Implenia Annual Report 2011

iMPlenia in brief implenia develops and builds the switzerland of tomorrow. Implenia is Switzerland’s leading construction and construction services ...
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iMPlenia in brief

implenia develops and builds the switzerland of tomorrow. Implenia is Switzerland’s leading construction and construction services company. With its integrated business model and comprehensive portfolio of products and services, Implenia can manage a building project through its entire lifecycle and deliver work that is economical, sustainable, integrated and customer-centric. Formed in 2006 from the merger between Zschokke and Batigroup, Implenia can look back on more than 140 years of history in the construction industry. Experience, know-how, size and financial strength allow Implenia to offer its services throughout Switzerland and on an international level for selected competences. The entire Group’s capabilities and capacities can be made available for challenging real estate and infrastructure projects. Implenia brings together the expertise of three specialist divisions:

Industriestrasse 24 CH-8305 Dietlikon Phone + 41 44 805 45 55 Fax + 41 44 805 45 56 www.implenia.com

Implenia | Annual Report 2011

Implenia Ltd.

− As a full-service provider, Implenia Real Estate covers all areas of a property’s lifecycle, from sourcing the finance, to development and realisation, to operational optimisation and promotion. It is the market leader for General Contracting in Switzerland. − Implenia Infrastructure Construction offers the full range of building services, from classic road construction and civil works, through building construction, restoration and refurbishment, to civil engineering and foundation engineering. Here too, Implenia is the market leader in Switzerland. − Implenia Industrial Construction is a specialist in its home and international markets for underground infrastructure projects, as well as for demanding prime building projects outside Switzerland.

Annual Report 2011

Implenia’s head office is in Dietlikon near Zurich, and it has approximately 100 branches throughout Switzerland, as well as representative offices in Norway, Germany, France, Italy, Russia and the United Arab Emirates. The Group employs more than 6,000 people and in 2011 generated a revenue of CHF 2.5 billion. For more information, please visit www.implenia.com.

Key figures

Implenia in brief

Consolidated profit (in CHF million)

20 2%

61.4 57.2

52.5 40.0

40.9

47.1

8%

6%

23.2

40.0

4%

Implenia develops and builds the Switzerland of tomorrow.

2.4%

30

1.7%

3.7%

3.3%

3.0%

2.6%

4%

40 25.5

6%

2.1%

93.7 77.7 58.3

50

57.1

67.6

60

1.1% 22.0

20

1.6% 32.8

40

38.7

60

70

8%

35.3

59.0

80

10%

81.4

100

2.2%

Operating income (in CHF million)

2%

Implenia is Switzerland’s leading construction and construction services company. With its integrated business model and comprehensive portfolio of products and services, Implenia can manage a building project through its entire lifecycle and deliver work that is economical, sustainable, integrated and customer-centric.

6.2

12.5

4.2

2009

2010

2011

12.3

2011

16.8

19.4

2010

2008

10.5

2009

0

3.5

23.7

2008

2nd semester Sale of Privera CHF 11.3 million 1st semester margin

0%

2007

5.9

0

2007

10 0%

Formed in 2006 from the merger between Zschokke and Batigroup, Implenia can look back on more than 140 years of history in the construction industry. Experience, know-how, size and financial strength allow Implenia to offer its services throughout Switzerland and on an international level for selected competences. The entire Group’s capabilities and capacities can be made available for challenging real estate and infrastructure projects.

2nd semester Sale of Privera CHF 11.3 million 1st semester margin

Implenia brings together the expertise of three specialist divisions: Consolidated key figures 2011

2010

CHF 1,000

CHF 1,000

2,522,646

2,388,418

5.6%

EBIT divisions Operating income

93,529 93,676

76,997 77,658

21.5% 20.6%

Consolidated profit

61,351

52,458

17.0%

Consolidated revenue

EBITDA Free cash flow Production output Order book Headcount (full time equivalents) Net cash position Equity

140,489 67,311



112,552 24.8% 39,92068.6%

2,776,666 3,153,915 5,648

2,716,205 3,070,314 5,424

2.2% 2.7% 4.1%

193,459 543,528

149,514 495,484

29.4% 9.7%

− As a full-service provider, Implenia Real Estate covers all areas of a property’s lifecycle, from sourcing the finance, to development and realisation, to operational optimisation and promotion. It is the market leader for General Contracting in Switzerland. − Implenia Infrastructure Construction offers the full range of building services, from classic road construction and civil works, through building construction, restoration and refurbishment, to civil engineering and foundation engineering. Here too, Implenia is the market leader in Switzerland. − Implenia Industrial Construction is a specialist in its home and international markets for underground infrastructure projects, as well as for demanding prime building projects outside Switzerland. Implenia’s head office is in Dietlikon near Zurich, and it has approximately 100 branches throughout Switzerland, as well as representative offices in Norway, Germany, France, Italy, Russia and the United Arab Emirates. The Group employs more than 6,000 people and in 2011 generated a revenue of CHF 2.5 billion. For more information, please visit www.implenia.com.

Key figures

The year in brief

20 2%

61.4 57.2

40.0

52.5

8%

40.9

47.1

Implenia can look back on a very satisfactory business year and has posted very good results. By acquiring Betonmast Anlegg and thus securing access to the Norwegian growth market, it has also taken a significant step forward in the implementation of its international strategy and towards the attainment of its associated growth targets. High-potential investments in the project development sector are making an important contribution to the long-term security of business volumes and operating results. Other important priorities in 2011 included greater collaboration across different parts of the Group, and further progress on sustainability.

6%

23.2

40.0

4% 2.4%

30

1.7%

3.7%

3.3%

3.0%

4%

40 25.5

6%

2.1%

93.7 77.7 58.3

67.6

50

57.1

59.0

60 8%

35.3 2.6%

70

1.1% 22.0

20

1.6% 32.8

40

38.7

60

10%

81.4

100

80

A successful 2011 for Implenia

Consolidated profit (in CHF million)

2.2%

Operating income (in CHF million)

Publication details

2%

6.2

12.5

4.2

2009

2010

2011

12.3

2011

16.8

19.4

2010

2008

10.5

2009

0

3.5

23.7

2008

2nd semester Sale of Privera CHF 11.3 million 1st semester margin

0%

2007

5.9

0

2007

10 0%

2nd semester Sale of Privera CHF 11.3 million 1st semester margin

In this year’s annual report, Implenia focuses on three topics relevant to its work as a construction and construction services company. Consolidated key figures 2011

2010

CHF 1,000

CHF 1,000

2,522,646

2,388,418

5.6%

EBIT divisions Operating income

93,529 93,676

76,997 77,658

21.5% 20.6%

Consolidated profit

61,351

52,458

17.0%

Consolidated revenue

EBITDA Free cash flow Production output Order book Headcount (full time equivalents) Net cash position Equity

140,489 67,311



112,552 24.8% 39,92068.6%

2,776,666 3,153,915 5,648

2,716,205 3,070,314 5,424

2.2% 2.7% 4.1%

193,459 543,528

149,514 495,484

29.4% 9.7%

− High-quality infrastructure and the mobility this facilitates among the population is one of Switzerland’s biggest competitive advantages on the international stage. Implenia helps ensure that this remains the case in the future. Two projects – the Poya Bridge in Fribourg and the A9 bypass round Lausanne – illustrate what this means in practice: Focus Theme, page 18. − Space is a limited resource, and particularly in a small country like Switzerland it is vital that this resource is used carefully. Densification is the watchword. Using the Europaallee project in Zurich as an example, Implenia examines the challenges involved in building complex high-density urban construction projects: Focus Theme, page 70. − Employees form the foundations of corporate success. This is why Implenia is so active in providing training and development opportunities. These range from apprenticeships (see interview on page 30), through university education (interview with Nathalie Fontana of the ETH Foundation, page 112), to internal courses like the construction cost planner career programme (see Fold-out Focus Employer).

Publication details Published by: Implenia Ltd., Dietlikon Concept and Design: schneiter meier AG, Zurich Photos: Gerry Amstutz and Franz Rindlisbacher, Zurich (picture spreads, Discussion and Executive Committee), Jean-François Meyland, Ecublens (A9 picture spread, pages 25 – 27), Fotostudio Di Cristo & Ruggiero, Flawil (Board of Directors portraits), Bernhard Fuchs, Langnau am Albis (Karl’s kühne Gassenschau page 7) Text: Dynamics Group AG, Zurich Translation: James Knight Ltd., Warwickshire, England Printing: Linkgroup, Zurich

Contents

2011 in pictures

2

Annual report 2011 10

Letter to Shareholders 12 Focus – Infrastructure 18

Apprentices talk to the CEO 30 Annual report 2011 40

112 Focus – Employer 127 Corporate Governance 135 Board of Directors 144 Executive Committee 155 financial report 156 Implenia Group’s consolidated financial statements

Real Estate 48 248 Implenia Ltd.’s financial statements

Infrastructure Construction 52 262 Locations, contact addresses and terms

Industrial Construction 56 Implenia in Norway 61 Corporate Center 64 Value-based Management 66 Focus – Densification 70

Vision, values and positioning 82 Strategy and business model 86 Employees 90 Sustainability 98

01.EN.006.03.12

Information for investors 104

The annual report is also published in German and French. The original German is the authoritative version.

2–3

2011 in pictures

31.01.

19.04.

Laying the foundation stone in the centre of Visp Implenia starts work on the Brückenweg building complex.

2011 Annual General Meeting Moritz Leuenberger and Theophil Schlatter are elected as new members of Implenia’s eight-person Board of Directors.

10.03.

Implenia announces 2010 results Implenia’s success story continues, with record results for the 2010 financial year. Its integrated business model, in which all three divisions cooperate with each other, proves its worth once again. The dividend is increased by almost 30%.

15.04.

Rise in operating earnings compared with 2009

Implenia develops new head office for The Global Fund “The Global Fund” against AIDS, tuberculosis and malaria is building a new office building in Geneva, with Implenia as project developer.

22.03.

“Fischer’s Fritz” for sustainable living The project wins the competition run by Implenia to design a sustainable development in Gossau.

23.03.

Final cut-through under the Gotthard The final cut-through marks another milestone in the creation of the new transalpine train route. Both parallel tunnels have now been fully excavated. Implenia completed all the drilling work on schedule.

17.04. / 15.05.

Marathons in Zurich and Geneva Implenia celebrates hard work, achievement and perseverance as sponsor of two popular running events.

01.06.

Implenia builds at EuropaPark Rust Implenia awarded the contract to construct the theme park’s fifth hotel “Bell Rock”.

4–5

2011 in pictures

09.06.

Implenia AG

Code of Conduct

Competition Commission (WEKO) delivers draft judgement on Canton Aargau cases Implenia condemns cartel agreements and has taken comprehensive measures.

Unternehmens- und Verhaltensrichtlinien

20.06.

Implenia develops the Central Switzerland of tomorrow Studies completed for key site between Baar and Zug. Winning project impresses with its quality and sustainability.

15.08.

Saving fuel thanks to “Eco-Drive” Implenia runs regular courses for its employees on how to drive construction machinery and cars efficiently. Machinery fuel saved

18.07.

Betonmast Anlegg acquisition completed Implenia establishes foothold in Norwegian market.

19.08.

Implenia qualifies as sustainable investment Implenia is immediately accepted into Dutch bank Kempen Capital Management’s Socially Responsible Investment Universe (SRI Universe) (More details on page 101).

21.07.

Total contractor order for Plot E Swiss Federal Railways commissions Implenia to follow up its work on Plots A and C by building the next phase of Zurich’s new Europaallee development.

01.09.

Implenia back at the DEFI Implenia teams compete at the Swiss corporate sports championship for the 22nd time.

6–7

2011 in pictures

01.09.

11.10.

Demanding 1st half-year for Implenia Implenia maintains the level of sales, but suffers a decline in earnings. This is a result of operational challenges in Infrastructure Construction; corrective action has been taken. The other divisions show year-on-year improvements.

A place for culture on the Sulzer site Implenia provides a hall for cultural events on the Sulzer site in Winterthur.

13.10.

Karl’s kühne Gassenschau stays in Winterthur Site owner Implenia will once again host the spectacular show FABRIKK in Winterthur in 2012.

15.09.

Second tunnel project in Arabia Implenia is commissioned to build a microtunnel network for a waste-water treatment plant in Bahrain.

15.09.

Oerlikon station expansion contract awarded to Implenia Swiss Federal Railways commissions a consortium led by Implenia to expand Oerlikon station. By 2016, capacity will be created for the new cross-city line and the expansion of the Zurich S-Bahn.

03.10.

Changes in the Board of Directors and Executive Committee Board of Directors appoints Anton Affentranger as CEO; former Vice-Chairman Markus Dennler becomes new Chairman of the Board.

8–9

2011 in pictures

17.10.

25.11.

Daisy blooms in the far north Norwegian acquisition Betonmast Anlegg now operates under the Implenia brand.

Implenia in Winterthur for a year A year after acquiring Sulzer Immobilien AG and its land and properties in central Winterthur, Implenia and the mayor of Winterthur announce details of the development of the former Sulzer industrial complex.

21.10.

Implenia starts a new training course for construction cost planners There is a demand for well qualified construction cost planners. But until now there has not been any suitable professional training. In order to fill this gap, Implenia and the Lucerne University teamed up to create the “CAS Baukostenplanung GU / TU” (“Certificate of Advanced Studies in Construction Cost Planning for General and Total Contracting”) training course (more information in fold-out focus-employer).

05.12.

Implenia with solar cell pilot project The first portacabins in Switzerland equipped with photovoltaic cells are set up at Implenia’s construction site in Lausanne-Vennes and produce their own electricity.

30.10.

Lucerne Marathon goes through the tunnel The course of the fifth Lucerne Marathon takes runners through the new Zentralbahntunnel built by Implenia. The project won the 2012 Infra Prize (prize awarded every year by “Fachverband Infra”, the Swiss association of infrastructure construction companies).

19.12.

Increased strength in building construction business Implenia Infrastructure Construction adjusts organisa­ tional structures to improve customer focus and risk management, thus setting the course for a sustained improvement in earnings from building construction.

Navigation

Annual Report 2011

10–11

Letter to Shareholders 12 – Apprentices talk to the CEO 30 – Annual report 2011 40 – Real Estate 48 – Infrastructure Construction 52 – Industrial Construction 56 – Implenia in Norway 61 – Corporate Center 64 – Value-based Management 66 – Vision, values and positioning 82 – Strategy and business model 86 – Employees 90 – Sustainability 98 Information for investors 104

Letter to Shareholders

12–13

Dear Shareholder,

Our company can look back on a successful financial year. It achieved excellent results. By acquiring Betonmast Anlegg and entering the Norwegian growth market, a significant step forward has been taken in the implementation of our international strategy and towards the attainment of our earnings and growth targets. Promising investments in the project development area made an important contribution to the long-term sustainability of business volumes and operating results. Other important priorities in 2011 included improved collaboration across different parts of the Group, and further progress on our sus­tainability strategy. Strategic foundations laid for earnings growth We are pleased to be able to present you with another good set of annual results. With EBITDA, operating result and consolidated profit well above previous year’s levels, 2011 was a very successful financial year. In addition, important strategic steps have been taken that will help us unlock our Group’s potential. Our earnings targets are within reach.

Chairman of the Board of Directors Markus Dennler (right) and CEO Anton Affentranger (left) look back on a successful 2011 financial year.

Letter to Shareholders

Project development business gains further momentum In Switzerland, Implenia made some significant, highly promising investments in the proj­ ect development area in the second half of the year – including “Wrighthouse” in Opfikon, “The Metropolitans” in Zurich, and “Unterfeld” in Zug / Baar. These projects not only make an important contribution to maintaining medium-term business volumes and operating results in the Project Development business area but, thanks to the Group’s “One Company” integrated business model, help boost General Contracting and Infrastructure Construction too. Various projects were taken forward in Winterthur as part of the development of the former Sulzer sites in the city centre and in Neuhegi. In Basel, Implenia is building the “schorenstadt” housing estate – a beacon project for the 2000-Watt Society. Implenia moves into Norwegian market and presses ahead with internationalisation One highlight of the 2011 financial year was the acquisition of the Norwegian company Betonmast Anlegg. This acquisition marked a milestone in our international strategy, laying the foundations for our participation in the booming Norwegian tunnel and infrastructure market. With the expertise we have proven in Switzerland and with our strong team in Norway, all the elements are in place for us to position ourselves successfully in this market. Since October, Betonmast Anlegg has been operating in the Norwegian market as Implenia Norge. The acquisition represents another important step in the realisation of Implenia’s vision: “We are establishing ourselves as a recognised international expert in challenging infrastructure projects”. Furthermore, we socred successes in the Middle East with revenues flowing from our first infrastructure contracts in the region – microtunnelling projects in Al Ain (Abu Dhabi) and Muharraq (Bahrain).

14–15

Real Estate and Industrial Construction generate very good results The Real Estate and Industrial Construction Divisions achieved very good results for the year under review, contributing substantially to our excellent consolidated result. In addition, the settlement reached between Consorzio TAT and AlpTransit Gotthard (ATG) generated various positive contributions. The settlement represents a good solution for all concerned, and marks another important step towards the successful completion of the historic Gotthard project. Foundations laid for successful earnings growth at Infrastructure Construction After a difficult first half of the year, the earnings situation at Infrastructure Construction stabilised thanks to the immediate measures taken. The division also laid the foundations for a long-term positive operating performance. The focus is on strengthening client acquisition and customer service in Building Construction as well as effective, centralised cost calculations. We also created the conditions for a flexible, optimised use of personnel and technical resources. Against this background the new “Building Construction German-Speaking Switzerland” business area was established within the Infrastructure Construction Division on 1 January 2012. This will help improve our customer and market orientation in Building Construction. Changes in the Board of Directors and Executive Committee On 1 October 2011 the Board of Directors transferred operational management of Implenia to Anton Affentranger. Mr. Affentranger has stepped down from Implenia’s Board of Directors and given up operational management of his private companies. The new Chairman of the Board of Directors, as from 1 October 2011, is Dr. Markus Dennler who, as the former Chairman of Batigroup, had been Vice-Chairman of the Board since the merger in 2006. Existing Board member Hans-Beat Gürtler was elected Vice-Chairman.

16–17

Letter to Shareholders

New management for Industrial Construction On 1 October 2011, Dr. Peter Preindl joined the Executive Committee and on 1 January 2012 he became the new Head of the Industrial Construction Division. As the former CEO of Austrian construction group Alpine Bau he has proven expertise and many years of experience in the construction industry. Mr. Preindl took over as Division Head from Luzi R. Gruber, who retired on 1 January 2012, but who will continue to help us in an advisory capacity on strategic issues and selected projects. We would like to thank Luzi R. Gruber for his many years of exceptionally successful work, including his role in the building of the Gotthard base tunnel and the development of our company’s international strategy. On 1 January 2012, Rainer Preisshofen joined Implenia as the new Head of the Prime Buildings business unit within the Industrial Construction Division. We are confident that with these new appointments Industrial Construction is ideally positioned for the strategic and operational challenges that lie ahead.

Full order books and a positive outlook Full order books, our committed employees and a focussed strategy mean we can look forward to the future with confidence. A significant improvement in incoming orders in the final quarter of 2011, a stronger customer orientation and a striking sense of fresh energy within the Group are contributing further to the positive outlook. On the market, we expect public sector investment activity to remain stable, especially in the infrastructure segment. The private sector is likely to be negatively affected by the strong franc and economic uncertainties in Europe. However, low interest rates, still relatively low property vacancy rates and the consistently high number of people migrating into Switzerland make us confident about private-sector business too. Thank you The successful results we present to you here were made possible by the hard work of all the employees who devote their expertise and passion every day to achieving Implenia’s goals. We would like to thank them very much for all they have done. And thanks also to you, our valued shareholders, for your confidence and your loyalty.

Sustainability remains in focus Sustainability is a passion at Implenia, and it will remain the central principle in all our activities. In 2011 we carried out the groundwork that will allow us to publish our first Sustainability Report in autumn 2012. Higher dividends Against the background of very good results for 2011 and the continuing positive outlook, the Board of Directors proposes to the General Meeting of 4 April 2012 to approve distribution from capital reserves of CHF 1.10 per share (compared with a dividend in the form of a reduction in par value of CHF 0.90 in 2010).

Markus Dennler Chairman of the Board of Directors

Anton Affentranger CEO

Since 1984 mobility has sharply increased in Switzerland. This has been due to population growth, urban sprawl into rural areas and the fact that more and more people have to travel ever greater distances between where they live, work and engage in leisure pursuits. Most travel is down to everyday commuting and business trips; vacations and leisure excursions account for just one-third. Whereas in 1970 as many as 580,000 working people (20%) did not have to commute to work, by 2000 this number had shrunk to 303,000 (10%). According to the Federal Office for Statistics (FOS), the distances now travelled by working people are more than twice those of the other age groups. Increased mobility does not necessarily mean that Swiss people are constantly travelling further or faster. They most frequently still walk or cycle, as a survey by the Federal Office for Planning and Development revealed. For longer

distances they prefer to use their cars. Although modes of public transport – rail, bus and tram – managed to increase their share overall, at just under 20% they account for only a slightly higher proportion than air travel.

Shifting onto the roads The car is therefore the most popular and most commonly used mode of transport in Switzerland. Only 20% of households do not own a car; in 1984 the figure was still as high as 31%. In 2010 around 91 billion person kilome-

“More and more freight traffic has shifted onto the roads.” Federal Office for Statistics, “Mobility and Transport”, February 2011

90,666

89,930

88,525

100,000

87,492

86,023

86,816

The number of person kilometres travelled by private road transport and on the rail network has risen continuously since 2005.

80,000

0

2005

2006

2007

2008

2009

4,006.1

19,177

3,901.3

18,571

3,813.8

17,775

3,963.5

17,434

40,000

3,888.6

20,000

16,578

60,000

3,857.9

According to the “Mobility and Transport” study carried out by the Federal Office for Statistics, in 2010 the Swiss population travelled a combined total of more than 120 billion kilometres. That is equivalent to each individual travelling half the earth’s circumference per year. Although more and more people are using the railways, the car remains the number one mode of transport.

Number of person kilometres

16,144

Mobility: Switzerland’s trump

Rail Road (private) Road (public transport)

2010

Source: Federal Office for Statistics, “Mobility and Transport”, December 2011

tres were travelled by car, 7.5 billion more than in the year 2000. The extra strain in recent years has been taken mainly by the national trunk roads, which have acquired much greater macroeconomic significance. In 2011 alone the Federal government invested nearly 2 billion francs in roads, most of it for maintenance and expansion of the existing network. Since 2000 this has gained another 330 kilometres, with 150 kilometres being added to the Swiss motorway network, on which volumes have more than doubled since 1990. According to ASTRA, the Federal Office for Roads, the most heavily used roads in the country include the stretches of the A1 between Geneva and Lausanne and between Berne and Winterthur, and the A2 in the Basel region.

Towns and cities more environmentally friendly Thanks to the improvements made under the “Bahn 2000” project, the

railways have made up a lot of ground. Although the network was expanded only slightly (by 60 kilometres), rail travel has seen the same sort of strong growth as road travel, accounting for an additional 6.56 billion person kilometres since 2000. Even so, advocates of sustainable development can point to only partial success. Targets and reality are drifting ever further apart, especially in freight traffic, less and less of which is transported by rail. “This longterm trend is in line with developments in the European Union, where more and more traffic has been shifting onto the roads”, the FOS reports in the latest edition of “Mobility and Transport”. Rail, bus and tram are used most eagerly by town and city dwellers. In urban areas, 30% of households do not own a car at all. This is one of the benefits of urban densification: it allows people to live, work and play in close proximity and so make transport more environmentally friendly.

More sustainable mobility thanks to intelligent infrastructure projects The Pont de la Poya Bridge in Fribourg and the stretch of the A9 near Lausanne were among the most important infrastructure projects undertaken by Implenia in 2011. Both have a traffic-calming impact: the Pont de la Poya will relieve pressure on the old town of Fribourg, while the new surface on the A9 reduces the risk of aquaplaning and suppresses noise.

≤ The Pont de la Poya Bridge is 851.6 m long, with a total carriageway width of 19.25 to 22.15 m. From the Bellevue (Schoenberg qurter) approach the structure spans the River Saane some 70 m above the valley floor, linking Murtenstrasse (connecion to A 12) with Bernstrasse through the tunnel and the roofed gallery, which are under construction.



The four-lane Lausanne bypass was opened in 1970. The bypass forms a 7.7 km stretch of the A9 motorway between Villars-Ste-Croix and Vennes. In the summer of 2011 Implenia replaced the asphalt road surface between the Pont de la Sorge Bridge in Villars-Ste-Croix and the Vennes exit (Lausanne). The work took two months and was carried out at night.

107 metres up – but no vertigo In the Canton of Fribourg the 851.6 metre long Pont de la Poya Bridge, one of Switzerland’s most impressive feats of engineering, is taking shape: two steel and concrete approach bridges and, running between them, an inclined cable-stayed cantilever bridge at both endings hung from two needleshaped pylons rising to a height of 107 metres. At 196 metres, the cabletensioned section of the Pont de la Poya Bridge is the longest pillar-free span in Switzerland. It poses a challenge in terms of both engineering and safety. The mixture of materials used, the technique and the height above ground are “demanding”, admits Thierry Progin, Head of the Implenia branch office in Fribourg. Pouring the concrete and spanning the cables at a height of 107

metres have also placed serious demands in terms of ensuring the safety of the 42-strong team of highly experienced, vertigo-free bridge builders.

