var sData = new Array();
sData[0] = "CEO's report^/en/Introduction/CEOsreport.html^Introduction / CEO's report^ 			var SWFObjectPath = \"../../flash/VD/flvPlayer.swf?imagePath=../../flash/VD/image.jpg&videoPath=../../flash/VD/vd_video.flv&autoStart=false&autoHide=false&autoHideTime=5&hideLogo=true&volAudio=60&newWidth=426&newHeight=264&disableMiddleButton=false&playSounds=true&soundBarColor=0xff7900&barColor=0xff7900&barShadowColor=0xf9f9f9&subbarColor=0xffffff\"; 		^Introduction^CEO'sreport";
sData[1] = "CEO's report^/en/Introduction/CEOsreport.html#PatrikBomaninterview^Introduction / CEO's report / Patrik Boman interview^Patrik Boman interview Mr Boman, you're a new CEO at Cybercom with a hectic year behind you. For example, the company went from 400 to 1,850 employees. How would you describe 2007? A fantastic, exciting year for me and the entire company. We took this company from being a medium-sized Swedish consultancy to one of the leading Nordic consultancies. ^Introduction^CEO'sreport";
sData[2] = "CEO's report^/en/Introduction/CEOsreport.html#Consideringyourmarketanditstrendswhatshappeningthere^Introduction / CEO's report / Considering your market and its trends, what's happening there?^Considering your market and its trends, what's happening there? We've seen various trends. One is heavy demand within IT and technological development in general. And two: there's heavy demand for global service deliveries. The Nordics' large consulting purchasers place many projects outside Sweden. To participate on this market and compete for large projects and assignments, we need delivery capacity in Asia, eastern Europe, and India - plus a few other places.  What key changes in the operation would you like to highlight? The biggest changes are really about building a totally new company, for which we developed a new vision, new strategies, and new objectives. We work much better and more consistently in teams among the companies, countries, and offices. What does the new Cybercom look like today? We have 27 companies in 11 countries. We have a strong presence in Finland and Sweden, and Cybercom is one of the largest consultancies in the Nordics. We have an office in China, which is one of the larger growth markets in the world. And we have operations in the Middle East, Africa, and in several locations in eastern Europe. What did acquisitions in 2007 contribute to the operation? Delivery capacity improved, our skills base is larger, and we're able to make greater commitments and take on much larger projects in general. The acquisitions have greatly enhanced our market visibility, improved our position, and strengthened our trademark.  The largest acquisition last year was auSystems operations in Denmark, Poland, and Sweden. How did integration go? I'm very satisfied with how auSystems was integrated into the company. We began in June of last year and were finished in late autumn - after implementing joint localisation of the larger operations in Stockholm, Malmö, and Linköping. We made cultural analyses to look, for example, at the industrial fit of customers, values, and staff issues.  Do the operations function together? The operations meshed very well. There was no overlap among customer bases. And in a purely operational and cultural sense, there was uniformity in working methods, engineering skills, CRM, and HR management - so it worked incredibly well.  What lessons learned apply to the next integration? We will definitely integrate more quickly and efficiently. We learned a lot in a large integration. The next integration will be Plenware - which we recently bought - and that one will go even more smoothly. Regarding last year's objectives, did you achieve them? Absolutely. During 2007, we doubled sales and profit. We widened our margins and reported 12% organic growth. We made a large acquisition and implemented a successful integration. We strengthened our market position. And we generated greater national and international market recognition. How would you summarise the year? We created lasting value for our customers, employees, and shareholders. Going forward, what is the outlook for Cybercom? I think it's good. Strong underlying demand characterises the market. We'll see more internationalisation, extensive international growth, and continued expansion. ^Introduction^CEO'sreport";
sData[3] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html^Introduction / Business concept, goals, and strategies ^From its shareholders' perspective, Cybercom is charged with creating the right conditions for value development. This main task forms the foundation of its vision, business concept, objectives, and strategy. ^Introduction^Businessconcept,goals,andstrategies";
sData[4] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Businessconcept^Introduction / Business concept, goals, and strategies  / Business concept^Business concept Through world-leading global delivery capacity, local presence, and close co-operation with customers, Cybercom strengthens its customers' operations using end-to-end solutions in which technology and reality meet. ^Introduction^Businessconcept,goals,andstrategies";
sData[5] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Vision^Introduction / Business concept, goals, and strategies  / Vision^Vision Cybercom will successfully dominate its selected markets. Customers, employees, and owners will perceive Cybercom as holding a leading position. ^Introduction^Businessconcept,goals,andstrategies";
sData[6] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Operationsobjectives^Introduction / Business concept, goals, and strategies  / Operation's objectives^Operation's objectives Cybercom established these long-term objectives:  Become a well-known brand among customers, employees, and in the labour market. Strengthen the company's presence on existing markets and continue to expand outside the Nordics. Broaden the customer base; no individual customer will represent more than 15% of Group sales. Offshore and nearshore services will represent a larger portion of sales. Annual staff turnover will not exceed 10%. ^Introduction^Businessconcept,goals,andstrategies";
sData[7] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Values^Introduction / Business concept, goals, and strategies  / Values^Values Satisfied customers We understand that satisfied customers guarantee success. Personal motivation  Cybercom… Values a healthy, unpretentious workplace, characterised by trust, respect, professional pride, openness, and honesty. Stands for job satisfaction, laughter, fun activities, and positive energy. Appreciates the balance between family and leisure time, customer assignments and company activities - and the balance between hard work and good health. Encourages initiative and expects employees to take responsibility. Believes in one company - one culture - one team. Profitability Cybercom understands that only profitable companies: Survive in the long term Grow Determine their own paths ^Introduction^Businessconcept,goals,andstrategies";
sData[8] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Financialobjectives^Introduction / Business concept, goals, and strategies  / Financial objectives^Financial objectives Cybercom established these financial objectives: 13% long-term earnings before interest and taxes (EBIT). 15% organic growth, average per year over a business cycle. ^Introduction^Businessconcept,goals,andstrategies";
sData[9] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Objectivesfulfilledin2007^Introduction / Business concept, goals, and strategies  / Objectives fulfilled in 2007^Objectives fulfilled in 2007 During the year, Cybercom: Achieved up to 12% organic growth. Reported an improved operating margin to 9.8%. Expanded into China, eastern Europe, and Finland. Widened its customer base and decreased dependence on individual customers. In early 2008, no individual customer accounts for more than 15% of Group sales. Reduced staff turnover. Strengthened the company's position on its markets. ^Introduction^Businessconcept,goals,andstrategies";
sData[10] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Strategies^Introduction / Business concept, goals, and strategies  / Strategies^Strategies Cybercom's customers have stringent demands, and customer satisfaction is key on a highly competitive market. This satisfaction ensures future sales and is a requirement for good profitability. So close co-operation with customers is required to better understand their needs and to meet their expectations. The quality of Cybercom's proposition is closely tied to how customers are treated and services are delivered. While project quality is significant, Cybercom's employees and their knowledge, values, attitudes, and behaviours constitute its number-one success factor. Cybercom must always be able to offer its customers commercially sound solutions. So Cybercom continually develops its organisation to improve customer-related services. Cybercom will achieve its established objectives by following a strategy focused on profitability and growth and by building a strong brand. These main strategies drive its operation: Be fast-paced and focus on strong growth markets. The company must expand its operation to cover more market segments and geographic markets via organic growth and strategic acquisitions. Strong focus on profitability and growth - in that order. Focus on customers that have strategic operational needs for IT and expand in these areas: Portals and mobile solutions E-commerce and business support systems (BSS) Embedded systems Reinforce our reputation and attraction among customers, employees, and the labour market - via brand-boosting activities. Form a decentralised Group organisation with short decision paths and global delivery capacity. Recruit the best employees with the right attitudes. Focus on service through expertise, concepts, and methods, and create lasting value for customers via close, long-term partnerships. Internally and externally act as one company - one culture - one team. ^Introduction^Businessconcept,goals,andstrategies";
sData[11] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#History^Introduction / Business concept, goals, and strategies  / History^History Cybercom was founded in March 1995; its basic concept was to create an expert consultancy with the best consultants in the industry. Since its start, Cybercom has focused on growth. This has occurred organically and through strategic acquisitions. Cybercom was listed on the O list of the Stockholm Stock Exchange (now the OMX Nordic Exchange) in 1999.  ^Introduction^Businessconcept,goals,andstrategies";
sData[12] = "Business concept, goals, and strategies ^/en/Introduction/Businessconceptgoalsandstrategies.html#Importantevents^Introduction / Business concept, goals, and strategies  / Important events^Important events 1995 Cybercom is founded. 1996 The Stockholm office opens. Its first customers include Telia.  1998 The company has more than 200 employees. 1999 Cybercom works on mobile services. The company is quoted on the O list of the Stockholm Stock Exchange (now the OMX Nordic Exchange) in December 1999. 2000 Cybercom focuses on services aimed at the telecom and finance sectors. 2001 Cybercom establishes operations in Denmark concentrating on e-business solutions. The company has 300 employees. 2002 Cybercom establishes a presence in the UK by acquiring Stratum Project Management with operations in financial solutions and Reuters as its largest customer. Global application management responsibility for Sony Ericsson's portal is granted.  2003 Cybercom acquires Consafe Infotech and adopts a strong position for telecom services in the Öresund region. In conjunction with the acquisition, the JCE Group and J. Christer Ericsson become major Cybercom shareholders. 2004 Cybercom reinforces its position in the telecom market and in selected technologies. Among other things, the company is chosen as a partner in SIMS, an EU research project, for development of mobile services and 3G applications.  2005 Cybercom acquires Netcom Consultants, which operates in telecom management. The acquisition gives Cybercom an office in Singapore - and Millicom and Tele2, major international customers.  2006 Cybercom starts a joint venture with Datamatics Ltd in Mumbai, India. Cybercom phases out its operation in Norway in December 2006.  2007 Cybercom acquires Varchar, a Swedish IT consultancy, in January, which brings key customers in new market segments to Cybercom. Cybercom acquires auSystems' operations in Denmark, Poland, and Sweden from Teleca in May. The auSystems acquisition more than doubles Cybercom's sales and staff. See the \"Acquisitions and disposals\" section for more information on this deal. Patrik Boman takes over as CEO of the company in May. Cybercom signs an agreement to acquire Plenware, a Finnish IT consultancy with about 550 employees and operations in China, Estonia, Finland, and Romania - in December. Cybercom’s strategic positionThe model shows that Cybercom can earn money by either dominating a sector, i.e., positions itself to the right of the curve - or by specialising in a limited niche - a position to the left of the curve.  The dangerous position, in which margins are often narrower, is when the company is too big to be a niche player but is too small to be a sector leader. Today, Cybercom's core areas position the company either as a sector leader or as a strong niche player. ^Introduction^Businessconcept,goals,andstrategies";
sData[13] = "2007 operations ^/en/Directorsreport/2007operations.html^Director's report / 2007 operations ^Cybercom's proposition covers three main areas: ^Director'sreport^2007operations";
sData[14] = "2007 operations ^/en/Directorsreport/2007operations.html#Portalsandmobilesolutions^Director's report / 2007 operations  / Portals and mobile solutions ^Portals and mobile solutions  Cybercom provides portal and mobile solutions that help customers create new digital services and propositions that are provided through the Internet or mobile devices. Cybercom runs and develops portals for several international enterprises. Modern web portals are becoming increasingly business critical for enabling companies to reach and communicate with their customers worldwide - 24/7. Often, well-functioning portals are cost effective for companies because customer services are directly implemented or managed by portal visitors. ^Director'sreport^2007operations";
sData[15] = "2007 operations ^/en/Directorsreport/2007operations.html#E-commerceandBSS^Director's report / 2007 operations  / E-commerce and BSS^E-commerce and BSS Cybercom offers a range of services that covers the entire e-commerce business process. Cybercom has an important partnership with IBM (among others) and has sought-after competence in IBM's e-commerce suite.  Cybercom has considerable experience in billing for BSS and often functions as a partner of product suppliers during a product's integration into a customer's system.  ^Director'sreport^2007operations";
sData[16] = "2007 operations ^/en/Directorsreport/2007operations.html#Embeddedsystems^Director's report / 2007 operations  / Embedded systems^Embedded systems Cybercom creates technical solutions and develops software for mobile devices. The company develops applications for customers inside and outside the telecom sector, including applications for transaction cards, electronic locks, and systems for emergency services and monitoring.  The company has extensive experience working with customers throughout the value chain, from technology suppliers to OEMs. ^Director'sreport^2007operations";
sData[17] = "2007 operations ^/en/Directorsreport/2007operations.html#Robustexpansion^Director's report / 2007 operations  / Robust expansion^Robust expansion Strong growth and robust expansion characterised 2007. Cybercom completed three acquisitions that strengthened the company by broadening its customer base and increasing its geographical coverage. Varchar acquisition In January 2007, Cybercom acquired Varchar, the IT consultancy with operations in the Öresund region. The acquisition gives Cybercom access to valuable .Net expertise and new customer possibilities in the region.  auSystems acquisition in Denmark, Poland, and Sweden Cybercom acquired auSystems' operations in Denmark, Poland, and Sweden in May 2007. The acquisition strengthened Cybercom's position in Sweden and added a nearshore operation in Poland.  Plenware Oy acquisition In December 2007, Cybercom signed an agreement to acquire Plenware, a Finnish IT consultancy with operations in China, Estonia, Finland, and Romania. The acquisition broadened Cybercom's customer base and included important capabilities with Mobile Linux, among others. The acquisitions are part of Cybercom's growth strategy, and the increased delivery capacity of the new Group enables it to undertake larger customer projects. The deals bring in expertise, primarily in landline and mobile networks and embedded systems. Cybercom and the acquired operations form a leading Nordic consultancy in telecom, Internet, and media (TIM).  ^Director'sreport^2007operations";
sData[18] = "2007 operations ^/en/Directorsreport/2007operations.html#Frameagreements^Director's report / 2007 operations  / Frame agreements^Frame agreements Frame agreements with customers are business critical. This applies to the sector as a whole, because customers tend to procure increasingly large volumes from a smaller number of suppliers. Cybercom has frame agreements/master contracts with all major customers.  Cybercom's major customers at Group level include: AB Volvo  Alma Media AMS, the Swedish National Labour Market Board ASSA ABLOY Ericsson John Deere Kone Millicom  Nokia Mobile Phones  Nokia Siemens Networks Pentland Brands PFA Pension Reuters Saab Sandvik Sony Ericsson Tele2 Telenor TeliaSonera ^Director'sreport^2007operations";
sData[19] = "2007 operations ^/en/Directorsreport/2007operations.html#Broadeningthecustomerbase^Director's report / 2007 operations  / Broadening the customer base^Broadening the customer base Most of Cybercom's revenue continues to come from telecom, and its customer base is continually expanding. Acquisition of Varchar, auSystems, and Plenware broadened Cybercom's customer base, and no individual customer represents more than 15% of Group sales. Cybercom's revenue by industryTelecom 56%State & municipal 14%Automotive 7%Banking & finance 6%Retail 5%Industry 3%Defence 1%Other 8%Most of Cybercom’s revenue comes from telecom, although its customer base expands continuously to enable spin-off deals in its specialist expertise areas. ^Director'sreport^2007operations";
