β 6,457,568 |
Β Profit for the year | Β - | Β | Β - | Β - | Β - | Β 116,051 | Β | Β 116,051 |
Other comprehensive income for the year | - | Β | - | 3,731 | (13,134) | - | Β | (9,403) |
Β Total comprehensive income for the year | Β - | Β | Β - | Β 3,731 | Β (13,134) | Β 116,051 | Β | Β 106,648 |
Issue of shares under share option scheme | 40 | Β | 2,860 | 7 | - | - | Β | 2,907 |
Equity settled share-based payments | 62 | Β | - | - | - | 20,946 | Β | 21,008 |
Β At 31 December 2010 | Β 25,116 | Β | Β 11,119,731 | Β 38,119 | Β (13,134) | Β (4,581,701) | Β | Β 6,588,131 |
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Consolidated StatementΒ of
CashΒ Flows
ForΒ the yearΒ ended 31December 2010
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Β | Β Β Notes | 2010 US$ | Β | 2009 US$ |
Β Cash (used Β in)/generated from Β operations | Β 14 | Β (123,541) | Β | Β 2,033,680 |
Β Income tax paid | Β | Β (20,000) | Β | Β (11,000) |
Β Net Β cash Β (used Β in)/generated from Β operating activities | Β | Β (143,541) | Β | Β 2,022,680 |
Β Cash flows from Β investing activities | Β | Β | Β | Β |
Β Purchase Β of property, Β plant Β and Β equipment | Β 14(b) | Β (105,347) | Β | Β (88,880) |
Purchase Β of intangible Β assets | 14(b) | (938,559) | Β | (19,397) |
Purchase Β of available-for-sale financial assets | Β | (153,715) | Β | - |
Interest Β received | Β | 61,895 | Β | 6,940 |
Capital contribution Β to an associate | Β | (310) | Β | - |
Capital contribution Β to a jointly controlled Β entity | Β | (75,000) | Β | - |
Β Net Β cash Β used Β in investing activities | Β | Β (1,211,036) | Β | Β (101,337) |
Β Cash flows from Β financing activities | Β | Β | Β | Β |
Β Finance lease charges | Β | Β (415) | Β | Β (335) |
Proceeds Β on issue of shares Β under Β share Β option Β scheme | Β | 2,907 | Β | - |
Repayments Β of obligations Β under Β finance Β leases | Β | (1,477) | Β | (1,368) |
Β Net Β cash Β generated from/(used in) financing activities | Β | Β 1,015 | Β | Β (1,703) |
Β Net Β (decrease)/increase in cash Β and Β cash Β equivalents | Β | Β (1,353,562) | Β | Β 1,919,640 |
Β Cash and Β cash equivalents Β at beginning Β of the Β year | Β | Β 7,444,665 | Β | Β 5,338,405 |
Effect of foreign Β exchange Β rate Β changes, Β net | Β | (92,117) | Β | 186,620 |
Β Cash and Β cash Β equivalents at end Β of Β the Β year | Β | Β 5,998,986 | Β | Β 7,444,665 |
Β Analysis Β of Β balances of Β cash Β and Β cash Β equivalents Cash and Β bank Β balances | Β Β 12 | Β Β 5,498,420 | Β | Β Β 7,444,665 |
Pledged Β bank Β deposits | 11 | 500,566 | Β | - |
Β | Β | Β 5,998,986 | Β | Β 7,444,665 |
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NotesΒ toΒ theΒ Financial Statements
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The following notes are only an extract of the full notes to the annual report and accounts.
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1.Β GENERALΒ INFORMATION
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TheΒ Company wasΒ incorporatedΒ inΒ the CaymanΒ IslandsΒ asΒ aΒ limitedliabilityΒ companyΒ underΒ the Companies LawΒ (2000)Β Revision onΒ 10 JulyΒ 2000. Β ItsΒ sharesΒ areΒ listedΒ onΒ the LondonΒ Stock Exchange AIM.Β TheΒ registered office Β of Β the Β Company Β isΒ located at Β P.O.Β BoxΒ 309, Β Ugland Β House, Β South Β Church Β Street, Β George Β Town, Grand Β Cayman, Β Cayman Β Islands,Β BritishΒ West Β Indies.Β Its principalΒ placeΒ ofΒ businessisΒ locatedΒ atΒ 17/F.,Β SiuΒ OnΒ Centre,Β 188 LockhartΒ Road,Β WanΒ Chai,Β HongΒ Kong.
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TheΒ principalactivitiesΒ of Β the Β Company Β and Β itsΒ subsidiaries Β (hereinafter Β collectivelyΒ referred Β to Β as the Β "Group")are Β licensing ofΒ computersoftware Β and the provisionΒ ofΒ related Β services.TheΒ principalΒ activity ofΒ the Company isinvestment holding. Β The principalΒ activitiesofΒ itsΒ subsidiariesΒ areΒ setΒ out innote 32Β toΒ the financialΒ statements.
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2.Β CRITICALACCOUNTINGΒ ESTIMATESΒ ANDΒ JUDGEMENTS
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(a)Β CriticalΒ accountingestimates
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UsefulΒ livesΒ andΒ impairmentΒ ofΒ intangible assets
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TheΒ Group Β determinesthe Β usefulΒ lives and Β related Β amortisation Β charges Β forΒ the Β intangible Β assets Β based Β onΒ the Β historical experience Β of the Β actual Β useful Β livesΒ of the Β intangible Β assets Β of similarΒ nature Β and Β functions Β and Β byΒ reference Β to Β the relevant Β acquisition Β contracts.Β TheΒ estimatedΒ useful livesΒ could change significantlyΒ asΒ aΒ result ofΒ technical innovationsΒ and competitoractions inΒ response toΒ severeΒ industryΒ cycles.