“The mixture of materials used, the technique and the height above ground are challenging.”

The project has had an extremely difficult birth: it has taken 50 years to begin construction of the Pont de la Poya. In the autumn of 2010 the foundation stone was finally laid by members of the Governing Council of Canton Fribourg, cantonal engineers and representatives of the project’s chief contractor and sub-contractors. Construction work began in November 2009. It will be in late

Thierry Progin, Head of the Implenia Infrastructure Construction branch office in Fribourg

The visually imposing Pont de la Poya Bridge is the kingpin of an infrastructure project costing around CHF 200 million, the aim of which is to improve quality of life in the town of Fribourg. The beautiful old town centre – the castle district – was in danger of suffocating to death from the daily traffic of around 25,000 vehicles. The project also involves the construction of a tunnel and two intersections. Motorists will be able to use the Pont de la Poya to cross the River Saane. A 251-metre tunnel will then channel them under the Palatinat Park and the SBB rail tracks. The Pont de la Poya has four lanes: three carriageways for motor vehicles and a separate lane for pedestrians and cyclists. The town of Fribourg is being relieved of its traffic burden while enhancing the mobility of its population. “The Poya project will satisfy the long-held aspirations of the people and authorities of Fribourg”, says Giancarla Papi, Head of the Construction and Planning Office of Canton Fribourg.

2014 at the earliest before the first cars drive over the bridge. Interested parties can take part in a guided tour to visit the construction site or can follow it on webcam (www.pontpoya.ch).

Implenia leads consortium The CHF 56 million Pont de la Poya Bridge is being built by a consortium of three firms. With its 40% stake, Implenia leads the consortium and is responsible for the technical and operational supervision, with Implenia Infrastructure Construction handling 70% of the engineering and construction work. Night shifts on the A9 Every day the six-lane Lausanne bypass section of the A9 is used by 90,000 vehicles. The 7.7-kilometre stretch between Villars-Ste-Croix and Vennes is thus one of the most heavily used sections of motorway in Switzerland. In 2011 the stretch was resurfaced. The cost and deadline constraints made the job a very challenging one for Implenia’s Vaud profit centre. “The size of the job and the smooth cooperation between our various branch offices in western Switzerland do great credit to Implenia in French-speaking Switzerland,” says Olivier Mouron, Head of Civil Engineering for the Western Switzerland Region. To ensure that traffic flows on the stretch of motorway were not impeded, the work was carried out exclusively at night for the duration of the two-month project. The old road surface was removed and replaced with a "open-pore asphalt"(PA 11). Unlike traditional asphalt, where the mineral

content melts together with bitumen to form a compact mass, the open-pore surface has a rough granular consistency. Thanks to tiny spaces between the granules there is only a very thin film of water. Thus, traffic noise is absorbed.

Implenia’s innovative asphalt products Implenia doesn't just work out on the roads themselves. In the background the Implenia laboratory has been researching traffic noise for many years now, analysing and refining the recipes for asphalt products available on the market by adding in recycled materials such as gravel and sand or rubber and trying out other types of resinous or binding substances. Together with Sapa SA (a joint venture between Implenia and Walo Bertschinger) the Implenia laboratory has developed the low-noise road surface “Sapaphone” (a trademark), which achieves much improved results. Sapaphone reduces traffic noise by around 9 decibels, or three times as much as required by the Federal Office for Roads (ASTRA) and the Federal Office for the Environment (BAFU). In 2010 more than 2000 tonnes of Sapaphone asphalt were laid on Swiss roads. The Implenia laboratory is monitoring the behaviour of these Sapa­phone surfaces to gather information on the product’s long-term stability.

Pont de la Poya Bridge – facts and figures Commissioned by Civil Engineering Department, Canton of Fribourg Chief contractor Groupement MPP p/a GVH Saint Blaise Cost CHF 56 million Total length 851.6 m Length of central span 196 m Height 107 m Concrete used 16,000 m3 Reinforcement rods 2,800 t Steel 3,539 t Excavated material 44,000 m3 Anchor piles 720

A9 – facts and figures Commissioned by Chief contractor Implementation Tender amount Bypass surface area removed Trial surfacing removed Weight of material removed PA 11 surfacing laid AC MR 11 surfacing laid No. of nights worked No. of personnel per night

Federal Office for Roads ASTRA CSD Ingénieur M. Saugy Implenia Infrastructure Construction, Echandens CHF 18.1 million 250,000 m2 19,000 m2 40,000 t 21,000 t 4,200 t 44 100

“The A9 job is a flagship project for Implenia in French-speaking Switzerland.” Olivier Mouron, Head of Civil Engineering, Western Switzerland Region

30–31

Apprentices talk to the CEO

“Details make the difference”

Implenia is very serious about promoting new talent and training young employees. More than 200 apprentices – in office jobs and on site – are currently learning their trade with us. Why did they come to Implenia? And what have they always wanted to ask the CEO about? Anton Affentranger met five young people for a discussion.

Apprentices Deborah Bazzanella, Sheila Gehringer, Kevin Rumo, Daniel Kaldis and Joel Vollenweider (left to right) talk to Anton Affentranger.

He certainly felt a bit nervous; after all, it’s not every day that an apprentice gets the opportunity to talk to Implenia’s CEO, says 17-year-old Daniel Kaldis. The carpentry apprentice in his first year of a BMS course (an academic course running in parallel with a practical apprenticeship) is simultaneously training with Implenia’s Wooden Construction Department in Rümlang. Together with his colleague Joel Vollenweider (17), a second-year carpentry apprentice, he has come to Dietlikon on this cold January morning to join the discussion. The other participants are already waiting on the sixth floor of Implenia’s head office building, usually home to strategic Board meetings and intensive Executive Committee sessions. One of those already there is 20-year-old Sheila Gehringer. She has already been able to gain experience in various departments, including the IT help desk in Oerlikon and the Human Resources Department in Aarau. The fact that her mother is called Margrit – which also happens to be the German name for Implenia’s “daisy” logo – is not, of course, the only reason why she chose to train at Implenia (Affentranger’s deep laugh rings out, and not for the last time during the hour-long discussion). The main things she likes about Implenia are its size, the large number of exciting projects and the opportunity to work with different people. Deborah Bazzanella, a 19-year-old commercial apprentice in the second year of an “E-Profil” course (expanded basic training), nods in agreement and says that she can’t think of another company that offers such a varied insight into working life. She is currently working in Dietlikon for Implenia General Contracting.

32–33

apprEnticEs talK to tHE cEo

“The training course at Implenia is interesting and varied.” Sheila Gehringer, 20, commercial apprentice, Implenia Corporate Center / Human Resources, Aarau

varied insights into working life “Rotation is a central principle for office-based apprentices,” explains Andrea Wyss, who is in charge of commercial apprentices at Group level. “We want out apprentices to see what life is like in all sorts of different areas. This helps them apply the theories they have learnt at school to a wide variety of practical situations. It also helps the apprentices work out which areas they might want to consider for a future career.” Back on the sixth floor, Kevin Rumo, from Fribourg, is introducing himself. The site-based apprentice, now in his third year of training, proudly tells the room that he works on a road construction site in Fribourg. But that he still hasn’t been to the Poya Bridge, one of Implenia’s biggest flagship projects in the region. Affentranger wonders if he had to get up particularly early to come to Dietlikon this morning. No, replies Rumo, only at 7 a.m., which is practically a lie-in for him.

Anton Affentranger: How have you liked training at Implenia so far? Sheila Gehringer: It’s exciting and very varied. Daniel Kaldis: Yes, and we have a super team, great people and a good atmosphere. Joel Vollenweider: I think the most exciting thing is that as an apprentice you can work on the large-scale contracts that Implenia gets. Smaller firms just can’t offer this opportunity. I might be working next on the planned residential development in Mellingen [editor’s note: scheduled to be the biggest Minergie-A housing estate in Switzerland], that would be really exciting! Anton Affentranger: Is there anything that we could be doing better? Apart from paying you more.... (Affentranger grins and the apprentices laugh loudly.)

Daniel Kaldis: You could improve the apprenticeships by asking more of the apprentices. We could be given challenging work earlier. It would also be better for the company if it gave the apprentices more responsibility and more independence earlier. practice and theory come together More than 200 apprentices are currently at Implenia, preparing themselves for a wide variety of professional careers. They include construction equipment mechanics, builders, foundation engineers, heating technicians, ventilation technicians, plumbing technicians, bricklayers, mechanics, joiners, road-builders, transport infrastructure engineers and carpenters. Andrea Wyss explains: “We want to identify good new talent early and, depending on how mobile they are, give them the most suitable placements. Most apprentices will be given a job at the company after they have finished their course.” This fluid transition from training to working life is one of the things that makes the parallel training system, with is equal weighting of theory and practice, such a successful model. Switzerland has one of the lowest rates of youth unemployment in Europe. At 3.4%, the percentage of young people out of work is only marginally higher than the overall jobless rate (source: Seco, “Die Lage auf dem Arbeitsmarkt”).

Anton Affentranger: Can you imagine working for Implenia later on? Deborah Bazzanella: Yes, certainly. If there’s an opportunity, of course. I would be interested to know how you see your role as CEO.

“I think it’s great that as an apprentice you can work on the large-scale contracts that Implenia gets.” Joel Vollenweider, 17, second year of training as a carpenter, Implenia Wooden Constructions, Rümlang.

Apprentices talk to the CEO

Anton Affentranger: I always say that the CEO is the one who ends up fielding the problem. Complaints of all types, internal and external. Not that we have too many of them, but they do occur from time to time, and that’s what I’m here for. If problems can’t be solved, they end up with me. My job is to ensure that everything is running, that the organisation is working properly, and that the people can work together well. I am responsible for ensuring conditions that allow everyone in the Group to progress and do their job as well as possible. I also work to create a good atmosphere and help foster a fighting spirit among staff. And finally, one of my goals as CEO is to make sure that we all uphold our company values and adhere to our Code of Conduct. Deborah Bazzanella: What do you do if employees don’t comply with our Code of Conduct? Anton Affentranger: First and foremost it was important for me to introduce the Code of Conduct at Implenia, and communicate it so that every single employee understands it – from Executive Committee, to department managers, to employees, to apprentices... Daniel Kaldis: May I ask what it’s about? Anton Affentranger: (laughs) I see we already have a few follow-up tasks! But to answer your question: the Code of Conduct can be seen as our constitution. It’s where we define how we want to behave as a company towards our clients, the general public and our employees. In short, these are the rules of behaviour that we want to follow. For all of us the Code of Conduct serves as a guide in our working lives. Every employee – including apprentices – has signed to say that they have read, understood and accepted the points contained in the Code.

“I learned my French on the building site.” Kevin Rumo, 18, road construction apprentice, Implenia Infrastructure Construction, Freiburg i. Ue.

34–35

Deborah Bazzanella: But we still had to pay a fine for what happened in Canton Aargau. Anton Affentranger: Yes, that’s true. We were fined because businesses in Aargau made agreements with each other, thus contravening the principles of the free market. Implenia is clearly committed to free and unfettered competition. In fact this is stated in the Code of Conduct. We now take a zero tolerance policy towards anyone who infringes the Code of Conduct. Anyone who so seriously contravenes our principles will lose their job. As the largest construction firm we have a particular responsibility and must set an example of impeccable behaviour. Encouraging an international mindset even among apprentices At its 2011 Apprenticeship Conference, Switzerland’s Federal Office for Professional Education and Technology (OPET) wrote the following: “The globalised world of work presents new challenges in professional education. Occupational mobility is becoming a key success factor for today’s workers and for the competitiveness of Swiss companies. Given this situation, mea­ sures are required that make it easier for apprentices to move around with their work and thus prepare them in the best possible way for the requirements of working life.” Implenia’s role as an international company, and the opportunities and challenges of globalised working are also subjects that preoccupy our apprentices.

Anton Affentranger: Mr. Rumo, it’s mainly French speakers who work at our unit in Freiburg isn’t it? How is your French? Kevin Rumo: They mainly speak French on the building site, so I learned it quickly. This is a big advantage for me because it makes things much easier at school. Anton Affentranger: It will benefit you not only at school but in your later working life. Languages are the key to being able to work all over the world – if that is what you would like. Joel Vollenweider: Do you know a lot of languages? Anton Affentranger: I grew up bilingually in South America, learning German and Spanish. I still only speak Spanish with my brother. Then I studied in Geneva, which is where I picked up French. And I feel pretty comfortable in English too. Joel Vollenweider: A couple of people in our department recently went to Germany to finish off some shuttering work on site. Will Implenia be doing more work abroad in future?

36–37

Apprentices talk to the CEO

“In order to deploy our expertise internationally, we need employees who are mobile and who are prepared to look for opportunities outside Switzerland too.” Anton Affentranger, CEO

Anton Affentranger: Yes, I think that will definitely happen. As I’m sure you know, we are running a huge construction site at the moment in Switzerland for the NEAT project, with lots of very highly skilled people working on the tunnelling. But the NEAT work is coming to an end soon. The aim of our international strategy is to utilise the experience and expertise of the people currently working on NEAT and similar projects by giving them opportunities abroad. We already have two projects in the Middle East: in Abu Dhabi and Bahrain. They both involve microtunnelling – small tunnels with a maximum diameter of 1.2 meters, often used for things like waste-water systems. We are currently hoping to win a third contract in Dubai. We are also building one of Italy’s tallest buildings at the moment, the Bank Intesa Tower in Turin. And in August we bought a company in Norway. We have high hopes for this acquisition. Do you know which three departments at Implenia worked over the Christmas break? Sheila Gehringer: I would guess the accounts department to prepare for the annual results and HR Administration. Anton Affentranger: Correct, and the other department was our operation in Norway. Our new colleagues have so many projects for which they have to prepare offers that they had barely any time for a holiday. Our dream is for us to be able to deploy our people in Switzerland internationally. But it’s not easy. Daniel Kaldis: I’d go straight away! Anton Affentranger: (laughs) I believe you. But let me give you an example: for the Turin Tower project, which we started work on about a year and a half ago, it was very difficult to find people in Switzerland who wanted to go to Italy. I remember a 35-year-old project manager who would have been perfect for the job. But for personal reasons he didn’t want to leave Switzerland. Precisely when it comes to exporting our Swiss quality to other countries, it is vital that we also have Swiss people on the ground who can use their expertise and experience. This means, however, that people have to be mobile and have to want to seize the opportunity. What I mean to say to you is this: you are all still right at the start of your career. Be aware that there are opportunities not just in Switzerland, but internationally. Deborah Bazzanella: What brought you back to Switzerland?

Anton Affentranger: I think it’s a great country. On every trip, and every time I work abroad, I always realise: we have it good in Switzerland. So I think we should look after what we have here, though always remaining open to the world and to new things. It’s like at Implenia: there are of course things that we could do better, but we can be proud of the quality we achieve and of the way we work. Values like reliability, punctuality, precision, quality – these are all very strongly associated with Switzerland for me. I believe we have a responsibility to nurture these values. Quality counts As the discussion continues, Sheila Gehringer wants to know how many building sites Mr. Affentranger has visited. Affentranger asks back: how many building sites does Implenia have in Switzerland. Blank looks. And then the figures start pouring out: 100; 1,500; 2,000; 2,500. There are a total of 4,000 construction sites in Switzerland alone, Affentranger confirms – and this doesn’t include the international units like Norway. Joel Vollenweider wonders if he can really maintain a clear overview of so many projects. And soon the discussion turns to working hours and how many are needed to do all the work a CEO needs to do.

“I’d go abroad straight away!” Daniel Kaldis, 19, first year of training as a carpenter, Implenia Wooden Constructions, Rümlang.

38–39

Apprentices talk to the CEO

Daniel Kaldis: How many hours do you work on average each week? Anton Affentranger: I don’t know. For me it’s not a question of work time and leisure time. Everyone these days talks about work-life balance, but I rarely think about how much exactly I have worked. The important thing for me is that I enjoy doing what I do, whether it’s working, cooking or running a marathon. If you do something that you don’t actually like doing, then you have to correct the situation – because as far as I’m concerned, every minute that you spend doing something you don’t like is a minute too many. Sheila Gehringer: But there must be moments when you simply have too much to do and reach the end of your tether, even if you basically enjoy the work… Anton Affentranger: There are certainly moments when you reach your limits. We had a situation like that last autumn when the management changes happened. We had to make some far-reaching decisions very quickly. It was similar when the “Letzigrund” issue was at its height. You have to remember how serious it was: people were saying that a structure we had built was not safe and could be about to collapse. Even though we knew this was far from the reality and had numerous expert reports clearly stating that the opposite was true, it is not easy to cope with such accusations. Then there was the media, which wrote all about it and built up an enormous amount of pressure. Often it’s not about the matter itself, but more about the people involved. And in times like that you realise how important it is to have a good professional, but also private and family, environment to support you.

“Often it’s the details that decide whether a project or a contract bid is successful or not.” Anton Affentranger, CEO

“If I get the opportunity, I can easily imagine continuing to work at Implenia after my apprenticeship." Deborah Bazzanella, 19, commercial apprentice, Implenia General Contracting, Dietlikon

Deborah Bazzanella: What characteristics do you believe are important for an Implenia employee? Anton Affentranger: It’s important that everyone knows and understands what it is to be a service provider. For example, they have to understand that the details are important. This holds for your day-to-day work, whether it’s in accounts, on the building site, or in the carpenters shop, Mr. Kaldis and Mr. Vollenweider. Often it’s the details that make the difference between success and failure. To ensure the customer is happy, everything has to be right. It’s the same for every construction project. The result is what counts. You asked me earlier how much I work. I think the more important thing is that whenever we work, and for however long, we do it right. That is my basic philosophy. Sometimes it means having to go the extra mile. Last weekend, for example, we worked on a presentation until everything was perfect down to the very last dot on the last “i”. It was nerve-wracking, but we had an important customer pre­ sentation on the Monday morning. And if I could leave you with any message today, it would be this: ensuring that the very last detail is right requires commitment and passion. I very much hope that I have been able to kindle a little of that flame in you. Affentranger admits that he is hard to please, and he knows that this can sometimes be hard to take. His family could tell a few good stories about it. When he was checking his youn­ ger son’s essay the other day, he made so many corrections that the student protested and said he’d never give his father any work to look at ever again. A sigh of sympathy goes round the table; it’s clear the apprentices identify with the son. But they all grin and when the time comes to say goodbye it’s clear that Deborah, Sheila, Joel, Daniel and Kevin are going back to their workplaces feeling stronger and more motivated. Text and moderation: Philipp Bircher

40–41

Annual report 2011

Consolidated profit  (in CHF million)

61.4 57.2

52.5 40.0

47.1

2.4%

4% 2.2%

20 2%

6%

23.2

40.0 30

1.7%

3.7%

3.3%

3.0%

2.6%

4%

40 25.5

6%

8%

40.9

77.7 58.3

50

57.1

67.6

60

1.1% 22.0

20

1.6% 32.8

40

38.7

60

70

8%

35.3

59.0

80

10%

81.4

100

2.1%

93.7

Operating income  (in CHF million)

2%

Stable construction market The construction market in Switzerland performed robustly again in 2011. Civil engineering was one of the main drivers as the sector continued to benefit from major public sector infrastructure works. The only decline was recorded in the tunnelling business, which was a result of NEAT work coming to an end. The other main driver was the positive trend in residential construction: low interest rates and migration into Switzerland mean there is a demand for new homes. Meanwhile, investment in commercial and industrial building work was subdued. Companies’ caution in the wake of the European debt crisis was plain to see in this segment. Although the construction market as a whole grew, prices in individual segments remained under pressure. The healthy level of construction activity also had an effect on the labour market. Employment figures reached a record high, and there were shortages of some specialist personnel.

4.2

12.5

2010

0%

2011

6.2

2009

16.8

12.3

2011

2008

19.4

2010

0

3.5

10.5

2009

2nd half-year Sale of Privera CHF 11.3 million 1st half-year margin

0%

2007

23.7

2008

EBITDA, operating result and consolidated profit for the 2011 financial year are all excellent. The Real Estate Division recorded a very good business performance and gained further momentum in the Project Development business. Industrial Construction achieved an outstanding result. With the acquisition of the Norwegian com­pany Betonmast Anlegg, Implenia has created an additional platform from which to exploit its international growth potential. At Infra­structure Construction, important steps were taken towards sustainable profitable growth. The Group’s full order book gives reason to be confident about the current year.

0

5.9

A successful 2011 for Implenia

2007

10

2nd half-year Sale of Privera CHF 11.3 million 1st half-year margin

Consolidated key figures 2011

2010

CHF 1,000

CHF 1,000

2,441,202 81,444 2,522,646

2,388,418 – 2,388,418

2.2%

EBIT divisions

93,529

76,997

21.5%

Operating income

93,676

77,658

20.6%

Consolidated profit

61,351

52,458

17.0%

140,489 67,311

112,552 39,920

24.8% 68.6%

18,472,000 18,292,994

18,472,000 18,260,983

– 0.2%

Consolidated revenue (excl. Norway) Revenue Implenia Norge 1 Consolidated revenue

EBITDA Free cash flow Number of shares Outstanding shares 1 from 18.07.2011



5.6%

42–43

Annual report 2011

Free cash flow

EBITDA (in CHF million)

169.1

12%

200 150

67.3

5.6%

50

39.9

100 92.7

8%

2.4% (2010: 2.2%). The disproportionately large improvement in income is due to the growth in the high-margin Project Development business, better final earnings from general contracting projects due to optimised project management, and strict cost and risk management. As well as outstanding operating results, the settlement between Consorzio TAT and ATG (AlpTransit Gotthard) made an additional positive contribution to earnings (details on page 59).

0 4%

–50

30

–113.3

112.6 76.0 4.7%

75.5 4.6%

98.5 54.8 4.2%

60

3.6%

60.5

90

84.7

120

104.6

150

111.1

140.5

(in CHF million)

2011

29.4

2011

2010

36.6

2010

2009

29.1

2009

–150 2008

43.7

2008

2nd half-year Sale of Privera CHF 11.3 million 1st half-year margin

0%

2007

24.2

0

2007

–100

Cash flow from operating activities Cash flow from investment activities Free cash flow

High cash flow and a solid capital base Free cash flow was up at the healthy level of CHF 67.3 million (2010: CHF 39.9 million). This is a product of a good business performance as well as strict management of net working capital (NWC) and liquidity. Implenia financed the Betonmast Anlegg acquisition and the investments made to strengthen the project development portfolio (“Unterfeld”, “Wrighthouse”, “The Metropolitans”) entirely from current cash flow. Meanwhile, in accordance with its strategy the Group sold investment properties from the Sulzer portfolio that did not fit its strategic focus. This freed up previously committed capital. Key balance sheet figures

Best result in Implenia’s history The Implenia Group can look back on a successful 2011. Excellent figures were recorded for all key benchmarks. Group revenue increased 5.6% to CHF 2523 million (2010: CHF 2388 million). CHF 81.4 million of this, or 3.2%, can be attributed to newly acquired Norwegian company Betonmast Anlegg (Implenia Norge). Two of the divisions, Real Estate and Industrial Construction, posted an excellent business performance. Infrastructure Construction failed to meet expectations in the first half year, but in the second half of 2011 the division matched the good performance of the equivalent period in the previous year. With a package of measures aimed at strengthening customer focus and risk management, the Infrastructure Construction Division set the course for sustainable profitable growth. EBITDA, the operating result and consolidated profit were all significantly higher than in the previous year: EBITDA went up 24.8% to CHF 140.5 million (2010: CHF 112.6 million), operating earnings rose 20.6% to CHF 93.7 million (2010: CHF 77.7 million), and consolidated profit increased 17.0% to CHF 61.4 million (2010: CHF 52.5 million). Thus, Implenia has clearly improved its margins again. The EBITDA margin is now up at 5.6%, compared with 4.7% in 2010. The operating income margin is 3.7% (2010: 3.3%) and the consolidated profit margin

2011

2010

CHF 1,000

CHF 1,000

Cash and cash equivalents Real estate transactions Other current assets Non-current assets Total assets

402,532 247,047 820,059 418,065 1,887,703

349,274 217,983 734,230 375,516 1,677,003

15.2% 13.3% 11.7% 11.3% 12.6%

Financial liabilities Other liabilities Equity Total equity and liabilities

209,073 1,135,102 543,528 1,887,703

199,760 981,759 495,484 1,677,003

4.7% 15.6% 9.7% 12.6%

193,459

149,514

29.4%

Investments in real estate Investments in fixed assets

76,459 38,720

50,848 39,496

50.4% (2.0%)

Equity ratio

28.8%

29.5%

(0.7%)

Net cash position



44–45

Annual report 2011

Return on invested capital (ROIC) (in %) 600

500 400

350.1 26.8%

346.0

340.4

2011

2010

2009

2008

0% 2007

2011

2010

20%

9.5%

9.3%

9.4%

9.4%

7.4%

Cash Debt Net cash position

2009

2008

0 2007

–300

30%

10%

100

–200

22.4%

15.3% 9.6%

200

40%

19.9%

386.6

149.5

400

300

–117.3

–100

36.7

100

85.9

200

193.5

500

300

0

50%

522.2

Net cash position (in CHF million)

Invested capital (in CHF million) ROIC (operating income / invested capital) WACC before tax

Confident outlook for 2012 Construction activity in Switzerland will probably continue this year in much the same vein as 2011. Driven by stable demand from the public sector, there is likely to be a similar volume in the civil works sector as in 2011. Momentum should be maintained in the residential construction market. These trends will ensure that the market environment remains healthy, though price pressure will continue. The Group’s order book has been maintained on a high level and, thanks to the acquisition of Norwegian company Betonmast Anlegg, increased by 2.7%. Incoming orders improved significantly especially in the final quarter of 2011, partly because of more intense customer care. Given the high level of orders, stable construction activity, and a noticeable sense of forward momentum within the Group, Implenia expects another positive business performance in 2012. At the Real Estate and Industrial Construction Divisions, the task will be to confirm 2011’s good results. Implenia will concentrate on exploiting the high growth potential in international infrastructure construction and in project development. The Infrastructure Construction Division will concentrate on profitable orders and press ahead with the measures that have been initiated to intensify customer care and improve efficiency. Based on its integrated business model and its collaboration across all areas of the company, Implenia will continue to build up its market position and also compete successfully on price.