sData[20] = "2007 operations ^/en/Directorsreport/2007operations.html#Othereventsin2007^Director's report / 2007 operations  / Other events in 2007^Other events in 2007 Sweden's Meteorological and Hydrological Institute named Cybercom as its future IT service supplier. The parties signed a frame agreement that runs until 30 June 2009. In March, Cybercom presented its dynamic annual report (AR) for 2006. The report is developed specifically for the web, with functionality adapted for this medium. The AR is no longer published in print. Cybercom signed contracts (valid until 2010) with the Örebro and Kumla municipalities. The contracts cover integration of electronic document and case management for streamlining administration and increasing service in municipality portals for citizens and authorities. Örebro and Kumla are members of Sambruk - an association that brings municipalities together over issues such as selection of e-services. Cybercom signed a frame agreement as one of OMX's five preferred suppliers. The two-year contract covers consulting services for project management, system development, and testing.  Cybercom signed a partnership agreement with UIQ Technology, which offers leading mobile platform products based on Symbian OS - one of Cybercom's areas of expertise.  During the summer, Telenor launched the mobil.telenor.se portal that offers services for its customers and operators' customers. The portal is the result of a successful partnership between Telenor and Cybercom, which created the technical solution. A world telecom leader showed its trust in Cybercom for mobile platform testing. The assignment is an extension of an earlier contract and engages many consultants for about one year. New mobile platform technologies mean increased complexity, which requires top-quality test management.  Cybercom and Microsoft developed a secure login solution using e-authentication for Microsoft-based networks. Microsoft's Internet Security and Acceleration (ISA) Server and Cybercom's Trusted Security Server form the foundation for the solution, which is called Microsoft Authentication Broker. Cybercom signed a new frame agreement with a leading global vehicle manufacturer for hardware and software development, system development, simulation and testing, and project management. The three-year contract has an extension option. Using Bluetooth technology, Cybercom developed a wireless communication module for Eltrac, an electronics excellence centre in the Iveco Group. The module enables wireless communication between vehicles and diagnostic computers used during workshop repair operations. Cybercom decided to open an office in Dubai in early 2008. Cybercom is now working on several assignments in the region, so it is a natural next step to establish an office to provide the best possible service to customers and to recruit new employees. One of Cybercom's international customers placed an order worth about SEK 38 million. The contract is for one year with an option to extend. Cybercom was commissioned to quality assure Bluetooth® solutions for Volvo Car's model programme. Cybercom received its single largest order in its history from a leading mobile device manufacturer. The order, worth SEK 80 million, is for mobile services development, a business-critical part of the customer's operation; the order covers a 15-month period with possible extension. Cybercom signed a new frame agreement with the Stockholm County Council. The contract covers consulting services in IT control, operations development, informatics, system development and administration, infrastructure and operation plus information security. The 2-year contract has an option for extension. The Swedish National Defence College signed a contract with Cybercom for integration of an electronic document and case management system.  ^Director'sreport^2007operations";
sData[21] = "Sales and profit^/en/Directorsreport/Salesandprofit.html^Director's report / Sales and profit^Sales per quarter 					2004 				 					2005 				 					2006 				 					2007 				EBIT per quarter 					2004 				 					2005 				 					2006 				 					2007 				Profit/loss per quarter 					2004 				 					2005 				 					2006 				 					2007 				Sales for 2007 totalled SEK 1,165.0 million (535.8), a 117% rise in revenue compared to 2006. Newly acquired companies accounted for 105%, and Cybercom reported 12% organic growth. The revenue rise is due to the higher number of employees. The percentage of subcontractors continued to be high during the period, because recruitment could not keep up with demand.  Operating profit rose 123% compared to the same period in 2006 and reached SEK 113.7 million (50.9). This corresponds to a 9.8% operating margin improvement (9.5).  In the preliminary analysis of the auSystems acquisition, the entire surplus value was allocated to goodwill. Per IFRS, a final acquisition analysis was drawn up, in which SEK 56.1 million was reallocated to amortisable customer relationships. So EBIT comprises amortisation totalling SEK 3.7 million (0.4) of acquired intangible assets (customer relationships), of which SEK 0.9 million and SEK 1.4 million have a retroactive impact on Q2 and Q3, respectively, and SEK 1.4 million on Q4.  Net financial items stood at a negative SEK 21.6 million (-0.8); this figure includes SEK 20.4 million in interest expenses for the loan used for the auSystems acquisition. Profit after net financial items was SEK 92.1 million (50.1), yielding a 7.9% profit margin (9.4).  ^Director'sreport^Salesandprofit";
sData[22] = "Sales and profit^/en/Directorsreport/Salesandprofit.html#Investments^Director's report / Sales and profit / Investments^Investments Net investments in property, plant, and equipment during 2007 reached SEK 8.2 million (4.4). Net investments in intangible non-current assets totalled SEK 0.9 million (1.5). ^Director'sreport^Salesandprofit";
sData[23] = "Sales and profit^/en/Directorsreport/Salesandprofit.html#Liquidityandcashflow^Director's report / Sales and profit / Liquidity and cash flow^Liquidity and cash flow On 31 December 2007, the Group's cash and cash equivalents stood at SEK 82.0 million, compared to SEK 88.9 million on 31 December 2006. During the period, cash flow before changes in working capital amounted to SEK 105.7 million. Working capital fell by SEK 41.2 million during the period, so cash flow from operating activities totalled SEK 64.5 million (34.4).  ^Director'sreport^Salesandprofit";
sData[24] = "Sales and profit^/en/Directorsreport/Salesandprofit.html#Financialposition^Director's report / Sales and profit / Financial position^Financial position Equity on 31 December 2007 was SEK 708.4 million (272.4), yielding a 51.0% equity/assets ratio (66.3%). Equity per share amounted to SEK 31.65 (22.11). A new share issue with rights for the company's shareholders was completed during the autumn. The issue injected about SEK 368 million into the company before issue expenses. The issue was oversubscribed. Due to the new share issue, the number of shares in Cybercom rose by 9,948,605. The company's share capital totalled SEK 22,384,362, distributed over 22,384,362 shares after implementation of the share issue. ^Director'sreport^Salesandprofit";
sData[25] = "Sales and profit^/en/Directorsreport/Salesandprofit.html#Eventsafteryear-end^Director's report / Sales and profit / Events after year-end^Events after year-end On 4 January 2008, Cybercom announced that Per Norén is resigning of his own volition from the board due to an assignment and move to the US.  On 23 January, Cybercom held an extraordinary general meeting, which approved the Plenware Oy acquisition. On 29 January, the company announced that it had signed a new frame agreement with a leading telecom company as a global supplier for IT consulting services in 2008 and 2009. The agreement meets the customer's needs for development and management of applications and IT solutions.  ^Director'sreport^Salesandprofit";
sData[26] = "Market^/en/Directorsreport/Market.html#Marketdescription^Director's report / Market / Market description ^Market description  According to the European Information Technology Observatory (EITO 2007), the ICT market in Europe amounted to EUR 680 billion in 2006. The market is broken down into various products and services as shown in the next diagram. MarketICT European market 2007Telecom services 44%IT services  21%Hardware 12%Software 11%Data communications & network hardware 6%Communications equipment for end users 4%Office equipment 1%The IT services market looks like this: Professional services - consulting services and services within implementation and application management. Support services - maintenance and service for hardware, software, and network products. Cybercom operates within the IT services market and predominantly provides professional services. European IT services market EITO 2007 estimates the size of the European IT services market at EUR 140 billion for 2006. Between 2006 and 2008, EITO 2007 expects 5.4% annual real growth, and the size of the market is expected to reach EUR 156 billion in 2008. Swedish IT services market EITO 2007 estimates the size of the Swedish IT services market at EUR 5.2 billion for 2006. Between 2006 and 2008, EITO 2007 expects 5.1% annual real growth, and the size of the market is expected to reach EUR 5.8 billion in 2008. The Swedish market for professional services amounted to EUR 3.8 billion in 2006 and is expected to have 5.5% real growth annually through 2008 to a value of EUR 4.2 billion. ^Director'sreport^Market";
sData[27] = "Market^/en/Directorsreport/Market.html#Trends-historicdevelopment^Director's report / Market / Trends - historic development ^Trends - historic development  The end of the 1940s brought the first generation of computers, developed in university laboratories around the world.  Another leap forward was taken at the end of the 1950s with the advent of integrated circuits. As the computer became more common with companies and government agencies, demand for skilled computer programmers increased and soon a new type of company emerged - the IT consultancy. ^Director'sreport^Market";
sData[28] = "Market^/en/Directorsreport/Market.html#Currenttrends^Director's report / Market / Current trends^Current trends The market situation for consulting companies in the IT and telecom sectors has been favourable in recent years. The market has been very active and characterised by robust growth that generates strong demand for Cybercom's services. Cybercom's growth has been strongest in the expanding Öresund region, where the company has offices in Copenhagen, Lund, and Malmö. Cybercom also held its own in Stockholm in 2007, despite tough competition.  Following is a description of some trends that Cybercom management believes will affect the IT services market going forward.  Large investments in telecom Telecom industry players continue to invest, aiming to expand and take market shares. This leads to favourable market conditions for telecom and IT consulting companies. International telecom operators invest in network expansion and development of services, along with expansion in new geographic markets. In the Nordics, telecom operators are more focused on optimising existing systems than on new construction.  A few large companies that have frame agreements with several selected consultancies dominate the telecom market. Size, niche propositions, and an international presence are increasingly key factors for consulting companies.  Telecom, Internet and media converge The market for telecom, Internet, and media is changing. Reduced calling rates have forced operators to find alternative revenue streams. Together with more sophisticated technology, the result is the convergence of telephony, broadband, and TV with new types of content and services. For example, recently the market for music in mobile phones has expanded quickly. TV through mobile telephones is also advancing, assisted by development of the DVB-H technology that adapts digital TV for mobile phones.  Development of content and technology parallels an increase in the number of market players. Today the combination of telephony, broadband, and TV are delivered by traditional telecom operators, by content-producing media companies such as Alma Media, MTG, and Schibsted, and by network owners like Com Hem, Teracom, and Vattenfall.  Customers demand nearshore and offshore capacity  Today's customers require suppliers with global capacity and 24/7 availability. Customers want better service and efficiency, but, above all, competitive prices. The trend shows that companies primarily choose outsourcing for mature, standardised development and administration processes. This changes the role of Swedish and western European consultancies. They find it difficult to offer standard services at competitive prices. Instead, they focus on profitable specialist assignments and turnkey projects.  Available capabilities on the labour market The IT and telecom labour market is highly mobile and highly competitive. It is widely believed that there is now a shortage of qualified labour on the Swedish market. Some companies are finding it difficult to recruit and retain qualified employees.  ^Director'sreport^Market";
sData[29] = "Market^/en/Directorsreport/Market.html#Cybercomscompetitors^Director's report / Market / Cybercom's competitors^Cybercom's competitors Cybercom has various competitors in various fields and geographic markets. The company's primary competitors are: Accenture - a global giant with 175,000 employees. Listed on the New York Stock Exchange. Capgemini - A leading consultancy in Europe with 83,000 employees. Listed on Euronext. HiQ - a local Scandinavian company with 1,000 employees. Listed on OMX Nordic Exchange. InCode - An American consultancy focused on telecom. Owned by the publicly traded VeriSign. Logica CMG - British consultancy that purchased WM-data. Has 40,000 employees, including 9,000 in Scandinavia. Listed on the London Stock Exchange. Sigma - a Scandinavian player with 1,400 employees. Listed on OMX Nordic Exchange. TietoEnator - largest in Scandinavia. A Swedish-Finnish consultancy with 16,000 employees. Listed on OMX Nordic Exchange. Competitors also include many specialised consulting companies that operate on the international telecom market. 2008 and beyond Technical paradigm shifts have driven changes in the IT sector in recent decades. The sector is now expected to enter a mature phase, and the service sector is expected to become more affected by economy-driven fluctuations.  Mobile communication represents the most growth in the industry and is expected to rise by more than 10% per year through year-end 2010. Growth will primarily come through large investments in the mobile networks of Asia, the Middle East, Africa, and Russia. The 3G network in Europe will also continue to expand gradually.  Operators' revenues will gradually move from voice traffic and SMS to other sources. This is due to several factors:  Quickly reduced calling costs, causing operators to expand their offerings. More complex mobile phones with space for more services. Content providers, such as the music industry and news agencies, gain influence over operator's service offerings. The ongoing merger of telephony, broadband, and TV, called triple play, will include mobile telephony. The combined proposition of communication, entertainment, and services will become wireless - i.e., quadplay or quadruple play. New media is creating a new market. Demand for IT services is increasing in all parts of society and the positive market outlook, based on a good economic climate, is expected to continue during 2008.  With the auSystems and Plenware acquisitions, Cybercom forms a new leading consultancy within the telecom, Internet, and media (TIM) sector. The new company gains a stronger brand and delivery capacity that is attractive in large projects for local and global players.  Cybercom is making no forecasts. ^Director'sreport^Market";
sData[30] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html^Director's report / Cybercom's areas of operation^Cybercom develops services, applications, systems, products, and software on behalf of its customers worldwide. The company runs turnkey projects, manages applications, and offers services such as consulting, testing, and development using leading technologies. Cybercom can deliver services globally - onshore, nearshore, or offshore. Operations are divided into these areas: portals and mobile solutions, e-commerce and BSS, and embedded systems.  Sales per assignmentTurnkey projects & AM 42%Consulting services 58%^Director'sreport^Cybercom'sareasofoperation";
sData[31] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#Portalsandmobilesolutions^Director's report / Cybercom's areas of operation / Portals and mobile solutions^Portals and mobile solutions Cybercom provides portal and mobile solutions that help customers create new digital services and propositions that are provided through the Internet or mobile devices. Several new players are interested in delivering content services to mobile phones, and a new market is being created. This trend benefits Cybercom, which has solid experience and extensive expertise in the area. Cybercom also runs and develops portals for several international enterprises. These portals are becoming increasingly important for companies to reach and communicate with customers, round the clock, worldwide. Customers include Sony Ericsson, AMS (the Swedish National Labour Market Board), ASSA ABLOY, and Reuters.  In portals, Cybercom received its first offshore project in 2006 when it signed a multi-year agreement with Sony Ericsson for application responsibility, development, and testing of Sony Ericsson's external web sites and related functions. Cybercom's commitment includes daily management and participation in important development and testing projects. In 2007, the company had many offshore assignments, for example, from Nordnet and Pentland Brands.  ^Director'sreport^Cybercom'sareasofoperation";
sData[32] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#E-commerceandBSS^Director's report / Cybercom's areas of operation / E-commerce and BSS^E-commerce and BSS Cybercom offers a range of services that covers the entire e-commerce business process. This market displays robust growth in all segments. New or improved e-commerce solutions are in demand as Cybercom's customers focus on gaining market share. Cybercom has an important partnership with IBM and has sought-after competence in IBM's e-commerce suite. This co-operative venture has led to new, interesting customers, primarily in the UK. The assignments are mainly with customers in industry, telecom, and retailing.  The BSS area is becoming more standardised and module-based, although customer adaptations are always made. Cybercom often acts as a product supplier partner when integrating the product with customers' systems. Cybercom has extensive experience in billing for BSS. TeliaSonera and Tele2 are key customers. Cybercom aims to broaden its BSS and billing customer base beyond telecom, the dominant sector.  ^Director'sreport^Cybercom'sareasofoperation";