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TheΒ Group Β determineswhetherΒ intangible Β assets Β are Β impaired Β at Β least Β on Β an Β annual Β basis. Thisrequires an estimation ofΒ the valueΒ inΒ useΒ ofΒ the cash-generatingΒ unitsΒ toΒ whichΒ the intangible assets areΒ allocated. Β EstimatingΒ the valueΒ inΒ use requires Β the Β Group Β to Β make Β an Β estimate Β ofΒ the Β expected Β future Β cash Β flowsΒ from the Β cash-generatingΒ units and Β alsoΒ to choose Β asuitable Β discount Β rate Β inΒ order Β tocalculate the Β present Β valueΒ ofΒ those Β cashΒ flows.Β TheΒ carryingamountΒ ofΒ the intangible assets at 31Β December 2010 was US$1,223,940 (2009:US$26,138).Β TheΒ Group Β does Β not Β have Β to Β recognise anΒ impairment Β lossΒ asΒ atΒ 31Β December Β 2010 Β based Β onΒ the Β impairment Β assessmentΒ performed.
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2.Β CRITICALACCOUNTINGΒ ESTIMATESΒ ANDΒ JUDGEMENTSΒ (CONTINUED)
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(b)Β CriticalΒ judgements
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EstimatesΒ and judgementsΒ areΒ continuallyΒ evaluated Β and arebased Β onΒ historicalΒ experience Β and other Β factors, Β including expectations Β ofΒ future Β events Β that Β areΒ believedΒ toΒ beΒ reasonable Β under Β the Β circumstances.
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3.Β FINANCIAL RISKΒ MANAGEMENT
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The Group's Β current Β activities result Β in the Β following Β financial Β risksΒ and Β management's responses Β to Β those Β risksΒ in order Β to minimiseΒ anyΒ resulting adverse Β effects Β onΒ the Β Group'sΒ financialΒ performance.
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(a)Β Foreign exchangeΒ risk
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TheΒ Group'sΒ reporting currencyΒ isΒ USΒ dollars.Β ItsΒ principalΒ activitiesΒ areΒ licensingΒ ofΒ computerΒ software and the provision ofΒ relatedΒ servicesinΒ variousΒ currencies,Β particularlyΒ USΒ dollarsΒ and Hong KongΒ dollars("HKΒ dollars"). Β SinceΒ HKΒ dollars isΒ currentlyΒ peggedΒ toΒ the USdollars,Β noΒ significantΒ exposureΒ isΒ expected onHKΒ dollarsΒ transactionsΒ and balances.
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TheΒ followingΒ table Β indicates Β the Β approximate Β change Β inΒ the Β Group'sΒ profitΒ after Β taxation Β (andΒ accumulatedΒ losses)Β and other Β componentsofΒ consolidatedΒ equity inresponse Β to Β reasonably Β possible changes Β inΒ the Β foreign Β exchange Β rates Β to which Β the Β Group Β has Β significant exposure Β at Β the Β end Β ofΒ the Β reporting Β period. Β TheΒ analysisΒ includes Β balances Β between Group Β entities Β where Β the Β denominationΒ ofΒ the Β balances Β isΒ inΒ aΒ currencyother Β than Β the Β functional Β currencies.
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Β | 2010 Increase/ (decrease) in foreign exchange rates | 2010 Effect Β on profit Β after taxation and accumulated losses US$'000 | 2009 Increase/ (decrease) in foreign exchange rates | 2009 Effect on profit after taxation Β and accumulated losses US$'000 |
Β HK dollars | Β 1% | Β 4 | Β 1% | Β 4 |
Β | (1%) | (4) | (1%) | (4) |
Β Pounds Β Sterling | Β 15% | Β 267 | Β 15% | Β 258 |
Β | (15%) | (267) | (15%) | (258) |
Β Euros | Β 11% | Β 145 | Β 6% | Β 44 |
Β | (11%) | (145) | (6%) | (44) |
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TheΒ sensitivityΒ analysisΒ has Β been Β determinedΒ assuming Β that Β the Β change Β inΒ foreign Β exchange Β rates Β had Β occurred Β at Β the end Β of Β the Β reporting Β period Β and Β had Β been Β applied Β to Β each Β of Β the Β Group Β entities' Β exposure Β to Β currency Β riskΒ for both derivativeΒ and Β non-derivative Β financialΒ instrumentsΒ inΒ existence Β at Β that Β date, Β and Β that Β allΒ other Β variables, inparticular interest Β rates, Β remain Β constant.