Invested capital

As at 31 December 2011, the company held net cash of CHF 193.5 million, compared with CHF 149.5 million at the end of 2010. The expansion of foreign business and the investments made in new projects pushed total assets up to CHF 1888 million (2010: CHF 1677 million). The equity ratio moved down slightly from 29.5% at the end of 2010 to 28.8%. Implenia thus continues to boast a very solid equity base by industry standards. Implenia creates sustainable value In 2011 Implenia again increased its return on invested capital (ROIC). This now stands at 26.8% compared to 22.4% in the previous year. The weighted average cost of capital (WACC) of 9.5% was thus exceeded by 17.3 percentage points before tax. This means that Implenia once again created significant value. Invested capital stayed virtually unchanged despite the acquisition of Implenia Norge and the investments in development projects. There was a disproportionately large improvement in profitability, which led overall to the increase in ROIC.

Current assets excl. cash and cash equivalents Non-current assets Less debt capital (excl. financial liabilities) Total invested capital

2011

2010

CHF 1,000

CHF 1,000

1,067,106 418,065 (1,135,102) 350,069

952,213 375,516 (981,759) 345,970

12.1% 11.3% (15.6%) 1.2%





Operating income

Total operating income

2011

2010

CHF 1,000

CHF 1,000

93,676

77,658

20.6%

46–47

419

3,154 329 905

875

1,552

1,488

1,437

1,354

1,394

3,000 2,000

2,513

2,500

808

2,959

3,445

4,000

695

2,777

2,716

3,000

2,637

(in CHF million)

2,542

Order book

(in CHF million) 2,705

Production output 

3,070

Annual report 2011

2,000

1,500

2nd half-year 1st half-year



1,875

1,843

1,920

2010

2011

2008

2007

2011

2010

2009

2008

0 2007

0

2009

1,000

1,225

1,228

1,200

1,188

500

1,310

1,000

Total order book Revenue in third subsequent year et seq. Revenue in second subsequent year Revenue in subsequent year

Production output is made up of consolidated revenue and the relevant portion of net revenue from our joint ventures.

Production output

Real Estate Infrastructure Construction Tunnelling Implenia Norge 1 Prime Buildings Various / elimination of intra-group services Total production output 1 from 18.07.2011

2011

2010

CHF 1,000

CHF 1,000

1,414,880 1,288,224 274,871 81,444 19,759 (302,512) 2,776,666

1,310,500 1,344,886 335,572 – 13,989 (288,742) 2,716,205



Order book 8.0% (4.2%) (18.1%) 41.2% (4.8%) 2.2%

Real Estate Infrastructure Construction Tunnelling Implenia Norge Prime Buildings Total order book

2011

2010

CHF 1,000

CHF 1,000

1,616,139 744,157 592,403 126,529 74,687 3,153,915

1,663,196 712,278 598,959 – 95,881 3,070,314



(2.8%) 4.5% (1.1%) (22.1%) 2.7%

48–49

REal Estate

Key projects

Monséjour housing estate, Fribourg Implenia is building 112 rental apartments for its client Suva right in the heart of the Swiss city of Fribourg (picture). Implenia is also building the Prés de l’Île residential development in Martigny for the same client and Groupe Mutuel. Here in the Lower Valais the Real Estate and Infrastructure Construction divisions are creating 96 owner-occupied and rental apartments. “Coupe Gordon-Bennett” in Vernier is another key project where Suva is relying on Implenia’s expertise. Wrighthouse, Glattpark / Opfikon Thanks to its location, the “Wrighthouse” development that Implenia is building at Glattpark will act as the link between the Glattpark district of Opfikon and the city of Zurich. This key urban project, with 122 owner-occupied and rental apartments, is worth approximately CHF 80 million. Riedmühlepark, Dietlikon On a piece of former industrial wasteland in Dietlikon, 76 owner-occupied and 43 rental apartments are being built. With an investment of around CHF 85 million, Implenia is realising this highend project in accordance with the Minergie-P standard.

Real Estate Division

Real Estate looks back on a successful 2011. In the second half of the year the division achieved the best half-year result in its history. This was made possible by a larger contribution from the high-margin Project Development business, and a very good result in General Contracting. The Real Estate Division, with its General Contracting / Services and Real Estate (Project Development) units, recorded a very good business performance in 2011, increasing its revenue by 8.0% year-on-year to CHF 1415 million. EBIT increased disproportionately by 23.8% to CHF 45.0 million. Order volumes were maintained at around the previous year’s high level at CHF 1616 billon. General Contracting / Services posts record result General Contracting / Services posted a record year, increasing EBIT by 27.8% to CHF 19.7 million (2010: CHF 15.4 million). The EBIT margin rose from 1.4% to 1.7%. One reason for the better operating performance was the effective project and risk management. Implenia again won a series of important General Contracting orders, thanks in particular to its outstanding acquisition work in Western Switzerland. Examples include the new conference hall at the

Key figures Real Estate

Revenue EBIT General Contracting / Services EBIT Real Estate (Project Development) EBIT Order book Headcount (FTE)

2011

2010

CHF 1,000

CHF 1,000

1,414,880

1,310,500

8.0%

19,659 25,297 44,956

15,385 20,925 36,310

27.8% 20.9% 23.8%

1,616,139 482

1,663,196 464

(2.8%) 3.9%



50–51

REal Estate

1.0%

5

25.3 21.4 17.2

15.4 10.3

9.0

9.1

4.2

10.3

8.9

2010

2011

9.4

2011

0

2009

6.1

2010

0%

1.2

9.1

2009

2nd half-year 1st half-year EBIT margin

4 2

2008

6.6

2008

0

3.6

East Zurich Central West Reuss Engineering, all of Switzerland

2007

General Contracting / Services – residential General Contracting / Services – commercial General Contracting / Services – infrastructure Real Estate (Project Development) Reuss Engineering

8 6

0.5%



12 10

6.4

18.4%

14

16.4

10.3 1.7%

1.5%

16

2007

36.6%

2%

18

20.9

2.5%

24

10.6

9.3

19.7 15.4

22

1.4%

10.2 10

3.0%

0.9%

29.1%

6.6

8.2%

26

20

8.9

15

1.4%

39.4%

37.9%

EBIT Real Estate (Project Development) (in CHF million)

3.5%

17.4

20

11.8%

8.3

1.3%

1.3%

EBIT General Contracting / Services (in CHF million)

15.5

16.1%

Production output 2011 by region

1.6%

Production output 2011 by business segment

2nd half-year 1st half-year

headquarters of the World Intellectual Property Organisation in Geneva, the new office building for insurance company CSS in Lausanne, and the “Monséjour” residential development in Fribourg. Highlights in German-speaking Switzerland included winning contracts for Plot E of the “Europa­allee” project in Zurich and for Parktower in Zug. Reuss Engineering, which specialises in engineering and sustainability issues, continued to expand its business.

“Implenia acquired several attractive development projects in 2011. This not only secures future business volumes in Project Development but, thanks to the Group’s integrated business model, in General Contracting and Construction too.” René Zahnd, Head of Real Estate Division

Full pipeline for Project Development The Real Estate (Project Development) unit exceeded the previous year’s good result and increased EBIT by 20.9% to CHF 25.3 million (2010: CHF 20.9 million). This pleasing outcome confirms that the chosen strategy is the right one. A broad-based Project Development portfolio ensures good business volumes and operating results in the medium and long term. At the same time it helps increase the proportion of internally generated general contracting and construction orders. The portfolio includes projects like “Coupe Gordon-Bennett” in Geneva and “Rosengarten” in Arbon, which have already been running for some time. In addition, Implenia invested in several major new development projects in 2011, including “Wrighthouse” in Opfikon, “The Metropolitans” in Zurich, and “Unterfeld” in Zug / Baar. Implenia is also building the “schorenstadt” housing estate in Basel – a beacon project for the 2000-Watt Society. In Winterthur, various projects were taken forward as part of the development of the former Sulzer sites in the city centre and in Neuhegi. With three sales (buildings and / or properties), Implenia was also able to dispose of non-strategic positions, thus freeing up capital.

52–53

INFRASTRUCTURE CONSTRUCTION

Key projects

Expansion of power station, Rheinkraftwerk Iffezheim (Germany) Thanks to the integration of a fifth turbine, the Rhein­ kraftwerk Iffezheim power station will produce CO2-free electricity for 540,000 people. Following this expansion, Iffezheim, 30 km south of Karlsruhe on the border between Germany and France, will be the largest run-of-the-river hydro plant in Germany. Rheinkraftwerk Iffezheim GmbH has commissioned a consortium consisting of Implenia and the German company Schleith GmbH to handle the construction work required. Implenia is bringing its expertise in civil engineering and foundation engineering to the proj­e ct. (Picture) Hotel “Bell Rock”, Europa-Park in Rust, near Freiburg (Germany) The fifth “experience hotel” in Germany’s biggest theme park is being built in a “New England” style. Implenia has been contracted to complete the whole project ready for turnkey handover. The general contractor work and shell construction is being handled by Implenia’s German branch in Rümmingen. AlpTransit lot 026 Stägwald retaining wall, Erstfeld The Stägwald retaining wall protects the line between Erstfeld and the northern entrance of the Gotthard base tunnel. Implenia used a total of 17,000 m3 of concrete for the base plates and wall sections.

Infrastructure Construction Division

After a difficult first half of 2011, in the second half the Infrastructure Construction Division performed close to the previous year’s good level. With measures taken to strengthen building construction and with a solid order book, the division is looking to the future with confidence. In 2011 the Infrastructure Construction division generated revenue of CHF 1148 million, which is 4.4% lower than in the previous year (2010: CHF 1201 million). EBIT was 27.9% below the previous year’s figure at CHF 18.1 million (2010: CHF 25.1 million). The EBIT margin was 1.6%, compared with 2.1% in the previous year. The order book was 4.5% higher at CHF 744.2 million (2010: CHF 712.3 million).

Key figures Infrastructure Construction

Revenue EBIT Production output Order book Headcount (FTE)

2011

2010

CHF 1,000

CHF 1,000

1,147,649

1,200,636

(4.4%)

18,100

25,117

(27.9%)

1,288,224 744,157 4,138

1,344,886 712,278 4,140

(4.2%) 4.5% (0.0%)



54–55

INFRASTRUCTURE CONSTRUCTION

EBIT Infrastructure Construction

10

2.2%

2.2%

15

1.9%

20

18.1 30.9 1.6%

25.1 31.8 2.1%

24.6 32.0

30.4

25

27.9

30

21.5

35

24.4

(in CHF million) 4%

Production output 2011 by region

4.4% 13.3%

27.2%

3%

23.0%

44.4%

2%

3.0%

1%

14.2%

4.6%

5

37.9%

0%

14.0%

13.9%

–12.8

–6.7

–7.4

–6.0

–6.4

0 –5

Production output 2011 by business segment

–10

2011

2010

2009

2008

2007

–15

2nd half-year 1st half-year EBIT margin

Roads, civil works Buildings Civil engineering Operations and other

West East Central Alps Civil engineering, all of Switzerland International Other

Good second half-year During the first half year, the tight price situation in Building Construction and a series of projects that turned out not to be as profitable as expected led to a disappointing result. Implenia initiated comprehensive corrective measures in response. This immediate action had an effect and, combined with favourable weather conditions in the autumn, helped to produce a very good second half-year. However, as expected it was not possible to make up entirely for the first half, especially since there was also a base effect to contend with as a result of the very good second half-year in 2010. A good result was achieved in French-speaking Switzerland, showing the positive effect of Implenia’s Swiss-wide portfolio of projects. Course set for profitable growth The new “Building Construction German-Speaking Switzerland” business area was created within the Infrastructure Construction Division on 1 January 2012. Implenia has thus prepared the way to establish itself as the top company in the Building Construction business, and take a leading position in terms of closeness to customers and the market. A new central technical office supports and monitors all activities in the business area with regard to risk minimisation, project execution and cost calculations. Combined with centralised logistics, these measures have established a platform from which Building Construction activities can continue to make a positive contribution to operating results. Against this background and given the solid order book, the whole division is looking to the future with confidence.

“Building Construction has to contend with intense price competition. In 2011 the Infrastructure Construction division took action aimed at strengthening customer focus and efficiency, thus setting the course for solid earnings in the years to come.” Arturo Henniger, Head of Infrastructure Construction Division

56–57

Industrial Construction

Key projects

Nordenga Bridge, Oslo (Norway) The Nordenga Bridge has given Norway’s capital city Oslo a new landmark. The spectacular steel construction spans the numerous railway lines that run into the country’s biggest train station. It is a key element in a major urban development programme intended to take the main flow of traffic away from the coastline. Implenia built the impressive structure on behalf of Statens Vegvesen, the Norwegian government body in charge of public roads. Between the start of construction in February 2009 and the opening of the bridge in August 2011, the project used a total of 1,900 tonnes of steel and 4,200 cubic metres of concrete. (picture) Pumped-storage power plant, Nant de Drance, Emosson From 2017, the Nant de Drance pumped-storage power plant should help cover peak power use by the SBB’s rail operations and improve security of supply within the Swiss electricity grid. In 2011 the value of Implenia’s contract for the job went up by around CHF 110 million. Microtunnelling project, Al-Muharraq (Bahrain) The port city of Al-Muharraq in the Kingdom of Bahrain will soon have a new waste-water treatment plant. Implenia is bringing its great expertise in microtunnelling to the project and is responsible for constructing the waste water pipes.

Industrial Construction Division

Industrial Construction posted an outstanding result and benefited from excellent operating results from its Tunnelling business in Switzerland. In addition, a settlement was reached with AlpTransit Gotthard (ATG), which led to a positive profit contribution. The acquisition of Betonmast Anlegg and the associated expansion in the fast growing Norwegian infrastructure market represent a milestone in the implementation of the Group’s international strategy. The division has a solid order book thanks to new and additional contracts. Key figures Industrial Construction

Revenue (excl. Norway) Revenue Implenia Norge 1

Revenue EBIT Tunnelling (excl. Norway) EBIT Implenia Norge 1 EBIT Prime Buildings EBIT Production output (excl. Norway) Production output Implenia Norge 1

Production output Order book (excl. Norway) Order book Implenia Norge 

Order book Headcount (FTE – excl. Norway) Headcount (FTE) Implenia Norge

Headcount (FTE) 1 from 18.07.2011 2 after integration costs and amortisation of intangible assets of CHF 2.7 million

2011

2010

CHF 1,000

CHF 1,000

181,185 81,444 262,629

166,024 – 166,024

33,590 (805) 2 (2,312) 30,473

18,639 – (3,069) 15,570



9.1% 58.2% 80.2% 24.7% 95.7%

294,630 81,444 376,074

349,561 – 349,561

(15.7%)

667,090 126,529 793,619

694,840 – 694,840

(4.0%)

573 260 833

631 – 631

(9.2%)

7.6%

14.2%

32.0%

58–59

–3.1 –1.0

–2.3 –1.2 2011

11.5

2011

2010

11.5

2010

–7.9 –4.9

13.2

2009

–9

2009

17.1

2008

–8 0%

2008

12.0

–7

2007

12.3%

–6 10%

–2.1

–3.0

–3.4

–6.6 –3.2

–5

–4.1 –3.2

13.5%

17.8%

–4 20%

2007

2nd half-year 1st half-year EBIT margin

–2 –3

5 0

0 –1

18.6

11.2

22.1

9.4 17.4%

10

16.2%

15

40%

30%

7.1

20

10.1

25

24.4

30

26.5

35

–0.9

(in CHF million) 32.8

EBIT Prime Buildings 

21.3

EBIT Tunnelling  (in CHF million)

–1.1

Industrial Construction

1st half-year 2nd half-year

Industrial Construction almost doubled its EBIT to CHF 30.5 million (2010: CHF 15.6 million). The division benefited from an outstanding operating income from its Tunnelling business in Switzerland, as well as from the settlement reached on the Gotthard project between Consorzio TAT and AlpTransit Gotthard (ATG) (see page 59). Production output went up 7.6% to CHF 376.1 million (2010: CHF 349.6 million). The increase in revenue by 58.2% to CHF 262.6 million (2010: CHF 166.0 million) is mainly due to additional sales from the acquisition of Betonmast Anlegg (CHF 81.4 million). The order book stood at CHF 793.6 million at the end of

“I’m pleased about the outstanding results for 2011 and pleased that we were able to reach a settlement with ATG on the Gotthard issue. My thanks go to all our employees for their great efforts and dedication. I wish my successor Peter Preindl every success in his new function.” Luzi R. Gruber, Head of Industrial Construction Division

the year, 14.2% higher than at the end of 2010 (CHF 694.8 million). CHF 126.5 million of this is accounted for by Implenia Norge’s orders. Taking this effect into account, the order book in the core business of Tunnelling in Switzerland was kept up at the previous year’s level. This is pleasing given the fact that the Swiss tunnelling market is shrinking as work on the NEAT lots comes to an end. Peter Preindl, who joined Implenia’s Executive Committee on 1 October 2011, is the new Head of the Industrial Construction Division. Preindl took over as Division Head from Luzi R. Gruber, who retired on 1 January 2012. In addition, Rainer Preisshofen took over as Head of the Prime Buildings business unit on 1 January 2012. Industrial Construction is thus ideally positioned to master the strategic and operational challenges that lie ahead. Outstanding result from tunnelling in Switzerland, settlement with AlpTransit Gotthard (ATG) With an 80.2% increase in EBIT to CHF 33.6 million, the Tunnelling Unit posted an outstanding result. Tunnel construction business performed very well in Switzerland during the year under review. A settlement reached between Consorzio TAT and ATG about the Gotthard project produced an additional positive contribution. This settlement concerned approved supplementary payments for work done on the project worth around CHF 10 million. As a result of the settlement and the improved prognosis for final earnings, Implenia was also able to release accruals and deferrals that were no longer needed. The settlement ultimately concerns compensation for the extended delay in building installations and project organisation. The compensation will continue to have a positive effect on the consortium’s – and thus on Implenia’s – results in 2012 and 2013 too.

“With its expertise, its track record in Switzerland, and its strong local teams, Implenia has incredible potential to position itself successfully in international markets – including Norway’s growth market – in the years to come.” Peter Preindl, Head of Industrial Construction Division (from 1.1.2012)

60–61

Industrial Construction / Implenia in Norway

Production output 2011 by business segment

Implenia Norge in brief

Production output 2011 by region

Employees: 260 full-time equivalents 2011 revenue: CHF 121.4 million1 EBIT 2011*: CHF 2.5 million1 Locations: 5 (Oslo, Bergen, Stavanger, Alesund, Trondheim) Business areas: Tunnelling and infrastructure construction

5.4%

22.9% 22.9% 38.2%

NORWAY Trondheim (Stjørdal)

2.0%

33.5%

Ålesund

Bergen

75.1%

Oslo

Stavanger

Tunnels – NRLA (The New Rail Link through the Alps) Tunnels – other Implenia Norge Microtunnelling

Switzerland Other Norway

Basis established for growth in international tunnelling business International Tunnelling business progressed successfully in 2011. In the Middle East, Implenia started operational work on two microtunnelling projects in Abu Dhabi and Bahrain. A highlight of the financial year was the acquisition of Norwegian company Betonmast Anlegg. This acquisition marked a milestone in Implenia’s international strategy and, in tandem with its proven expertise in Switzerland, laid the foundations for the Group’s participation in the growth potential of the Norwegian tunnel and infrastructure market. In 2011 Implenia Norge generated EBIT of CHF 1.9 million. However, because of a CHF 2.7 million amortisation of intangible assets associated with the acquisition, the business unit reported a negative contribution to profit of CHF –0.8 million. Since October 2011, Betonmast Anlegg has been operating in the Norwegian market as Implenia Norge. Prime Buildings on track The Prime Building sector, which offers consultancy services at international level for challenging real estate projects, is performing to plan. The operating loss shrank again. The “Torre Turin” project contributed to results for a full year for the first time; additional con­tributions to profit were generated by consultancy orders in Russia.

Exploiting potential in the far north

The acquisition of Norwegian company Betonmast Anlegg in July 2011 marked a milestone in the implementation of Implenia’s international strategy, helping it to exploit its growth potential in international infrastructure business. In addition, the acquisition gives Implenia access to the growing market for tunnelling and infrastructure work in Norway, as well as to further markets in Scandinavia. With its around 260 employees in Norway, Implenia has ambitious goals and is pushing ahead systematically with the internationalisation of its business. Selected projects Implenia is currently working on about 30 infrastructure and tunnelling projects throughout Norway from its five offices. Gevingåsen railway tunnel, Stjørdal The 4.4 km long, recently completed Gevingåsen railway tunnel to the south of Stjørdal is the first stage of the high-speed line between the towns of Steinkjer and Trondheim. Implenia Norge was responsible for most of the tunnelling work, with a contract worth CHF 80 million. * before integration costs and amortisation of intangible assets 1 consolidation from 18.07.2011

62–63

Implenia Norway

Growing investments into Norwegian infrastructure market (in NOK m)

Norwegian National Transport Plan 

30,000

25,000

20,567

25,000

22,741

(in NOK m)

15,613

20,000

20,000

8,783

15,000 5,977

10,000 10,000 5,000

2011

2007

2009

2005

2001

2003

1997

1999

1995

1991

1993

0

Jernbanetorget City Square, Oslo

2013*

5,000

Gevingåsen Tunnel, Stjørdal

Roads (incl. brides and tunnels) Energy Railways

Jernbanetorget City Square, Oslo Implenia Norge is responsible for the surfacing work for the CHF 35 million refurbishment of Jernbanetorget City Square, which is right by the station. The square was re-opened after the completion of construction works in April 2009. The recently built Nordenga Bridge in Oslo is another key project. See page 56 for more details. A market with potential Norway’s infrastructure market holds a lot of potential for Implenia. For years Norway has invested significant sums in its infrastructure, and according to estimates by Prognosesenteret AS (an independent market research company specialising in construction in Scandinavia), this level of investment is set to grow further in the years to come. The government “National Transport Plan” alone is scheduled to bring substantial investments in transport infrastructure (rail and road) in the years up to 2019 (see chart page 63).

“Implenia brings additional expertise in tunnel construction to Norway. This will allow us to tender for larger and more complex infrastructure projects in future.” Tormod Stigen, Project Director, Tunnelling

9,501

15,000

0 2006–2009 2010–2013 2014–2019

Road Rail Source: Samferdselsdepartementet, 2012

* Forecast Source: Prognosesenteret AB

“Our vision is to become the leading provider in the infrastructure sector in Scandinavia. We are strengthening our position in the Norwegian market by making targeted use of knowledge transfer between Norway and Switzerland.” Petter A. Vistnes, Head of Implenia Norge / Adm. Dir.

“Implenia is known for quality and for its experienced and competent employees. As Implenia, we will be even more attractive to potential employees here in Norway. We have been able to hire more than 30 highly motivated new employees since August. This fits with our ambitious growth targets.” Bjarne Brendstuen, HR Manager

64–65

Corporate Center

Corporate Center

The Corporate Center provides central services for the entire Group. The main focus in 2011 was on optimising and professionalising existing processes, and on introducing new standards. By establishing such best-in-class methods, the Corporate Center aims to make an active contribution to value creation at Implenia. New salary system makes for fairness and transparency In the year under review the HR Department introduced a new salary system for the Implenia Group. The system, based on an assessment of each position, establishes remuneration criteria that are clear, transparent and in line with standard market practice. Respected consultancy firm HAY helped to develop the system, ensuring that the latest international insights were taken into consideration. In order to strengthen education and training, a new Human Resources Development department was set up within HR. Its initial aim will be to improve management training. Cost accounting system enhanced Last year the Finance and Controlling Department switched to a monthly consolidation process for the entire Group. This means that financial figures will be available more quickly and in greater detail in future. Another key area of activity in the year under review was the preparatory work carried out ahead of the introduction of the value-based management strategy (see interview on page 66 for more information on this). An optimised cost accounting system and the expansion of the existing contribution accounting system are also helping improve cost transparency. Treasury was hived off from the Finance and Controlling Department and now reports directly to the CFO. This reorganisation was carried out in response to additional duties and increasing demands, for example the more complex exchange rate management required as the Group’s international activities expand. Investment Management conducts successful transactions Under the leadership of the Investment Management Department, Implenia successfully placed a number of investment properties with institutional investors during the year under review. An important milestone was achieved by the divestment of rental properties on the Sulzer site in Winterthur: in line with our strategy, three properties were sold. In the public tender process for the contract to manage the Implenia Pension Fund’s real estate portfolio, the Investment Management Department succeeded against a number of external bidders.