sData[33] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#Embeddedsystems^Director's report / Cybercom's areas of operation / Embedded systems^Embedded systems Cybercom creates technical solutions and develops software for mobile phones. This area of operation is typified by intensive competition and requirements for rapid product development. Cybercom conducts these business-critical assignments mainly for Ericsson, Nokia, and Sony Ericsson.  Cybercom helps various terminal manufacturers worldwide develop innovative solutions that contain mobile and wireless technologies of the future. Cybercom combines terminal design with expertise in wireless technology and multimedia, such as Bluetooth®, UMTS, HSDPA, Wi-Fi, UWB, DVB-H, and ZigBee™. The company develops applications for customers inside and outside the telecom sector, including applications for transaction cards, electronic locks, and systems for emergency services and monitoring. AB Volvo, ASSA ABLOY, and Saab are Cybercom's primary customers in this area.  Cybercom offers design services based on expertise in hardware and software design, from concept to production launch. The company has partnerships with several manufacturers and can manage the entire design process, from requirement specifications to production. Cybercom's expertise mainly comprises software design and some hardware design. The company carries out certification and qualification processes per most industry standards.  Cybercom plays a co-ordinating role in standardisation for the Open Mobile Services Interface Forum, within device management. The purpose of this effort is to create a common standard for all mobile telephone manufacturers when updating mobile telephone software.  The automotive industry is another prioritised market for Cybercom. The company has extensive experience working with customers throughout the value chain, from technology suppliers to OEMs, and has developed genuine industry expertise. Because Cybercom focuses on telecom, various types of communication solutions for the automotive industry are one of its core capabilities. For example, it developed Bluetooth®-based applications for more than 20 national and international automotive-industry customers. Cybercom participates actively in the Bluetooth® SIG, in which it works to standardise new profiles and protocols for other application areas.  ^Director'sreport^Cybercom'sareasofoperation";
sData[34] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#Applicationmanagement(AM)andproject^Director's report / Cybercom's areas of operation / Application management (AM) and project^Application management (AM) and project Developing and managing IT projects takes a lot of time and money. To stay within budget, it is important to maintain cost control. Cybercom offers application management (AM), a service that guarantees high quality and service levels at a fixed price.  With AM, Cybercom takes on maintenance and development of already operational IT systems. This can include customised and third-party applications. The concept clarifies responsibilities, activities, and costs related to support, development, and operation of a system or an application.   Cybercom's AM concept focuses on key business processes required for maximum use of an application - from business development and management to technical support. The method is structured and enables contracted service levels and accurate cost forecasting. One or more service-level agreements drive AM services. Cybercom's management team, together with customer and supplier representatives, regularly follow up on AM services.   Cybercom runs large AM projects for its major international customers. ^Director'sreport^Cybercom'sareasofoperation";
sData[35] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#Bestshore^Director's report / Cybercom's areas of operation / Bestshore^Bestshore Cybercom established a joint venture with Datamatics Ltd in India. This enables Cybercom to offer competitive offshore services.  The IT market is progressively becoming more global, and multinational companies hunt for partners that support their organisations with outsourcing and global sourcing. Major projects inevitably raise the question if they should stay local or move to less expensive countries nearshore or offshore.  Primary key factors that weigh into the choice of partner include price, efficiency, and technical expertise. During a 10-year period, Cybercom carefully evaluated its outsourcing experiences and created an offering that meets outsourcing needs. Cybercom has several outsourcing assignments that involve business-critical applications for major customers. Cybercom offers bestshoring - a method for optimising outsourcing and for selecting the best onshore, nearshore, or offshore option. In bestshoring, Cybercom's project management works locally, close to customers, and creates and manages teams that carry out development, implementation, testing, and administration at customers' preferred locations. For projects that demand daily flexibility, it is natural and most often cost efficient to be geographically close to customers. For projects that have reached maturity and perhaps apply standardised processes, geographic presence is not as important, and implementation can be moved to another country if advantages outweigh disadvantages.  Depending on customers' needs, Cybercom takes on various bestshoring roles. Central aspects of bestshoring include 24/7 availability, increased productivity, high quality, and cost savings, with focus on core operations and business development.  Mature, standardised processes for the entire chain - from development and testing to administration and support.  Besides India, Cybercom offers management for these types of projects in China, Estonia, Poland, and Romania. ^Director'sreport^Cybercom'sareasofoperation";
sData[36] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#Selectedtechnologies^Director's report / Cybercom's areas of operation / Selected technologies^Selected technologies Access to the latest technologies enables Cybercom to help customers benefit from new business opportunities. Thanks to extensive technological expertise, Cybercom specialises in serving leading enterprises that are on the cutting edge of technology.  The ability to balance technology's cutting edge and commercial feasibility requires a combination of technical know-how and thorough understanding of customers' business operations. Expertise in supporting technologies forms the foundation for selecting, implementing, and developing the best solutions. We specialise in solutions based on these technologies: Java, .Net, WebSphere, Oracle, J2EE, and Akamai. Consultants also need to understand customers' operations so that they can contribute their expertise and function as discussion partners. We understand the entire process - from A to Z. And we're experts in technology.  Our capabilities include: Development languages - Java, C++, C, J2EE, EJB, PL/SQL, MS.NET, and CORBA  Databases - Oracle, SQL Server, Sybase, and Informix  Object databases - Versant  Web design - HTML, various HTML tools  Data formats - XML  Transaction processing systems - BEA WLE and Tuxedo  Application servers - WebLogic and WebSphere  Akamai  Bluetooth® ^Director'sreport^Cybercom'sareasofoperation";
sData[37] = "Cybercom's areas of operation^/en/Directorsreport/Cybercomsareasofoperation.html#Strategyandadvisoryservices^Director's report / Cybercom's areas of operation / Strategy and advisory services^Strategy and advisory services Cybercom provides expertise, advice, and services for telecom management and networks.  Our consultants and world-class telecom services enable international customers to develop their businesses using the latest technologies.  Our consultants have customers worldwide - we work with telecoms, service providers, and content providers to develop their businesses by taking advantage of new technologies.  We maintain strong customer relationships by delivering the highest quality consulting services, expertise on various telecom technologies, and in-depth knowledge of current and future trends. Cybercom's strategy and advisory services are divided into these areas of expertise: Business applications  Network solutions  Technology and innovation  Telecom management ^Director'sreport^Cybercom'sareasofoperation";
sData[38] = "Organisation - text^/en/Directorsreport/Organisation-text.html^Director's report / Organisation - text^Cybercom's operation is geographically divided into nine units plus the Group head office in Stockholm. The operative organisation and distribution of employees are as follows:  ^Director'sreport^Organisation-text";
sData[39] = "Organisation - text^/en/Directorsreport/Organisation-text.html#CybercomSweden^Director's report / Organisation - text / Cybercom Sweden^Cybercom Sweden Cybercom Sweden mainly provides services to the telecom and automotive industries, plus the public sector with services in embedded systems, Bluetooth®, and wireless terminals. Cybercom provides communication solutions for customers throughout the value chain, from technology suppliers to OEMs. Major customers include AB Volvo, ASSA ABLOY, BAE Systems, Ericsson, the National Tax Board of Sweden, OMX Group, Saab, SEB, Sony Ericsson, Stockholm Transport, the Swedish National Labour Market Board, Tele2, Telenor, TeliaSonera, and Volvo Cars. The company has 1,051 employees. ^Director'sreport^Organisation-text";
sData[40] = "Organisation - text^/en/Directorsreport/Organisation-text.html#CybercomPoland^Director's report / Organisation - text / Cybercom Poland^Cybercom Poland Cybercom Poland works with selected technologies. Operations focus on local assignments in Poland and customer deliveries for sister companies in the Group. Major customers include Ericsson, Nokia Siemens, and Telenor. The company has 91 employees. ^Director'sreport^Organisation-text";
sData[41] = "Organisation - text^/en/Directorsreport/Organisation-text.html#CybercomDenmark^Director's report / Organisation - text / Cybercom Denmark^Cybercom Denmark Cybercom's Danish operation is primarily focused on technologies and a large proportion of its customers are in banking, telecom, and the public sector. Some of its major customers include BEC, Nordea, PFA Pension, the Swedish National Labour Market Board, and TeliaSonera. The company has 45 employees.  ^Director'sreport^Organisation-text";
sData[42] = "Organisation - text^/en/Directorsreport/Organisation-text.html#CybercomIndia^Director's report / Organisation - text / Cybercom India^Cybercom India Cybercom India primarily operates in the telecom and finance sectors. The unit is a joint venture with Datamatics Ltd. Cybercom owns 50%. Cybercom India works on assignment from other units within the Cybercom Group. Its end customers include Nordnet, Pentland Brands, and Sony Ericsson. The company had 86 employees at the period's end. Of these, half are included in Cybercom's employee count -43 persons. ^Director'sreport^Organisation-text";
sData[43] = "Organisation - text^/en/Directorsreport/Organisation-text.html#CybercomUK^Director's report / Organisation - text / Cybercom UK^Cybercom UK The UK operation concentrates on e-commerce solutions and financial information services primarily for Reuters. The unit also offers advice on IT design and infrastructure. In the past year, the company has attracted several new retail-sector customers, such as John Lewis, Pentland Brands, and Tomy. The company has 28 employees. ^Director'sreport^Organisation-text";
sData[44] = "Organisation - text^/en/Directorsreport/Organisation-text.html#CybercomSingapore^Director's report / Organisation - text / Cybercom Singapore^Cybercom Singapore Cybercom Singapore mainly works in telecom, and Millicom is its most important customer. In 2007, Cybercom decided to open an office in Dubai in early 2008. Cybercom is now working on several assignments in the region, so it is a natural next step to establish an office to provide the best possible service to customers and recruit new employees. The company has 19 employees. ^Director'sreport^Organisation-text";
sData[45] = "Organisation - text^/en/Directorsreport/Organisation-text.html#Partnerships^Director's report / Organisation - text / Partnerships^Partnerships Cybercom's assignments are technology-intensive. The company maintains close partnerships with leading software suppliers and actively works with implementation of their products. Cybercom often participates in development of new solutions. The company's major partnerships include Akamai, BEA, IBM, Microsoft, Oracle, and Quest.  ^Director'sreport^Organisation-text";
sData[46] = "Business processes ^/en/Directorsreport/Businessprocesses.html^Director's report / Business processes ^Cybercom has three main processes in its operation: Business development - development of Cybercom's services, solutions, and assignments. Sales - planning, sales, and customer relations. Delivery - production and delivery of services, solutions, and assignments to the customer, and follow-up and evaluation together with the customer. Several supportive functions, such as PR, marketing, HR, IT, and accounting departments, supplement the main processes.  The main processes and supporting functions have been developed so that Cybercom can retain and use the knowledge and experience that the company continually develops. The results of development work are documented on an ongoing basis.  Clear, user-friendly business processes boost the quality of analysis and decision making, and facilitate knowledge transfer among individuals at Cybercom. And risk of losing important experience and knowledge if employees leave the company is reduced.  ^Director'sreport^Businessprocesses";
sData[47] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Businessdevelopment^Director's report / Business processes  / Business development^Business development Development of new product solutions normally takes 6-18 months from concept to the finished, ready-to-use solution. Development efforts occur in close co-operation with customers, primarily in the areas of embedded systems, portals, and billing. Cybercom has gradually developed close relationships with its customers, and often, Cybercom is a business-critical part of customers' development initiatives. Development is mainly customer-specific, although a general product solution is sometimes created that is suitable for many customers.  ^Director'sreport^Businessprocesses";
sData[48] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Customers^Director's report / Business processes  / Customers^Customers Frame agreements with customers are very important to Cybercom. This also applies to the sector as a whole, because customers tend to procure increasingly large volumes from a smaller number of suppliers. Cybercom now has frame agreements with all major customers.  Cybercom's account managers are responsible for their key accounts in all geographic markets in which the customer operates, because most customers in telecom operate in several countries.  Cybercom's major customers at Group level include: AB Volvo  Alma Media AMS, the Swedish National Labour Market Board ASSA ABLOY Ericsson John Deere Kone Millicom  Nokia Mobile Phones  Nokia Siemens Networks Pentland Brands PFA Pension Reuters Saab Sandvik Sony Ericsson Tele2 Telenor TeliaSonera ^Director'sreport^Businessprocesses";
sData[49] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Recruitment^Director's report / Business processes  / Recruitment^Recruitment Recruitment is one of the most critical factors required to ensure Cybercom's continued profitability and growth. The company concentrates on systematically identifying future capability needs with the aim of securing access to skilled staff.  Keeping key employees and attracting new ones is a strategic issue for Cybercom. The company has a broad recruitment base that also encompasses sectors outside IT and telecom. Cybercom's co-operative ventures with universities and colleges in 2007 led to greater numbers of recently graduated consultants being recruited. ^Director'sreport^Businessprocesses";
sData[50] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Quality^Director's report / Business processes  / Quality^Quality Cybercom complies with international quality standards, and most of the company's services and solutions comply with ISO 9001, the international quality standard. One of the company's most important quality objectives is security of delivery; Cybercom's goal is to have 100% satisfied customers. With the aim of maintaining Cybercom's international competitive strength, it is of central significance that the company meets customers' requirements for service, quality, and precision.  ^Director'sreport^Businessprocesses";
sData[51] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Environment^Director's report / Business processes  / Environment ^Environment  Cybercom's operation has low environmental impact, which is mainly attributable to consumption of office materials and disposal of computers. The company requires that (1) its suppliers of office materials and computers comply with TCO 95 and TCO 99, environmental standards, and that (2) all material can be recycled. Cybercom takes part in Folksam's annual Climate Index for listed companies; in 2007 Cybercom received a high ranking for its climate work.  ^Director'sreport^Businessprocesses";
sData[52] = "Business processes ^/en/Directorsreport/Businessprocesses.html#IT^Director's report / Business processes  / IT^IT Operation and change procedures are well-documented in the company's information security policy and in the business support system. Cybercom continually conducts systematic work to protect data and systems against judged threats. The company's goal is to constantly improve use of IT support in all processes. ^Director'sreport^Businessprocesses";
sData[53] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Brand^Director's report / Business processes  / Brand^Brand Cybercom's brand is primarily based on three basic documents: The brand platform, the communication platform, and the graphic profile. The brand platform defines fundamental values of the Cybercom brand. The communication platform defines how the brand is to be communicated to its various target groups. And the graphic profile defines how the brand's visual identity should be perceived and controlled. The goal of Cybercom's branding initiative is to focus on the company's solutions and their unique value, distinguish the company from its competitors, stimulate positive brand associations and expectations, and contribute to a clear internal focus. ^Director'sreport^Businessprocesses";
sData[54] = "Business processes ^/en/Directorsreport/Businessprocesses.html#Financialreporting^Director's report / Business processes  / Financial reporting^Financial reporting Cybercom conducts ongoing work on financial reporting and follow-up of profitability. The aim is to assure correct evaluation of planned and implemented measures. Financial reporting is based on the annual budget, which is followed up monthly. Ongoing reporting provides a sound foundation for the quarterly forecasts that are made. ^Director'sreport^Businessprocesses";
sData[55] = "Business processes ^/en/Directorsreport/Businessprocesses.html#RD^Director's report / Business processes  / R&D^R&D Cybercom is an experienced outsourcing partner for many European customers. The company works in all product life-cycle phases. It focuses on technology-driven business areas and customers' entire value chains. Cybercom's services cover full staffing and equipping of R&D departments as well as opportunities for hosting some online services. The Cybercom modelThe Cybercom model provides a general overview of company methodology - from concept to implementation and customer delivery. ^Director'sreport^Businessprocesses";