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TheΒ stated Β changes Β representΒ management'sΒ assessmentΒ ofΒ reasonably Β possibleΒ changes Β inΒ foreign Β exchange Β rates Β over the Β period Β untilΒ the Β end Β ofΒ next Β annual Β reporting Β period. Β InΒ thisΒ respect, Β itΒ isΒ assumed Β that Β the Β peggedΒ rate Β between the Β HKΒ dollars Β and Β USΒ dollars Β would Β not Β be Β materially affected Β byΒ any changes Β inΒ movementΒ inΒ value of Β USΒ dollars against Β other Β currencies. Β ResultsΒ ofΒ the Β analysisΒ asΒ presentedΒ inΒ the Β above Β table Β representΒ anΒ aggregationΒ ofΒ the Β effects on Β each Β of Β the Β Group Β entities' Β profit Β after Β taxation and Β accumulated Β losses Β measured Β in Β the Β respective Β functional currencies, Β translatedΒ into Β USΒ dollars Β at Β the Β exchange Β rate Β ruling at Β the Β end Β of Β the Β reporting Β period Β for presentation purposes.Β TheΒ analysisΒ isΒ performedΒ onΒ the same basisΒ forΒ 2009.
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3.Β FINANCIAL RISKΒ MANAGEMENT (CONTINUED)
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(b)Β Interest rate risk
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Interest rate Β risk arisesΒ fromΒ debt Β borrowings Β and Β cash held on deposit. Β The Group Β has no external Β borrowings thereforeΒ the Group currentlyΒ hasΒ noΒ interest rate riskexposure. Β TheΒ Group'sΒ cashΒ balances Β areΒ kept inΒ interest Β bearing current Β accounts Β and Β onΒ short-termΒ deposits, Β soΒ asΒ toΒ maximiseΒ the Β levelΒ ofΒ return Β whileΒ maintaining Β anΒ adequateΒ level ofΒ liquidity.
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(c) CreditΒ risk
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TheΒ Group'sΒ credit riskΒ isΒ primarilyΒ attributableΒ toΒ trade and other receivables. Β ManagementΒ hasΒ aΒ credit policyΒ inΒ place and the exposureΒ to creditΒ riskΒ isΒ monitoredon an ongoing basis. Credit evaluationsΒ areΒ performedΒ on allcustomers requiring creditΒ overΒ aΒ certain amount.Β TheΒ Group doesnot require collateralinΒ respect ofΒ financialassets.
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AtΒ the Β end Β ofΒ the Β reporting Β period, Β there Β were Β no Β significant Β concentrationsΒ ofΒ credit Β risk.Β TheΒ maximum exposure to creditΒ riskΒ isΒ representedΒ byΒ the carryingΒ amountΒ ofΒ each financialΒ asset inΒ the statementΒ ofΒ financialΒ position.
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(d)Β Liquidityrisk
Β
TheΒ availabilityΒ ofΒ adequateΒ cashΒ resources isΒ managedΒ byΒ the Group throughΒ managingΒ itsΒ funds conservativelyΒ thereby ensuring it meets Β its continual Β operationalΒ requirements. Β The Β Group's Β financial Β liabilitiesΒ as Β at Β 31 Β December 2010, whichΒ fallΒ due Β withinΒ 12Β months Β fromΒ the Β end Β ofΒ reporting Β period Β were Β US$1,036,352Β (2009: Β US$812,678).
Β
(e)Β EquityΒ priceΒ risk
Β
TheΒ Group Β isΒ exposed Β to Β equity Β priceΒ changes Β arising Β from Β equity Β investments Β classifiedΒ as available-for-sale Β financial assets.
Β
The Group's investments Β are listed on the Β London Stock Exchange AIM.Listed Β investments Β held Β as Β available-for- sale Β financial Β assets Β have Β been Β chosen Β based Β on Β their Β longer Β term Β growth Β potential and Β are Β monitoredregularly Β for performanceΒ against Β expectations.
Β
4.Β REVENUE
Β
RevenueΒ representsthe Β aggregateΒ ofΒ income Β fromΒ software Β licensing,Β hosting Β services,Β support Β and Β maintenanceΒ and Β software customisationΒ and Β implementationΒ servicesΒ during Β the Β yearΒ and Β isΒ analysed asfollows:
Β
Β | 2010 US$ | Β | 2009 US$ |
Β Software Β licensing | Β 3,437,718 | Β | Β 2,574,937 |
Hosting | 2,659,344 | Β | 2,687,848 |
Support Β and Β maintenance | 1,414,164 | Β | 1,127,230 |
Software Β customisation and Β implementation | 746,375 | Β | 449,780 |
Β | Β 8,257,601 | Β | Β 6,839,795 |
Β
Β
Β
5.Β NETΒ FINANCE(COSTS)/GAINS
Β Β
Β
Β | 2010 US$ Β | Β | 2009 US$ |
Β Bank interest Β income | 61,895 Β | Β | 6,940 |
Β Finance lease chargesΒ | (415) | Β | (335) |
Foreign exchange Β (loss)/gain Β | (94,776) | Β | 184,822 |
Β | |||
(33,296) | Β | 191,427 |
Β
Β
Β
6.Β PROFITΒ BEFOREΒ TAXATION
Β
ProfitΒ before taxation isarrivedΒ afterΒ charging:
Β
2010Β 2009
US$ US$
Β
Depreciation ofΒ property, plant and equipment 86,215 Β 94,766
Amortisation ofΒ intangible assetsΒ 148,018 43,009
Loss onΒ disposalΒ ofΒ property, plant and equipmentΒ - 523
Statutory audit services 57,264 Β 46,608
TaxationΒ services 58,480 Β 67,769
Operating leaseΒ rentals inΒ respect ofΒ leased premisesΒ 205,952 178,885
ResearchΒ and developmentΒ expenditures 3,117,293 2,314,726
Β
Β
Β
Β
Β
Β Β
Β
Β
7.Β TAXATION
Β
Taxation Β on Β overseas Β profits Β has Β been Β calculated Β on Β the Β estimated Β assessable Β profit Β for Β the Β year Β at Β the Β rates Β of Β taxation prevailingΒ inΒ the Β countries Β inΒ whichΒ the Β group Β entities Β operate.