Hundredth construction project insured, roll-out of new IT software The Insurance Department insured its one hundredth building project during the year under review as part of the contract for Park Tower in Zug. Thirteen workshops were held throughout Switzerland to give Infrastructure Construction employees comprehensive training on insurance themes. The IT area now reports to the Head of Insurance. The focus here was on the Groupwide roll-out of the latest Microsoft Windows / Office software, the new invitation to tender for the Data Centre, and integration and support work for the international units. Modernised, professionalised Legal Service In 2011 the Legal Service was professionalised and modernised. This included extending competencies to meet international requirements. The department now handles all legal proceedings, actively supports all transactions associated with acquisitions and important tenders, suggests improvements relating to compliance, and helps operational areas with implemen­ tation. In addition, all of the Group’s regulations were subject to comprehensive legal review. Where necessary, they were updated or augmented. Internet presence overhauled, successful sponsoring concept Implenia overhauled its internet presence to make it even more attractive and user-friendly for clients, business partners, investors and staff. The website was thoroughly restructured and redesigned. In the Bilanz Annual Report Rating league table, the Implenia 2011 Annual Report once again came third in the design category. 2011 was a year dominated by sport for the Marketing and Communication Department: Implenia sponsored a number of high-profile athletics events, including the Weltklasse in Zurich, Athletissima in Lausanne and the Zurich and Geneva marathons. Implenia was helped here by its brand ambassador Ruedi Wild.

“I am pleased that we were able to make further progress on optimising and professionalising our services and processes in 2011.” Beat Fellmann, CFO

66–67

Value-based Management

“With the value-based management approach, all management processes and the entire range of services can be focused on increasing value; and we can measure the results.” Beat Fellmann, CFO

Value creation made clear

Implenia is preparing to introduce “value-based management”, a management model that gears services and activities to the creation of corporate value. When targeted correctly, the model provides managers with a valuable analytical tool. In this interview, CFO Beat Fellmann and Roland Dubach, Head of Finance & Controlling, explain the background. What does Implenia want to achieve with value-based management? Beat Fellmann: Value-based management is a model for measuring the creation of corporate value. It does this at Group level, but also at all the individual operational units: divisions, profit centres and branch offices. All management processes and the entire range of services can be focused on increasing value; and we are able to measure the results. Roland Dubach: To manage the business successfully, our managers need clear financial benchmarks. The new benchmarks provided by value-based management are ideal because they show whether corporate value has increased or not over time and highlight the causes of any change. How is value creation measured? Fellmann: “Economic profit” is the key measure. It shows whether an operational unit is achieving a return on invested capital or at least covering its cost of capital. Only if this is the case are the activities of that unit creating value. And only if a corporation is increasing its value can it expect to see an improvement in the way it is evaluated and perceived. Dubach: The concept is based on the principle that capital does not come free of charge. In other words, just because a unit generates profit, it doesn’t necessarily mean that it’s also creating value. The unit only creates value if it produces enough profit to secure a decent return on the committed capital – i.e. on the funds used by the unit to produce this profit.

Fellmann: Implenia already has a performance evaluation model that goes some way towards this. It’s based on the two key figures EBITDA and invested capital. What’s new is that we’re now combining these two key measures. We apply a notional cost factor to the invested capital and then deduct this cost factor from EBITDA. “Economic profit” is only generated if the return is at least equal to these notional capital costs. In this model, creating corporate value is the overall objective. But how is this turned into operationally realisable performance targets? Fellmann: Economic profit combines three basic value drivers: growth, cost efficiency and capital efficiency. From these three basic value drivers we can derive key performance indicators, or KPIs. These are straightforward targets for operational activities, such as capacity utilisation, labour costs per hour, billing days and payment times. Employees in our various units can use these simple tools to measure and control their value creation. Value-based management is only credible if it’s integrated into management processes. Is this the case at Implenia? Dubach: The operational management team was involved in defining the KPIs. The formulation of measures relevant to each unit was a joint effort. Operational managers now need to show that they can control growth or cost efficiency effectively with these KPIs. This will then be used as part of the assessment of department-specific and individual per­ formance targets.

68–69

Value-based Management

“For us to grow the value of the company, the financial figures obviously have to be right. But other factors also play their part, like trust in the company, a responsible attitude, and management credibility.” Roland Dubach, Head of Finance & Controlling

Market conditions are also important. When the conditions are right for construction, it is obviously easier to increase corporate value. Does the concept take account of this? Dubach: Market conditions are taken into account by building specially defined KPIs – e.g. tender volumes – into the agreed objectives as target values. This ensures that subsequent comparisons of target and actual performance are based on realistic figures. Fellmann: The three value drivers mentioned earlier – growth, cost efficiency and capital efficiency – allow us to make a differentiated analysis, so the impact of a macroeconomic downturn is shown clearly and transparently.

So in future even management pay will be influenced by the KPIs and the value actually created? Fellmann: Yes, that’s what will happen in future, once the system has been properly introduced and bedded in. A remuneration system only helps to achieve goals if it is understood and accepted. The aim is to incorporate elements of value-based management into the key targets agreed for the 2013 financial year. Isn’t there a risk that short-termism will gain the upper hand at Implenia? Fellmann: No, exactly the opposite will happen, because the concept is not geared to short-term factors. The assessment is not based on a snapshot of one particular point in time, but on performance over a longer period. Dubach: For us to grow the value of the company, the financial figures obviously have to be right, but other factors also play their part, like trust in the company, a responsible attitude, and management credibility. The value of the company can only increase if these factors are positive over the longer term. Fellmann: Value-based management harmonises the interests of all the company’s stakeholders – shareholders, investors, employees, customers and suppliers – because its overriding goal is long-term, sustainable growth.

When will the new model take effect? Fellmann: It will come into force in 2013. We are deliberately taking time to bed the new system in properly and allow everyone involved to familiarise themselves with it. In practical terms, what exactly will be different for Implenia managers and staff? Fellmann: We haven’t reinvented the wheel. Performance will continue to be measured with the key figures used by Implenia since 2008: EBITDA and invested capital. A number of new key figures will be added to the existing ones, making it easier for employees to identify ways to make a direct contribution to Implenia’s added value. Dubach: And conversely, of course, it will be easier to see where a unit’s value contribution leaves something to be desired. We will be able to analyse problems faster and in greater detail. So in the future we will be able to solve those problems more quickly, more accurately and in a more targeted manner. Will the shareholders and the general public be informed of value creation targets and whether they have been met? Fellmann: Of course. Implenia has long stressed the importance of transparency. That will not change under the new model. Interview: Thomas Balmer

Density creates variety Switzerland’s population has risen by 700,000 since the start of the millennium and is continuing to grow every year by a number equivalent to the population of the city of Lucerne. The supply of homes and work spaces has struggled to keep up with this growth, especially in urban centres. As a consequence, many people are moving out to lower-cost areas outside the cities and towns. According to estimates, the population could go up by another 1.5 million by 2030. Which raises the question of what kind of building is needed for the future. People in Switzerland will have to get closer to each other. The use of land for homes is one of the great challenges facing a small country and the idea of urban densification is gaining wide support. But the complexities of high-density construction often only become apparent when the idea is put into practice. Difficult questions are raised about the standard of residential developments, quality of life, transport capacities, aesthetics and social acceptability. Costs also play a role. “The more densely you build, the more expensive it is,” says Christian Faber, the SBB’s overall project manager for the Europa­ allee development (see also feature in the following fold-out).

Suburbs reaching their limits Rural regions in particular have been trying for years to persuade people to move there, with generous zoning laws and cheap land. Fewer planning restrictions and subsidised public transport are further attractions. Living in the suburbs and in the country is “in”: between 1970 and 2000 the number of commuters in Switzerland increased by 41 percent according to a study of housing trends by think tank Avenir Suisse. If population growth forecasts by the Federal Statistics Office are correct, the suburbs will soon be reaching their limits. For Vittorio Magnago Lampugnani, Professor for the History of Urban Design at the Swiss Federal

Land prices in the city of Zurich In 2009 the price of undeveloped land in Zurich’s residential and mixed zones reached a new record price of CHF 2,121 per square meter (price based on actual transactions).

2009 2004 1999 1994 1989 1984 1979 1974 0

500

1000

1500

2000

2500

Source: Canton Zurich Office of Statistics.

Institute of Technology in Zurich, the current lack of town centre housing and grow­i ng urban sprawl mean that there is no longer any way of getting round the need for high-density construction, “because it is desirable functionally, economically, environmentally, socially and culturally.”

“There is no longer any way round highdensity construction.” Vittorio Magnago Lampugnani, Architect and Professor for the History of Urban Design at the Swiss Federal Institute of Technology, Zurich

In praise of cities Lampugnani makes a key point: “In the 19th century, high urban density was a synonym for people living unhygenically on top of one another.” But highdensity housing in cities these days can provide people with adequate and affordable living space, combined with the variety, wealth of opportunities and efficiency that city living can bring. “Cities should be what they always used to be: places of diversity, variety and surprise,” Lampugnani says. With new approaches to high-density living and working, as exemplified by the new Europaallee development being built in Zurich, this vision can become a reality.

Europaallee Zurich – building a new neighbourhood The first of eight stages of construction for Europa­allee, Zurich’s new neighbourhood, is close to completion. In the heart of the city and right by the main station, a development is being built that brings together homes, workplaces and educational institutes in a surprisingly small area. In just two and a half years, Implenia, working as total contractor for Swiss Federal Railways (SBB, plot A) and UBS (plot C), has built properties offering 100,000 square metres of usable space. The first tenants are due to move in this autumn. Work on Plot E, commissioned in 2011, has begun. We make an on-site inspection.

It is a cold January day at the Europa­ allee development next to Zurich’s main station. The recreation area of the Zurich University of Teacher Education lies at the heart of Construction Plot A. From here you can look up at the facades, up to 40 metres high, of the three university blocks and the office building hired by Credit Suisse. The white limestone and large windows give the massive university buildings a more delicate look. Plot A was designed by Swiss architect Max Dudler, a fan of clean lines. The tenants – 2500 students, lecturers and support staff – are due to move into the new 40,000 square metre premises this autumn. A few nice extras await them: a shopping centre on the ground floor, a multipurpose gym on the top floors, and fantastic panoramic views of the city and mountains.

Complex logistics Plot C, home to the impressive UBS office block, lies behind Plot A. Implenia is total contractor for Plots A, C and E, with a contract worth CHF 500 million. Despite the complex logistics, construction of the buildings on Plots A and C, up to eleven storeys high, which the Infrastructure Construction Division also worked on, has only taken two years. For buildings offering a total of around 95,000 square metres of rental space, this is extremely fast (see interview with department head Adrian Wyss below). Implenia was recently also chosen to work on the third plot (Plot E). This will involve another office block, topped by two residential towers.

1 Europaplatz 2 Sihlquai-Passage 3 Gustav-Gull-Platz 4 Lagerstrasse 5 Europaallee 6 Zurich University of Teacher Education 7 Footbridge 8 Negrelli footbridge 9 Kasernenstrasse

The city and the architects Europaallee is taking shape in collaboration with the City of Zurich. Quality standards are high, and visually the development has to fit in with the surrounding area. All of the buildings are large blocks. A variety of uses and highquality architecture are essential. The client Swiss Federal Railways (SBB) is – with the exception of Plot C – the sole client and project developer for Europaallee, which is estimated to be costing a total of CHF 1.5 billion. Around 52 percent of the 270,000 square metres of usable space will be taken up by offices, while 20 percent will be for apartments /  retirement home / hotel, 10 percent for retail and 18 percent for education. Plots A and have a solid list of tenants – the Canton of Zurich as the sponsor of the University, along with Credit Suisse and asset manager Swisscanto, which

Adrian Wyss, Implenia’s Department Head for Europaallee

belongs to the country’s 24 cantonal banks. The first of the 400 apartments located on plots E, F, G and H will be ready by 2014 at the earliest. Europaallee will be completed in 2020. At that point, approximately 9,000 workers, students and residents will be here every day, along with many additional passers-by and hotel guests. With a total site area of 78,000 square metres and above-ground usable space totalling 270,000 square metres, Europaallee is an impressive example of modern, sustainable, high-density urban living. The SBB are specialists in high-density construction near railway stations, and with Europaallee they are for the first time building a development the size of a whole neighbourhood.

How important is Europaallee for Implenia? Adrian Wyss: It is our biggest building construction project in Zurich. Plots A and C were a big challenge mainly because of the short construction timetable of around two and a half years. It was a high-performance effort by the builders on site too.

Under construction

How was the work done? Usage of Plots A1-A3, C and E built by Implenia as total contractor

8

2016 Plot

H

2018 Plot

2015 Plot

2020 Plot

2017 Plot

D

B

F

G 3

2014 Plot

E

5

2013 Plot

C

2012 Plot

Europaallee phases

2

1

Completion

Owners

Total rental m2

Usage

Tenants

Incl. PHZH, Transa, Ochsner, Coop Credit Suisse

Plot A20 Plot A30

2012 2012

SBB SBB

40,000 12,000

Education, shopping Offices, shopping

Plot C

2013

UBS

32,000

Offices

UBS

Plot E

2014

SBB

11,000

Offices, homes

Swisscanto

7

A 6

≤≤ Right in the heart of the city of Zurich, not far from the main station between the Sihlpost building and Langstrasse, a new 78,000 m2 urban living space is being created. As total contractor Implenia is responsible for building Plots A, C and E.

9 4

Source: www.Europaallee.ch

Architects

Max Dudler Max Dudler Max Dudler, Gigon & Guyer, David Chipperfield Caruso St. John, Bosshard Vaquer

Wyss: Europaallee is a very large and complex project. It presented us with particular challenges as a total contractor. On Plot A we used up to 100 subcontractors, and on plot C between 60 and 70. In total there were four or five hundred workers on site. Most of the subcontractors were Swiss, and many were from the Zurich region. Quality and aesthetic appeal were the chief criteria for materials and technical installations. Shell limestone was used for the University facade and black cherry for the interior panelling.

What makes Europaallee special? Wyss: The special factors are the mixed usage and the visual diversity. You see this most clearly on the UBS building, which was designed by three architects. The building has a rich and varied facade. Two buildings were designed by Max Dudler, one by David Chipperfield and one by Gigon Guyer. And we are, of course, particularly pleased that we have been able to help build a whole new neighbourhood for Zurich.

82–83

Vision, values and positioning

Implenia develops and builds the Switzerland of tomorrow

Implenia is Switzerland’s leading construction and construction services company. With its comprehensive portfolio of services and products covering the whole construction value chain, Implenia is a full-service provider, offering everything required to complete a project – sustainably and from a single source. The company’s success is built on a compelling vision, a set of values shared by all of its employees and a clear positioning. Formed in 2006 from the merger between Zschokke and Batigroup, Implenia can look back on more than 140 years of history in the construction industry. The Group is the market leader in Switzerland and its aim is to help shape the Switzerland of tomorrow – in a spirit of sustainability, and to the benefit of society as a whole. Implenia develops and builds new things and renovates old ones; it builds for living, for education, for working, for transport, for leisure, sport and health; it builds traditionally or industrially, as a total contractor or as a specialist. Implenia is passionate about developing and building. A motivating vision Our vision encapsulates our long-term ambitions as a leading national construction and construction services company that also operates on the international stage:

Our vision We develop and build the Switzerland of tomorrow. We establish ourselves as an expert for complex international infrastructure projects. Sustainability is our passion. We are the partner of choice for customers and employees alike.

“We are developing and building the Switzerland of tomorrow” underlines the importance to Implenia of its home market. Thanks to its size, Implenia is at the forefront of many of the most significant projects in Switzerland. Its commitment to Switzerland is reflected in the 100 or so offices it maintains around the country. Internationally, Implenia is positioned as an expert in demanding infrastructure projects. Sustainability is an integral component of the company’s strategy, systematically influencing all its decisions. With its claim “We are the partner of choice for customers and employees,” Implenia is emphasising that we can only be successful if we are attractive to our customers and employees. Built on shared values Implenia’s vision and the strategic priorities that go with it can only come to fruition if all employees are able to build from a set of shared values. Implenia has formulated principles that form the foundations of its corporate culture and that everyone in the Group is expected to live up to, actively and consistently:

Reliability Sustainability Integrity Opportunity and risk awareness Transparency Operational and financial excellence Focus on solutions and customers Innovation

You can count on us. Out of respect for our environment and ourselves. It lies at the heart of everything we do. As a business we want to recognise opportunities and risks early. Towards our stakeholders. A measurable requirement for all of our activities. Solutions for our customers are our priority. Our future depends on our ability to keep renewing ourselves and moving forward.

84–85

Vision, values and positioning

A clear vision and a set of values that are shared by all employees provide the foundations of Implenia’s corporate culture.

Positioning as full service provider Its experience, size and financial strength also allow Implenia to offer its services beyond Switzerland on the international market. Within the Group, Implenia brings together the expertise of three divisions: Real Estate, Infrastructure Construction and Industrial Construction. In Switzerland, the entire Group’s capabilities and capacities are available for challenging real estate and infrastructure projects. Internationally, Implenia positions itself as the partner of choice for demanding infrastructure projects. Divisions and services Real Estate

Infrastructure Construction

Industrial Construction

General and Total Contracting Development Engineering Technical Facilities Management

Building Construction (New and Conversions) Road Construction and Civil Works Civil Engineering Foundation Engineering Bridge Construction Concrete Repairs Gravel and Surfacing Work

Tunnelling (Switzerland and International)

Underground Construction Power Station Construction Railway Infrastructure Microtunnelling Prime Buildings (International)

Consulting and project and construction manage­ment for challenging real estate projects

Real Estate The Real Estate Division includes the Project Development Unit, which provides a compre­ hensive range of services covering the entire lifecycle of a property from planning and construction to operational optimisation, plus the General Contracting Unit. The Division also includes Reuss Engineering, which specialises in sustainability consultancy and building technology. Infrastructure Construction The Infrastructure Construction Division offers all the production activities required for road building, civil works, building construction, infrastructure projects, civil engineering, underground construction and foundation engineering. As the market leader in Switzerland, Implenia Infrastructure Construction offers wide experience, a large portfolio of reference projects and the best technical equipment. Industrial Construction The Industrial Construction Division specialises in challenging infrastructure projects in and outside Switzerland. The Tunnelling unit concentrates mainly on tunnel building for transport tunnels, hydroelectric plants, sewage systems etc. The Prime Buildings unit works internationally primarily in consultancy and on project and construction management for major prime building projects.

Strategy and business model

Sustainability and integrated business model as success factors

Its commitment to sustainability and the integrated business model are two of Implenia’s central success factors. Sustainability is the guiding principle for our business activity. It ensures that Implenia prioritises the creation of enterprise value in harmony with the economy, the environment and society. Based on its integrated business model, Implenia offers all services along the whole construction value chain from a single source. Implenia’s aim is to build further – sustainably and over the long term – on its position as a leading national construction and construction services company that also operates on the international stage. With this in mind, the company pursues a series of strategic priorities: Sustainability as the basis of corporate strategy Out of a conviction that seizing opportunities and identifying risks early on – taking account of economic, environmental and social criteria – is crucial to the company’s success and ability to thrive in the future, Implenia focuses its corporate strategy and its whole way of doing business on the principles of sustainability. Implenia believes that if it takes opportunities and manages risks in this way, the company will further improve its competitive position and generate corporate value for all its stakeholders.

86–87

Integrated business model increases customer benefits: “One company, one goal, one spirit” Cross-disciplinary cooperation between Real Estate, Infrastructure Construction, Industrial Construction and the Corporate Center means that all the Group’s available expertise is bundled together, synergies are exploited to the benefit of customers, and Implenia can perform successfully as a total service provider. Higher earnings thanks to stronger project development business Implenia can take a construction project though its entire lifecycle – from the initial idea, through planning and organisation, to actual construction work. The company is systematically building up capacity in upstream project development activities with a view to realising its corporate vision (“We are developing and building the Switzerland of tomorrow”). Growth through selective, risk-appropriate development and expansion of international business Implenia positions itself outside Switzerland as an expert partner for complex infrastructure and prime buildings projects. The company limits its risk in international business by focusing on its existing competencies in project management, stadium building, tunnelling, civil engineering and microtunnelling. Increasing efficiency by steadily industrialising processes Implenia exploits the synergies produced by bringing together central functions in the Corporate Center. These include: Procurement, Finance & Controlling, Human Resources, IT, Investment Management, Marketing & Communication, Legal Services and Insurance. In addition, processes in all divisions – from client acquisition through project planning and execution to logistics – are constantly reviewed and optimised.

88–89

Strategy and business model

Cross-divisional cooperation – integrated business model Idea / concept

Financing

Project development

Planning / engineering

Execution

Management

Renovation / conversion / removal

Investment Management Development Engineering General Contracting Construction Industrial Construction*

* Tunnelling and Prime Buildings

The integrated business model – i.e. cross-divisional cooperation between Real Estate, Infrastructure Construction, Industrial Construction and the Corporate Center – bundles together all the expertise available in the Group. This means that integrated solutions covering the whole lifecycle of a construction project can be developed in response to complex, interdisciplinary ventures. The knowledge available within the Group is not just added together, but multiplied.

New system for better risk management Active risk management is essential for Implenia if it is to sustainably increase its earnings power. For years now Implenia has led the way with its process management systems, internal auditing, regular reporting and transparent information culture. In order to maintain its role as a pioneer, the company is currently developing a management information system based on state-of-the-art IT tools. This will make it easier at all levels of management to control opportunities and risks more transparently, effectively and quickly across all processes, from acquisition to completion. Active brand management for a strong image Implenia has a strong brand, which is very visible and very well-known in the Swiss market. In its external and internal communication the company follows a one-brand strategy based on the principle of “One Company, One Goal, One Spirit”. The aim is for the company to be seen from the outside too as a single entity. A comprehensive manual contains all the rules for using the brands in different applications, including business documents, signage at construction sites and communications of all types (advertisements, give-aways, vehicle livery etc.). There is a continuous quality assurance system in place for signage at construction sites; because these signs provide the brand with such wide exposure and high visibility, they are regularly reviewed to ensure compliance with the branding rules. These rules are also applied rigorously to the website and any new brochure concepts. At the same time, if the application has specific special characteristics, these are also taken into account. During the year under review, a lot of work was done on the integration of Betonmast Anlegg, the company acquired in Norway, into Implenia’s brand structure. The Norwegian tunnelling specialist now operates in the Norwegian market under the name “Implenia Norge” using Implenia’s brand design. Betonmast’s entire corporate design has been changed over to Implenia’s. The alterations that had to be made in all areas (construction site signage, stationery, job adverts) have now been completed.

90–91

Employees

Safety at work

Measures to keep employees safe The construction trades involve a lot of hard physical work, and there are many potential risks to be found in workshops and on construction sites. One of the responsibilities that Implenia has for its employees is to ensure they are protected from occupational accidents and health risks. The company takes comprehensive measures in this area, and carries out awareness and information campaigns on health and safety at work. See page 96 for further information.

The people at Implenia

More than 6000* people from more than 60 nations work for Implenia around the world. Their abilities and commitment ensure the company’s continuing success, so Implenia is keen to offer its employees an attractive working environment. Factors such as training and development, job security, social benefits and internal communication play a central role here. In Switzerland and border regions of neighbouring countries, Implenia’s workforce at the end of 2011 was practically the same size as a year before with 5162 full time posts (compared with 5151 in 2010, up 0.2%). Personnel fluctuations came to 12.7% (excluding seasonal fluctuations), which is 1.2 percentage points lower than the previous year (2010: 11.5%). The Real Estate Division increased its headcount in line with strategy (+3.9%) in order to cope with the expansion of its Project Development business during the last financial year. Headcount at the Infrastructure Construction Division also rose slightly (+1.2%). The number of employees in the Industrial Construction Division in Switzerland was 9.2% lower than a year previously because of NEAT tunnel construction contracts coming to an end. Of the workforce in Switzerland and border regions of neighbouring countries, 4745 are men and 417 women. This means the percentage of women, at 8.1%, was around the same as in the previous year (2010: 8.0%).

Headcount (FTE) 2011 Office and on-site staff

Headcount (FTE) 2010 Number of employees

Office and on-site staff

Number of employees

Real Estate Infrastructure Construction Industrial Construction Other

482 3 912 573 195

Real Estate Infrastructure Construction Industrial Construction Other

464 3 867 631 189

Total employees (FTE, Switzerland and neighbouring countries)

5 162

Total employees (FTE, Switzerland and neighbouring countries)

5 151

Implenia Norge Other countries (FTE) Total employees (FTE)

260 226 5 648

Implenia Norge Other countries (FTE) Total employees (FTE)

– 273 5 424

* equivalent to 5648 (FTE)

92–93

Employees

5162

5151

5115

5192

6000

5212

Employees (full-time equivalents)*

417

414

351

359

358

5000

4000

3000

2000

Higher priority for training and development True to its vision, Implenia wants to be the Partner of Choice not only for customers, but also for employees. To this end, the Group fosters a modern management culture that places trust in employees’ willingness to work and take responsibility, and that delegates decisionmaking authority down to the lowest possible level. To ensure that the knowledge required to make this culture of trust work is present at all levels of the Group, Implenia continues to improve and expand its programme of training and development. Its employee development concept is based on the corporate strategy and takes account of the needs of both employee and company. Individually tailored development plans ensure that employees have the necessary professional and personal skills. There are always shortages of well-qualified specialists on the labour market, so Implenia aims to fill its specialist and management posts increasingly from within the Group. Employees are offered career opportunities across the divisions and in other countries. Implenia runs a modular training and development programme for its employees. Different training modules are available to suit each employee’s particular area of work. Implenia also supports employees taking individual training courses outside the company. Further modules were added to the training and development programme in 2011. These included the innovative new career programme for construction cost planning based round the “CAS Baukostenplanung GU / TU” (“Certificate of Advanced Studies in Construction Cost Planning for General and Total Contracting”) training course at the University of Lucerne (see fold-out focus employer). Implenia will continue to expand the range of courses, particularly in the fields of professional skills and personal development.