sData[56] = "Employees^/en/Directorsreport/Employees.html#2007employeedata^Director's report / Employees / 2007 employee data^2007 employee data Average number of employees: 932 (414) Total number of employees on 31 December: 1,290 (481) Of all employees women: 19% (21) and men: 81% (79) Level of education: 86% have academic credentials (91) Costs for external training: SEK 7,166,000 (2,056,000) Average age: 36 years (35) Average number of years in the sector: 10 years (10) Value-added per employee: SEK 782,000 (851,000) Personnel costs: SEK 666.6 million (319.4) EmployeesYears of employment< 1 year 26% 1-3 years 34%3-5 years 6%5-7 years 14%> 7 years 20%Age distribution< 25 years 6% 26-30 years 25% 31-35 years 23% 36-40 years 18% 41-45 years 15%>46 years 13%EmployeesGender distributionWomen 19%Men 81%^Director'sreport^Employees";
sData[57] = "Employees^/en/Directorsreport/Employees.html#Professionaltraininganddevelopment^Director's report / Employees / Professional training and development^Professional training and development Professional training and development constitute one of the most critical factors for ensuring Cybercom's continued profitability and growth. The staff's skills are enhanced through external courses, in skills groups, and in customer projects. Alongside clear-cut skills development, seminars are held that highlight the corporate culture and employees' technical interests in the company.  Cybercom runs several skills development programmes, in which managers and employees can work on competence and development in a structured way. The company defines competence requirements that are measurable; fulfilment of these requirements forms the basis for determination of salaries and other benefits.  Professional training and developmentYears of Industry experience< 1 year 7% 1-5 years 29% 5-10 years 27% 10-15 years 16% 15-20 years 9%> 20 years 12%EducationPh.D. 1%Engineering degree 8%Systems analyst 13%Other technical (college) 11%College/university 53%Other post-secondary 7%Upper secondary 7%^Director'sreport^Employees";
sData[58] = "Employees^/en/Directorsreport/Employees.html#Recruitment^Director's report / Employees / Recruitment ^Recruitment  Recruitment is one of the most critical factors required to ensure Cybercom's continued profitability and growth. The company concentrates on systematically identifying its future skills needs with the aim of securing access to skilled staff.  Keeping key employees and attracting new ones is a strategic issue for Cybercom. The company has a broad recruitment base that also encompasses sectors outside IT and telecom. Cybercom's co-operative ventures with universities and colleges in 2007 led to greater numbers of recently graduated consultants being recruited. ^Director'sreport^Employees";
sData[59] = "Employees^/en/Directorsreport/Employees.html#SalarysettingpolicyfortheCEOandotherexecutives^Director's report / Employees / Salary setting policy for the CEO and other executives^Salary setting policy for the CEO and other executives Guidelines for Cybercom's CEO and other executives apply to 13 persons and did not change significantly since the last annual report. The purpose of salary and remuneration guidelines for executives is to ensure that Cybercom offers market rates - to enable recruitment and retention of persons with the highest competence possible within the Group. Remuneration consists of fixed salary, variable pay, pension, and other benefits. Fixed salary These factors must be accounted for when setting each executive's fixed salary: areas of responsibility, experience, and achieved results. Fixed salaries are reviewed annually. Variable pay Variable pay must be maximised, related to the fixed salary, and based on outcome in relation to established objectives of which the main portion must be definitely tied to financial objectives. The CEO's variable pay may not exceed 30% of the fixed salary. For other executives, variable pay is set in relation to base salary and type of objective. Variable pay has a ceiling for each person. Variable pay is reviewed annually. Pension and other benefits Cybercom's pension policy is described in note 32. Cybercom's current pension solutions consists of the ITP plan and a complementary premium schedule. Local rules apply to persons outside Sweden. Refer to note 32 regarding right to severance pay. Other benefits for executives must be provided per local practice.  Total value of these benefits, in relation to total remuneration, must be of limited value and equivalent to normal market terms and conditions. The board may make exceptions to these guidelines if, in an individual case, there is reason to do so. ^Director'sreport^Employees";
sData[60] = "The share^/en/Directorsreport/Theshare.html^Director's report / The share^The Cybercom ShareCybercomOMX Stockholm IT ServicesOMX Stockholm All ShareShares traded in thousand, including post-notificationOn 1 December 1999, Cybercom's share was quoted on the Stockholm stock exchange (now OMX Nordic Exchange, Stockholm). During 2007, Cybercom implemented a preferential rights issue for which 5 existing shares gave shareholders the right to 4 new shares, adjusted for the share price of SEK 58 on 29 December 2007 (76% increase). The share is traded under the CYBE designation. A round lot consists of 200 shares.  ^Director'sreport^Theshare";
sData[61] = "The share^/en/Directorsreport/Theshare.html#Sharecapital^Director's report / The share / Share capital^Share capital Due to the share issue, on 31 December 2007, Cybercom's share capital rose during the year to SEK 22.4 million (12.3), distributed over 22,384,362 shares (12,321,757). All shareholders have equal right to a share of the company's assets and profits. The share's quotient value is 1. In early 2007, there were 115,000 outstanding warrants, comparable to the same number of shares. Of these 115,000 warrants, 114,000 were exercised during the year, and 1,000 were not exercised and expired. In addition to these, at the start of 2007, Cybercom had 85,000 custodial warrants that were not exercised during the year. There were no outstanding warrants at year-end. ^Director'sreport^Theshare";
sData[62] = "The share^/en/Directorsreport/Theshare.html#Sharepricetrendandsales^Director's report / The share / Share price trend and sales^Share price trend and sales In 2007, Cybercom's share price rose 76% - a considerable increase compared to OMX Stockholm IT Services (which includes Cybercom's share), which fell 19% during the same period. OMX Stockholm All-Share (the exchange's general index) also fell in 2007 but not as much - only 6%.  At year-end, Cybercom's share was worth SEK 58. Its highest price during the year was SEK 67.00 (11 October) and its lowest was SEK 31.42 (5 January and 10 January, rate adjusted for share issue).  At year-end 2007, Cybercom's market value was SEK 1,298 million (505). In 2007, 12,926,852 (8,336,018) shares were traded, which is equivalent to a value of SEK 723 million (300). On average, 51,707 shares (33,613) were traded each day, which translates to SEK 2.9 million (1.2) per trading day. During the year, 13,304 Cybercom share transactions (6,215) were completed. The annual turnover rate was 84.0% (67.6). ^Director'sreport^Theshare";
sData[63] = "The share^/en/Directorsreport/Theshare.html#Shareholders^Director's report / The share / Shareholders^Shareholders At year-end there were 3,191 (2,863) registered shareholders, of whom 60% (71) owned 500 or fewer shares.  Swedish institutional shareholders owned 76.8% (70.2); Swedish private shareholders, 12.6% (18.1); and company executives, 1.0% (0.7). Foreign shareholders owned 9.6% (11.7), of whom 9.4% were institutional and 0.2% private shareholders. ^Director'sreport^Theshare";
sData[64] = "The share^/en/Directorsreport/Theshare.html#AuthorisingtheboardtobuybackCybercomshares^Director's report / The share / Authorising the board to buy back Cybercom shares^Authorising the board to buy back Cybercom shares The 2007 AGM participants authorised the board - on one or more occasions in the period until the next AGM - to decide on (1) increasing Cybercom's share capital via new issues of at most 12,500,000 shares and (2) buying back shares that correspond to a maximum of 10% of Cybercom's share capital. The board did not exercises its mandate to buy back shares during the year.  ^Director'sreport^Theshare";
sData[65] = "The share^/en/Directorsreport/Theshare.html#Dividendpolicy^Director's report / The share / Dividend policy^Dividend policy The board intends to secure Cybercom's growth. The Group's investment needs and financial position will always be considered before dividend-related decisions are made. The board proposes to the AGM that no dividend be issued for the 2007 financial year. Shareholder structure on 31 December 2007: OwnershipInstitutions, Swedish 76.8%Private owners, Swedish 12.6%Institutions, foreign 9.4%Executives 1.0%Private owners, foreign 0.2%Shareholder structureTotal holdings/owner No. of shareholdersNo. of sharesHoldings (%) Market value, SEK thousand1 –  500  1,920320,6331.4318,597501 –  1,000  524433,1431.9425,1221,001 –  5,000  5451,312,7475.8676,1395,001 –  10,000  99698,5053.1240,51310,001 –  15,000  22284,6171.2716,50815,001 –  20,000  23407,9701.8223,66220,001 –    5818 926 74784.551,097,751Total3,19122 384 362100.001,298,293Major shareholders on 28 December 2007NameNo of sharesHoldings (%)JCE Group AB9,260,92241.37Skandia Liv2,630,60011.75Swedbank Robur Småbolagsfond Norden582,0002.60Didner & Gerge Aktiefond565,4802.53Swedbank Robur Småbolagsfond Sverige500,6002.24Handelsbankens Småbolagsfond452,6702.02Carnegie Småbolag451,0002.01Goldman Sachs International362,6111.62Andra AP-Fonden361,1921.61Banque Carnegie Luxembourg (Funds)325,0001.45Nordnet pensionsförsäkring AB210,1380.94Kungliga vetenskapsakademien210,0000.94Nordea Nordic equity hedge fun170,8600.76Svenska kyrkan166,6800.74Länsförsäkringar småbolagsfond164,0000.73Banque Carnegie Luxembourg159,1000.71JP Morgan Bank131,3000.59SSB CL Omnibus AC120,0000.54Thuresson, Wigon117,9000.53Törnquist, Peter G112,9050.50^Director'sreport^Theshare";
sData[66] = "Risk management^/en/Directorsreport/Riskmanagement.html#Riskstooperations^Director's report / Risk management / Risks to operations^Risks to operations Business cycle sensitivity The state of the global economy affects general demand for IT services. A weak economy in Sweden or internationally may result in lower-than-expected market growth for IT services. So, a weak economic trend may negatively affect Cybercom's sales and profits.   Customer focus In 2007 Cybercom had about 120 active customers; about 50 generated revenue for Cybercom of more than SEK 1 million each. Cybercom now has frame agreements (master contracts) in all major business relationships. Although Cybercom's customer base is well diversified, a situation in which several major customers terminate their frame agreements or stop or partially reduce their purchases from Cybercom cannot be ruled out. The number of and sales from telecom customers represent a significant proportion of Cybercom's total customers and sales. If the above events occur, then Cybercom cannot guarantee that it will be able to establish new customer relationships to the same extent, which may adversely affect sales and profits. Competitors Cybercom offers business-critical solutions, mainly in telecom and selected technologies. Competition is strong in this market. High market volatility means that players, offerings, and pricing models constantly change. It is very important for a company to establish a niche and position itself in relation to other players to create its own customer base.  Some competitors have larger financial and industrial resources than Cybercom, enabling them to influence pricing in the market. It cannot be ruled out that greater competition may lead to less market share and profitability for Cybercom.  Integration The auSystems and Plenware acquisitions entail integration of previously independent operations that partly competed in the same market. Difficulties in combining the operations include the necessity of keeping staff, and co-ordinating geographically widespread operations, systems, and facilities from operational, financial, and legal perspectives. Alongside daily operations, Cybercom's management will devote considerable attention and time to the integration. Possible integration-related delays or difficulties may negatively affect Cybercom's operation, profitability, and financial position.   Recruitment and skills Cybercom's operation depends on the motivation and skills of its employees. Qualified consultants are a prerequisite for successfully implementing customer projects and satisfying customers. In recruitment, Cybercom sets high requirements on skills and experience and works actively to secure the future level of staff expertise. In some periods, there may be a labour shortage and Cybercom may face recruitment difficulties. If the company fails to recruit and keep qualified consultants, this may adversely affect its operation, profits, and financial position.  Key people Several key executives are crucial to Cybercom's business. They contribute advanced expertise and extensive experience, which are important to Cybercom's development. One or more of these key employees leaving Cybercom could be detrimental to the company's operation and profits.  Contractual relationships As mentioned, Cybercom has frame agreements with all its major customers, but most agreements lack volume commitments and have relatively short terms of notice. Some of Cybercom's contractual relationships are not formalised in written agreements. In customer relationships Cybercom sometimes relies on customary practice between the parties. The content of such agreements may be difficult to clarify if the parties disagree on it, which in the worst case may lead to deterioration of relationships and costly disputes. This could negatively affect the company's operation, profits, and financial position.  Staff costs Salaries, other remuneration, and social costs form Cybercom's largest single cost item. Pay rises following overheating in the IT consultant market in Sweden and in the countries where Cybercom has subsidiaries may lead to weakened Group profits.  Loss carry-forwards Several of Cybercom's subsidiaries have previous losses that may be used in certain circumstances to offset profits in other Group companies - above all several of the companies acquired from auSystems AB in April 2007. There are limitations in the rules for use of loss carry-forwards, such as for recently acquired companies. This may prevent or restrict use of previous losses in Cybercom's subsidiaries. Legal disputes Currently, the company is not involved in any legal disputes. There is a risk of Cybercom becoming involved in such disputes in the future, and a negative outcome for Cybercom in one or more of them could adversely affect Cybercom's operation and financial position. Owner with considerable influence JCE Group AB owns a substantial proportion of all outstanding shares. This shareholder has the option of exercising considerable influence on matters that require the approval of shareholders, including appointment and removal of board members; any proposals for mergers, consolidation, or sale of all or the main part of Cybercom's assets; and other company transactions. This concentration of ownership could limit other shareholders' opportunities to exert influence. Sensitivity analysis This summary shows the effect on operating profit/loss of a 1% change in certain factors, calculated on the 2007 outcome: Sensitivity analysis+/-1%SEK millionPrice to customer11.2Charging level4.9No. consultants5.6HR costs6.7Reported effects should be seen independently of each other, and they presume that other factors do not change. ^Director'sreport^Riskmanagement";
sData[67] = "Risk management^/en/Directorsreport/Riskmanagement.html#Financialrisks^Director's report / Risk management / Financial risks^Financial risks Currency risk Cybercom is exposed to currency risk, mainly through translation of the year's profits and net assets from foreign subsidiaries in Europe and Asia (translation risk). The Group's profits and net assets are exposed to translation risks in Danish kroner, Polish zlotys, Singapore dollars, UK pounds, and Indian rupees. The Group's net inflow of foreign currency mainly comprises the euro and US dollar. Currency exposure means that Cybercom's future competitive strength may be weakened, which may negatively affect growth and profit level. Interest risk Interest risk is defined as a decrease in profits caused by a change in market rates. The bulk of Cybercom's debt financing is subject to variable interest in Swedish kronor. Cybercom's debt financing is a risk in itself: an increase or decrease of one percentage point in the market rate affects the Group's profit after tax and equity by about SEK 4 million in a 12-month period. The Group's revenue and cash flow from operations are essentially independent of changes in market rates. The Group has interest-bearing assets in the form of bank deposits.  Financing risk Financing risk is defined as the risk of it being difficult and/or expensive to obtain financing for the operation. If Cybercom does not develop as planned, a future situation in which Cybercom must acquire new capital cannot be ruled out. It cannot be guaranteed that additional capital can be obtained on favourable terms for Cybercom's shareholders or that such an addition of capital, if obtained, will be sufficient to achieve Cybercom's strategy. If Cybercom fails to obtain requisite capital in the future, continuation of its operation cannot be guaranteed.  Credit risk Historically, Cybercom has had very low credit losses. Most of the Group's customers are large, well-reputed companies, authorities, and organisations with high credit ratings. Cybercom cannot guarantee that credit losses will remain at the same low level in the longer term.  Share-related risks A potential investor in Cybercom should note that an investment in its share involves risk and that there are no guarantees of any increase in the share price. Besides development of Cybercom's operation, share price development depends on a series of factors beyond Cybercom's control. They include the general economy, the market interest rate, alternative return options, capital flows, and political uncertainty. Although Cybercom's operation is developing well, there is risk of an investor incurring a capital loss when selling shares. ^Director'sreport^Riskmanagement";
sData[68] = "Proposed appropriation of profit^/en/Directorsreport/Proposedappropriationofprofit.html#Parentcompany^Director's report / Proposed appropriation of profit / Parent company^Parent company These amounts are at the AGM's disposal: Appropriation of profitProfit brought forward45,899,035Share premium reserve354,475,224Profit for the year4,795,292Total405,169,551 The board and CEO propose that this profit be carried forward to a new account: SEK 405,169.551. ^Director'sreport^Proposedappropriationofprofit";