Β
2010Β 2009
US$Β US$ Current taxΒ -Β Overseas
ProvisionΒ forΒ the yearΒ - 21,000
Β
Β
TheΒ taxation charge forΒ the yearΒ canΒ beΒ reconciled tothe profitΒ before taxation perconsolidatedΒ income statementΒ asΒ follows:
Β
Β | 2010 US$ | Β | 2009 US$ |
Β Tax reconciliation | Β | Β | Β |
Β Profit before Β taxation | Β 116,051 | Β | Β 700,757 |
Β Profit before Β taxation Β multiplied by the Β standard rate Β of corporation tax in the Β Cayman Β Islands of 0% | Β Β - | Β | Β Β - |
Β Tax effects Β of: Rate adjustment relating Β to subsidiaries operating in overseas jurisdictions | Β Β 364,720 | Β | Β Β 207,867 |
Income not Β subject Β to taxation | (270,376) | Β | (312) |
Expenses not Β deductible Β for tax purposes | 67,630 | Β | 428 |
Capital allowances Β in excess of depreciation | (2,999) | Β | 13,231 |
Utilisation of previously unrecognised overseas tax losses | (190,963) | Β | (196,364) |
Others | 31,988 | Β | (3,850) |
Β - 21,000 | |||
Β The Group's unrecognised deferred Β tax assets Β can be analysed as follows: | Β | Β | Β |
Β | Β 2010 US$ | Β | Β 2009 US$ |
Β Accelerated Β depreciation Β charges | Β (7,453) | Β | Β (8,160) |
Tax losses | 166,591 | Β | 335,793 |
Retirement Β benefits | 1,490 | Β | 1,495 |
Β | Β 160,628 | Β | Β 329,128 |
Β
Deferred Β tax Β assets have Β not been Β recognised Β in Β respect Β of Β tax Β losses Β available Β to Β carry Β forward Β against Β suitable Β future trading Β profits and Β timing differences Β relating Β to Β capital allowances Β inΒ excessΒ ofΒ depreciation Β asΒ the Β directors Β consider Β there Β is insufficientΒ evidence Β that Β the Β assets Β willΒ beΒ recovered.
Β
Β
Β Β
Β
Β
Β
8.Β EARNINGS PERΒ SHARE
Β
TheΒ calculationΒ ofΒ the basicΒ and diluted earnings perΒ share isbased onΒ the followingΒ data:
Β
2010Β 2009
US$ US$
Β
EarningsΒ used forΒ the 'EarningsΒ perΒ share'
Β
EarningsΒ forΒ the purpose ofbasicΒ earnings perΒ share being net profit
attributableΒ toΒ equityΒ shareholdersΒ ofΒ the CompanyΒ 116,051 679,757
Β
Β
EarningsΒ forΒ the purpose ofdiluted earnings perΒ shareΒ 116,051 679,757
Β
Β
2010Β 2009
Β
Number ofΒ shares
Β
Weighted average number ofΒ ordinaryΒ shares forthe purpose ofΒ basic
earnings perΒ shareΒ 25,058,925 24,961,658
Β
EffectΒ ofΒ dilutivepotential ordinaryshares onΒ shares optionsΒ 2,220,646 1,226,500
Β
Weighted average number ofΒ ordinaryΒ shares forthe purpose ofΒ dilutive
earnings perΒ shareΒ 27,279,571 26,188,158
Β
Β
Diluted Β earnings Β per Β share Β isΒ calculated Β adjusting Β the Β weightedΒ average Β number Β of Β ordinary Β shares Β outstanding to Β assume conversion Β of Β allΒ dilutiveΒ potential Β ordinary Β shares. Β TheΒ dilutiveΒ potential ordinary shares of the Company are share options. ForΒ the Β share Β options, Β a Β calculation Β isΒ done Β to Β determineΒ the Β number Β of shares Β that Β could Β have Β been Β acquired Β at Β fairΒ value (determinedΒ asΒ the average Β annual Β market Β share Β priceΒ ofΒ the Company) Β based Β onΒ the monetary Β valueΒ ofΒ the subscription Β rights attachedtoΒ outstandingΒ share Β options. Β TheΒ number Β ofΒ shares Β calculated Β asΒ above Β isΒ comparedΒ withΒ the Β number Β ofΒ shares Β that would Β haveΒ been Β issuedΒ assuming Β the Β exerciseΒ ofΒ the Β share Β options.