4833

4764

4737

4745

2008

2009

2010

2011

Implenia has a worldwide total of 5648 full-time posts, a rise of 4.1% on 2010 (5424). The acquisition of Norwegian company Betonmast Anlegg added another 260 full-time posts to the total (as at 31.12.2011). In the other international markets (Russia, the Middle East, Ivory Coast), headcount fell (–17.2%). Worldwide, Implenia currently employs people from more than 60 different countries.

4854

0

2007

1000

Number of women (full-time equivalents) Number of men (full-time equivalents) * Switzerland and neighbouring countries

Apprenticeships and management development are vital People often join Implenia as apprentices, so good, solid training for these apprentices is crucial. Implenia is currently taking care of 215 apprentices: 25 in technical / commercial roles and 190 in on-site roles. These 190 are being trained in various professions, including as construction machine mechanics, builders, foundation engineers, heating engineers, ventilation engineers, plumbing engineers, masons, mechanics, carpenters, road builders, railway builders and joiners. The company coordinates the responsibilities taken by the apprentices’ managers, HR and the trainers, ensuring that apprentices are supported throughout their whole course. The aim is to identify good new talent early on and, depending on how mobile they are, give them the most suitable placements in Switzerland. Most apprentices will be given a job at the company after they have finished their course. By training its own young talent, Implenia is not only investing in its future, but is performing an important task for society as a whole (see “apprentices talk to the CEO” on page 30). Implenia is also actively involved at the university level. For example, the company supports the ETH Zurich’s Excellence Scholarship Programme, providing scholarships for three students a year on the construction engineering course (see interview on page 112 – 115).

94–95

EmployEEs

non-occupational accidents*

300

300

implenia is one of the most attractive employees The Universum Top 50 Ideal Employer Student Survey ® shows which companies are the most popular choice for Swiss university graduates. In 2011 the annual survey showed Implenia placing high again in 13 th position, up six places from 2010, making it one of the most sought-after companies in the engineering sector.

29 19

135 107

99

127 109

78

83

104

83

71

76

Management Real Estate Infrastructure Construction Industrial Construction

Management Real Estate Infrastructure Construction Industrial Construction

* Switzerland and neighbouring countries

* Switzerland and neighbouring countries

2011

2010

2009

2008

2007

2011

0 2010

2009

0

19

31 5

27 0

23 0

0

146 145

50

118

50

99

100

113

100

110

150

143 159

200 135

244 170

223 167

170

176

177

250

150

2008

social policy – implenia wins the “prix santé au travail” Alongside its extensive measures to ensure health and safety at work, as part of Implenia’s social policy, the company has teamed up with external specialists from the PMSE health promotion agency to establish a contact point for employees who would like to talk to trained experts about health, social, family or financial issues. Implenia’s employee program to help prevent alcohol abuse was recognised at the end of January 2012 by the award of the “Santé au travail” prize by the AEPS (Association Européenne pour la Promotion de la Santé). Implenia is also very involved in looking after employees who suffer accidents or illness, and helping them get back to work; it collaborates with case management specialists who provide intensive care on the road to rehabilitation. Another key element of Implenia’s social policy is its respect for the principle for equal rights and equal treatment for all employees. Wage equality plays an important role here. During the period under review, Implenia replaced the wage system that had developed over many years with a modern salary system. This is based on job evaluations that facilitate specialist and management career models. The salary system ensures that people are paid in line with market standards and in accordance with fair, transparent and comprehensible criteria. Implenia’s hiring regulations fulfil modern standards, and its working hours and holiday regulations allow employees to maintain a good work-life balance.

200

2007

code of conduct sets out the rules Implenia’s corporate rules and standards of behaviour are set out in the Code of Conduct. The Code defines how to behave with colleagues, suppliers, customers and the authorities. It has three main areas of focus. “General rules of behaviour” covers the following themes: social responsibility; environment, health and safety; integrity and law-abiding conduct; data protection; use of data processing resources, confidentiality and conflicts of interest; drugs and alcohol. The second area of focus deals with corrupt practices, and the third with adherence to anti-trust laws. There was intensive training on the Code of Conduct when it was introduced, and all employees must sign a declaration that they will comply with it. During the year under review, all managers were required to give their teams fresh training in the Code.

218

250

238

276

occupational accidents*

the importance of internal communication: dialogue with employees Implenia believes in the value of open and direct communication. Good communication encourages employees to identify with the corporate objectives and ensures that they understand and support the decisions the company makes. All of Implenia’s managers are trained to nurture dialogue actively with their staff. The company also uses various internal communications tools and channels, which it deploys selectively to suit the specific communication goal. These include the employee magazine “Impact”, the intranet, regular staff events and an electronic newsletter.

96–97

Employees

Promoting a safe and healthy work environment Within the Infrastructure Construction Division, which has the most employees and the most workplace risks, various programmes certified under OHSAS 18001, ISO 14001 and 9001 ensure effective measures are in place. Infrastructure Construction trains all new employees in workplace health and safety when they first join Implenia, tailoring the training to the specific job. Temporary employees hired through agencies also have to go through initial training. In addition, managers on the construction site are responsible for informing temporary staff about the particular dangers and the emergency procedures used on site. Every month, foremen and site managers use short training sessions to inform site personnel of the latest issues. Sometimes the training is created centrally and then implemented in the relevant languages. In some months, topics can be chosen that are specific to the profit centre’s main activity. Occupational accidents rise, non-occupational accidents fall Implenia measures occupational and non-occupational accidents in terms of the number of incidents per 1000 full-time posts, and in days lost. After declining between 2007 and 2008, the five-year trend for accidents at work was almost flat in subsequent years. Unfortunately 2011 saw a slight rise to 159 occupational accidents per 1000 full-time jobs, compared with 154 in the previous year. The Implenia employees who are most exposed to the risk of accident are on-site workers in the Infrastructure Construction and Industrial Construction Divisions. The fact that the number of days lost per incident increased from 28.9 to 31.3 reflects the more serious nature of the accidents. There was a further reduction in non-occupational accidents from 108 to 100 incidents per 1000 full-time posts. Most incidents fall into the category of “slips and falls”. 32% of accidents recorded in 2011 were caused by slips or falls. There was a slight reduction of 2% in this type of accident. Occupational accidents involving machinery or electrical equipment are rare (about 3% of all incidents), but with an average of 46.6 calendar days lost, these are the most serious type of accident.

needs to be systematically integrated into each individual operating procedure. Employees in Implenia’s offices throughout the Group are taught about “Ergonomy in the workplace”. The pilot project aims to find out how feasible regular on-site training is, and what effect it has. Numerous training modules Alongside these specific health and safety campaigns, training takes place at regular intervals each year in each division as set out in the Integrated Management System (IMS). These training sessions are carried out decentrally in the individual regions. They cover modules that include a safety induction for new employees, a two-day management seminar with Suva for all new foremen, site managers and technical managers, a safety and accident-prevention course for site personnel, and an emergency response and first aid course. The status of health and safety measures is audited once a year by an external agency. The last audits were carried out in November 2011. Implenia will be augmenting the existing modules with further activities in 2012. As part of the “Safety Charter”, a campaign run jointly by employer and employee organisations and backed by Suva, Implenia is committed to strict compliance with safety rules in its area of responsibility. The aim is to protect the lives and physical wellbeing of everyone involved in construction. “Turboschlaf” is a campaign initiated by the Beratungsstelle für Unfallverhütung (bfu) to highlight the dangers of falling asleep while driving. Implenia employees cover many kilometres a day by car or by site bus, which is why the company decided to take part in the campaign. Implenia has also teamed up with Suva on the “Handlauf” (“handrail”) campaign, because according to Suva, around 30% of all slips, trips and falls occur on the stairs.

Fit bei der Arbeit (“Fit for Work”)

Constant optimisation Despite all the measures taken to date on health and safety, the trend in accident figures and Suva’s industry survey show that there is still room for improvement. Each accident is one too many. Implenia invests continuously in measures to improve health and safety and in training its employees. In 2011, several courses were run for site personnel and technical managers, including “Responsibility on the building site” and “Vital rules on the building site”. These courses are designed to embed the principles of health and safety so that they are always applied when construction sites are planned and become a natural part of employees’ day-to-day behaviour. The aim is to view occupational health and safety not as an isolated theme, but as an automatic element of project planning that

The most frequent causes of accidents at work are slipping, tripping and falling. At Implenia Infrastructure Construction, for example, these things account for an average of 32% of all accidents. Such incidents often have serious consequences, though they can easily be prevented. This fact prompted Implenia to sign up in 2010 to a multi-year Suva campaign called “stolpern.ch” (“stolpern” means trip or stumble in German). As part of this campaign, it launched the “Fit bei der Arbeit” pilot project on selected sites at the start of this year. There are two aims: to make employees aware of the risk of accidents on stairs; and to reduce the risk of stumbling by improving balance through a simple training programme. The pilot project runs from January to June 2012 with academic support from the University of Basel’s Institute for Sport and Sport Science.

98–99

Sustainability

Sustainability in practice

Solar energy from portacabins A new office building is currently being constructed in Lausanne-Vennes for the CSS health insurance company. Once completed in 2012, it will provide office space for 450 employees. Implenia was brought in to execute the project as general contractor. By fitting portacabins with photovoltaic cells, Implenia is using renewable energy even during the construction phase of a building. This system, used for the first time in Switzerland, produces electricity for use on site, with surpluses being fed into the local grid. The solar panels are helping to reduce energy use and CO2 emissions on the building site even further (see page 103 for further information).

Sustainability promoted in all divisions

Implenia’s declared aim is to create sustainable value by com­ bining financial success with social and environmental responsibility. Its “Sustainable Implenia” initiative provides a framework for its sustainable development activities. It defines five strategic focuses and ten priority projects that are designed to concentrate all parts of the Group on sustainability. Implenia has done the groundwork that will allow it to publish its first Sustainability Report in 2012. Implenia believes that a sustainable approach is a central prerequisite for long-term success. Consequently the Group wants to be one of the pioneers in its industry for sustain­ ability. It aims to take account of its various stakeholders’ concerns in a systematic and balanced manner. From strategic priorities to concrete initiatives Implenia has defined five strategic focuses that sit at the heart of the company’s sustainability policy and represent the interests of its stakeholders (see chart). Implenia has defined concrete targets and measures for each focus. The company is thus in a position to develop its processes and organisation in the direction of sustainability, as well as to measure the progress it makes.

100–101

Sustainability

Implenia aims to act sustainably with respect to all its stakeholders

Employees – Involving, collaborating, developing – Limited availability

Society – Acting responsibly – Call for transparency

Customers – Cost-efficient solutions and products – Increasing trend towards sustainable consumer preferences

Environment – Preserving the environment – Our supplier of limited raw materials

Management – Securing a viable future – Implementing vision / strategy

Shareholders – Short-term performance – Growing importance of sustainable investments

Sustainable products and services

– Customer relations – Products and services – Innovation – Supplier relations

Attractive working environment

– Training and development – Talent management – Health and safety at work

Respect for the environment

– Energy and resource efficiency

Social commitment and compliance

– Code of Conduct – Stakeholder dialogue – Communication – Support and sponsorship

Financial excellence

– Sustainable improvement in results

Creation of Board of Directors’ Sustainability Committee To ensure that sustainability is anchored firmly at the highest level of management, the Board of Directors created a Board Sustainability Committee in June 2011. The Sustainability Committee’s job is to assess Implenia strategic options from the point of view of sustainable development. The focus is on core business in all areas of activity, including building construction, roads and civil works, civil engineering, foundation engineering and underground construction. The Sustainability Committee is also responsible for overall monitoring of the company’s sustainability initiatives. Implenia qualifies as a sustainable investment The Kempen SRI Universe Standard (Socially Responsible Investment) is awarded by the Dutch bank Kempen & Co. to European companies that go beyond the legal requirements to make a positive contribution to the environment, society and their employees. In 2011 Kempen assessed Implenia for the first time with regard to the relevant compliance, corporate social responsibility, personnel development and environmental protection criteria. Implenia was given the accreditation straight away, thus joining the list of companies that the bank, which manages numerous sustainability funds, will consider for investment.

Implenia to publish its first Sustainability Report in 2012 The Implenia Sustainability Report, which will appear for the first time this autumn, will contain extensive information about the company’s sustainability performance. It will be based on the internationally respected standard laid down by the Global Reporting Initiative (GRI) and will focus on the five strategic elements defined by Implenia. During the year under review the groundwork was done and the data established for the report, which provides a systematic overview of Implenia’s commitment to sustainability.

102–103

Sustainability

In Basel’s Hirzbrunnen district, Implenia is building the “schorenstadt” housing estate – a beacon project for the 2000-Watt Society that follows the new SIA Energy Efficiency Path.

Sustainability highlights 2011

Embedded in the overall sustainability strategy, Implenia’s commitment can be seen in the wide variety of initiatives and efforts undertaken in 2011. Implenia is taking part in the Federal Office of Energy’s project “Standard Nachhaltiges Bauen Schweiz”, which aims to promote a shared perspective on sustainable construction. Standardised, broad-based and stable evaluation criteria are required if a building’s focus on sustainability is to be reflected in its value too.

Reduction in CO2 emissions

As beacon projects for environmentally friendly construction, Implenia has chosen two projects from its development portfolio for implementation of the 2000-Watt Society concept: the “Werk 1” residential, commercial and hotel development in Winterthur, and the “schorenstadt” residential development in Basel.

Implenia has launched a pilot project on the CSS construction site in Lausanne, installing solar panels on the roofs of the four on-site office portacabins. They cover a total area of 48 m2, and can produce a total of more than 6140 kilowatt hours (kWh) per year. The electricity generated is being used not only to power the site; surpluses are being fed into the local electricity grid. This is reducing CO2 emissions from the building site by five tonnes a year.

In 2011, Implenia laid the foundations for its value-oriented management concept. This management model focuses the company’s processes on the creation of corporate value. Read the interview on this subject on page 66. Implenia ran a number of awareness-raising programmes and training courses on the subject of health and safety at work in 2011. For more information, see the “Employees” chapter, page 96. As part of its commitment to training and development, Implenia worked with Lucerne University to develop a course in construction cost planning. See fold-out focus employer for more information.

Electricity price at market level Once the Lausanne-Vennes project is finished, the solar panels and cabins will be moved to the next construction site. The solar panels have an approximate lifespan of around 20 – 25 years. The four cabins will produce a total of approximately 150,000 kWh of electricity over their whole operational lives. This is enough to provide power for 30 average private homes for a year. Based on the expected lifetime of the panels, the electricity generated costs CHF 0.24 per kWh. This is close to the current market price and much lower than usual for solar power. Depending on how the pilot project goes, Implenia plans to equip more construction sites with solar cells in future.

104–105

Information for investors

Distribution of share capital by type of shareholder (shares with and without voting rights)

Information for investors

Distribution of share capital by size of shareholder (shares with and without voting rights)

Implenia shares have been traded on the main segment of the SIX Swiss Exchange in Zurich since 6 March 2006.

89

19

559 30.26%

984

34.83%

Key information Abbreviation Security number ISIN code

IMPN 2.386.855 CH0023868554 5.40% 9.67%

1.78%

2162

Share capital

Share capital (in CHF 1,000) Number of registered shares issued Of which treasury shares Number of outstanding registered shares Par value of each registered share (in CHF) Conditional capital (in CHF 1,000)

31.12.2011

31.12.2010

31.12.2009

31.12.2008

31.12.2007

35,097

51,721

64,652

73,888

83,124

18,472,000 179,006

18,472,000 211,017

18,472,000 1,526,184

18,472,000 163,943

18,472,000 52,563

18,292,994

18,260,983

16,945,816

18,308,057

18,419,437

1.90

2.80

3.50

4.00

4.50

17,548

25,861

32,326

36,944

41,562

31.12.2011

31.12.2010

31.12.2009

31.12.2008

31.12.2007

3.31 8.1

2.88 10.1

2.56 10.7

2.13 14.9

1.37 26.0

29.1 1.10 4.7% 33.1%

26.8 0.90 2.8% 31.7%

24.8 0.70 2.4% 27.5%

22.8 0.50 1.7% 23.1%

21.7 0.50 1.4% 36.2%



Legal entities Pension funds Investment funds / foundations Banks / insurance companies Private individuals



984 shareholders with 1 –100 shares 2162 shareholders with 101 –1,000 shares 559 shareholders with 1,001 –10,000 shares 89 shareholders with 10,001 –100,000 shares 19 shareholders with 100,000 shares

Key figures

Earnings per share (in CHF) Price-earnings ratio Equity per share (in CHF) Gross dividend 1 (in CHF) Dividend yield 2 Distribution ratio

1 From 2006 – 2011 the distribution took the form of a reduction in par value 2 Excluding tax effect

Distribution policy The aim is to distribute around a third of Group profit as dividends, though care is also taken to ensure dividends are as stable as possible.

Shareholder structure Shareholders owning more than 3% of share capital (as at 31 December 2011) Name

Parmino Holding AG / Max Rössler Group Rudolf Maag Ammann Group Cazenove Capital Management Ltd. Chase Nominees Ltd. Ernst Göhner Stiftung (via EGS Beteiligungen AG)

Number of shares

Percentage of share capital

3,018,000 2,000,000 1,556,438 891,209 864,590 838,514

16.34% 10.83% 8.43% 4.82% 4.68% 4.54%

106–107

Information for investors

Share performance

Bond

1-year performance (incl. comparison with SPI)

Bond price 12 May 2010 to 31 December 2011

110%

108% 107%

100%

106% 105%

90%

104% 80%

103% 102%

70%

101%

60%

100% Jan.

Feb.

Mar.

Apr.

May

Jun.

Jul.

Aug.

Implenia N

Sep.

Oct.

SPI

Nov.

Dec.

Apr. 10

Jun. 10

Aug. 10

Oct. 10

Dec. 10

Feb. 11

Apr. 11

Jun. 11

Aug. 11

Oct. 11

Dec. 11

Source: Datastream

6-year performance (incl. comparison with SPI) 240% 220% 200% 180% 160% 140% 120% 100% 80% 60% 2006

2007

2008

2009

2010

Implenia N

SPI

2011

Source: Datastream

Share performance

Year-high (in CHF per share) Year-low (in CHF per share) Price at 31.12 (in CHF per share) Average number of shares traded per day Stock market capitalisation at 31.12. (in CHF 1,000)

31.12.2011

31.12.2010

31.12.2009

31.12.2008

31.12.2007

32.50 20.00 23.65

32.00 26.50 31.95

30.10 20.25 29.00

34.60 27.00 29.00

44.70 26.40 34.60

16,990

19,487

10,809

11,688

38,277

436,863

590,180

535,688

535,688

639,131

Bonds In April 2010, Implenia issued a bond for the first time (ISIN: CH0112193518). Worth CHF 200 million, it has a 3.125% coupon and six-year term (matures on 12 May 2016). UBS has confirmed its rating for the Implenia bond as “BBB-/stable”, and ZKB as “BBB/stable”.

108–109

Information for investors

Overview of key figures 2011

2010

2009

2008

2007

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

Balance sheet Cash and cash equivalents Real estate transactions Other current assets Non-current assets Total assets

402,532 247,047 820,059 418,065 1,887,703

349,274 217,983 734,230 375,516 1,677,003

128,749 168,732 726,769 357,544 1,381,794

118,364 180,157 695,586 366,709 1,360,816

47,153 168,049 747,396 379,270 1,341,868

Financial liabilities Other liabilities Equity Total equity and liabilities

209,073 1,135,102 543,528 1,887,703

199,760 981,759 495,484 1,677,003

42,853 912,601 426,340 1,381,794

81,677 855,901 423,238 1,360,816

164,425 772,549 404,894 1,341,868

193,459

149,514

85,896

36,687

(117,272)

Capital structure Equity ratio in % Long-term liabilities in % Short-term liabilities in %

28.8 15.7 55.5

29.5 16.5 54.0

30.9 3.0 66.1

31.1 2.3 66.6

30.2 2.0 67.8

Key figures EBITDA margin in %1 Operating income margin in %1 Return on Invested Capital (ROIC) in %

5.6 3.7 26.8

4.7 3.3 22.4

4.6 3.0 19.9

4.2 2.5 15.3

3.6 1.6 7.4

5,648

5,424

5,350

5,439

5,444

Five-year Group overview 2011

2010

2009

2008

2007

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

Order book

3,153,915

3,070,314

3,445,184

2,958,904

2,512,783

Income statement Production output Consolidated revenue EBIT divisions Miscellaneous / holding company Operating income

2,776,666 2,522,646 93,529 147 93,676

2,716,205 2,388,418 76,997 661 77,658

2,637,277 2,279,835 79,971 (12,328) 67,643

2,541,911 2,324,465 69,950 (10,947) 59,003

2,704,968 2,380,625 65,056 (26,388) 38,668

46,813 140,489

34,894 112,552

36,960 104,603

39,525 98,528

46,010 84,678

61,351

52,458

47,055

39,983

25,534

Depreciation EBITDA Consolidated profit Cash flow statement Cash flow from operating activities Cash flow from investment activities Cash flow from financing activities Free cash flow Investment activities Investments in real estate transactions Real estate disposals Investments in fixed assets

102,449 (35,138) (14,270)

138,516 (98,596) 181,872

119,138 (26,484) (82,333)

183,600 (14,484) (97,517)

(70,176) (43,108) 52,827

67,311

39,920

92,654

169,116

(113,284)

76,459 (29,946) 38,720

50,848 (108,681) 39,496

88,317 (103,104) 36,421

69,257 (67,961) 38,019

43,198 (44,125) 58,235

Net cash position

1 Basis: consolidated revenue IFRS

Headcount (FTE) 2 2 Headcount incl. international

110–111

Information for investors

Communications, contact and key dates Communications Implenia follows an open, transparent and timely information policy in the interests of its shareholders, investors and the general public. In its periodic and ad hoc reporting, Implenia is committed to equal treatment of all stakeholders in terms of timing and content. Comprehensive information is available to all investors, journalists and interested members of the public at www.implenia.com under the “Investor Relations” link. All the latest investor presentations are available here too. By clicking through the “News-Service” link on the site, interested parties can subscribe to our ad hoc communications and order physical copies of our annual report and half-year report. Contact Our CFO, Beat Fellmann, is responsible for ongoing communication with shareholders, investors and analysts:

Tel +41 44 805 45 00 – Fax +41 44 805 45 01 – E-mail [email protected]

Key dates 2012 Annual General Meeting of Shareholders Ex-date Payment date Media and analysts’ conference on the 2012 first-half results Media and analysts’ conference on the 2012 full-year results 2013 Annual General Meeting of Shareholders * Dates subject to approval of profit distribution.

4 April 2012 11 April 2012* 16 April 2012* 30 August 2012 26 February 2013 27 March 2013

ETH Excellence Scholarship – creating incentives for young talents There is much talk at the moment about the lack of specialists in Switzerland. Construction companies need to have an adequate supply of well trained, well qualified employees, and the industry faces great challenges in coming years as it tries to recruit enough specialists and young talents. This is why Implenia works so closely with the university sector. It is, for example, helping to fund the Excellence Scholarship Programme at the Federal Institute of Technology (the “ETH”) in Zurich. In the following interview, Nathalie Fontana of the ETH Zurich Foundation explains the programme’s aims and the opportunities it brings.

“There has been an increase of around 19% in people studying construction engineering in recent years.” Nathalie Fontana, Project Manager for Fund Raising, ETH Zurich Foundation

What is the aim of the ETH’s Excellence Scholarship? The Excellence Scholarship Programme supports the effort to train more outstanding young talents for the Swiss labour market. 1– 2% of new masters students – a hand-picked group of no more than 50 across the whole of the ETH – are enrolled into the programme and given a scholarship. The aim of the programme is to promote excellence – it’s more about quality than quantity. The ETH is already a magnet for talent in the international university sector,

but competition is intense. To attract the best people you have to offer incentives and targeted support programmes. Because what we are doing ultimately helps the Swiss economy, industry and the private sector are happy to provide the programme with generous support. Implenia’s support is exemplary for the construction industry. Isn’t such a close relationship with business a bit risky for the ETH’s reputation? Not at all. Everyone benefits from the partnership: Industry can benefit from

the ETH Zurich’s “output” i.e. from outstanding young talent, while the ETH can strengthen its interaction with the business world. Meanwhile, the students get an early insight into career prospects and possible employers. Recipients of the scholarship are selected exclusively by the relevant bodies at the ETH Zurich. The partners have no influence on this process.

