Five years in figures Calculation of Financial ratios Review by the Board of Directors Consolidated Financial Statements Consolidated Income Statement Consolidated Balance Sheet Consolidated Cash Flow Statement Statement of Changes in Shareholders' Equity Accounting Principles for the Consolidated Accounts Notes to the Consolidated Financial Statements Parent Company Financial Statements Proposal of the Board Auditors' Report Quarterly figures 2008-2009

Notes to the Consolidated Financial Statements - 1. Segment information 2. Acquisitions and disposals 3. Long-term construction contracts and long-term operating and maintenance agreements 4. Other income 5. Material and services 6. Employee benefit expenses 7. Depreciation and amortisations 8. Financial income and expenses 9. Income taxes 10. Earnings per share 11. Components of other comprehensive income 12. Intangible assets 13. Property, plant and equipment 14. Investments in associated companies and joint ventures 15. Investments available for sale 16. Inventories 17. Financial assets and liabilities by measurement category 18. Other receivables 19. Cash and cash equivalents 20. Deferred taxes 21. Pension obligations 22. Share capital of the parent company 23. Fair value reserve 24. Provisions 25. Financial liabilities 26. Other liabilities 27. Financial instruments 28. Collateral, contingent liabilities and other commitments 29. Related party disclosures 30. Auditors' fees and services 31. Exchange rates 32. Subsidiaries 33. Financial risks 1. Segment information               The business of Wärtsilä consists of one business area, the Power Businesses. The Power Businesses are subdivided into two mutually supportive market areas, Ship Power and Power Plants. These offer customers the same product concept modified for specific applications. The main products for both these markets are gas and diesel engines and related services. The market segments are highly dependent on each other.               In the Power Businesses, the design-related research and development and manufacturing required for the engines sold to both markets take place in the same R&D centres and factories. The manufacturing process is the same for each market. Similarly, the same Group companies are responsible for the distribution of these products and the services related to them. Capacity costs cannot be reliably allocated to the two different markets. These costs are significant and vary between the two units in different years. Customers in both markets are capital-intensive corporations with global operations. Development of the two market areas is strongly linked to global economic trends.               As geographical information, Wärtsilä reports the geographical areas Finland, other European countries, Americas, Asia and other continents. In the geographical information net sales is split by the customer’s destination and non-current assets by origin.               Geographical information 2009             MEUR Finland Other European countries Asia Americas Other Group Net sales 37 1 618 1 937 1 176 493 5 260 Non-current assets* 273 856 113 45 6 1 293                             2008             MEUR Finland Other European countries Asia Americas Other Group Net sales 87 1 608 1 792 689 436 4 612 Non-current assets* 246 850 136 45 4 1 281               * Non-current assets consist of property, plant and equipment, investment properties and investment in associates and joint ventures.               Business area information               Internal management reporting is used to monitor the development of operations on the basis of market based business areas. Reporting serves goal setting and budget control and is thus a management tool rather than an actual external economic indicator.               Wärtsilä’s highest operative decision maker (CODM, Chief Operating Decision Maker according to IFRS 8) is the Group President with the support of the Board of Management and, in some cases, the Board of Directors. The Group President assesses the Group’s financial position and its development as a whole, not based on the results of the business areas. As the Group’s level of integration is high, the reported indicators from business areas do not give a true picture of the business areas’ financial position and development. It is also considered that they are of limited value to an external reader due to poor comparability, for example.               Against this background, Wärtsilä’s business cannot be divided into separate operative segments with individual reporting.               During the financial year 1 January-31 December 2009 and 1 January-31 December 2008, Wärtsilä did not have individual significant customers or lands according to the definition of IFRS 8.               2009             MEUR   Ship Power Power Plants Services Other Group Net sales   1 767 1 645 1 830 17 5 260 Order intake   317 1 048 1 917 9 3 291 Order book*   2 553 1 362 576   4 491               * Cancellations amounting to EUR 410 million have been eliminated from the order book during the review period January-December 2009.               2008             MEUR   Ship Power Power Plants Services Other Group Net sales   1 531 1 261 1 830 -9 4 612 Order intake   1 826 1 883 1 858 5 5 573 Order book   4 486 1 949 445 3 6 883

PAGE TOOLS Font size Send as link Print page Create pdf from this page Feedback     All notes in pdf     All notes in xls

 Print page