Β
Β | 2010 | Β | 2009 |
Β Earnings Β per share Β (US$ cents): Basic | Β Β 0.46 | Β | Β Β 2.72 |
Diluted | 0.43 | Β | 2.60 |
Β
Β
Β
Β
Β
Β
Β
Β
Β
Β
Β
9.Β SEGMENTAL ANALYSIS
Β
TheΒ Group operatesΒ inΒ three geographicΒ segments,Β North America,Β Europe, MiddleΒ EastΒ and AfricaΒ ("EMEA")Β and RestofΒ the World. Β These geographicΒ segmentsΒ are the basisΒ on which the Group reports itsΒ primaryΒ segmentΒ information, as presentedΒ below:
Β
SegmentalΒ information forΒ the yearended 31Β December 2010:
Β
Β | North America US$ | Β | Β Β EMEA US$ | Β | Rest of Β the World US$ | Β | Β Β Total US$ |
Β Revenue from external Β customers | Β 2,492,718 | Β | Β 4,331,905 | Β | Β 1,432,978 | Β | Β 8,257,601 |
Β Revenue | Β 2,492,718 | Β | Β 4,331,905 | Β | Β 1,432,978 | Β | Β 8,257,601 |
Β Operating Β profit | Β 76,844 | Β | Β 133,541 | Β | Β 44,174 | Β | Β 254,559 |
Net finance Β costs | Β | Β | Β | Β | Β | Β | (33,296) |
Share of loss of an associate | Β | Β | Β | Β | Β | Β | (41,250) |
Share of loss of a jointly controlled Β entity | Β | Β | Β | Β | Β | Β | (63,962) |
Β Profit before Β taxation Taxation | Β | Β | Β | Β | Β | Β | Β 116,051 - |
Β Profit for the Β year | Β | Β | Β | Β | Β | Β | Β 116,051 |
Β
Other segmentΒ itemsΒ included inΒ the income statementΒ forΒ the yearended 31Β December 2010:
Β
Β | North America | Β | Β Β EMEA | Β | Rest of Β the World | Β | Β Β Total |
US$ | Β | US$ | Β | US$ | Β | US$ | |
Β Depreciation | Β 26,026 | Β | Β 45,228 | Β | Β 14,961 | Β | Β 86,215 |
Amortisation | 13,962 | Β | 109,916 | Β | 24,140 | Β | 148,018 |
Β
Β
Β
Β
Β
Β
Β
Β
9.Β SEGMENTAL ANALYSISΒ (CONTINUED)
Β
Information Β regarding Β segmentΒ assets Β and Β liabilitiesΒ asΒ at Β 31 Β December Β 2010 Β and Β capital Β expenditureΒ inΒ the Β yearΒ then Β ended, based Β onΒ the Β locations Β ofΒ customers:
Β
Β | North America US$ | Β | Β Β EMEA US$ | Β | Rest of Β the World US$ | Β | Β Β Total US$ |
Β Total assets | Β 1,221,238 | Β | Β 1,474,515 | Β | Β 8,478,043 | Β | Β 11,173,796 |
Β Total liabilities | Β 1,114,996 | Β | Β 1,191,962 | Β | Β 2,278,707 | Β | Β 4,585,665 |
Β Tangible assets Β additions | Β 12,501 | Β | Β 15,093 | Β | Β 86,783 | Β | Β 114,377 |
Intangible Β assets Β additions | 837,594 | Β | 494,639 | Β | 11,894 | Β | 1,344,127 |
Β Total capital expenditure | Β 850,095 | Β | Β 509,732 | Β | Β 98,677 | Β | Β 1,458,504 |
Β
It Β is Β considered Β that Β there Β is Β no Β material Β difference Β in Β the Β information Β regarding Β segment Β assets Β and Β liabilitiesΒ as Β at Β 31
December Β 2010 Β and Β capitalΒ expenditureΒ inΒ the Β yearΒ then Β ended, Β either Β based Β onΒ the Β locations Β ofΒ customers Β orΒ the Β locations Β of assets, Β noΒ further Β disclosureΒ isΒ presented.
Β
SegmentalΒ information forΒ the yearended 31Β December 2009:
Β
Β | North America US$ | Β | Β Β EMEA US$ | Β | Rest of Β the World US$ | Β | Β Β Total US$ |
Β Revenue from external Β customers | Β 2,098,150 | Β | Β 3,572,647 | Β | Β 1,168,998 | Β | Β 6,839,795 |
Β Revenue | Β 2,098,150 | Β | Β 3,572,647 | Β | Β 1,168,998 | Β | Β 6,839,795 |
Β Operating Β profit | Β 212,455 | Β | Β 361,686 | Β | Β 118,345 | Β | Β 692,486 |
Net finance Β gains | Β | Β | Β | Β | Β | Β | 191,427 |
Impairment Β loss on goodwill | Β | Β | Β | Β | Β | Β | (54,604) |
Share of loss of an associate | Β | Β | Β | Β | Β | Β | (78,955) |
Share of loss of a jointly controlled Β entity | Β | Β | Β | Β | Β | Β | (49,597) |
Β Profit before Β taxation | Β | Β | Β | Β | Β | Β | Β 700,757 |
Taxation | Β | Β | Β | Β | Β | Β | (21,000) |
Β Profit for the Β year | Β | Β | Β | Β | Β | Β | Β 679,757 |
Β
Β
Β
Β
Β
Β
Β
Β
Β
Β
Β
9.Β SEGMENTAL ANALYSISΒ (CONTINUED)
Β
Other segmentΒ itemsΒ included inΒ the income statementΒ forΒ the yearended 31Β December 2009:
Β
NorthΒ RestΒ of the
AmericaΒ EMEA WorldΒ Total
US$ US$ US$ US$
Β
DepreciationΒ 13,213 23,093Β 58,460 94,766
AmortisationΒ 1,700 1,751 39,558 43,009
BadΒ debts written offΒ - - 35,622 35,622
Β
Β
Information Β regarding Β segmentΒ assets Β and Β liabilitiesΒ asΒ at Β 31 Β December Β 2009 Β and Β capital Β expenditureΒ inΒ the Β yearΒ then Β ended, based Β onΒ the Β locations Β ofΒ customers:
Β
Β | North America US$ | Β | Β Β EMEA US$ | Β | Rest of Β the World US$ | Β | Β Β Total US$ |
Β Total assets | Β 137,774 | Β | Β 29,474 | Β | Β 10,015,000 | Β | Β 10,182,248 |
Β Total liabilities | Β 196,673 | Β | Β - | Β | Β 3,528,007 | Β | Β 3,724,680 |
Β Tangible assets Β additions | Β 54,488 | Β | Β 9,500 | Β | Β 24,892 | Β | Β 88,880 |
Intangible Β assets Β additions | 8,193 | Β | 1,560 | Β | 9,644 | Β | 19,397 |
Β Total capital expenditure | Β 62,681 | Β | Β 11,060 | Β | Β 34,536 | Β | Β 108,277 |
Β
It Β is Β considered Β that Β there Β is Β no Β material Β difference Β in Β the Β information Β regarding Β segment Β assets Β and Β liabilitiesΒ as Β at Β 31
December Β 2009 Β and Β capitalΒ expenditureΒ inΒ the Β yearΒ then Β ended, Β either Β based Β onΒ the Β locations Β ofΒ customers Β orΒ the Β locations Β of assets, Β noΒ further Β disclosureΒ isΒ presented.