How can you ensure that when they have finished their studies the international students also stay, work and use their expertise in Switzerland? The statistics show that around 50% of foreign students in Switzerland also find their first job in the country. However this has to be within three months of graduating; otherwise their visas run out. Graduates look for attractive jobs with development prospects. They want a high standard of living and a stable social environment – economically and politically. All of this speaks in favour of remaining in Switzerland. People say that the construction industry has an image problem among young, well educated people. Is that the way you see it too? We don’t find that, no. There has been an increase of around 19% in people studying construction engineering in recent years. And, interestingly, more and more female students are choosing the subject. This is reflected in the

“It was only thanks to the Excellence Scholarship that I was able to study at the ETH Zurich. It’s great that Implenia is so committed to training young people.” Stella Schieffer, Graduate in Construction Engineering, ETH Zurich

“Construction engineering provides outstanding career possibilities for young talents. I hope that Implenia, as a leading construction company, will continue to offer high quality, innovation and attractive career opportunities for young people. It really helps encourage excellence in our profession.” Anastasis Tsiavos, Master’s student in Construction Engineering, ETH Zurich

scholarship programme too: almost a third of the construction engineering students on the programme are women. What else can the industry do to improve its image? The industry should highlight its modern career paths and working models, and show that it is an attractive industry with lots to offer. And it should

“Implenia’s support is exemplary for the construction industry.” Nathalie Fontana

work hard on communicating success stories based around all the projects it is involved in. Companies like Implenia have a lot of great work to talk about; I’m thinking about things like the historic Gotthard tunnel project. Behind this kind of project there are always people who have achieved extraordinary things. Exciting projects like this, and the highly capable people behind them, act as a powerful magnet for potential employees and talented young people. Construction is still seen as a very male industry. What would you advise a construction company to do if it wants to be more attractive to female construction engineers and architects? The image is created by the jobs available and the associated prospects and career models. It is not necessarily a negative thing per se that the industry

is male-dominated. But I would imagine that attractive, interesting jobs and working models for women – ones that can be combined with family life – are probably still rare. As I said, there is a growing number of female students taking construction engineering courses at the ETH Zurich. So we are starting from a healthy position.

ers were reduced and / or made unequal. In particular, I think that as much as possible should be done to keep people here if they are already studying in Switzerland, because most of them are already very well integrated. The cost of employing these graduates would be relatively low, so ultimately it would be better for all concerned.

Personal freedom of movement is a key factor when recruiting people from abroad. Switzerland’s agreement on freedom of movement is currently coming under political pressure. Could this make the situation difficult for the students you are trying to develop? More than 30% of master’s-level students at the ETH are from outside Switzerland. The figure for doctoral students is over 60%. I believe that it would be a missed opportunity and economically dubious if the quotas for foreign work-

Many thanks for an interesting discussion.

Nathalie Fontana is Fund Raising Manager for the ETH Zurich Foundation, an independent private charitable foundation set up to promote teaching and research at the ETH Zurich. Its “Excellence Scholarship” provides performance scholarships to Swiss and foreign masters students with the aim of nurturing the best young talent and strength­ening Switzerland’s expertise and workforce. Implenia supports the construction engineering strand of the course by providing three scholarships a year.

Cost planning is a key function within the construction process. Good construction cost planning creates certainty about costs, quality and timing, which obviously increases customer satisfaction. With its construction cost planning career programme, Implenia is helping to position the job as an attractive career option, shaping a specific specialist career path and investing in its employees’ continuing development.

≤ A construction cost planner’s work is intense, but varied. In order to calculate an offer to a client, Reto Mani reads and analyses construction plans, collects offers from external firms, draws up tables and lists, calculates and negotiates.



The restaurant being built on the summit of the Weisshorn is a new landmark for Arosa, sitting imposingly in a topographically challenging location amidst the magnificent mountainscape. Implenia’s work on the project, designed by renowned architect Thilla Theus, is going according to plan – partly thanks to the good construction cost planning.

Construction cost planners are the financial specialists of the construction industry. They have to hold hundreds of things in their head, know what ev­ erything costs, understand the relevant planning rules and identify what factors might increase costs or create financial risks. Will health and safety requirements be met? Are there any environmental risks? Does the contract include completeness and functionality clauses? Construction cost planners have to analyse, research and negotiate every single facet of a construction project in minute detail. Finally the figures have to be broken down into a cost per cubic metre – the key figure for the client.

“At Implenia I can get support from a huge network of very knowledgeable people.” Reto Mani, 46, has been a construction cost planner at Implenia in Chur for two years. Mani trained as a draughtsman and construction manager and previously worked at various architecture firms.

Challenging and varied Costs are calculated in several stages, from the first rough estimate of each element – land, shell construction, external fees, etc. – right through to the detailed costing of each individual concrete slab. “It’s a huge job, but very varied because each project is different,” says Remo Mani. The native of Canton Grisons has worked as a construction cost planner at Implenia in Chur for two years, reading plans, analysing, asking for offers, drawing up tables and lists, calculating and negotiating. A cost planner not only has to know a lot about prices, but also needs to have solid construction expertise and refined negotiating skills. A good cost planner has an eye for the big picture. “It starts with the excavation and ends with the painters,” says Hanspeter Villiger, who has 34 years’ experience in construction and 8 as a building construction cost planner at Implenia in Basel. Construction cost planners work under pressure. They normally have only one or two months to submit an offer. “We complete twelve to fifteen projects a year,” says Patrick Tocaben, who started as a construction cost planner with Implenia in Geneva at the age of 39.

“I like the intensive contact with people.” Hanspeter Villiger, 61, has been a construction cost planner at Implenia in Basel for eight years. A trained mason and draughtsman, he has also completed additional training as a foreman and site manager.

“I like the variety of projects at Implenia. I’ve been able to work on lots of different types of building, including hospitals and prisons.” Patrick Tocaben, 49, has been a construction cost planner at Implenia in Geneva for 10 years. French by birth, he studied architecture and construction processes for two years.

Quicker and earlier Construction cost planners at Implenia tend to have had a lot of professional experience, like Mani and Villiger who trained as construction draughtsmen before they moved into the job. Ever tougher and ever more global competi­ tion in the construction industry, higher volumes of business and shorter deadlines mean that Implenia will need more construction cost planners in the future. In response to this need, Implenia and Lucerne University have launched the “CAS Baukostenplanung GU / TU” training programme (“Certificate of Advanced Studies in Construction Cost Planning for General and Total Contracting”) . The idea behind the course is to help graduates and younger professionals in Switzerland to become construction cost planners earlier and more quickly, and without having to accumulate years of experience in the construction industry. The first pilot course begins in spring 2012 with a maximum of ten participants. “It’s an exciting and innovative project, especially because of the e-learning opportunities,” says Andrea Weber Marin, Deputy Director of Lucerne University. Implenia hopes that the CAS Baukostenplanung GU /  TU course will bring construction cost planning more into focus as a career and strengthen its position in the job market. In future, planners should be involved not just at the planning stage, but also during construction so that any cost overruns can be analysed more quickly.

Implenia launches career programme The career programme for construction cost planners at Implenia allows people to take on responsibility for major projects after a year of training. The core element of the programme is the training course “CAS Baukosten­ planung GU / TU” (“Certificate of Advanced Studies in Construction Cost Planning for General and Total Contracting”) developed by the Technology and Architecture Faculty of Lucerne University in partnership with Implenia. In six modules, participants learn the fundamentals required to succeed as a construction cost planner. They are assisted and supported by an experienced colleague in their day-today work as a construction cost planner at Implenia. They also attend internal training courses and take part in regular experience sharing sessions. The career programme begins this spring. Participants are employed on a permanent basis, i.e. their employment contract continues after the one-year programme has been completed. People can also do the CAS Baukostenplanung GU / TU course without being employed by Implenia. More information can be found on the Lucerne University (Technology and Architecture Faculty) website. www.hslu.ch / wb-bau

02.DE.003.11.11

Construction cost planning – an attractive career option

Karriereprogramm Baukostenplanung + + =

Sie CAS Baukostenplanung Coaching on the job Ihre Karriere bei Implenia

Implenia Management AG Industriestrasse 24 CH-8305 Dietlikon Tel. +41 44 805 45 77 Fax +41 44 805 45 78 www.implenia.com

“Construction cost planning is great because it's so dynamic: the projects, demands and challenges are always changing.” Laura Döring, 39, has been a construction cost planner at Implenia in Dietlikon for three years. She is a construction and industrial engineer who previously worked at various other construction companies.

Corporate Governance

126–127

Group structure and shareholders 128 – Capital structure 131 – Board of directors 135 – Executive committee 144 – Com­ pensation, shareholdings and loans 148 – Shareholders’ participation 150 – Changes of control and defence measures 152 Auditing body 152 – Information policy 153

128–129

Corporate Governance Group structure

Preamble As required by the SIX Swiss Exchange Directive on Information Relating to Corporate Governance of 29 October 2008 (Directive Corporate Governance, DCG), this chapter describes those main principles of Implenia Group’s organisation and structure that directly or indirectly affect the interests of shareholders and other stakeholders. Unless stated otherwise, information is correct as of the balance sheet date (31 December 2011). The structuring and numbering of this chapter correspond to the scheme set out in the above directive. Implenia Ltd. Board of Directors

1. Group structure and shareholders 1.1 Group structure Implenia Ltd. is a holding company, which directly or indirectly controls all the companies within the Implenia Group.

CEO Anton Affentranger

Corporate Centre /  CFO Beat Fellmann

Real Estate René Zahnd

Infrastructure Construction Arturo Henniger

1.1.1 Operational Group structure As at 31 December 2011, the Group’s operational structure was as shown on page 128 (but see footnote 1).

Industrial Construction (International)1 Peter Preindl

Menbers of the Executive Committee as at 1 January 2012: Anton Affentranger, Beat Fellmann, Arturo Henniger, Peter Preindl and René Zahnd 1 This Division was headed by Luzi R. Gruber until the reporting date. Peter Preindl has headed the Division since 1 January 2012.

1.1.2 Listed companies within the Group Implenia Ltd., registered office in Dietlikon (ZH), is a Swiss company that has been listed on the SIX Swiss Exchange (securities no. 002386855, ISIN code CH0023868554, abbreviation IMPN) since 6 March 2006. Its stock market capitalisation as at 31 December 2011 was CHF 436,862,800. Its consolidated holdings do not include any listed companies. 1.1.3 Unlisted companies within the Group The unlisted companies within the Group, including their names, registered offices, share capital and the stake held by the Group, are listed on pages 242 and 243 in the notes to the financial report. 1.2 Significant shareholders The names of known significant shareholders and shareholder groups holding more than 3% of Implenia’s share capital as at 31 December 2011 are shown below.

130–131

Corporate Governance

Between 1 January and 31 December 2011 Implenia Ltd. received the following disclosure notifications concerning shareholdings within the meaning of Articles 20 and 21 of the Federal Act on Stock Exchanges and Securities Trading (Stock Exchange Act, SESTA) of 24 March 1995.

As per last disclosure notification Shareholder

Date of disclosure

Total number of shares

Percentage of share capital

Parmino Holding AG / Max Rössler group

23.11.2009

2,936,950

15.90%

Rudolf Maag

23.11.2009

2,000,000

10.83%

Ammann group2

04.03.2008

1,156,438

6.26%

Ernst Göhner Foundation (via EGS Beteiligungen AG)

20.04.2011

921,614

4.99%

Cazenove Capital Management Ltd.

09.04.2011

891,209

4.82%

As per Share Register on 31.12.2011 Shareholder

Total number of shares

Percentage of share capital

Shares with voting rights

Parmino Holding AG / Max Rössler group

3,018,000

16.34%

3,018,000

Rudolf Maag

2,000,000

10.83%

2,000,000

Ammann group Chase Nominees Ltd. Ernst Göhner Foundation (via EGS Beteiligungen AG) Cazenove Capital Management Ltd.

1,556,438 864,590

8.43% 4.68%

1,556,438

838,514 None registered 3

4.54%

838,514

2

Shares without voting rights

864,590

According to the disclosure notification of 2 January 2012, the Ammann group includes Ammann Group Holding AG, Madisa AG, the pension funds of the Ammann companies, the Arthur und Emma Ammann Foundation, Katarina AmmannSchellenberg, Ulrich Andreas Ammann (new), Katharina Schneider-Ammann (new) and Christoph Ammann (new), with a holding of 1,556,438 shares (8.43%).

3 The shares concerned are not registered in the Share Register.

Date of notification

Shareholder

Total number of shares

Percentage of share capital

10.03.2011 01.04.2011

BlackRock, Inc. group4 BlackRock, Inc. group

923,256 929,412

4.99% 5.03%5

06.04.2011

891,209

4.82%

18.04.2011

Cazenove Capital Management Ltd. Ernst Göhner Foundation (via EGS Beteiligungen AG)

921,614

4.99%

27.05.2011

The Capital Group Companies, Inc. group6

16.09.2011

BlackRock, Inc. group

29.12.2011

Ammann group7

90 days

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

413,526

249,496

37,757

12,032

8,023

106,218

317,379

156,058

50,386

17,140

5,795

88,000

39,734

20,778

4,789

2,818

1,376

9,972

56,254

25,162

7,607

4,988

3,016

15,481

3,280

2,039

122





1,119

4,692

2,452

740

257

276

967

62

62





















456,602

272,375

42,668

14,850

9,399

117,310

378,325

183,672

58,733

22,385

9,087

104,448

28,145

Third parties Joint ventures Associates Related parties Sub-total Guarantee retentions

29,488

(11,958)

Allowance for doubtful receivables

(12,579)

472,789

Total

395,234

As at 31 December 2011, total overdue receivables amounted to CHF 184.2 million (2010: CHF 194.7 million). With regard to the trade receivables that were neither impaired nor in arrears, there were no indications at the balance sheet date that the customers would not be able to meet their financial obligations. As in the previous year, no guarantees were held at the balance sheet date.

210–211

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

15

Work in progress

16

Work in progress includes accruals for work that has been carried out but not yet invoiced, including on-site inventories, advance payments from customers and to suppliers for work not yet carried out, accruals for outstanding invoices from suppliers and subcontractors, and provisions for losses on the order book and work in progress. 31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

220,098

228,891

Work in progress, liabilities

(555,083)

(499,204)

Work in progress, net

(334,985)

(270,313)

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

Work in progress, assets

Work in progress, assets (services provided but not yet invoiced) Work in progress, liabilities (services invoiced but not yet provided) Value adjustment on contract costs

282,731

240,397

(279,932)

(203,316)

(10,449)

(14,950)

Joint ventures

Initial measurement of joint ventures is at cost. In subsequent years, the carrying amount is increased by the proportional share of profits and reduced by the proportional share of losses through the income statement. Liquidity contributions and disbursements increase or reduce the carrying amount respectively without being taken through the income statement. The resulting asset or liability is recognised in the balance sheet. Net asset

Net asset

Net liability

2011

2010

2011

2010

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

45,113

Net liability

As at 1.1

23,770

2,613

44,218

Change

9,782

21,157

5,123

(895)

33,552

23,770

49,341

44,218

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

Total

Net amount receivable from (payable to) joint ventures:

Joint ventures, assets Joint ventures, liabilities

33,552

23,770

(49,341)

(44,218)

54,716

72,106

Services invoiced to joint ventures but not yet received

39,734

56,254

Contract costs in relation to past services by suppliers and sub-contractors

(382,051)

(364,550)

Services invoiced by joint ventures but not yet paid

(4,933)

(2,368)

Work in progress, net

(334,985)

(270,313)

Total

19,012

33,438

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

Contract revenues since start of project

9,674,201

9,403,891

Contract revenues recognised in the period

2,056,673

2,026,798

Advance payments received

71,849

87,092

Guarantee retentions

28,145

29,488

Contract costs in relation to future services by suppliers and sub-contractors

212–213

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

Implenia’s share in the assets and liabilities (the balance sheet shows assets and liabilities of joint ventures as at the reporting date), revenue (Implenia’s share of revenues) and expenses of joint ventures is as follows:

Total assets Total liabilities Net assets Net revenue Expenses Income from joint ventures

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

369,681

381,319

(376,299)

(394,176)

(6,618)

(12,857)

466,440

533,782

(435,818)

(522,486)

30,622

11,296

The income from joint ventures of CHF 30.6 million (2010: CHF 11.3 million) includes the results reported in the individual balance sheets of the joint ventures of CHF 17.6 million (2010: CHF 10.0 million) and the internal valuations of CHF 13.0 million (2010: 1.3 million). A large part of the change in income from joint ventures was caused by the valuation of the Consorzio TAT, due to an agreement with the client dated 15 December 2011.

17

Other receivables 31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

Withholding tax

1,009

1,094

Other taxes and duties

2,218

2,574

Social insurances

5,198

3,275

WIR cheques

12,868

13,338

Receivables from utilised guarantees

18,677

12,207

Other receivables Total

Joint and several liability of partners in joint ventures

Major joint ventures in terms of Implenia’s share of revenue:

CHF 1,000

1000 CHF

150,858

191,467

Participation Implenia

Participation Implenia

Consorzio TAT Tunnel Alp Transit Ticino

25.0%

25.0%

ARGE Transco Gottardo Sedrun

40.0%

40.0%

Groupement Marti-Implenia (Nant de Drance, Emosson)

50.0%

50.0%

ARGE Tunnel Weinberg ATW

45.0%

45.0%

ARGE 2.1 Bahnhof Löwenstrasse

25.5%

25.5%

ARGE Cityring Luzern

20.0%

20.0%

7,501

45,285

39,989

The City of Zurich has called in the guarantee provided when carrying out the Letzigrund stadium project, obliging Implenia to make a payment of CHF 12 million, which is shown under ’Receivables from utilised guarantees’. Implenia has taken legal action to obtain full payment of the utilised guarantee.

18

Raw materials

Services invoiced to joint ventures which have been recognised in the revenue of Implenia are disclosed in Note 33. The partners in joint ventures are jointly and severally liable for any debts of the joint ventures unless otherwise agreed. 31.12.2011 31.12.2010

5,315

Raw materials Value adjustment Total of which pledged

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

23,398

21,843





23,398

21,843





In 2011, the cost of raw materials taken to income in the consolidated financial statements amounted to CHF 252 million (2010: CHF 297 million). Inventory is divided equally between raw materials and ancillary materials. The value adjustment for the current year is CHF 0 (2010: CHF 0). No value adjustments were reversed (2010: none).

214–215

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

19

Real estate transactions

Acquisition costs as at 1.1

20 31.12.2010

CHF 1,000

CHF 1,000

Business premises

Production facilities

Machinery, furniture, IT

Assets under construction

Total

234,735

181,556

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

414,317

Additions

76,459

50,848

Disposals

(29,946)

(108,681)

Reclassifications

(17,751)

5,199



110,178

Change in scope of consolidation

(568)

(4,365)

Cumulative acquisition costs

262,929

234,735

Cumulative value adjustments as at 1.1

(16,752)

(12,824)

(886)

(499)

Foreign exchange differences

Additions Disposals Reclassifications

516

3,730

1,209

(7,395)

31

236

Cumulative value adjustments

(15,882)

(16,752)

Net carrying amount

247,047

217,983

10,949

15,293





Foreign exchange differences

of which pledged of which capitalised borrowing costs The gain on sale of real estate during the period is as follows: Sale proceeds Carrying amount of assets sold Gain on real estate1 1 excluding expenses and depreciation of the Project Development segment

Property, plant and equipment

31.12.2011

59,997

141,600

(29,430)

(104,951)

30,567

36,649

31.12.2011 112,912

56,054

243,250

2,101

Additions

Acquisition costs as at 1.1.2011

5,092

819

28,724

4,085

38,720

Disposals

(138)

(7,363)

(28,660)

(45)

(36,206)

Reclassifications

6,420

(6,420)







Change in scope of consolidation

188

34

10,517

569

11,308

Foreign exchange differences

(37)

(28)

384

27

346

Cumulative acquisition costs as at 31.12.2011

124,437

43,096

254,215

6,737

428,485

Cumulative depreciations as at 1.1.2011

(35,573)

(31,668)

(126,023)



(193,264)

Additions

(3,780)

(2,987)

(28,007)



(34,774)

Disposals

65

1,587

23,172



24,824

(3,351)

3,351







12

30

52



94

(42,627)

(29,687)

(130,806)



(203,120)

81,810

13,409

123,409

6,737

225,365





10,488



10,488

45,534







45,534











Reclassifications Foreign exchange differences Cumulative depreciations as at 31.12.2011 Net carrying amount as at 31.12.2011 of which finance leases of which pledged of which capitalised borrowing costs

216–217

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

Leasing agreements where the Group is lessee

Business premises

Production facilities

Machinery, furniture, IT

Assets under construction

Total

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

Finance leases: Future minimum lease payment

31.12.2010 Acquisition costs as at 1.1.2010 Additions Disposals Reclassifications Foreign exchange differences

129,349

48,322

243,360

5,806

426,837

2011

2010

2011

2010

456

2,626

32,094

4,320

39,496

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

Less than 1 year

3,157

275

2,749

241

Between 2 and 5 years

6,412

159

5,866

139

692



664



10,261

434

9,279

380

(4,496)

(225)

(29,882)



(34,603)

(11,920)

6,420



(8,025)

(13,525)

(477)

(1,089)

(2,322)



(3,888)

Cumulative acquisition costs as at 31.12.2010

112,912

56,054

243,250

2,101

414,317

Cumulative depreciations as at 1.1.2010

(47,146)

(26,339)

(130,778)



(204,263)

Additions

(4,186)

(2,857)

(25,881)



(32,924)

Disposals

2,614

10

28,823



31,447

12,946

(3,351)





9,595

199

869

1,813



2,881

(35,573)

(31,668)

(126,023)



(193,264)

Reclassifications Foreign exchange differences Cumulative depreciations as at 31.12.2010 Net carrying amount as at 31.12.2010 of which finance leases of which pledged of which capitalised borrowing costs

Net present value of minimum lease payment

77,339

24,386

117,227

2,101

221,053











44,284







44,284











Over 5 years Total

The increase is due to the acquisition of the Betonmast Anlegg Group, which has entered into numerous longterm agreements for the rental of construction machinery. Operating leases: Future minimum lease payment

2011

2010

CHF 1,000

CHF 1,000

Less than 1 year

25,829

13,531

Between 2 and 5 years

58,575

44,244

Over 5 years

15,716

13,056

100,120

70,831

Total

The subsidiaries have entered into numerous operating leases, mainly for the short-term rental of construction machinery. The total expense for operating leases was TCHF 49,456 (2010: TCHF 41,758).

218–219

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

21

Investment property

22

Investments in associates

31.12.2011

31.12.2010

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

36,274

15,634



As at 1.1

42,675

Additions





Additions

5,351

6,289

Disposals





Disposals

(2,030)

(2,910)

17,751

14,028

Reclassification



364



1,606

Share of results

5,037

6,495

(3,851)

(3,705)

Acquisition costs as at 1.1

Reclassifications Change in scope of consolidation Foreign exchange differences Cumulative acquisition costs





33,385

15,634

Distributions Foreign exchange differences Total

Cumulative depreciations as at 1.1.

(7,902)



Additions

(5,486)



Disposals Reclassifications Change in scope of consolidation Foreign exchange differences Cumulative depreciations Net carrying amount of which pledged





(1,209)

(7,902)





72



(14,525)

(7,902)

18,860

7,732

2,277



The changes in 2011 are mainly due to a reclassification and revaluation of a property in France, which is no longer held for the purposes of development or sale. “Investment property” includes agricultural land with a net carrying amount of CHF 5.4 million (2010: CHF 5.4 million). The market value of investment property corresponds to the carrying amount.

of which pledged

(13)

(132)

47,169

42,675





If the Group’s associates do not already apply IFRS, their results are converted to IFRS. Since no current financial data was available at the time of the preparation of Implenia’s consolidated financial statements, the net profit of such associates and the corresponding share belonging to Implenia are based on management estimates. Differences between the actual results and these estimates will be recognised in the 2012 consolidated financial statements.

220–221

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

Since no reviewed data is available at present for the 2011 financial year, figures are based on the prior year and adjusted in line with expectations for business performance in the current year. Financial information as at

Assets Liabilities Net assets

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

374,732

344,683

(223,397)

(208,129)

151,335

136,554

Revenue

251,561

215,931

Expenses

(224,912)

(190,185)

26,649

25,746

Net profit

The figures shown are the total balance sheet and income statement positions, not merely Implenia’s share in these positions. The five most important associates (in terms of carrying amount) during the current financial year are: – MOAG Baustoffe Holding AG, Mörschwil – Reproad AG, Bremgarten – Catram AG, Chur – Argobit AG, Schafisheim – Kieswerk Oldis AG, Haldenstein The five most important associates (in terms of carrying amount) during the previous year were: – MOAG Baustoffe Holding AG, Mörschwil – Reproad AG, Bremgarten – Catram AG, Chur – Argobit AG, Schafisheim – Parking Port d’Ouchy SA A full list of associates can be found in Note 38.