sData[69] = "Proposed appropriation of profit^/en/Directorsreport/Proposedappropriationofprofit.html#Assurance^Director's report / Proposed appropriation of profit / Assurance^Assurance The board assures, to the best of its knowledge, that: The annual report was prepared per generally accepted accounting policies for stock market companies. Submitted information matches current circumstances. No important information is missing that could affect the impression of Cybercom created by the annual report.  Stockholm, April 4, 2008 						Wigon Thuresson 						Board chairman 						Per Edlund 					 						Eva Gidlöf 					 						Ulf Körner 					 						Thomas Landberg 					 						Lars Persson 					 						Robin HammarstedtEmployee representative 						Alexandra TrpkoskaEmployee representative 						Patrik BomanCEO^Director'sreport^Proposedappropriationofprofit";
sData[70] = "Income statement^/en/Accountsandnotes/Incomestatement.html#Sales^Accounts and notes  / Income statement / Sales^Sales Consolidated sales for the Group totalled SEK 1,165.0 million (535.8), representing a 117% increase; organic growth reached 12%. ^Accountsandnotes^Incomestatement";
sData[71] = "Income statement^/en/Accountsandnotes/Incomestatement.html#Operatingexpenses^Accounts and notes  / Income statement / Operating expenses^Operating expenses The Group's operating expenses rose 117% to SEK 1,038.5 million (478.8). Staff costs rose 109% to SEK 666.6 million (319.4) primarily due to more employees. The number of employees in the Group rose 168% to reach 1,290 employees (481) at year-end. ^Accountsandnotes^Incomestatement";
sData[72] = "Income statement^/en/Accountsandnotes/Incomestatement.html#Earningsbeforeinterestandtaxes(EBIT)^Accounts and notes  / Income statement / Earnings before interest and taxes (EBIT)^Earnings before interest and taxes (EBIT) EBIT increased 123% to reach SEK 113.7 million (50.9), corresponding to a 9.8% margin (9.5).  ^Accountsandnotes^Incomestatement";
sData[73] = "Income statement^/en/Accountsandnotes/Incomestatement.html#Taxes^Accounts and notes  / Income statement / Taxes^Taxes Tax expenses rose SEK 9.7 million to SEK 24.1 million (14.4). The tax rate during the period was 26.2% (28.7). The tax expense is calculated from the current tax rate for the parent company and its respective subsidiaries. Consideration is given to temporary differences and existing loss carry-forwards. ^Accountsandnotes^Incomestatement";
sData[74] = "Income statement^/en/Accountsandnotes/Incomestatement.html#Theyearsprofit^Accounts and notes  / Income statement / The year's profit^The year's profit Profit for 2007 rose 90% to SEK 67.0 million (35.3). ^Accountsandnotes^Incomestatement";
sData[75] = "Changes in equity^/en/Accountsandnotes/Changesinequity.html#Sharesandsharecapital^Accounts and notes  / Changes in equity / Shares and share capital^Shares and share capital On 31 December 2007, Cybercom's share capital amounted to SEK 22.4 million. The total number of shares on 31 December 2007 was 22,384,362. ^Accountsandnotes^Changesinequity";
sData[76] = "Changes in equity^/en/Accountsandnotes/Changesinequity.html#Equity^Accounts and notes  / Changes in equity / Equity^Equity Cybercom's equity rose by SEK 436.0 million compared with 2006 to SEK 708.4 million (272.4). The increase is principally attributable to the new share issue implemented during the year. ^Accountsandnotes^Changesinequity";
sData[77] = "Balance sheet^/en/Accountsandnotes/Balancesheet.html#Non-currentassets^Accounts and notes  / Balance sheet / Non-current assets^Non-current assets Goodwill makes up a large portion of Cybercom's balance sheet. The assets result from company acquisitions and are the difference between the purchase price and the acquired company's adjusted net assets. Large goodwill posts often arise with acquisition of consulting operations because their largest asset is structural capital, an asset that cannot be capitalised.  ^Accountsandnotes^Balancesheet";
sData[78] = "Balance sheet^/en/Accountsandnotes/Balancesheet.html#Currentassets^Accounts and notes  / Balance sheet / Current assets^Current assets Accounts receivable rose 164% to SEK 321.0 million (121.4). Other receivables, primarily non-invoiced services, rose 3% to SEK 44.5 million (43.0), and cash and cash equivalents decreased by SEK 6.9 million to SEK 82.0 million (88.9). Prepaid expenses were SEK 31.0 million (6.3). ^Accountsandnotes^Balancesheet";
sData[79] = "Balance sheet^/en/Accountsandnotes/Balancesheet.html#Equity^Accounts and notes  / Balance sheet / Equity^Equity Equity on 31 December 2007 was SEK 708.4 million (272.4), yielding a 51.0% equity/assets ratio (66.6). Equity per share amounted to SEK 31.65 (22.11). ^Accountsandnotes^Balancesheet";
sData[80] = "Balance sheet^/en/Accountsandnotes/Balancesheet.html#Liabilities^Accounts and notes  / Balance sheet / Liabilities^Liabilities Non-current liabilities amounted to SEK 323.9 million (8.3) and consist primarily of loans that reached SEK 274.0 million and debt of SEK 23.4 million to auSystems' previous shareholders. Current liabilities amounted to SEK 356.1 million (128.0), consisting mainly of a loan of SEK 66.0 million, accrued staff costs of SEK 110.7 million (39.2) and accounts payables of SEK 83.7 million (38.0) due mainly to subcontractors. ^Accountsandnotes^Balancesheet";
sData[81] = "Cash flow statement^/en/Accountsandnotes/Cashflowstatement.html#Cashflow^Accounts and notes  / Cash flow statement / Cash flow^Cash flow In the cash flow statement, the annual average currency exchange rate is used to calculate changes in working capital. Cash flow from operating activities improved to SEK 64.5 million (34.4), largely due to better operating profits. ^Accountsandnotes^Cashflowstatement";
sData[82] = "Cash flow statement^/en/Accountsandnotes/Cashflowstatement.html#Investmentsanddisposals^Accounts and notes  / Cash flow statement / Investments and disposals^Investments and disposals Investments in property, plant, and equipment reached SEK 8.2 million (5.0). During the period, investments in non-current assets excluding goodwill amounted to SEK 0.9 million (0.7). The largest investments relate mainly to property, plant, and equipment such as computers and other equipment. Cash flow from investing activities stood at SEK -601.4 million (0.5). The large difference is due to no acquisitions in 2006. The cash flow statement was prepared using the indirect method. Recognised cash flow only includes transactions that entail incoming or outgoing payments. ^Accountsandnotes^Cashflowstatement";
sData[83] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Acidtestratio^Accounts and notes  / Key data and ratios / Acid test ratio^Acid test ratio Current assets excluding inventory divided by current liabilities. ^Accountsandnotes^Keydataandratios";
sData[84] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Averageno.ofconsultants^Accounts and notes  / Key data and ratios / Average no. of consultants^Average no. of consultants Average number of consultants adjusted for part-time employment, long-term sick leave, and leave of absence. ^Accountsandnotes^Keydataandratios";
sData[85] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Averageno.ofemployees^Accounts and notes  / Key data and ratios / Average no. of employees^Average no. of employees Average number of employees adjusted for part-time employment, long-term sick leave, and leave of absence. ^Accountsandnotes^Keydataandratios";
sData[86] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Averagenumberofshares^Accounts and notes  / Key data and ratios / Average number of shares^Average number of shares Calculated as a weighted average for each year as per Swedish Society of Financial Analysts' recommendations. ^Accountsandnotes^Keydataandratios";
sData[87] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Capitalemployed^Accounts and notes  / Key data and ratios / Capital employed^Capital employed Balance sheet total minus non-interest-bearing liabilities. ^Accountsandnotes^Keydataandratios";
sData[88] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Capitalturnoverrate^Accounts and notes  / Key data and ratios / Capital turnover rate^Capital turnover rate Sales divided by the average balance sheet total.  ^Accountsandnotes^Keydataandratios";
sData[89] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Cashflowpershare^Accounts and notes  / Key data and ratios / Cash flow per share^Cash flow per share Current cash flow divided by average number of shares after full dilution. ^Accountsandnotes^Keydataandratios";
sData[90] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Debt/equityratio^Accounts and notes  / Key data and ratios / Debt/equity ratio^Debt/equity ratio Interest-bearing liabilities divided by shareholders' equity. ^Accountsandnotes^Keydataandratios";
sData[91] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Earningspershareafterfulldilution^Accounts and notes  / Key data and ratios / Earnings per share after full dilution^Earnings per share after full dilution Earnings per share is calculated as though warrants had already been exercised. ^Accountsandnotes^Keydataandratios";
sData[92] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Earningspershare^Accounts and notes  / Key data and ratios / Earnings per share^Earnings per share Year's profit/loss divided by average number of shares. ^Accountsandnotes^Keydataandratios";
sData[93] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#EBIT^Accounts and notes  / Key data and ratios / EBIT^EBIT Earnings before interest and taxes (operating income). ^Accountsandnotes^Keydataandratios";
sData[94] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#EBITA^Accounts and notes  / Key data and ratios / EBITA^EBITA Earnings before interest, tax, and amortization. ^Accountsandnotes^Keydataandratios";
sData[95] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Employeeturnover^Accounts and notes  / Key data and ratios / Employee turnover^Employee turnover Number of employees that terminated employment divided by the average number of employees for the period. ^Accountsandnotes^Keydataandratios";
sData[96] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Equity/assetsratio^Accounts and notes  / Key data and ratios / Equity/assets ratio^Equity/assets ratio Shareholders' equity as a percentage of the balance sheet total. ^Accountsandnotes^Keydataandratios";
sData[97] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Interestcoverageratio^Accounts and notes  / Key data and ratios / Interest coverage ratio^Interest coverage ratio Profit/loss after financial items plus financial expenses divided by financial expenses. ^Accountsandnotes^Keydataandratios";
sData[98] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Investments^Accounts and notes  / Key data and ratios / Investments^Investments Purchased assets, including increases that result from acquisitions. ^Accountsandnotes^Keydataandratios";
sData[99] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Netdebt/equityratio^Accounts and notes  / Key data and ratios / Net debt/equity ratio^Net debt/equity ratio Net interest-bearing liabilities divided by shareholders' equity. ^Accountsandnotes^Keydataandratios";
sData[100] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Netinterest-bearingliabilities^Accounts and notes  / Key data and ratios / Net interest-bearing liabilities^Net interest-bearing liabilities Interest-bearing liabilities minus interest-bearing assets. ^Accountsandnotes^Keydataandratios";
sData[101] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Netmargin^Accounts and notes  / Key data and ratios / Net margin^Net margin Profit/loss after financial items as a percentage of sales. ^Accountsandnotes^Keydataandratios";
sData[102] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Numberofemployeesatperiodsend^Accounts and notes  / Key data and ratios / Number of employees at period's end^Number of employees at period's end Number of persons with an employment contract on the period's last day. ^Accountsandnotes^Keydataandratios";
sData[103] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Operatingcapital^Accounts and notes  / Key data and ratios / Operating capital^Operating capital Current assets minus cash and cash equivalents and current liabilities. ^Accountsandnotes^Keydataandratios";
sData[104] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Operatingexpenses^Accounts and notes  / Key data and ratios / Operating expenses^Operating expenses Operating expenses including goodwill amortisation. ^Accountsandnotes^Keydataandratios";
sData[105] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Operatingmargin^Accounts and notes  / Key data and ratios / Operating margin^Operating margin Operating profit/loss as a percentage of sales. ^Accountsandnotes^Keydataandratios";
sData[106] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Returnoncapitalemployed^Accounts and notes  / Key data and ratios / Return on capital employed^Return on capital employed Profit/loss after financial items plus financial expenses as a percentage of the average capital employed. ^Accountsandnotes^Keydataandratios";
sData[107] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Returnonshareholdersequity^Accounts and notes  / Key data and ratios / Return on shareholders' equity^Return on shareholders' equity Year's profit/loss as a percentage of average shareholders' equity. ^Accountsandnotes^Keydataandratios";
sData[108] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Returnontotalcapital^Accounts and notes  / Key data and ratios / Return on total capital^Return on total capital Profit/loss after financial items plus financial expenses as a percentage of the average balance sheet total. ^Accountsandnotes^Keydataandratios";
sData[109] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Salesperemployee/consultant^Accounts and notes  / Key data and ratios / Sales per employee/consultant^Sales per employee/consultant The period's sales divided by the average number of employees/consultants. ^Accountsandnotes^Keydataandratios";
sData[110] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Shareofrisk-bearingcapital^Accounts and notes  / Key data and ratios / Share of risk-bearing capital^Share of risk-bearing capital Shareholders' equity plus deferred tax (including minority) as a percentage of the balance sheet total. ^Accountsandnotes^Keydataandratios";
sData[111] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Shareholdersequitypershare^Accounts and notes  / Key data and ratios / Shareholders' equity per share^Shareholders' equity per share Shareholders' equity divided by the number of shares at the period's end. ^Accountsandnotes^Keydataandratios";
sData[112] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Shareholdersequity^Accounts and notes  / Key data and ratios / Shareholders' equity^Shareholders' equity Shareholders' equity includes 72% of the untaxed reserves.  ^Accountsandnotes^Keydataandratios";
sData[113] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Turnkeyprojects^Accounts and notes  / Key data and ratios / Turnkey projects^Turnkey projects Outsourcing and application management (AM) projects in which Cybercom has management and staffing responsibilities. ^Accountsandnotes^Keydataandratios";
sData[114] = "Key data and ratios^/en/Accountsandnotes/Keydataandratios.html#Valueaddedperemployee^Accounts and notes  / Key data and ratios / Value added per employee^Value added per employee Operating profit/loss plus labour costs divided by the average number of employees. Labour costs are salary expenses and reimbursements plus a standard 35% for social security costs. ^Accountsandnotes^Keydataandratios";
sData[115] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html^Accounts and notes  / Summary of important accounting principles^The most significant accounting policies applied when preparing the consolidated accounts are stated below. These policies were applied consistently to all years presented unless otherwise stated. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[116] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Basisofpreparation^Accounts and notes  / Summary of important accounting principles / Basis of preparation^Basis of preparation The consolidated accounts were prepared per the Swedish Annual Accounts Act, the Swedish Financial Accounting Standards Council recommendation RFR 1.1 (Supplemental Accounting Regulations for Groups), International Financial Reporting Standards (IFRS) published by the International Accounting Standards Board (IASB), and interpretive statements from the International Financial Interpretations Committee (IFRIC) that were approved for application within the EU. The parent company's annual report is prepared per the Swedish Annual Accounts Act and applies the Swedish Financial Reporting Board's recommendation RFR 2.1 for legal entities and the Emerging Issues Task Force's pronouncements. So IFRS valuation and disclosure rules are generally implemented. Some exceptions and additions are made to these rules in RFR 2.1 due to statutory provisions, mostly in the Annual Accounts Act, and in the relationship between accounting and taxation.  The parent company's functional currency is the Swedish krona, which is also the reporting currency for the parent company and the Group. So financial presentations are in Swedish kronor, rounded to the nearest thousand unless otherwise specified. (a) Group effects from standards, changes, and interpretations that went into effect in 2007 IFRS 4 and 7 and IFRIC 4, 7, 8, 9, and 10 went into effect in 2007. The scope of Group disclosure for financial instruments increased with implementation of IFRS 7. Other standards and interpretations did not affect the Group's financial report.  (b) Standards, changes, and interpretations of existing standards that have not yet gone into IAS 23; IFRS 8; and IFRIC 12, 13, and 14, which have not yet gone into effect were not applied to the consolidated accounts.   Changes in IAS 1, 23, and 27; IFRS 3; and IFRIC 11 were not applied in the consolidated accounts. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[117] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Keyestimatesandassessments^Accounts and notes  / Summary of important accounting principles / Key estimates and assessments^Key estimates and assessments Financial reports preparation, per IFRS, requires that management and the board make assessments and assumptions that affect application of accounting policies and recognised amounts of assets, liabilities, revenue, and expenses, along with other submitted information.  These assessments and assumptions are based on historical experiences and several other factors that management and the board determine to be probable under the prevailing circumstances. Resulting conclusions form the basis for decisions on the recognised value of assets and liabilities that other sources would not otherwise reveal. The actual outcome can vary from these estimates and assessments. When implementing IFRS, management-made assessments can have a key impact on the financial presentations, and any estimates made can lead to substantial adjustments to the following year's financial presentations. These assessments can have a significant effect on the Group's profit/loss and financial position, especially within revenue recognition and bad debts, measurement of intangible and other non-current assets, and taxes. See the applicable note.  ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[118] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Consolidatedaccounts^Accounts and notes  / Summary of important accounting principles / Consolidated accounts^Consolidated accounts The parent company and its subsidiaries are included in the consolidated accounts. The financial reports for the parent company and subsidiaries included in the consolidated accounts cover the same period and are prepared as per the accounting policies that pertain to the Group. All internal Group balances, revenue, expenses, profits, or losses that arise in transactions between companies, which are included in the consolidated accounts, are eliminated.  A subsidiary is included in the consolidated accounts from the date of acquisition (which is the day the parent company takes control) to the date that control ends.  Acquired subsidiaries are included in the consolidated accounts as per the acquisition method. So acquisition cost is divided into acquired assets, assumed commitments, and liabilities on the date of acquisition based on their actual value. The cost of an acquisition is composed of the fair value of assets submitted as payment, issued equity instruments, and liabilities accrued or assumed by the transfer date, plus expenses directly related to the acquisition.  When a subsidiary is sold during the year, then profit/loss is included for the ownership period, and its income and expenses are recognised in the consolidated income statement. Capital gains and losses are calculated within the Group as the difference between the selling price and the consolidated value of the subsidiary's net assets. When translating income statements and balance sheets of foreign subsidiaries, all subsidiaries' assets and liabilities are translated using the closing day rate, while income statements are translated using the average exchange rate. Equity was translated at the historical rate. Translation differences had no impact on profit or loss; they are booked directly to equity. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[119] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Jointventures^Accounts and notes  / Summary of important accounting principles / Joint ventures^Joint ventures The Group's holdings in jointly held businesses are reported using proportional consolidation. The Group merges their portion of sales and costs, assets and liabilities, and cash flow from the joint venture with the corresponding entries in its own consolidated accounts.  The Group reports the portion of the profit/loss from its sale of assets in a joint venture that corresponds to the other owners' holdings. The Group does not report its portion of profit/loss in a joint venture that is the result of the Group's purchase of assets in the joint venture before the assets are resold to an independent party. But the transaction is immediately reported as a loss if the loss means that an asset is reported at an inflated value. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[120] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Segmentreporting^Accounts and notes  / Summary of important accounting principles / Segment reporting ^Segment reporting  Segment reporting in IAS 14 includes a description of how a definition of the concepts business segment and geographical segment should be used.  Business segment means a reportable portion of a company that provides products or services related to one another, which vary from other business segments. Geographic markets offer products or services within a specific economic environment that are subject to risks that vary from those that apply to units operating in other economic environments.   In the 2006 consolidated statement, the board assessed that the Group's revenue and company structure required segment reporting for one of the two areas: geographic markets. After acquisition of auSystems, reporting changed, and the board's assessment for 2007 is that there is no requirement to divide the Group into segments. But the board intends to reintroduce segment reporting in Q1 2008 after Plenware joins the Group on 1 January 2008. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[121] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Foreigncurrencyconversion^Accounts and notes  / Summary of important accounting principles / Foreign currency conversion^Foreign currency conversion  (a) Functional currency and reporting currency Items included in the financial statements of each of the Group's entities are measured using the currency of the primary economic environment in which the entity operates (the functional currency). The consolidated financial statements are presented in Swedish kronor, which is the parent company's functional and presentation currency. (b) Receivables and liabilities in foreign currency Current receivables and liabilities were translated using the closing day rate. Exchange rate differences for financial receivables and liabilities are recognised in the income statement under financial items, while other exchange rate differences are under \"Operating profit/loss\" and recognised under the \"Other operating revenue\" or \"Other operating expenses\" headings. For a description of hedging, please see the \"Financial risk management\" section. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[122] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Propertyplantandequipment^Accounts and notes  / Summary of important accounting principles / Property, plant, and equipment ^Property, plant, and equipment  Equipment is included in the balance sheet at historical cost with deductions for scheduled, accumulated depreciation and any impairment losses. Scheduled depreciation is based on the historical cost of the non-current assets. Depreciation occurs linearly, based on the useful life of the assets.  This depreciation period was applied:  computers and other equipment, 3-5 years. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[123] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Intangiblenon-currentassets^Accounts and notes  / Summary of important accounting principles / Intangible non-current assets ^Intangible non-current assets  Intangible assets are included on the balance sheet at acquisition cost with deductions for estimated residual value (normally 0) and for scheduled, accumulated amortisation and impairment losses. Scheduled depreciation is based on the historical cost of the non-current assets. Amortisation is linear and based on the economic lifespan of the assets. These depreciation periods were applied: Licence rights: 4-5 years Goodwill*: 5-10 years Acquired customer relationships: 10 years Acquired trademarks: 10 years Patents: 5 years * No goodwill amortisation in the Group after 2003; solely in legal entity. The Group divides the acquisition cost for corporate acquisitions as per IFRS 3, Business Combinations. Intangible assets from acquired companies are only reported with the acquisition if they meet the intangible asset definition from IAS 38, and their actual value can be reliably calculated.  (a) Licence rights Acquired software licences are capitalised based on the expenses incurred when the software application was acquired and put into use. These expenses are amortised during the estimated economic lifespan. (b) Goodwill Goodwill represents the amount with which the acquisition cost exceeds the actual value of the Group's share of the acquired subsidiary's net assets upon acquisition. Goodwill on acquisition of subsidiaries is recognised as an intangible non-current asset. Goodwill that arises from acquisition of a foreign operation is translated to the closing day rate, and the translation difference is recognised in equity. Goodwill is tested annually (or when there are signs of decline) to identify possible impairment requirements. Goodwill is recognised at cost less accumulated impairment loss. Goodwill amortisation was discontinued 31 December 2003. (c) Acquired customer relationships  The Group divides the acquisition cost for corporate acquisitions as per IFRS 3, Business Combinations. One purpose with the auSystems acquisition was to increase Cybercom's customer base. The company determined that the acquired customers include customers of such size and longevity that a value can be placed on the relationship. The valuation is based on the next 10 years' cash flow, assuming maintained margins and volumes.  (d) Acquired trademarks A comparison, using an internal trademark valuation, determines acquisition costs for acquired trademarks, which are amortised during the estimated useful life of 10 years.  (e) Patents Acquisition costs for patents are based on the cost of patent registration. Patents are amortised over a period of five years.  ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[124] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Impairment^Accounts and notes  / Summary of important accounting principles / Impairment^Impairment When there is an indication that the value of an asset is diminished, an evaluation of the asset's recognised value occurs. In cases when an asset's recognised value exceeds its calculated recovery value, the asset is immediately depreciated to its recovery value. Cybercom evaluates cash-generating units as per IAS 36 (impairment losses). When calculating the remaining value in use for goodwill or shares in subsidiaries, an 11% cost-of-capital rate was applied before tax. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[125] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Financialassets^Accounts and notes  / Summary of important accounting principles / Financial assets^Financial assets The Group classifies financial instruments in these categories: (1) financial assets assessed at fair value via the income statement, (2) financial assets available for sale, and (3) accounts receivables. Classification depends on the purpose for which the instrument was acquired. Management determines the presentation (classification) of the assets at the first accounting and re-examines this decision at each presentation opportunity. (a) Financial assets assessed at fair value via the income statement Financial assets assessed at fair value via the income statement includes two subcategories: (1) financial assets held for trade and (2) financial assets that are initially assigned to the assessed-at-fair-value category via the income statement. A financial asset is classified in this category if it is acquired mainly to be sold rather soon or if management determines this classification.  Derivative instruments are also categorised as trade holdings if they are not identified as hedges. Assets in this category are classified as current assets if they are held for trade or are expected to be sold within 12 months from the balance sheet date.  Conversion to fair value is recognised in the income statement among the financial items. Derivative instruments are included in current assets or current liabilities and recognised in the other receivables or other current liabilities items on the balance sheet.  (b) Financial assets available for sale Financial assets available for sale are non-derivative assets that either have been assigned to this category or have not been classified in any other category. They are included in non-current assets if management does not intend to sell the asset within 12 months after the balance sheet day. (c) Accounts receivable Accounts receivables are non-derivative financial assets with fixed or ascertainable payments that are not listed on an active market. Characteristically, they arise when the Group provides goods or services directly to a customer without intending to trade with the accrued receivable. They are included in current assets and recognised in the accounts receivables item on the balance sheet.  Purchases and sales of financial instruments are recognised on the trade date, i.e., the date the Group agrees to buy or sell the asset. Financial instruments are initially assessed at fair value plus transaction charges, which apply to all financial assets that are not assessed at fair value via the income statement.  Financial instruments are removed from the balance sheet when the right to secure cash flow from the instrument has expired or been carried forward and the Group has carried forward most of the risks and advantages associated with ownership.  Financial assets assessed at fair value via the income statement and financial assets available for sale are recognised after the acquisition date at fair value. Accounts receivables are recognised at amortised cost when applying the effective interest method.  The fair value for listed investments is based on current bid rates. If the market for a certain financial asset is not active (and for unlisted securities), the Group determines the fair value by applying a valuation technique, such as using information regarding newly made transactions in a similar context. Other valuation techniques that could be used are analysis of discounted cash flows and option valuation models that were refined to reflect the issuer's special circumstances.  The Group assesses on each balance sheet date whether there is objective evidence that a write-down requirement exists for a financial asset or group of financial assets. (d) Accounts payable Accounts payable are initially recognised at fair value and then at amortised cost applying the effective interest method. (e) Borrowings Borrowings are recognised initially at fair value, net of transaction costs incurred. Borrowings are subsequently recognised at amortised cost; any difference between the proceeds (net of transaction costs) and the redemption value is recognised in the income statement over the period of the borrowings using the effective interest method. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[126] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Receivables^Accounts and notes  / Summary of important accounting principles / Receivables^Receivables Receivables are valued individually and requisite allowances are made. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[127] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Currentinvestments^Accounts and notes  / Summary of important accounting principles / Current investments ^Current investments  Current investments are recognised at market value on the reporting date. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[128] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Recognitionofallocationsanduntaxedreserves^Accounts and notes  / Summary of important accounting principles / Recognition of allocations and untaxed reserves^Recognition of allocations and untaxed reserves Tax legislation in Sweden and some other countries allows for tax payment deferments through allocation of untaxed reserves in the balance sheet via the income statement's allocations item. The consolidated accounts do not include appropriations and untaxed reserves.  After elimination, the untaxed reserves are split into deferred tax liabilities and balanced profit/loss. Deferred tax on untaxed reserves is estimated without discounting, based on actual tax expense for the next year. For the 2007 financial year, 28% of untaxed reserves relate to deferred tax and 72% to equity. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[129] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Borrowingcosts^Accounts and notes  / Summary of important accounting principles / Borrowing costs ^Borrowing costs  The Group is financed with its own funds and liabilities to credit institutions.  Borrowing costs burden profit/loss for the period they relate to, regardless of how the borrowed funds are used as per IAS 23. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[130] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Currentanddeferredtaxes^Accounts and notes  / Summary of important accounting principles / Current and deferred taxes^Current and deferred taxes (a) Income taxes  Reported income taxes comprise tax that will be paid or recovered for the current year, adjustments to the actual tax of previous years, and changes in deferred tax.  A valuation of all tax liabilities/prepaid taxes is calculated at a nominal amount as per tax regulations and established tax rates or proposed tax rates that will probably be adopted. The balance sheet method is used to calculate deferred tax on all temporary differences that arise between the recognised and written-down values of assets and liabilities. Temporary differences primarily arise through changes in untaxed reserves and tax deficits. Deferred tax assets regarding tax deficits or other fiscal deductions are recognised to the extent that it is probable that the deduction can be applied against future tax surpluses. Please see supplementary information in note 20. The parent company recognises deferred tax on untaxed reserves as part of the untaxed reserves because of the connection between accounting and taxation. Determining (1) current tax liabilities and prepaid taxes and (2) provisions for deferred tax liability and deferred tax assets - particularly the valuation of deferred tax assets - requires considerable management assessment.  This process includes determining the tax allocation in each of the jurisdictions where the Group has operations. It also includes estimating exposure to current tax and determining temporary differences that occur due to certain assets and liabilities being valued differently in the accounting records and income tax returns.  Management must also estimate the likelihood of realising deferred tax assets through future taxable revenue. The actual outcome could vary from these estimates due to (1) future changes in the business climate, (2) currently unknown changes in tax legislation, or (3) the tax authority's or courts' final audit of submitted returns.  (b) Group contributions Cybercom follows the Swedish Financial Accounting Standards Council's Emerging Issues Task Force's statement on recognition of Group contributions, so recognition of Group contributions is based on the contributions' financial implications and consequences. Group contributions paid and received to minimise the Group's tax are recognised as a decrease or an increase in unrestricted equity. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[131] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Cashflowstatement^Accounts and notes  / Summary of important accounting principles / Cash flow statement^Cash flow statement The cash flow statement was prepared using the indirect method. Recognised cash flow covers only transactions that lead to incoming or outgoing payments. Besides cash and bank balances, cash and cash equivalents include short-term financial investments that:  are exposed to only an insignificant risk of value fluctuations, are traded in an open market in which amounts are known, or  have a term shorter than three months from the time of acquisition.  ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[132] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Employeebenefits^Accounts and notes  / Summary of important accounting principles / Employee benefits^Employee benefits (a) Pension obligations The Group has only defined contribution pension plans for which the Group pays fixed fees to publicly or privately administered pension insurance plans on a mandatory, contractual, or voluntary basis. The Group has no further payment obligations after the fees are paid. The fees are recognised as staff costs when they are due. Prepaid fees are recognised as an asset when cash reimbursement or reduction of future payments is in the Group's favour. (b) Other benefits after employment termination The Group offers no benefits after termination of employment. (c) Benefits compensation Benefits compensation ceases when an employee is terminated before normal pension age or when an employee accepts voluntary termination in exchange for such reimbursements. The Group recognises severance pay when it is unquestionably obligated either to (1) terminate employees as per a detailed formal plan without possibility of revocation or to (2) grant compensation at termination due to an offer made to encourage voluntary employment termination.  (d) Profit sharing and bonus plans The Group recognises a liability and an expense for bonuses and profit sharing based on a formula that accounts for profit related to the parent company's shareholders after certain adjustments. The Group recognises a provision when there is a legal or informal obligation due to previous practices. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[133] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Provisions^Accounts and notes  / Summary of important accounting principles / Provisions^Provisions Obligations are recognised as provisions if they are attributable to the current financial year or earlier financial years and if on the closing day they are certain or likely to occur but are uncertain in terms of amount or when they will be fulfilled. Provisions are recognised as current or non-current depending on due date.  ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[134] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Revenuerecognition^Accounts and notes  / Summary of important accounting principles / Revenue recognition^Revenue recognition Consulting services is the main source of Group revenue and accounted for 96% of Group sales.  Other revenue made up 4% of Group sales. Revenue consists of the actual value of sold goods and services excluding VAT and discounts, and after elimination of internal Group sales. Revenue is recognised as: (a) Service assignments on running accounts Running account assignments are recognised as profit/loss as the assignments are performed, i.e., revenues and expenses are recognised for the period in which they were earned or incurred. Non-invoiced revenue earned on the reporting date is recognised as accrued income under the heading for other receivables. (b) Fixed-price services If a fixed-price service assignment outcome can be reliably estimated, the assignment's income and expenses are recognised as revenue and expenditure, respectively, relative to the assignment's degree of completion on the reporting date (the percentage of completion method). The number of utilised hours on the reporting date, in relation to the assignment's estimated total, mainly determines the percentage of completion. If estimation is difficult (e.g., a project is in an early phase) but it is likely that the customer will cover accrued expenses, then income is recognised on the reporting date at an amount corresponding to the assignment's accrued expenses, so no profit is recognised. If an assignment's profit and loss cannot be reliably estimated, then only anticipated customer-defrayed expenses are reported as income. No revenue is recognised and accrued costs are reported as expenses if it is expected that the customer will not cover the expenses. Suspected loss is booked immediately as an expense, in as much as it can be estimated. Fees on fixed-price assignment invoices for services not yet performed are recognised as advances from customers. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[135] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Leasingcontracts^Accounts and notes  / Summary of important accounting principles / Leasing contracts ^Leasing contracts  All leasing contracts are based on individual evaluations and recognised as operational leasing agreements. The lessor and/or the lessee decide on the classification of leasing contracts, based on scope of financial risks and benefits that are associated with ownership of the leased object. To guarantee this, individual examinations of all contracts are done during the year. In 2007, there were only the usual operating leases, such as for renting premises and copy machines. Payments made during the lease term are amortised in the income statement linearly over the term of the lease. No significant leasing contracts were entered into during the year.  ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[136] = "Summary of important accounting principles^/en/Accountsandnotes/Summaryofimportantaccountingprinciples.html#Riskmanagement^Accounts and notes  / Summary of important accounting principles / Risk management^Risk management Operational risks  Business cycle sensitivity The global economy affects general demand for IT services. A weak economy in Sweden or internationally may result in lower-than-expected market growth for IT services. So a weak economic trend may have a negative impact on Cybercom's sales and profits.  Customer focus In 2007, Cybercom had about 120 active customers, of which 50 generated more than SEK 1 million each in sales for Cybercom. Cybercom now has frame agreements for all major business relationships. Although Cybercom has a well-distributed customer base, it cannot be ruled out that several major customers will end their frame agreements or totally cease or partly reduce their purchases from Cybercom. The number of telecom customers and sales from these customers represent a significant portion of Cybercom's total customer base and sales. If this occurs, Cybercom cannot guarantee that it will be able to establish new customer relationships to the same extent; this may adversely affect sales and profits. Competitors Cybercom offers business-critical solutions, mainly in telecom and selected technologies. Competition is heavy in this market. Market fluidity means that the players, propositions, and pricing models constantly change. It is crucial for a company to establish a niche and position itself in relation to other players - to create its own customer base. Some of Cybercom's competitors have larger financial and industrial resources at their disposal than Cybercom, which enables them to affect pricing in the market. It cannot be ruled out that increased competition may lead to a decrease in market shares and lower profitability for Cybercom.  Integration Acquisition of auSystems and Plenware involves integration of previously independent operations that have in part competed on the same market. Difficulties in combining the operations include the necessity of keeping staff and co-ordinating geographically widespread operations, systems, and facilities from operational, financial, and legal perspectives. Alongside daily operations, Cybercom management will devote considerable attention and time to integration. Delays or difficulties that arise in conjunction with integration may negatively affect Cybercom's operation, profitability, and financial position.   Recruitment and skills Cybercom's operation depends on employees' motivation and expertise. Qualified consultants are a prerequisite for customer projects that lead to good results and satisfied customers. In recruitment, Cybercom sets high requirements on expertise and experience and works actively to ensure the future level of staff expertise. During some periods, there may be a staff shortage, and Cybercom may face recruitment difficulties. If Cybercom fails to employ and keep qualified consultants, this may have an adverse impact on Cybercom's operations, profits, and financial position.  Key people Several key senior executives are crucial to Cybercom's operation. They contribute extensive experience and expertise, which are important for Cybercom's development. The resignation of one or more of these key people could negatively affect Cybercom's operation and profits.  Contractual relationships As mentioned, Cybercom has frame agreements with all major customers. But most of these do not specify volumes and have relatively short termination periods. Some of Cybercom's contractual relationships are not formalised in written agreements. In customer relationships, Cybercom sometimes relies on customary practice between the parties. And the content of such agreements may be difficult to clarify if the parties disagree on it, which in the worst case may lead to deterioration in relationships and costly disputes. This may entail negative effects on Cybercom's operation, profits, and financial position.  Staff costs Salaries, other remuneration, and social costs constitute Cybercom's largest outlay. Salary increases, due to an overheated IT consultant market in Sweden and in countries where Cybercom has subsidiaries, may lead to weakened profits.  Loss carry-forwards Several of Cybercom's subsidiaries have previous losses that may be used in certain circumstances to offset profits in other Group companies - above all several of the companies acquired from auSystems AB in April 2007. There are limitations in the rules for use of loss carryforwards, such as for recently acquired companies. This may prevent or restrict use of previous losses in Cybercom's subsidiaries. Legal disputes Cybercom is not currently involved in legal disputes. There is risk of Cybercom becoming involved in such disputes in the future, and a negative outcome for Cybercom in one or more of these disputes could adversely affect Cybercom's operation and financial position. Owner with considerable influence The JCE Group AB owns a considerable proportion of all outstanding shares. This shareholder has the option of exercising significant influence on matters that require the approval of shareholders, including appointment and removal of board members and any proposals for mergers, consolidation, or sale of all or the main part of Cybercom's assets and other company transactions. This concentration of ownership control could limit other shareholders' opportunities to exert influence. Sensitivity analysis This summary shows effects on operating profit from a 1% change in certain factors, calculated on the 2007 outcome. Sensitivity analysis+/-1%SEK millionPrice to customer11.2Charging level4.9No. consultants5.6HR costs6.7Consider recognised effects independently of each other and assume that other factors did not change. Financial risks Currency risk Cybercom is exposed to currency risk mainly through translation of the year's profits and net assets from foreign subsidiaries in Europe and Asia (translation risk). The Group's profit/loss and net assets are exposed to currency conversion risks in Danish and Norwegian kronor, Polish zloty, Singapore dollars, British pounds, and Indian rupees. The Group's net inflow of foreign currency primarily comprises euros and US dollars. Currency exposure means that Cybercom's future competitive strength may be weakened, which may have a negative impact on growth and profit level. Interest risk Interest risk is defined as a decrease in profits caused by a change in market interest rates. Variable interest currently applies to the bulk of Cybercom's debt financing, which is mainly in Swedish kronor. Cybercom's debt financing is a risk, because a 1 percentage point movement in the market rate of interest affects the Group's profit after taxes and equity by about SEK 4 million over a 12-month period. The Group's income and cash flow from operations are essentially independent from changes in the market's interest rate. The Group has interest-bearing assets in the bank.  Financing risk Financing risk is defined as the risk of it being difficult and/or expensive to obtain financing for the operation. If Cybercom does not develop as planned, a future situation in which Cybercom must acquire new capital cannot be ruled out. It cannot be guaranteed that additional capital can be obtained on favourable terms for Cybercom's shareholders or that such an addition of capital, if obtained, will be sufficient to achieve Cybercom's strategy. If Cybercom fails to secure requisite capital in the future, continuation of its operation cannot be guaranteed.  Credit risk Historically, Cybercom has had very low loan losses. Most of the Group's customers are large, well-reputed companies, authorities, and organisations with high credit ratings. Cybercom cannot guarantee that credit losses over a long period will maintain the same low level.  Share-related risk A potential investor in Cybercom should note that an investment in its share involves risk and that there are no guarantees that the share price will increase. Besides development of Cybercom's operation, share price development depends on a series of factors beyond Cybercom's control. Such factors include the general economy, market interest rate, alternative return options, capital flows, and political uncertainty. Although Cybercom's operation is developing well, there is risk of an investor making a capital loss when selling shares. ^Accountsandnotes^Summaryofimportantaccountingprinciples";
sData[137] = "Auditor's report^/en/Accountsandnotes/Auditorsreport.html^Accounts and notes  / Auditor's report^The auditor's report below is submitted for the original and endorsed annual report left by the company. A copy of the original may be requested from the Swedish Companies Registration Office. ^Accountsandnotes^Auditor'sreport";
sData[138] = "Auditor's report^/en/Accountsandnotes/Auditorsreport.html#TotheAGMofCybercomGroupEuropeAB(SwedishcorporateID556544-6522)^Accounts and notes  / Auditor's report / To the AGM of Cybercom Group Europe AB (Swedish corporate ID 556544-6522)^To the AGM of Cybercom Group Europe AB (Swedish corporate ID 556544-6522) We audited the 2007 annual accounts, consolidated accounts, and bookkeeping plus administration of the company by the board and CEO of Cybercom Group Europe AB. The board and CEO are responsible for the accounts and company administration, for ensuring that the annual accounts comply with the Annual Accounts Act and the EU-adopted IFRS, and ensuring that the consolidated accounts comply with the Annual Accounts Act. We are responsible for expressing an opinion (based on our audit) on the annual accounts, consolidated accounts, and administration. We conducted our audit according to generally accepted auditing standards in Sweden. These standards require us to plan and perform the audit to obtain reasonable assurance that the annual accounts and consolidated accounts are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the accounts; it also includes assessing the accounting policies used and their application by the board and the president, assessing significant estimates made by the board and the president, as well as evaluating overall presentation of information in the annual accounts and the consolidated accounts. As supporting evidence for our statement below on discharge from liability, we examined significant decisions, actions taken, and circumstances of the company - to be able to determine whether any board member or the president is liable to the company, and whether they have in any other way acted in contravention of the Swedish Companies Act, the Swedish Annual Accounts Act, or the Articles of Association.  The annual accounts were prepared as per the Swedish Annual Accounts Act and thus provide an accurate picture of the company's outcome and position, according to generally accepted auditing standards in Sweden. The consolidated accounts comply with the EU-adopted IFRS and thus provide an accurate picture of the Group's outcome and position. The board's report is consistent with the annual accounts and the consolidated accounts. We recommend that the AGM adopt the income statement and balance sheet for the parent company and the Group, allocate the profit of the parent company as per the proposal in the board's report, and discharge the board members and the president from liability for the financial year. Stockholm, 7 April 2008Öhrlings PricewaterhouseCoopers AB Ulf PetterssonAuthorised public accountant ^Accountsandnotes^Auditor'sreport";
sData[139] = "Corporate governance report^/en/Corporategovernance/Corporategovernancereport.html^Corporate governance  / Corporate governance report^Cybercom's board and executives actively work with corporate governance. The nomination committee puts stringent demands on the competence profiles of the board members. The remuneration committee strives to create the best possible terms for reasonable remuneration and bonus levels. The audit committee consists of all board members who work closely with Cybercom's auditors. Proposals from individual shareholders may be sent to the committee by mail via Cybercom's main office in Stockholm.  Cybercom is not obliged to apply the Swedish code of corporate governance. But Cybercom's board decided to largely follow the principal aspects of the code. The board believes that the company fulfils the code's requirements and that the code does not currently lead to any substantial changes.  A complete description of Cybercom Group's corporate governance efforts is displayed at www.cybercomgroup.com ^Corporategovernance^Corporategovernancereport";
sData[140] = "Corporate governance report^/en/Corporategovernance/Corporategovernancereport.html#Exceptionsfromapplicationofthecode^Corporate governance  / Corporate governance report / Exceptions from application of the code^Exceptions from application of the code Code items:  2.3.1-2.3.4 - Auditor appointment. Proposed auditor appointments are submitted to the board. The board is responsible for information on and presentation of the proposed auditor, as per the code, when an auditor must be appointed. 3.6.3 - Financial reporting. Cybercom's auditor did not fully review the company's interim reports.  3.7.3 - Special review function. In 2007, Cybercom had no separate internal audit function. The board believes that there is no need for such a function in the operation. After acquisition of auSystems and Plenware, the board decided that such a function will be instituted and in 2008, Cybercom will start internal auditing. Aside from these exceptions, Cybercom largely follows the code. ^Corporategovernance^Corporategovernancereport";