Β
Β
Β
Β
Β
9.Β SEGMENTAL ANALYSISΒ (CONTINUED)
Β
TheΒ Group'sΒ business segmentsΒ includeΒ software licensing,Β hosting, support and maintenanceΒ and software customisation and implementation. Β These Β business Β segmentsΒ are Β the Β basis Β on Β which Β the Β Group Β reports Β its secondary Β segmentΒ information, Β as presentedΒ below:
Β
SegmentalΒ information forΒ the yearended 31Β December 2010:
Β
Β | Software | Β | ||||||
customisation | ||||||||
Β | Software | Β | Β | Β | Support and | and | ||
Β | licensing | Β | Hosting | Β | maintenance | implementation | Β | Total |
Β | US$ | Β | US$ | Β | US$ | US$ | Β | US$ |
Β Segment revenue from external customers | Β 3,437,718 | Β | Β 2,659,344 | Β | Β 1,414,164 | Β 746,375 | Β | Β 8,257,601 |
Β Total capital expenditure | Β 607,189 | Β | Β 469,708 | Β | Β 249,778 | Β 131,829 | Β | Β 1,458,504 |
Β Total carrying amounts of segment assets | Β 4,651,758 | Β | Β 3,598,499 | Β | Β 1,913,580 | Β 1,009,959 | Β | Β 11,173,796 |
Β
SegmentalΒ information forΒ the yearended 31Β December 2009:
Β
Β | Software | Β | ||||||
customisation | ||||||||
Β | Software | Β | Β | Β | Support and | and | ||
Β | licensing | Β | Hosting | Β | maintenance | implementation | Β | Total |
Β | US$ | Β | US$ | Β | US$ | US$ | Β | US$ |
Β Segment revenue from external customers | Β 2,574,937 | Β | Β 2,687,848 | Β | Β 1,127,230 | Β 449,780 | Β | Β 6,839,795 |
Β Total capital expenditure | Β 40,765 | Β | Β 42,549 | Β | Β 17,844 | Β 7,119 | Β | Β 108,277 |
Β Total carrying amounts of segment assets | Β 3,833,252 | Β | Β 4,001,337 | Β | Β 1,678,082 | Β 669,577 | Β | Β 10,182,248 |
Β Information about major customers | Β | Β | Β | Β | Β | Β | Β | Β |
Included Β in Β revenue Β arising Β from Β EMEAΒ segment Β of Β approximately Β US$4,332,000 Β (2009: Β US$3,573,000) Β is Β revenue Β of approximately Β US$1,022,000Β (2009: Β US$1,254,000)Β whichΒ arose Β fromΒ the Β Group'sΒ largest Β customer.