23

Other financial assets 31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

As at 1.1

16,712

15,755

Additions

2,032

158

Disposals

(9,124)

(1,828)

Reclassifications



(364)

Impairments



(117)

144

2,862

Change in scope of consolidation



250

Foreign exchange differences



(4)

9,764

16,712

Fair value adjustment

Total Breakdown Unlisted participations

7,185

6,516

Loans

2,557

10,174

Other financial assets Total of which pledged

22

22

9,764

16,712

534



222–223

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

24

Intangible assets IT projects

Licences and software

CHF 1,000

CHF 1,000

Brands

Customer list and order book

Goodwill

Total

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

31.12.2011 Acquisition costs as at 1.1.2011

IT projects

Licences and software

CHF 1,000

CHF 1,000

Brands

Customer list and order book

Goodwill

Total

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

31.12.2010 Acquisition costs as at 1.1.2010

3,812

3,689

2,881

13,290

69,193

92,865

3,812

3,666

2,881

13,290

69,193

92,842

Additions



1,042







1,042

Additions



24







24

Disposals













Disposals













Foreign exchange differences

Change in scope of consolidation Foreign exchange differences Cumulative acquisition costs as at 31.12.2011 Cumulative amortisations as at 1.1.2011

– –

3,812

– –

4,731

– –

2,881

5,270 244

18,804

15,748 756

85,697

21,018 1,000

115,925

(3,812)

(3,540)

(2,681)

(9,509)



(19,542)

Additions



(305)

(200)

(5,162)



(5,667)

Disposals













Foreign exchange differences Cumulative amortisations as at 31.12.2011



(3,812)



(3,845)



(2,881)

(42)

(14,713)





(42)

(25,251)

Net carrying amount as at 31.12.2011



886



4,091

85,697

90,674

of which pledged













of which with unlimited useful life









85,697

85,697

Residual life (years)



3



1

n.a.





(1)







(1)

Cumulative acquisition costs as at 31.12.2010

3,812

3,689

2,881

13,290

69,193

92,865

Cumulative amortisations as at 1.1.2010

(3,812)

(3,329)

(2,482)

(7,950)



(17,573)

Additions



(212)

(199)

(1,559)



(1,970)

Disposals













Foreign exchange differences



1







1

(3,812)

(3,540)

(2,681)

(9,509)



(19,542)

Net carrying amount as at 31.12.2010



149

200

3,781

69,193

73,323

of which pledged













of which with unlimited useful life









69,193

69,193

Residual life (years)



1

1

3

n.a.



Cumulative amortisations as at 31.12.2010

Goodwill is allocated to the relevant cash-generating units. The goodwill resulting from the acquisition of Batigroup is allocated across the relevant areas created by the internal reorganisation.

224–225

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

The recoverable amount of a cash-generating unit is determined by calculating its value in use by means of the discounted cash flow method. This calculation is based on the 2012 budget and the projected cash flows derived from the 2012–2014 business plan approved by management. Subsequent years’ cash flows are estimated based on the growth rates shown below.

25

Current and non-current financial liabilities

As at 1.1

199,760

42,853

Goodwill is distributed between the cash-generating units as follows:

Additions

2,544

630,169

Disposals

(431)

(473,316)

Change in scope of consolidation

6,869

54

31.12.2011

Change

31.12.2010

CHF 1,000

CHF 1,000

CHF 1,000

Implenia Construction AG – Infrastructure Construction

12,835



12,835

Implenia Construction AG – Tunnelling

15,596



15,596

Implenia Generalunternehmung AG

30,467



30,467

Implenia AS – Norway

16,504

16,504



Reuss Engineering AG

10,295



10,295

Liabilities to banks and other financial institutions

Total

85,697

16,504

69,193

Finance lease liabilities

Foreign exchange differences Total

Bond issue

Total

CHF 1,000

331



209,073

199,760

198,128

197,741

796

1,077

9,279

376

870

566

209,073

199,760

3,795

1,605

Maturity

Implenia Construction AG

Gross margin

31.12.2010

CHF 1,000

Breakdown

Other financial liabilities Assumptions for the calculation of value in use:

31.12.2011

Less than 1 year

Infrastructure Construction

Tunnelling

Implenia GU AG

Implenia AS Norway

Reuss Eng. AG

%

%

%

%

%

5.9%

8.7%

5.1%

7.0%

29.5%

Between 2 and 5 years Over 5 years Total

204,481

316

797

197,839

209,073

199,760

Discount rate, pre-tax

7.8%

9.9%

9.9%

15.0%

9.9%

Post-business plan growth rate

1.0%

1.0%

1.0%

2.5%

0.5%

As at 31 December 2011, Implenia had a cash limit of CHF 150 million and guarantee limit of CHF 450 million. The syndicated loan agreement runs until 30 September 2012.

Management has defined the budgeted gross margin based on historical trends and expectations of future market development. The weighted average growth rates are in line with those for the construction industry in Switzerland. Discount rates are pre-tax and reflect the specific risks faced by the segments concerned.

In addition, Implenia has bilateral loan agreements with several banks in the amount of CHF 35.9 million (2010: CHF 28.3 million).

The impairment tests for goodwill did not lead to any need for impairment.

Non-current financial liabilities (between 1 and 5 years) include the bond issue for CHF 200 million placed on 12 May 2010. The bond pays interest of 3.125%, has a term of six years and matures on 12 May 2016. A bank consortium comprising Zürcher Kantonalbank and UBS AG placed the bond at an issue price of 100.269%. The bond is traded on the SIX Swiss Exchange (security number 11219351). The effective interest rate for calculating amortised cost is 3.356%.

226–227

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

26

Current and non-current provisions Service guarantees

Onerous contracts

Litigation

Restoration and remediation

Others

Total

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

3,564

46

5,608

27,455

2,428

39,101

31.12.2011 As at 1.1.2011 Increase Used Reversed Change in scope of consolidation Foreign exchange differences Total as at 31.12.2011 of which non-current

As at 1.1.2010 Used





30

133

215



(1,132)

(531)

(1,094)

(2,757)

(130)

(46)

(250)

(4,275)



(4,701)

332









332

9







(46)

(37)

3,827



4,226

22,679

1,421

32,153







5,892



5,892

On 12 October 2011, the foundation board decided to gradually reduce the conversion rate at the age of 65 from 6.8% to 5.65%. The gradual reduction commences from 1 February 2012 and lasts for 4 years. This plan amendment has been taken into account as of 31 December 2011 as mentioned below.

3,688

575

3,613

1,771

976

10,623





200

5,989

1,634

7,823

The reduction in the defined benefit obligation arising from the immediate reduction of the conversion rate as at 1 February 2012 amounts to TCHF 35,395. This reduction is split into TCHF 18,090 representing negative past service cost and TCHF 17,305 representing a gain on plan curtailment. This split has been calculated on the basis of average past service years (10.1 years) and average expected future years of service (9.7 years). The transitional regulation on the gradual reduction results in an additional obligation of TCHF 5,160. As this regulation will only affect the retirements of the next 4 years, for which the benefits have already been accrued, the additional obligation has been deducted from the past service cost, resulting in a net past service gain of TCHF 12,930. The gain on plan curtailment in the amount of TCHF 17,305 has been offset against the unrecognised actuarial losses.

27

(80)





(724)

(7)

(811)



(529)





(14)

(543)

Change in scope of consolidation





1,800

20,419



22,219

(44)



(5)



(161)

(210)

3,564

46

5,608

27,455

2,428

39,101







8,873



8,873

Total as at 31.12.2010 of which non-current

The provisions for restoration and remediation relate to future restoration costs of real estate, primarily gravel pits after they have been fully exploited. Provisions for restoration and remediation were reduced by CHF 4.3 million in 2011 due to planned projects, and recognised in the income statement.



Reversed

Foreign exchange differences

The provisions for litigation mainly relate to litigation affecting inactive companies.

52

31.12.2010 Increase

The onerous contracts relate to rental guarantees. They generally extend over a period of two to three years. In 2011 and 2010 Implenia did not grant its customers any new rental guarantees. In one case in 2010, the provision for rental guarantees was reduced.

With the acquisition of Sulzer Immobilien AG, Winterthur, Implenia assumed provisions in the amount of CHF 22.2 million (see 2.3 Scope of consolidation). Service guarantees concern completed projects. Related costs tend to be payable within two to five years.

Pension plans

Pension foundation The largest pension plan (according to IFRS a defined benefit plan) is in Switzerland. The plan is financed by contributions from both the employer and employees. The plan takes the form of an independent foundation.

Detailed information about the pension plans are shown below.

228–229

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

31.12.2011

31.12.2010

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

12,411

5,177

1,138,224

1,149,830

(21,957)

(27,345)

Employer contributions

35,065

34,579

Total

25,519

12,411

Pension assets recognised in the balance sheet As at 1.1. Pension expenses (income)

Market value of plan assets As at 1.1.

39,308

40,214

Actuarial gains / (losses)

(31,206)

(18,328)

Employer contributions

35,065

34,580

Employee contributions

29,990

30,540

(94,230)

(98,612)

1,117,151

1,138,224

Expected return on plan assets

Benefits deposited / (paid)

2011

2010

CHF 1,000

CHF 1,000

25,192

20,537

31.12.2011

31.12.2010

(12,930)



%

%

9,437

4,997

(39,308)

(40,214)

Interest cost

39,566

42,025

17.6%

Total

21,957

27,345

Total

Expenses recognised in the income statement Current service cost Past service cost / (gain) Amortisation of unrecognised actuarial gains and losses Expected return on plan assets

The actual return on plan assets in 2011 was CHF 8.1 million (2010: CHF 21.9 million). 31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

Funded status / recognition in balance sheet Market value of plan assets

1,117,151

1,138,224

Defined benefit obligations

(1,259,129)

(1,346,324)

Surplus / (underfunding)

(141,978)

(208,100)

167,497

220,511

25,519

12,411

Unrecognised actuarial losses / (gains) Pension assets recognised in the balance sheet

Detailed information on the assets of the pension plan and the defined benefit obligations is shown below.

Breakdown of plan assets Real estate

17.9%

Swiss equities

11.0%

11.2%

Foreign equities

16.4%

17.5%

Swiss bonds

33.3%

33.7%

Foreign bonds

17.2%

16.2%

4.2%

3.8%

Cash and cash equivalents

The plan assets include debt instruments of CHF 3.9 million (2010: none) of Implenia AG, but no equity instruments (2010: none). Furthermore, the pension fund assets include real estate used by Implenia worth CHF 25.0 million (2010: CHF 21.8 million).

230–231

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

1,346,324

1,326,694

Defined benefit obligations As at 1.1.

25,192

20,537

Past service cost / (gain)

(12,930)



Plan curtailment

(17,305)



Current service cost

Interest cost

39,566

42,025

Employee contributions

29,990

30,540

Actuarial losses / (gains)

(57,478)

25,140

Benefits deposited / (paid)

(94,230)

(98,612)

1,259,129

1,346,324

Total

The estimated employer contributions for 2012 amount to CHF 35.3 million (2011: CHF 34.5 million).

31.12.2011

31.12.2010

Actuarial assumptions Discount rate

2.50%

3.00%

Expected return on plan assets

3.50%

3.50%

Expected salary increase

1.25%

1.25%

Inflation

1.25%

1.25%

Future pension increase

0.00%

0.00%

BVG 2010

BVG 2005

Mortality table

Multi-year figures

2011

2010

2009

2008

2007

CHFm

CHFm

CHFm

CHFm

CHFm

Market value of plan assets

1,117

1,138

1,150

1,013

1,236

Defined benefit obligations

(1,259)

(1,346)

(1,327)

(1,214)

(1,271)

(142)

(208)

(177)

(200)

(35)

Experience adjustments to plan assets

(31)

(18)

97

(213)

(8)

Experience adjustments to plan liabilities

110

8

(34)

42



Surplus / (underfunding)

The Foundation for Flexible Retirement (FAR): a defined contribution plan Implenia’s industrial staff subject to the collective employment agreement may take voluntary early retirement from the age of 60. Bridging benefits are paid between the date of early retirement and normal retirement age by the Foundation for Flexible Retirement in the Construction Industry (FAR), which was established especially for this purpose. FAR, which was created by the SIB and SYNA trade unions and also the Société Suisse des Entrepreneurs, is funded by contributions from employers and employees. FAR benefits are funded through a pay-as-you-go system, so do not qualify for treatment as a defined benefit plan under IAS 19. Consequently, FAR is treated as a multi-employer defined contribution scheme. FAR prepares its accounts in accordance with Swiss pension legislation. On this basis, as at 30 June 2011, FAR had a funding ratio of 119.4% (June 2010: 112.8%). Implenia does not anticipate any payment obligations beyond the contributions initially planned. In 2011, Implenia paid FAR contributions totalling CHF 11.3 million (2010: CHF 11.1 million).

232–233

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

28

Deferred tax assets and liabilities Work in progress

Raw materials

Property, plant and equipment

Intangible assets

Pension assets

Provisions

Other items

Tax loss carryforwards

Total

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

31.12.2011 –













1,610

1,610

Deferred tax liabilities as at 1.1.2011

(10,765)

(10,982)

(5,430)

(737)

(2,643)

(10,101)

(7,292)



(47,950)

Net deferred tax as at 1.1.2011

(10,765)

(10,982)

(5,430)

(737)

(2,643)

(10,101)

(7,292)

1,610

(46,340)

(799)

1,567

(66)

538

(3,592)

(3,729)

(656)

(1,088)

(7,825)













(31)



(31)

(1,519)

11

143





19

(1,549)

121

(2,774)

Deferred tax assets as at 1.1.2011

Credited / (debited) to the income statement Credited / (debited) directly to equity Change in scope of consolidation Foreign exchange differences Net deferred tax as at 31.12.2011 Deferred tax assets as at 31.12.2011 Deferred tax liabilities as at 31.12.2011

(65)



6







(63)

64

(58)

(13,148)

(9,404)

(5,347)

(199)

(6,235)

(13,811)

(9,591)

707

(57,028)





7









707

714

(13,148)

(9,404)

(5,354)

(199)

(6,235)

(13,811)

(9,591)



(57,742)

Work in progress

Raw materials

Property, plant and equipment

Intangible assets

Pension assets

Provisions

Other items

Tax loss carryforwards

Total

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

31.12.2010 –













2,495

2,495

Deferred tax liabilities as at 1.1.2010

Deferred tax assets as at 1.1.2010

(10,525)

(1,158)

(5,029)

(1,222)

(1,074)

(5,217)

(6,074)



(30,299)

Net deferred tax as at 1.1.2010

(10,525)

(1,158)

(5,029)

(1,222)

(1,074)

(5,217)

(6,074)

2,495

(27,804)

(240)

1,499

(401)

485

(1,569)

(1,087)

(1,218)

(885)

(3,416)



(11,323)







(3,797)





(15,120)

Net deferred tax as at 31.12.2010

(10,765)

(10,982)

(5,430)

(737)

(2,643)

(10,101)

(7,292)

1,610

(46,340)

Deferred tax assets as at 31.12.2010















1,610

1,610

(10,765)

(10,982)

(5,430)

(737)

(2,643)

(10,101)

(7,292)



(47,950)

Credited / (debited) to the income statement Change in scope of consolidation

Deferred tax liabilities as at 31.12.2010

234–235

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

29

Permanent differences for which no deferred taxes have been recognised:

Investments Goodwill

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

207,177

225,490

85,697

69,193

Equity

29.1 Changes in share capital The 2011 General Meeting approved a par value repayment of CHF 0.90 per share, resulting in a total payment of CHF 16.6 million (2010: par value repayment of CHF 0.70). The share capital available for the par value repayment is equal to the share capital of Implenia AG, Dietlikon. The par value repayment made was determined in accordance with the provisions of the Swiss Code of Obligations.

29.2 Sale and use of treasury shares

Unused tax loss carryforwards by maturity: Total Not capitalised

Capitalised

Capitalised

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

CHF 1,000

1 year













2 years













31.12.2009

2010

31.12.2010

2011

31.12.2011

3 years









4,395

4,395

No. of shares

No. of shares

No. of shares

No. of shares

No. of shares

4 years







1

8

9

5 years













More than 5 years

107,737

3,435

111,172

102,821

3,595

106,416

18,472,000



18,472,000



18,472,000

Total

107,737

3,435

111,172

102,822

7,998

110,820

31.12.2011

Total

In total, 398,812 shares with a carrying amount of CHF 11.5 million (2010: 2,085,727 shares with a carrying amount of CHF 54.5 million) were sold or used for profit sharing schemes during the course of 2011. The resulting loss of CHF 1.3 million (2010: gain CHF 5.7 million) was taken directly to capital reserves.

Not capitalised

31.12.2010

29.3 Outstanding shares Changes

Total number of Implenia AG shares Shares reserved for share-based payments Unreserved treasury shares

Tax loss carryforwards are capitalised when it is likely that taxable profits will be earned in future. The noncapitalised tax loss carryforwards mainly affect subsidiaries outside Switzerland which no longer carry out any operational activities.

Total treasury shares Total shares outstanding

Changes

80,000

(80,000)







1,446,184

(1,235,167)

211,017

(32,011)

179,006

1,526,184

(1,315,167)

211,017

(32,011)

179,006

16,945,816

1,315,167

18,260,983

32,011

18,292,994

As part of the placement of the block of shares in Implenia held by Laxey, Implenia acquired CHF 30 million of its own shares (6.5% of share capital) on 26 November 2009. A large portion of this block of shares was sold to various investors in 2010. All shares are subscribed and fully paid up. As at 31 December 2011, all shares have voting rights and qualify for dividends, with the exception of 179,006 treasury shares (2010: 211,017 treasury shares).

236–237

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

Changes

32

Changes

2010

31.12.2010

2011

31.12.2011

31.12.2011

31.12.2010

Par value of shares CHF 1,000

Par value of shares CHF 1,000

Par value of shares CHF 1,000

Par value of shares CHF 1,000

Par value of shares CHF 1,000

CHFm

CHFm

Share capital

64,652

(12,930)

51,722

(16,625)

35,097

Treasury shares

(5,342)

4,751

(591)

251

(340)

Total share capital outstanding

59,310

(8,180)

51,131

(16,374)

34,757

As at 31 December 2011, the par value of a share amounted to CHF 1.90 (31.12.2010: CHF 2.80).

30

Contingent liabilities

31.12.2009

As at 1.1

216.8

271.3

Change

(41.6)

(54.5)

Total

175.2

216.8

Implenia’s contingent liabilities relate primarily to outstanding guarantees (tender guarantees, warranties and performance bonds) for ongoing projects for own account, projects in joint ventures and tax disputes / litigation. Implenia Bau AG, along with many other construction companies in the regional market for road building and civil engineering in the canton of Aargau, was the subject of an investigation launched in 2009 by the Federal Competition Commission. On 16 December 2011, the Competition Commission imposed a financial penalty of TCHF 591. The penalty is included in accrued expenses as at 31 December 2011 (2010: no provision).

Earnings per share 31.12.2011

31.12.2010

60,264

51,470

31.12.2011

31.12.2010

Number of shares outstanding

18,292,994

18,260,983

CHFm

CHFm

Weighted average number of shares outstanding

18,233,119

17,880,142

46.8

17.6

Data for calculating earnings per share Consolidated profit attributable to shareholders of Implenia AG in CHF 1,000

Contractual commitments for capital expenditure

Basic earnings per share

CHF 3.31

CHF 2.88

Diluted earnings per share

CHF 3.31

CHF 2.88

Undiluted earnings per share (EPS) are calculated by dividing the net income attributable to shareholders of Implenia AG by the weighted average number of shares outstanding during the period. The average number of treasury shares held and acquired by the Group is deducted from the number of shares outstanding.

31

Distribution of reserves from capital contributions / par value repayment

A par value repayment of CHF 0.90 per share was made for the 2010 financial year (2009: CHF 0.70 per share). The Board of Directors will propose a tax-exempt distribution of reserves from capital contributions of CHF 1.10 per share for the 2011 financial year to the General Meeting to be held on 4 April 2012. The balance sheet presented as at 31 December 2011 does not reflect the proposed distribution for 2011.

Real estate transactions Property, plant and equipment Total

3.9



50.7

17.6

238–239

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

33

Related party disclosures

The following transactions took place between the Group and associates / joint ventures / staff pension plans and other related parties.

According to the shareholder register, the following parties held more than 3% of share capital on the reporting date:

2011

2010

CHF 1,000

CHF 1,000

224,662

253,928

23,531

19,132

293

5

Joint ventures

20,668

21,714

Associates

39,021

39,861

1,268

1,043

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

39,734

56,254

3,280

4,692

62



Joint ventures

4,933

2,368

Associates

9,818

9,171

9

1

31.12.2011

31.12.2010

%

%

Parmino Holding AG

16.3%

16.0%

Associates

Maag Rudolf

10.8%

10.8%

Other related parties

Ammann Group

8.4%

8.4%

Chase Nominees Ltd.

4.7%

5.4%

EGS Beteiligungen AG

4.5%

8.4%

Sales to related parties Joint ventures

Purchases from related parties

Other related parties

Receivables from related parties Joint ventures Associates Other related parties Payables to related parties

Other related parties

240–241

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

Key management personnel

34

Members of the Board of Directors of Implenia AG receive annual compensation for their activities, and additional compensation for serving on board committees. Total compensation paid to the non-executive Board of Directors (excluding the Chairman) in 2011 was TCHF 1,538 (2010: TCHF 1,129).

Free cash flow

Implenia defines free cash flow as cash flow from operating activities, less acquisitions or disposals of non-current assets. The following table provides an overview of free cash flow: 2011

2010

CHF 1,000

CHF 1,000

Members of the Executive Committee of Implenia AG receive compensation comprising a fixed annual salary, variable compensation and reimbursement of expenses. The Group pays social security contributions on the above compensation and pension fund contributions. Members of the Executive Committee also participate in the employee share plan. The terms and conditions are disclosed in Note 2.9.

Free cash flow Cash flow from operating activities

102,449

138,516

Total compensation of TCHF 2,810 was paid to former Members of the Executive Committee (2010: TCHF 1,719).

Investments in non-current assets

(47,315)

(45,967)

Short-term benefits Post-employment benefits

2011

2010

CHF 1,000

CHF 1,000

6,191

5,445

589

413

216



Share-based payments

1,328

2,455

Total

8,324

8,313

Payments on termination of employment

Disposals of non-current assets

24,346

14,515

Free cash flow before acquisition of subsidiaries

79,480

107,064

(12,169)

(67,144)

67,311

39,920

Acquisition of subsidiaries Free cash flow after acquisition of subsidiaries

Free cash flow is not a financial indicator defined under IFRS and should not be interpreted as such. Free cash flow is not equivalent to cash flow from operating activities as defined under IFRS.

35

Events after the balance sheet date

The Board of Directors of Implenia AG approved these consolidated financial statements on 5 March 2012. On the same date, the Board of Directors proposed a tax-exempt distribution of reserves from capital contributions of CHF 1.10 per share, which will be submitted to the General Meeting to be held on 4 April 2012 for approval. If the resolution is approved, the total amount of the distribution will be CHF 20.3 million.

36

Foreign exchange rates Average rate

Closing rate

2011

2010

31.12.2011

31.12.2010

European Union

1 EUR

CHF 1.23

CHF 1.36

CHF 1.22

CHF 1.25

Ivory Coast / Mali

100 XOF

CHF 0.19

CHF 0.21

CHF 0.19

CHF 0.19

Norway

100 NOK

CHF 15.43

n.a.

CHF 15.68

n.a.

United Arab Emirates

100 AED

CHF 24.16

CHF 27.70

CHF 25.59

CHF 25.49

1 USD

CHF 0.89

CHF 1.02

CHF 0.94

CHF 0.94

USA

242–243

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

37

Significant fully consolidated companies

Name

Développements transfrontaliers SA Gravière de La Claie-aux-Moines S.A. Implenia AS (formerly Betonmast Anlegg AS) Implenia (Tessin) AG Implenia Bau AG Implenia Bau GmbH Implenia Cyprus Ltd. Implenia Development AG Implenia Generalunternehmung AG Implenia Global Solutions AG Implenia Holding GmbH Implenia Immobilien AG Implenia Italia S.p.A. Implenia Management AG Implenia Miljøsanering AS Implenia Österreich GmbH Lindcon AS Norbridge AS Reprojet AG Reuss Engineering AG Russian Land Implenia Ltd. SAPA, Société Anonyme de Produits Asphaltiques Sisag AG Socarco Bénin Sàrl Socarco Burkina Sàrl Socarco Mali Sàrl Tetrag Automation AG Trachsel AG Tunnelteknikk AS Zschokke Construction Sàrl Zschokke France SA

Shareholding Registered office

100% 66.67% 80.79% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 90.08% 100% 65% 51% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 100% 100% 100%

Lyon Savigny Oslo Bioggio Geneva Rümmingen Nicosia Dietlikon Basel Dietlikon Rümmingen Dietlikon Basiliano Dietlikon Oslo Vienna Oslo Stjørdal Zurich Dietlikon Moscow Satigny Abidjan Cotonou Ouagadougou Bamako Dietlikon Heimberg Eidsnes Lyon Lyon

Country

Currency

F CH N CH CH D CY CH CH CH D CH I CH N A N N CH CH RU CH CI BJ BF RMM CH CH N F F

EUR CHF NOK CHF CHF EUR EUR CHF CHF CHF EUR CHF EUR CHF NOK EUR NOK NOK CHF CHF RUB CHF XOF XOF XOF XOF CHF CHF NOK EUR EUR

Capital Segment

14,663,800 1,500,000 4,095,432 150,000 40,000,000 2,556,459 3,001 30,000,000 20,000,000 100,000 3,067,751 30,600,000 250,000 500,000 3,144,000 35,000 100,000 3,000,000 100,000 100,000 70,000,000 500,000 492,000,000 1,000,000 10,000,000 100,000,000 100,000 100,000 2,800,000 76,225 914,694

Miscellaneous and Holding Company Infrastructure Construction Tunnelling Infrastructure Construction Infrastructure Construction + Tunnelling Infrastructure Construction Prime Buildings Project Development General Contracting / Services Prime Buildings Infrastructure Construction Project Development Prime Buildings Miscellaneous and Holding Company Tunnelling Tunnelling Tunnelling Tunnelling Infrastructure Construction General Contracting / Services Prime Buildings Infrastructure Construction Infrastructure Construction Infrastructure Construction Infrastructure Construction Infrastructure Construction General Contracting / Services Infrastructure Construction Tunnelling Infrastructure Construction Miscellaneous and Holding Company

Held by

Implenia Development AG Implenia AG Implenia Bau AG Implenia AG Implenia AG Implenia Holding GmbH Implenia AG Implenia AG Implenia AG Implenia AG Implenia Immobilien AG Implenia AG Implenia Bau AG Implenia AG Implenia AS Implenia AG Implenia AS Implenia AS Implenia AG Implenia AG Russian Land Implenia Holding Ltd. Implenia AG Implenia AG SISAG SISAG SISAG Implenia AG Implenia AG Implenia AS Zschokke France SA Implenia AG

244–245

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Notes to the consolidated financial statements of Implenia

38

Significant associates

Name

ARGE Deponie Schwanental

Shareholding Registered office

37.0% Eglisau

Country

Currency

CH

CHF

Capital



Name

Shareholding Registered office

Reproad AG

33.3% Bremgarten

Country

Currency

CH

CHF

Capital

1,500,000

Argo Mineral AG

50.0% Aarau

CH

CHF

300,000

Sebal (sp)

22.0% Lyss-Büttenberg

CH

CHF



Argobit AG

40.0% Schafisheim

CH

CHF

1,200,000

Sebal Lyss AG

22.0% Lyss

CH

CHF

500,000

Asfatop AG

50.0% Unterengstringen

CH

CHF

1,000,000

Associés Poste Enrobage en Commun (APEC) SA

Seval – Société d’Enrobage du Valais central (sp)

83.0% Vétroz

CH

CHF



20.0% Hauterive

CH

CHF

300,000

Bawag, Belagsaufbereitungsanlage Wimmis AG

SFR Société Fribourgeoise de Recyclage SA

21.0% Hauterive

CH

CHF

1,200,000

24.0% Wimmis

CH

CHF

100,000

Siseg SA

21.1% Geneva

CH

CHF

500,000

Belagswerk Rinau AG

25.0% Kaiseraugst

CH

CHF

1,000,000

Société Coopérative Les Terrasses

45.1% Versoix

CH

CHF

775,500

Bewo Belagswerk Oberwallis (sp)

25.0% Niedergesteln

CH

CHF

1,500,000

Bioasfa SA

50.0% Bioggio

CH

CHF

900,000

Société de recyclage de matériaux pierreux (sp)

40.0% Savigny

CH

CHF

95,443

Société d’exploitation du Mégastore d’Archamps – SEMA (sp)

30.0% Archamps

F

EUR

37,000

Société Romande de Recyclage – SRREC (sp)

37.5% Satigny

CH

CHF



Tapidrance (sp)

60.0% Martigny

CH

CHF

1,000,000 1,000,000

Bipp Asphalt AG

27.5% Niederbipp

CH

CHF

1,000,000

BRZ Belags- und Recycling-Zentrum (sp)

33.3% Horw

CH

CHF

1,500,000

Catram AG

24.0% Chur

CH

CHF

1,000,000

Deponie Vorderland AG

33.3% Rehetobel

CH

CHF

150,000

Garage-Parc Montreux Gare SA

26.0% Montreux

CH

CHF

2,050,000

GU Kies AG

33.3% Schaffhausen

CH

CHF

450,000

Holcim Bétondrance SA

46.0% Martigny

CH

CHF

300,000

Kieswerk Oldis AG

26.4% Haldenstein

CH

CHF

1,200,000

Léchire S.A.

33.0% Fribourg

CH

CHF

100,000

Microlog SPA

50.0% San Giorgio

I

EUR

500,000

MIFAG Mischgutwerk Frauenfeld AG

10.0% Frauenfeld

CH

CHF

600,000

MOAG Baustoffe Holding AG

14.3% Mörschwil

CH

CHF

300,000

Mobival (sp)

26.0% Massongex

CH

CHF



Parking Port d’Ouchy S.A.

24.0% Lausanne

CH

CHF

6,986,000

Prébit, Centre d’enrobage (sp)

25.0% Marin-Epagnier

CH

CHF

500,000

Pro Quarta (sp)

42.0% Alvaneu

CH

CHF

500,000

Remora AG

18.3% St. Gallen

CH

CHF

300,000

(sp) simple partnership

Urner Belagszentrum (UBZ) (sp)

50.0% Flüelen

CH

CHF

Valbéton (sp)

50.6% Sion

CH

CHF

100,000

Valver (sp)

27.9% Martigny

CH

CHF

1,729,936

Wohnpark an der Kander GmbH

40.0% Rümmingen

D

EUR

204,517

wsb AG

50.0% Rafz

CH

CHF

500,000

(sp) simple partnership

Associates are recognised according to the equity method (see Note 2.15). Although the stakes held in Seval, Tapidrance and Valbéton are higher than 50%, these companies are accounted for as associates and the equity method is applied as Implenia does not have control over these companies. The composition of the Executive Boards of the companies named does not allow Implenia to control these companies. By contrast, some companies in which Implenia holds a stake of less than 20% are recognised as associates as Implenia exercises significant influence over them.

246–247

CONSOLIDATED FINANCIAL STATEMENTS OF THE IMPLENIA GROUP

Report of the statutory auditor on the consolidated financial statements

Report of the statutory auditor to the Annual General Meeting of Implenia AG, Dietlikon As statutory auditor, we have audited the consolidated financial statements of Implenia AG, which comprise the income statement, statement of comprehensive income, balance sheet, cash flow statement, statement of changes in equity, and notes (pages 156 to 245) for the year ended 31 December 2011.

Board of Directors’ responsibility The Board of Directors is responsible for the preparation and fair presentation of the consolidated financial statements in accordance with International Financial Reporting Standards (IFRS) and the requirements of Swiss law. This responsibility includes designing, implementing and maintaining an internal control system relevant to the preparation and fair presentation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. The Board of Directors is further responsible for selecting and applying appropriate accounting policies and making accounting estimates that are reasonable in the circumstances.

Report on other legal requirements We confirm that we meet the legal requirements on licensing according to the Auditor Oversight Act (AOA) and independence (article 728 CO and article 11 AOA) and that there are no circumstances incompatible with our independence. In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we confirm that an internal control system exists which has been designed for the preparation of consolidated financial statements according to the instructions of the Board of Directors. We recommend that the consolidated financial statements submitted to you be approved.

PricewaterhouseCoopers AG

Auditor’s responsibility Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted our audit in accordance with Swiss law, Swiss Auditing Standards as well as the International Standards on Auditing. Those standards require that we plan and perform the audit to obtain reasonable assurance whether the consolidated financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers the internal control system relevant to the entity’s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control system. An audit also includes evaluating the appropriateness of the accounting policies used and the reasonableness of accounting estimates made, as well as evaluating the overall presentation of the consolidated financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion In our opinion, the consolidated financial statements for the year ended 31 December 2011 give a true and fair view of the financial position, the results of operations and the cash flows in accordance with International Financial Reporting Standards (IFRS) and comply with Swiss law.

Willy Wenger Audit expert Auditor in charge

Zurich, 5 March 2012

PhD Bendik Höhn Audit expert

248–249

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Income statements

Balance sheets

1.1. – 31.12. 2011

1.1. – 31.12. 2010

CHF 1,000

CHF 1,000

Notes

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

179,356

174,517

ASSETS INCOME Income from investments Income from sale of investments Release of value adjustments and provisions Financial income Other income Total

Cash and cash equivalents 25,453

25,310

1,367

7,522

3,013

3,978

17,841

15,044

2,123

3,104

49,797

54,958

EXPENSES 5,877

6,172

23,310

27,103

210

324

Profit for the year

20,400

21,359

Total

49,797

54,958

Administration expenses Financial expenses Taxes

4,460

6,292

215,921

221,741

Other receivables

1,740

4,432

Prepaid expenses and accrued income

3,600

5,780

405,077

412,762 265,512

Treasury shares

1

Receivables from Group companies

Total current assets Investments in Group companies

2

265,512

Investments in associates and other investments

2

1,555

1,556



2,000

Other financial assets Total non-current assets

267,067

269,068

Total assets

672,144

681,830

188,971

199,994

EQUITY AND LIABILITIES Payables to Group companies Trade payables

195

91

Other liabilities

5,194

8,274

Prepaid income and accrued expenses Total current liabilities Bond issue

7

Total non-current liabilities Share capital

3

5,681

5,144

200,041

213,503

200,000

200,000

200,000

200,000

35,097

51,721

16,185

13,686

Statutory reserves – General reserves – Reserves for treasury shares – Reserves from capital contributions Free reserves

4

4,460

6,292

59,153

40,873



20,780

136,808

113,616

Retained earnings – Profit carried forward

20,400

21,359

Total equity

272,103

268,327

Total equity and liabilities

672,144

681,830

– Profit for the year

250–251

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Notes to the statutory financial statements

1

Treasury shares (Implenia AG)

Shareholders holding more than 3% of the share capital as at 31 December: 2011

2011

2010

Number

CHF 1,000

CHF 1,000

As at 1.1

211,017

6,292

38,890

Purchase

366,801

9,891

22,312

(398,812)

(11,491)

(54,514)



(232)

(396)

179,006

4,460

6,292

Sale and use for employees, Board of Directors Par value repayment As at 31.12

2

31.12.2011

31.12.2010

%

%

Parmino Holding AG

16.3%

16.0%

Maag Rudolf

10.8%

10.8%

Ammann Group

8.4%

8.4%

Chase Nominees Ltd.

4.7%

5.4%

EGS Beteiligungen AG

4.5%

8.4%

Investments

Group companies (see Note 10) Associates and other investments

3

According to share register

2011

2010

CHF 1,000

CHF 1,000

265,512

265,512

1,555

1,556

4

Reserves from capital contributions

With a view to a possible distribution, the “Reserves from capital contributions” item is now disclosed separately as part of the statutory reserves. Confirmation of such was issued by the federal tax authorities on 25 January 2012. Under the capital contribution principle in effect since 1 January 2011, distributions from these reserves are for individuals in principle exempt from Swiss income and withholding tax.

Share capital

The articles of association provide for a conditional capital increase in the maximum amount of CHF 17,548,400 (9,236,000 fully paid-up registered shares at CHF 1.90 each). To date, there have been no conversion of conditional capital. The General Meeting of 19 April 2011 approved a partial repayment of CHF 0.90 of the par value of each share. The share capital was reduced by CHF 16.6 million to CHF 35.1 million.

5

Hidden reserves

Net release pursuant to Art. 663b CO

6

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

3,013

3,710

31.12.2011

31.12.2010

CHF 1,000

CHF 1,000

24,346

19,600

p.m.

p.m.

Contingent liabilities

Guarantees and contingent liabilities Security for joint liability regarding the levying of VAT for the Group

As part of a syndicated loan agreement signed on 12 August 2009, Implenia AG issued a guarantee in the amount of CHF 660 million in favour of the bank consortium for the liabilities of Group companies.

252–253

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Notes to the statutory financial statements

7

Bond issue

On 12 May 2010, Implenia AG, Dietlikon issued a bond in the amount of CHF 200 million. The bond pays interest of 3.125%, has a term of six years and matures on 12 May 2016. A bank consortium comprising Zürcher Kantonalbank and UBS AG placed the bond at an issue price of 100.269%. The bond is traded on the SIX Swiss Exchange (security number 11219351).

8

Risk assessment

Group-wide risk assessment, which facilitates the early identification and evaluation of risks, as well as the implementation of appropriate risk-reduction measures, is carried out every half-year and focuses mainly on project risks and financial risks. Using a bottom-up process based on risk maps for each project and unit, the results of all the individual risk and opportunity assessments are consolidated. As part of the accounting and control process, Group Risk Management reports twice a year to the Executive Committee, the Audit Committee and the Board of Directors.

9 Compensation paid to members of the Board of Directors and members of the Executive Committee 9.1 Remuneration paid to serving members of governing bodies Total remuneration paid to members of the Board of Directors and the Executive Committee in 2011 amounted to TCHF 8,324 (2010: TCHF 8,313), including shares assigned, severance payments, social security contributions and additional fees.

Executive Committee 2011 Fixed remuneration

One-time remuneration

Variable remuneration

CHF 1,000 CHF 1,000 CHF 1,000

Beat Fellmann Other members of the Executive Committee in office

Shares assigned

Social security expenses

1

500



175

3,500

83

193

951

1,407



504

23,331

552

562

3,025

680

100

125

27,500

672

315

1,892

Former members of the Executive Committee – Hanspeter Fässler – Peter Bodmer Total

Total

Number CHF 1,000 CHF 1,000 CHF 1,000

– 557



161





200

918

3,144

100

965

54,331

1,307

1,270

6,786

Hanspeter Fässler was CEO of Implenia from 1 January 2011 to 30 September 2011. As at 31 December 2011, Hanspeter Fässler has left Implenia. As part of his severance package, Hanspeter Fässler will receive salary payments of TCHF 216, including social security contributions, which are included in the above amounts. For the period from 1 January 2011 to 30 September 2011, Anton Affentranger was the Non-executive Chairman of the Board of Directors. On 1 October 2011, he became CEO of Implenia and retired from the Board of Directors on the same date.

Executive Committee 2010 Fixed remuneration

One-time remuneration

Variable remuneration

CHF 1,000 CHF 1,000 CHF 1,000

Total remuneration paid to serving members of the Executive Committee is shown in the table below. Hanspeter Fässler Other members of the Executive Committee in office

Shares assigned

Social security expenses

1

300

100

93

14,338

449

144

1,086

1,873



813

28,523

911

782

4,379

450



32,400

945 –

63

324

75,261

2,305

989

7,184

Former members of the Executive Committee – Anton Affentranger – Others Total

Total

Number CHF 1,000 CHF 1,000 CHF 1,000

– 208



53

2,831

100

959

1 Implenia Ltd shares, security number 00238 6855, nominal value CHF 1.90 (2010: CHF 2.80)

1,395

254–255

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Notes to the statutory financial statements

For the period from 1 January 2010 to 31 August 2010, Anton Affentranger was Executive Chairman of the Board of Directors and CEO of Implenia, and he was a member of the Executive Committee until 30 September 2010. Hanspeter Fässler joined the company on 1 July 2010 and became CEO on 1 September 2010. Anton Affentranger became the Non-executive Chairman of the Board of Directors on 1 October 2010. The variable component of remuneration is paid out in cash or shares in the following year.

Anton Affentranger, Chairman

Anton Affentranger, Chairman (until 30.09.2011) Markus Dennler, Chairman Hans-Beat Gürtler, Vice-Chairman Patrick Hünerwadel, Member

CHF 1,000

CHF 1,000

135 120 70 90

80 90 85 60

Shares assigned1) Number

1,834 917 688 –

CHF 1,000

52 26 20 –

98

89

852

24

26

237

James Lionel Cohen, Member

15

6





3

24

Claudio Generali, Member

11

11

639

18

4

44

Ian Andrew Goldin, Member

15

6





3

24

299

Hans-Beat Gürtler, Member

40

32





10

82

266

Urs Häner, Member

11

5

639

18

3

37

197

Patrick Hünerwadel, Member

75

46





17

138

171

Toni Wicki, Member

78

56

852

24

19

177

55

70





17

142

Theophil Schlatter, Member (since 01.04.2011)

45

45





12

102

100

60

741

21

23

204

Philippe Zoelly, Member Total

CHF 1,000

242

Moritz Leuenberger, Member (since 01.04.2011)

Toni Wicki, Member

CHF 1,000

26

CHF 1,000

21

Total

CHF 1,000

48

CHF 1,000

22

Number

1,703

Total

30

CHF 1,000

27

Social security expenses

32

CHF 1,000

Social security expenses

Shares assigned1

141

Non-executive Board of Directors, 2011 Basic fees

Basic fees

Attendance fees and one-time fees

Markus Dennler, Vice-Chairman

Total remuneration paid to Non-executive Members of the Board of Directors is as follows:

Attendance fees and one-time fees

Non-executive Board of Directors, 2010

60

60

688

20

17

157

675

550

4,868

139

174

1,538

Philippe Zoelly, Member Total

51

41

639

18

14

124

535

319

5,324

150

125

1,129

1 Implenia Ltd shares, security number 00238 6855, nominal value CHF 1.90 (2010: CHF 2.80)

No severance payments were made during 2011 and 2010.

9.2 Remuneration paid to former members of governing bodies Remuneration of TCHF 2,810 (2010: TCHF 1,719) was paid to former members of governing bodies whose term of office has ended.

256–257

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Notes to the statutory financial statements

9.3 Assignment of shares during the year

Non-executive Board of Directors Number of shares, as at

The number of shares assigned in 2011 to members of the Executive Committee and related persons was 54,331 (2010: 75,261). The number of shares assigned in 2011 to non-executive members of the Board of Directors and related persons was 4,868 (2010: 5,324).

9.4 Shareholdings As at 31 December 2011, the number of shares held by members of the Executive Committee and related persons was 342,675, which represents 1.9% of the share capital (2010: 285,132 or 1.5%). This figure includes any shares acquired in a private capacity.

Members of the Executive Committee (current and former) Number of shares, as at

31.12.2010

2012

2013

2014

216,013

209,179

23,554

34,853

1,834

Beat Fellmann, CFO

17,600

10,600

2,333

8,267

7,000

Luzi Reto Gruber, Head of Industrial Construction Division

23,338

16,890

5,000

7,400

6,448

Arturo Henniger, Head of Infrastructure Construction Division René Zahnd, Head of Real Estate Division

– Peter Bodmer Total

2012

2013

2014

5,201

4,284

977

852

917 688

Markus Dennler, Chairman Hans-Beat Gürtler, ViceChairman

688







Patrick Hünerwadel, Member

1,340

1,340







Moritz Leuenberger, Member











Theophil Schlatter, Member

1,000









Toni Wicki, Member

8,372

7,631

733

852

741

4,216

3,528

733

639

688

20,817

16,783

2,443

2,343

3,034

Philippe Zoelly, Member Total

Implenia AG has no stock-option remuneration scheme.

9.6 Additional fees and remuneration The sum of additional fees and remuneration invoiced in the 2011 financial year by members of the Board of Directors or the Executive Committee and related persons was CHF 0 (2010: CHF 0). 29,828

22,227

6,201

8,605

7,601

4,000

250



1,000

3,000

24,338

5,000



5,000

19,338

Members of the Executive Committee who left in 2011 – Hanspeter Fässler

31.12.2010

9.5 Options

Shares blocked until

31.12.2011 Anton Affentranger, CEO

Shares blocked until

31.12.2011

27,558

20,986

6,572

7,322

6,572

342,675

285,132

43,660

72,447

51,793

As at 31 December 2011, the number of shares held by non-executive members of the Board of Directors and related persons was 20,817, which represents 0.1% of the share capital (2010: 16,783 or 0.1%). This figure includes any shares acquired in a private capacity.

9.7 Loans to directors and officers No loans have been granted to any members of the Board of Directors or any members of the Executive Committee or related persons.

9.8 Highest total remuneration The member of the Executive Committee with the highest overall remuneration is disclosed in the tables in Note 9.1.

258–259

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Notes to the statutory financial statements

10

Proposal of the Board of Directors regarding the appropriation of available earnings

Significant shareholdings

Name

Gebr. Ulmer GmbH Gravière de La Claie-aux-Moines S.A. Gust. Stumpf Verwaltungs GmbH & Co KG Implenia (Tessin) AG Implenia Bau AG Implenia Cyprus Ltd. Implenia Development AG Implenia Generalunternehmung AG Implenia Global Solutions AG Implenia Immobilien AG Implenia Management AG Implenia Österreich GmbH Reprojet AG Reuss Engineering AG SAPA, Société Anonyme de Produits Asphaltiques Sisag AG Swiss Overseas Engineering Company Tetrag Automation AG Trachsel AG Zschokke France SA Zschokke Holding Deutschland GmbH

Proposal of the Board of Directors regarding the appropriation of available earnings Shareholding Registered office

Currency

Capital

2011 CHF 1,000

100% 66.67% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

Bruchsal (D) Savigny Bruchsal (D) Bioggio Geneva Nicosia (CY) Dietlikon Basel Dietlikon Dietlikon Dietlikon Vienna (A) Zurich Dietlikon

EUR CHF EUR CHF CHF EUR CHF CHF CHF CHF CHF EUR CHF CHF

25,565 1,500,000 511,292 150,000 40,000,000 3,001 30,000,000 20,000,000 100,000 30,600,000 500,000 35,000 100,000 100,000

75% 100% 100% 100% 100% 100% 100%

Satigny Abidjan (CI) Geneva Dietlikon Heimberg Lyon (F) Berlin (D)

CHF XOF CHF CHF CHF EUR EUR

500,000 492,000,000 200,000 100,000 100,000 914,694 3,067,751

Profit carried forward Profit for the year Dissolution from reserves from capital contributions

136,808 20,400 20,122 177,330

The Board of Directors proposes to the General Meeting the following appropriation of available earnings and reserves: Distribution of a dividend of To be carried forward

20,122 157,208 177,330

Total distribution of dividend Of which from reserves from capital contributions Of which from other reserves and available earnings

20,122 (20,122) –

The Board of Directors will propose a tax-exempt distribution of CHF 1.10 per share from the reserves from capital contributions to the General Meeting of 4 April 2012. As of 31 December 2011, the assumed dividend amounted to approximately CHF 20.1 million. The total dividend amount results from multiplying the dividend per share amount with the number of shares outstanding entitled to dividend payment at the dividend record date (13 April 2012). Until the dividend record date, this number of shares can change.

260–261

STATUTORY FINANCIAL STATEMENTS OF IMPLENIA AG

Report of the statutory auditor on the financial statements

Report of the statutory auditor to the Annual General Meeting of Implenia AG, Dietlikon

Report on other legal requirements

As statutory auditor, we have audited the financial statements of Implenia Ltd, which comprise the balance sheet, income statement and notes (pages 248 to 259), for the year ended 31 December 2011.

We confirm that we meet the legal requirements on licensing according to the Auditor Oversight Act (AOA) and independence (article 728 SCO and article 11 AOA) and that there are no circumstances incompatible with our independence.

Board of Directors’ responsibility The Board of Directors is responsible for the preparation of the financial statements in accordance with the requirements of Swiss law and the company’s articles of incorporation. This responsibility includes designing, implementing and maintaining an internal control system relevant to the preparation of financial statements that are free from material misstatement, whether due to fraud or error. The Board of Directors is further responsible for selecting and applying appropriate accounting policies and making accounting estimates that are reasonable in the circumstances.

In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we confirm that an internal control system exists which has been designed for the preparation of financial statements according to the instructions of the Board of Directors. We further confirm that the proposed appropriation of available earnings complies with Swiss law and the company’s articles of incorporation. We recommend that the financial statements submitted to you be approved.

Auditor’s responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Swiss law and Swiss Auditing Standards. Those standards require that we plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers the internal control system relevant to the entity’s preparation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control system. An audit also includes evaluating the appropriateness of the accounting policies used and the reasonableness of accounting estimates made, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion In our opinion, the financial statements for the year ended 31 December 2011 comply with Swiss law and the company’s articles of incorporation.

PricewaterhouseCoopers AG

Willy Wenger Audit expert Auditor in charge

Zurich, 5 March 2012

PhD Bendik Höhn Audit expert

Locations, contact addresses and terms

Schaffhausen

Augst

La Chaux-de-Fonds

Diessenhofen

Rümmingen (DE)

Kreuzlingen Romanshorn Kradolf/Schönenberg a.d.T. Goldach Bischofszell St. Margrethen Wil St. Gallen Rümlang/Regensd. Algetshausen Lenzburg Liestal Teufen Gossau Dietlikon/ Aarau/Buchs Bühler Zürich/Oerlikon Wallisellen Herisau Delémont Altstätten Oberentfelden Affoltern a.A. Ebnat-Kappel Appenzell Olten Balsthal Jona Moutier Steinhausen Uznach Gams Reiden Solothurn Zug/Cham Pfäffikon/ Buchs SG Freienbach Siebnen Biel/Bienne Gisikon Grabs Inwil Studen Mels Luzern Schwyz Basel

Baden

Neuchâtel

Frauenfeld

Winterthur

Glarus

Hergiswil

Bern

Alpnach

Konolfingen Fribourg

Rafz

Engelberg

Wattenwil

Altdorf Schattdorf

Chur Davos

Spiez

Interlaken

Andermatt

Zweisimmen Echandens

St. Moritz

Renens

Sierre Genève/Onex

Vétroz

Scuol Zernez

Meiringen

Visp

Sion

Martigny Bioggio Lugano

For details on individual locations, visit www.implenia.com

Contacts Contact for investors Beat Fellmann, Head of Corporate Center and CFO Phone +41 44 805 45 00 – Fax +41 44 805 45 01 – E-mail [email protected] Contact for the media Philipp Bircher, Head of Communications Phone +41 44 805 45 23 – Fax +41 44 805 45 20 – E-mail [email protected]

Key dates Media and analysts’ conference on the 2012 half-year result – 30 August 2012 Media and analysts’ conference on the 2012 annual result – 26 February 2013