Β
Β
Β
Β
Β
10. | STAFF COSTS Β The average Β monthly Β number Β of persons, Β including directors, Β employed Β by the Β Group | Β Β during Β the Β years was: | Β | |
Β | Β | Β 2010 | Β | Β 2009 |
Β | Β Sales and Β marketing | Β 23 | Β | Β 19 |
Β | Technical and Β client service | 38 | Β | 29 |
Β | Finance and Β administration | 10 | Β | 8 |
Β | Β | Β 71 | Β | Β 56 |
Β | Β Staff costs for the Β above Β persons Β were: | Β | Β | Β |
Β | Β | Β 2010 US$ | Β | Β 2009 US$ |
Β | Β Wages Β and Β salaries | Β 3,806,776 | Β | Β 2,753,568 |
Β | Pension contributions | 69,189 | Β | 44,854 |
Β | Equity settled Β share-based payments | 21,008 | Β | 23,916 |
Β | Β | Β 3,896,973 | Β | Β 2,822,338 |
Β | Β Directors' Β emoluments | Β | Β | Β |
IncludedΒ inΒ the total staffcostsΒ above isΒ the remunerationΒ ofΒ the directors asΒ detailed below:
Β
2010Β 2009
US$ US$
Β
AggregateΒ directors'Β emoluments 669,380 624,623
Β
Β
Β
Β
Β
Β
Β
Β
Β
10. | STAFF COSTS (CONTINUED) Β Year ended 31 December 2010 | Β | |||||||
Β | Β | Β Β Fees and | Β | Β | Β | Β | Equity settled share-based | Β | Β |
Β | Β | salaries US$ | Β | Benefits US$ | Β | Bonuses US$ | payments US$ | Β | Total US$ |
Β | Β Jay Shaw | Β 193,064 | Β | Β - | Β | Β 15,001 | Β - | Β | Β 208,065 |
Β | Ray Ruff | 180,708 | Β | - | Β | 15,001 | - | Β | 195,709 |
Β | Clarence Wu | 169,896 | Β | - | Β | 15,001 | - | Β | 184,897 |
Β | Jeffery Cheung | 14,654 | Β | - | Β | - | - | Β | 14,654 |
Β | Roger Durn | 18,019 | Β | - | Β | - | 8,404 | Β | 26,423 |
Β | Sanjay Vaze | 13,514 | Β | - | Β | - | 6,302 | Β | 19,816 |
Β | Graham Higgins | 13,514 | Β | - | Β | - | 6,302 | Β | 19,816 |
Β | Β | Β 603,369 | Β | Β - | Β | Β 45,003 | Β 21,008 | Β | Β 669,380 |
Β | Β Year ended 31 December 2009 | Β | Β | Β | Β | Β | Β | Β | Β |
Β | Β | Β Β Fees and | Β | Β | Β | Β | Equity settled share-based | Β | Β |
Β | Β | salaries US$ | Β | Benefits US$ | Β | Bonuses US$ | payments US$ | Β | Total US$ |
Β | Β Jay Shaw | Β 147,002 | Β | Β - | Β | Β 50,290 | Β - | Β | Β 197,292 |
Β | Ray Ruff | 147,002 | Β | - | Β | 50,290 | - | Β | 197,292 |
Β | Jeffery Cheung | 139,265 | Β | - | Β | 50,290 | - | Β | 189,555 |
Β | Roger Durn | 12,895 | Β | - | Β | - | 3,299 | Β | 16,194 |
Β | Sanjay Vaze | 9,671 | Β | - | Β | - | 2,474 | Β | 12,145 |
Β | Graham Higgins | 9,671 | Β | - | Β | - | 2,474 | Β | 12,145 |
Β | Β | Β 465,506 | Β | Β - | Β | Β 150,870 | Β 8,247 | Β | Β 624,632 |
Β
Β
Β
Β
Β
Β
Β
11.Β PLEDGED BANKΒ DEPOSIT
Β
The bank deposit has been Β pledged Β to secure short-term banking Β facilitiesgranted for the Group. Β The deposit isΒ carried effectiveΒ interest of0.25%Β to 0.35%Β perΒ annum and isΒ maturedΒ withinΒ three months. Β AsΒ the Β banking Β facilitiesΒ have Β not Β been utilized,Β thisΒ deposit Β can Β practicallyΒ be Β used Β to Β meet Β short-termΒ cash Β commitmentΒ on Β maturity Β and Β accordingly, the Β deposit Β is classifiedΒ asΒ cashΒ and Β cashΒ equivalents.
Β
12.Β CASHΒ ANDΒ BANKΒ BALANCES
Β
Β
2010Β 2009
US$Β US$
CashΒ atΒ bank and inhand
US dollars | 1,628,413 | 99,216 |
Sterling pounds | 437,441 | - |
Euros | 102,351 | 2,337 |
HK dollars | 317,508 | 100,656 |
Other Β currencies | 12,707 | 7,609 |
Β
Short-termΒ bank deposits
US dollars | 3,000,000 | Β | 5,589,384 |
Sterling pounds | - | Β | 1,403,218 |
Euros | - | Β | 68,534 |
HK dollars | - | Β | 173,711 |
5,498,420 | Β | 7,444,665 |
Β
Β
Β
Short-term Β bank Β deposits Β are Β made Β forΒ varyingΒ periods Β dependingΒ on Β the Β cash Β requirementsΒ ofΒ the Β Group, Β and Β earn Β interests atΒ market Β short-termΒ deposits Β rates Β of2.5% Β and Β areΒ maturedΒ withinΒ three Β months.
Β
13. | SHARE CAPITAL | Β 2010 | Β | Β | Β 2009 | Β |
Β | Β | Number Β of shares | Β US$ | Β | Number Β of shares | Β US$ |
Β | Β Authorised: Ordinary shares Β at US$0.001 Β each | Β Β 100,000,000 | Β Β 100,000 | Β | Β Β 100,000,000 | Β Β 100,000 |
Β | Β Allotted, called Β up and Β fully Β paid: Ordinary shares | Β Β 25,116,076 | Β Β 25,116 | Β | Β Β 25,013,576 | Β Β 25,014 |
Β | Β Movements in ordinary Β shares At 1 January | Β Β 25,013,576 | Β Β 25,014 | Β | Β Β 24,913,576 | Β Β 24,914 |
Β | Issue of shares Β to non-executive Β directors and Β staff | 62,500 | 62 | Β | 100,000 | 100 |
Β | Issue of shares Β upon Β exercise of share Β option Β scheme | 40,000 | 40 | Β | - | - |
Β | Β At 31 December | Β 25,116,076 | Β 25,116 | Β | Β 25,013,576 | Β 25,014 |
Β
TheΒ Group'sΒ primaryΒ objectivesΒ when Β managingΒ capitalΒ areΒ toΒ safeguardΒ the Β Group'sΒ abilityΒ toΒ continue Β asΒ aΒ going Β concern, Β so that Β itΒ can Β continue Β to Β provide returns Β forΒ shareholdersΒ and Β benefits Β forΒ other Β stakeholders,Β byΒ pricingΒ products Β and Β services commensuratelyΒ withΒ the Β levelΒ ofΒ riskΒ and Β byΒ securing Β accessΒ toΒ finance Β atΒ aΒ reasonable Β cost.
Β
Β
Β
Β
13.Β SHAREΒ CAPITALΒ (CONTINUED)
Β
The Β Group actively Β and Β regularly Β reviews Β and Β manages Β its Β capital Β structure Β to Β maintain Β a Β balance Β between Β the Β higher shareholderΒ returns Β that Β might Β be Β possible Β with Β higher Β levelsΒ of Β borrowings Β and Β the Β advantagesΒ and Β security Β afforded Β byΒ a sound Β capitalΒ position, Β and Β makes Β adjustmentsΒ toΒ the Β capitalΒ structure Β inΒ lightΒ ofΒ changes Β inΒ economic Β conditions.
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TheΒ directors ofΒ the Company reviewΒ the capitalΒ structure onaΒ semi-annual basis.Β AsΒ part Β ofΒ thisΒ review,Β the Β directors Β consider the Β cost Β ofΒ capital and Β risksΒ associates Β with each Β classΒ ofΒ capital. Β BasedΒ on Β recommendationsΒ ofΒ the Β directors, Β the Β Group Β will balance Β itsΒ overallΒ structure Β throughΒ the Β payment Β ofΒ dividends, Β new Β share Β issuesΒ and Β share Β repurchasesΒ asΒ wellΒ asΒ the Β issueΒ of new Β debt Β orΒ the Β redemptionΒ ofΒ existingΒ debt.
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14.Β NOTESΒ TOΒ CONSOLIDATEDΒ STATEMENTΒ OF CASHFLOWS
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(a)Β ReconciliationΒ of profit beforeΒ taxationΒ to cash (used in)/generatedΒ from operations
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2010Β 2009
US$ US$
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ProfitΒ beforeΒ taxation 116,051 700,757
EquityΒ settledΒ share-basedΒ paymentsΒ 21,008 23,916
Depreciation 86,215 94,766
AmortisationΒ 148,018 43,009
Loss onΒ disposalΒ ofΒ property,Β plant and equipmentΒ - 523
FinanceΒ leaseΒ chargesΒ 415Β 335
InterestΒ incomeΒ (61,895) (6,940) Impairment lossΒ onΒ goodwill - 54,604
ShareΒ ofΒ lossΒ ofΒ anΒ associate 41,250 78,955
ShareΒ ofΒ lossΒ ofΒ aΒ jointlyΒ controlledΒ entityΒ 63,962 49,597
ExchangeΒ loss/ (gain) 94,776 (184,822)
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Operating cashΒ flowsΒ before changes inΒ working capitalΒ 509,800 854,700
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(Increase)/decrease inΒ trade and other receivablesΒ (1,496,773)Β 773,976
IncreaseΒ inΒ trade and other payablesΒ 863,432 405,004
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CashΒ (used in)/generatedfrom operationsΒ (123,541) 2,033,680
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(b)Β Non-cashtransactions
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(i) Β During Β the Β year, Β a Β list Β of Β customer Β base, Β with Β a Β value Β of Β US$494,639 Β was Β acquired Β from Β a Β reseller Β in United Β Kingdom Β and Β classifiedΒ as Β other Β intangibles. Β TheΒ purchase Β consideration was Β paid Β throughoff-setting against Β the Β trade Β receivablewithΒ thisΒ resellerΒ ofΒ US$405,568Β and Β remaining Β balance Β ofΒ US$89,071 Β byΒ cash.
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(ii)Β Property,Β plant and equipmentΒ ofΒ US$9,030 were acquired throughΒ finance leasesΒ during the year.
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15.Β RELATED PARTY TRANSACTIONS
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(a) DuringΒ the year,Β the Group enteredΒ intoΒ the followingΒ transactionsΒ withΒ related parties:
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2010Β 2009
US$ US$
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SalesΒ ofΒ goodsΒ toΒ anΒ associate 34,585 13,736
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SoftwareΒ customisationΒ andΒ implementationΒ service
feeΒ receivedΒ fromΒ aΒ jointlyΒ controlled entityΒ 30,701 20,654
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TheΒ sales Β and Β servicesfee Β are Β mutually Β agreed Β betweenΒ the Β Group Β and Β the Β related Β parties Β with Β reference Β to Β normal commercial Β terms.
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(b) KeyΒ management
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CompensationΒ paidΒ toΒ keyΒ managementofΒ the Group isΒ detailed inΒ note 11Β toΒ the financialΒ statements.
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DetailsΒ of Β the Β share Β options Β grantedto Β the Β directors Β of Β the Β Group Β are Β set Β out Β inΒ the Β "Share Β Option Β Scheme" Β of Β the
Directors'Β Report.
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16.Β ULTIMATE CONTROLLING PARTY
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TheΒ Group hasΒ noΒ ultimate controllingΒ party.
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17.Β EVENTΒ AFTERΒ THEΒ REPORTING PERIOD
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On Β 25 Β January Β 2011, Β the Β Company Β disposed Β all Β its Β interest Β in Β an Β associate, Β Peak Β PacificΒ Limited, Β for Β a Β consideration Β of
US$90,000.
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