sData[141] = "Corporate governance report^/en/Corporategovernance/Corporategovernancereport.html#2007annualgeneralmeeting(AGM)^Corporate governance  / Corporate governance report / 2007 annual general meeting (AGM)^2007 annual general meeting (AGM) Cybercom Group Europe AB (pub) held its AGM on Friday, 8 May 2007. The AGM's decisions are in agreement with the board's proposals presented in the AGM notification. These resolutions were made at the AGM; all were unanimous.  New board Wigon Thuresson and Thomas Landberg were newly elected as board members. Per Edlund, Eva Gidlöf, Ulf Körner, Per Norén, and Lars Persson were re-elected. Wigon Thuresson was elected as chairman. Remuneration The AGM authorised a fee of SEK 300,000 to be paid the board chairperson and a fee of SEK 150,000 to each of the other board members.  No dividend It was resolved that no dividends would be distributed for 2007. Authorising the board to issue shares The board was authorised to decide on new share issues of a maximum of 12,500,000 shares, on one or more occasions to increase the company's share capital, during the period until the next AGM. Authorising the board to buy back shares The board was authorised to buy back Cybercom shares - on one or more occasions, corresponding to a maximum of 10% of Cybercom's share capital - during the period until the next AGM, as proposed by the board. Authorising the board to take out a participating loan or an equity loan The board was authorised to take out a participating loan or an equity loan - on one or more occasions - during the period until the next AGM. Nomination committee  Per Edlund, John Örtengren, and Magnus S Eriksson were appointed nomination committee members. Remuneration committee The AGM appointed Wigon Thuresson, Per Edlund, and Eva Gidlöf remuneration committee members.  New articles of association	 The AGM accepted new articles of association as per the new Companies Act requirements. ^Corporategovernance^Corporategovernancereport";
sData[142] = "Corporate governance report^/en/Corporategovernance/Corporategovernancereport.html#Nominationcommittee^Corporate governance  / Corporate governance report / Nomination committee^Nomination committee The 2007 AGM elected a nomination committee consisting on Per Edlund, John Örtengren, and Magnus S Eriksson. Before the 2008 AGM, the committee must submit proposals for board members, auditors, remunerations, and other relevant issues. The nomination committee prepares requirement specifications and ensures that Cybercom's board members have expertise relevant to its operation. The nomination committee works closely with the shareholders and meets three times a year.   Cybercom's 2007 AGM resolved that the nomination committee must develop and submit to the 2008 AGM proposals for: An AGM chairman Board members A board chairman Board remuneration, i.e., for the chairman and for other members plus remuneration for possible committee work Auditors' fees Nomination and remuneration committees for the 2008 AGM. ^Corporategovernance^Corporategovernancereport";
sData[143] = "Corporate governance report^/en/Corporategovernance/Corporategovernancereport.html#Theboard^Corporate governance  / Corporate governance report / The board^The board The board consists of six members. Three of the largest owners are represented on the board. The board represents a wide range of expertise within sectors such as IT, telecom, and business development. The board held 12 meetings in 2007. Activities included decisions on the auSystems and Plenware acquisitions. Attendance<sup>5)</sup>HoldingsName BRARemuneration<sup>6)</sup>SharesWigon Thuresson<sup>1)</sup>  						  						7/7 						  						1/1 						  						1/1 						  						300,000 						  						117,900Per-Eric Fylking<sup>2)</sup>  						  						4/5 						  						 						  						 						  						 						  						Per Edlund  						  						11/12 						  						1/1 						  						1/1 						  						150,000 						  						0Sverker Forsberg, employee representative<sup>3)</sup>  						  						4/4 						  						 						  						1/1 						  						0 						  						0Eva Gidlöf  						  						10/12 						  						1/1 						  						1/1 						  						150,000 						  						0Ulf Körner  						  						12/12 						  						 						  						1/1 						  						150,000 						  						0Thomas Landberg<sup>4)</sup>  						  						5/5 						  						 						  						1/1 						  						125,000 						  						0Per Norén<sup>7)</sup>  						  						7/12 						  						 						  						1/1 						  						150,000 						  						0Lars Persson 10/12 						  						 						  						1/1 						  						150,000 						  						0Alexandra Trpkoska, employee representative<sup>3)</sup>  						  						4/4 						  						 						  						1/1 						  						0 						  						01) Elected at the 2007 AGM, after which 7 board meetings were held.2) Board chair up to 2007 AGM.3) Employee representatives' work launched in autumn 2007. Robin Hammartedt replaces Sverker Forsberg who left the company.4) Elected at the 2007 AGM. Started in June; 5 meetings held after that.5) Board and committee presence.B = BoardR = Remuneration committeeA = Audit committee6) Sum relates to board members' fees.7) Resigned on 1 January 2008 of his own volition.Independent (as defined in the Swedish code for corporate governance)   Member considered independent of Cybercom and its management.  Member considered independent of Cybercom, its management, and its majority shareholders.Board remuneration in 2007 AGM participants set the annual board fee for members elected at the AGM to SEK 1,175,000 for 2007. Of this amount, SEK 300,000 is payable to the board chairperson and SEK 150,000 each to the other board members, who were elected in 2007. Thomas Landberg receives SEK 125 000 for part of the year. No special remuneration is paid to committee members. Total remuneration for the board: SEK 1,175,000 Board chairperson's remuneration: SEK 300,000 Five members' remuneration: SEK 150,000/member Board member Thomas Landberg: SEK 125,000 Committee member fees: no remuneration Audit committee The audit committee consists of all board members and is charged with proposing auditors and approving their fees. Remuneration committee The remuneration committee prepares principles for salary setting and employment terms and conditions for Cybercom's CEO, vice president, and other executives. The remuneration committee strives to create the best possible conditions so that benefit issues are treated carefully and comprehensively.  These members were elected to the remuneration committee at the AGM: Wigon Thuresson, Cybercom board chairman  Eva Gidlöf, board member and CEO of Bankgirocentralen (BGC) ABPer Edlund, board member and CEO of Consafe IT AB and JCE Gruppen Fastighets ABThe remuneration committee met once in 2007; all board members were invited. ^Corporategovernance^Corporategovernancereport";
sData[144] = "Corporate governance report^/en/Corporategovernance/Corporategovernancereport.html#Groupmanagement^Corporate governance  / Corporate governance report / Group management^Group management The president and CEO, who is also Group president, organises and develops the business in such a way that the board's objectives for profitability and direction are attained. Written instructions determine the work distribution between the board and the CEO. The rules of procedure also regulate the CEO's financial scope. The CEO submits a written report to the board monthly.  ^Corporategovernance^Corporategovernancereport";
sData[145] = "The board^/en/Corporategovernance/Theboard.html#WigonThuresson(1942)^Corporate governance  / The board / Wigon Thuresson (1942) ^Wigon Thuresson (1942)  Board chairman since 2007 Other board positions: - Cybercom holdings: 117,900 shares Expertise: Consultancy, acquisitions, growth efforts  ^Corporategovernance^Theboard";
sData[146] = "The board^/en/Corporategovernance/Theboard.html#PerEdlund(1958)^Corporate governance  / The board / Per Edlund (1958) ^Per Edlund (1958)  Board member since 2003.  MD of Consafe IT AB, Consafe Industry AB, and JCE Gruppen Fastighets AB. Other appointments: Board chairman of Docteq AB, Smarteq AB, Bruks Holding AB, and FTG Technolygy Group AB. Board member of Consafe Logistic AB.  Cybercom holdings: 0 shares.  Expertise: Acquisitions, business development  ^Corporategovernance^Theboard";
sData[147] = "The board^/en/Corporategovernance/Theboard.html#EvaGidlof(1957)^Corporate governance  / The board / Eva Gidlöf (1957) ^Eva Gidlöf (1957)  Board member since 2006.  MD of Bankgirocentralen (BGC) AB.  Other appointments: Intellecta AB (publ.), BGC Holding AB, and Bankernas arbetsgivareorganisation BAO.  Cybercom holdings: 0 shares Expertise: Strategic consulting and operational management, IT industry ^Corporategovernance^Theboard";
sData[148] = "The board^/en/Corporategovernance/Theboard.html#RobinHammarstedt(1970)^Corporate governance  / The board / Robin Hammarstedt (1970) ^Robin Hammarstedt (1970)  New member since 2008.  Employee representative, Senior Consultant at Cybercom Sweden North AB.  Other appointments: - Cybercom holdings: 0 shares   Expertise: - ^Corporategovernance^Theboard";
sData[149] = "The board^/en/Corporategovernance/Theboard.html#UlfKorner(1946)^Corporate governance  / The board / Ulf Körner (1946) ^Ulf Körner (1946)  Board member since 2005. Professor of telecom traffic systems at Lund University's Faculty of Engineering (LTH). Other appointments: Board member of Cale Group AB.  Cybercom holdings: 0 shares Expertise: Telecom industry  ^Corporategovernance^Theboard";
sData[150] = "The board^/en/Corporategovernance/Theboard.html#ThomasLandberg(1950)^Corporate governance  / The board / Thomas Landberg (1950)^Thomas Landberg (1950) New board member in 2007  Other appointments: - Cybercom holdings: 0 shares  Expertise: International business development experience in IT and telecom. ^Corporategovernance^Theboard";
sData[151] = "The board^/en/Corporategovernance/Theboard.html#LarsPersson(1956)^Corporate governance  / The board / Lars Persson (1956) ^Lars Persson (1956)  Board member since 1998.  MD of Rymdbolaget AB. Other appointments: Board member of SSC Telecom Holding AB, Svenska Basboxbolaget AB, Space Port Sweden AB, Neat AB, Universal Space Networks Inc (in the US), and Turn to Törn AB. Cybercom holdings: 0 shares Expertise: Telecom industry ^Corporategovernance^Theboard";
sData[152] = "The board^/en/Corporategovernance/Theboard.html#AlexandraTrpkoska(1976)^Corporate governance  / The board / Alexandra Trpkoska (1976)^Alexandra Trpkoska (1976) New board member in 2007.  Employee representative, business unit manager at Cybercom Sweden East AB.  Other appointments: - Cybercom holdings: 0 shares  Expertise: - ^Corporategovernance^Theboard";
sData[153] = "Executive team^/en/Corporategovernance/Executiveteam.html#PatrikBoman(1956)^Corporate governance  / Executive team / Patrik Boman (1956) ^Patrik Boman (1956)  President and CEO of Cybercom Group. BS in business administration and economics, Stockholm University. Employed since: 2007 Previous position: MD of HiQ Stockholm AB  Cybercom holdings: 20,000 shares ^Corporategovernance^Executiveteam";
sData[154] = "Executive team^/en/Corporategovernance/Executiveteam.html#PeterKeller-Andreasen(1956)^Corporate governance  / Executive team / Peter Keller-Andreasen (1956) ^Peter Keller-Andreasen (1956)  Vice president Cybercom Group. University-trained engineer, Technical University of Denmark.  Employed since: 2001 Previous positions: TietoEnator A/S, Digital A/S  Cybercom holdings: 6,500 shares ^Corporategovernance^Executiveteam";
sData[155] = "Executive team^/en/Corporategovernance/Executiveteam.html#PerJonsson(1966)^Corporate governance  / Executive team / Per Jonsson (1966)^Per Jonsson (1966) CFO Cybercom Group MBA, Stockholm University Employed since: 2007 Previous positions: Metro International, Modern Holdings, Netcom Consultants, Ernst & Young, and International Business Partner Advice. Cybercom holdings  9,400 shares Read about other executives at http://www.cybercomgroup.com. ^Corporategovernance^Executiveteam";
sData[156] = "Auditors^/en/Corporategovernance/Auditors.html^Corporate governance  / Auditors^Auditors' remunerationBesides customary audits, auditing includes necessary audit-related consulting, work related to audit findings, or other tasks related to auditing.GroupParent companyAuditing and consulting fees2007200620072006AuditorÖhrlings PricewaterhouseCoopers AB2,0121,1981,8581,198PricewaterhouseCoopers, Nordic9167--Other auditing firms293179--Other consultingÖhrlings PricewaterhouseCoopers AB4527744277PricewaterhouseCoopers, Nordic614--Other auditing firms4612--Total2,4931,7471,9021,475AGM participants appoint auditors every fourth year. The most recent occasion was in 2004. The auditors' task is to audit Cybercom's annual accounts, the accounting records, and the administration of the board of directors and the CEO. The auditors report to the board on an ongoing basis.  Öhrlings PricewaterhouseCoopers, with Ulf Pettersson as principal auditor, were elected to serve as auditors up to 2008. During the year, the audit committee has met with the auditors to ensure that the company's internal and external accounts fulfil requirements placed on market-listed companies, as well as discussing the scope and focus of the auditing.  ^Corporategovernance^Auditors";
sData[157] = "Auditors^/en/Corporategovernance/Auditors.html#Auditorsreport^Corporate governance  / Auditors / Auditors' report^Auditors' report Each year, the auditors prepare a report that describes the way in which Cybercom's organisation is structured so that bookkeeping, asset management, and Cybercom's financial circumstances in general can be controlled in a satisfactory way. Auditing occurs continuously throughout the year. In 2007, auditor Ulf Pettersson participated in meetings as specified above. On behalf of Öhrlings PricewaterhouseCoopers, he presented the audit of Cybercom's bookkeeping and financial situation. ^Corporategovernance^Auditors";
sData[158] = "About the annual report^/en/Information/Abouttheannualreport.html^Information / About the annual report^Cybercom is a high-tech consulting operation, whose products and services help people communicate. Technology and communication drove the design of this completely web-based annual report. By using the web's capabilities, readers can extract more from the content.  ^Information^Abouttheannualreport";
sData[159] = "About the annual report^/en/Information/Abouttheannualreport.html#Personalinformationpolicy^Information / About the annual report / Personal information policy^Personal information policy Cybercom does not forward personal information collected through the annual report. Information collected from visitors is not used to track individuals who displayed the annual report. Cybercom's annual report uses cookies. Their purpose is to simplify the visit, collect statistics on the number of visitors, and see which pages were visited. ^Information^Abouttheannualreport";
sData[160] = "About the annual report^/en/Information/Abouttheannualreport.html#Contact^Information / About the annual report / Contact^Contact ^Information^Abouttheannualreport";
sData[161] = "About the annual report^/en/Information/Abouttheannualreport.html#CybercomGroupEuropeAB(publ.)Box757410393StockholmSweden^Information / About the annual report / Cybercom Group Europe AB (publ.)Box 7574103 93 StockholmSweden^Cybercom Group Europe AB (publ.)Box 7574103 93 StockholmSweden Visitors: Årstaängsvägen 19 BTel: +46 8 578 646 00Fax: +46 8 578 646 10info@cybercomgroup.comwww.cybercomgroup.com^Information^Abouttheannualreport";
sData[162] = "About the annual report^/en/Information/Abouttheannualreport.html#TheLegalAnnualReportDocument^Information / About the annual report / The Legal Annual Report Document ^The Legal Annual Report Document  The pdf version of the Cybercom 2007 annual report is the original, legal annual report. You can download it here.  Cybercom 2007 annual report (73 pages, 1.0 mb)<table cellspacing=\"0\" class=\"inline\" aid:table=\"table\" aid:trows=\"7\" aid:tcols=\"2\"><tr><td>Content and production: </td><td style=\"white-space: nowrap;\">Cybercom in co-operation with Hallvarsson & Halvarsson</td></tr><tr><td>Translation: </td><td style=\"white-space: nowrap;\">American Writing & Editing</td></tr><tr><td>Technical production: </td><td style=\"white-space: nowrap;\">Hallvarsson & Halvarsson</td></tr><tr><td>Design: </td><td style=\"white-space: nowrap;\">Hallvarsson & Halvarsson</td></tr><tr><td>Online speech enabling: </td><td style=\"white-space: nowrap;\">Voicecorp</td></tr><tr><td>Film production: </td><td style=\"white-space: nowrap;\">Mamato</td></tr><tr><td>Photos: </td><td style=\"white-space: nowrap;\">Cybercom</td></tr></table> ^Information^Abouttheannualreport";
sData[163] = "Addresses ^/en/Information/Addresses.html#CybercomGroup^Information / Addresses  / Cybercom Group ^Cybercom Group  Box 7574103 93 StockholmSwitchboard: +46 8-578 646 00Fax: +46 8-578 646 10Visitors: Årstaängsvägen 19 B  ^Information^Addresses";
sData[164] = "Addresses ^/en/Information/Addresses.html#UK^Information / Addresses  / UK^UK Cybercom Group UK LtdSt Clare House 30-33 MinoriesLondon EC3N 1DDEnglandTel: +44 (0)20 7264 5900 Fax: +44 (0)20 7264 5901^Information^Addresses";
sData[165] = "Addresses ^/en/Information/Addresses.html#Denmark^Information / Addresses  / Denmark^Denmark Cybercom Vesterbrogade 1491620 CopenhagenDenmarkTel: +45 70 42 42 70Fax: +45 70 42 42 72 ^Information^Addresses";
sData[166] = "Addresses ^/en/Information/Addresses.html#India^Information / Addresses  / India^India Cybercom Datamatics Information Solutions Ltd.1st floor & 2nd floor of building known as M/s. Zenith Chemical Works Pvt. Ltd.Plot No. B6 Cross Road B, MIDC, MarolAndheri (East), Mumbai - 400 093 IndiaTel: +91 22 6710 8222         +91 22 6710 8211        +91 22 6710 8701Fax: +91 22 2836 8678  ^Information^Addresses";
sData[167] = "Addresses ^/en/Information/Addresses.html#Singapore^Information / Addresses  / Singapore^Singapore Netcom Consultants133 Cecil Street#12-04 Keck Seng TowerSingapore 069535Tel: +65 6536 2780Fax: +65 65362781 ^Information^Addresses";
sData[168] = "Addresses ^/en/Information/Addresses.html#Poland^Information / Addresses  / Poland ^Poland  Cybercom  4 Wynalazek St.PL-02 677 WarsawPolandTel: +48 (0)22 60 70 660 Cybercom 25 Dowborczyków St. PL-90-019 ŁódźPolandTel: +48 (0)42 676 50 16 ^Information^Addresses";
sData[169] = "Addresses ^/en/Information/Addresses.html#Gothenburg^Information / Addresses  / Gothenburg^Gothenburg Cybercom Lindholmspiren 9417 56 GothenburgTel: +46 31 744 80 00 ^Information^Addresses";
sData[170] = "Addresses ^/en/Information/Addresses.html#Huskvarna^Information / Addresses  / Huskvarna ^Huskvarna  Cybercom Datorgatan 3561 33 Huskvarna Tel: +46 36 39 66 00^Information^Addresses";
sData[171] = "Addresses ^/en/Information/Addresses.html#Karlskrona^Information / Addresses  / Karlskrona ^Karlskrona  Cybercom Campus Gräsvik 1 371 41 Karlskrona Tel: +46 455 314 000^Information^Addresses";
sData[172] = "Addresses ^/en/Information/Addresses.html#Linkoping^Information / Addresses  / Linköping^Linköping Cybercom Teknikringen 7583 30 LinköpingTel: +46 13 210 650Fax: +46 13 21 35 78 ^Information^Addresses";
sData[173] = "Addresses ^/en/Information/Addresses.html#Lund^Information / Addresses  / Lund ^Lund  Cybercom Emdalavägen 16223 69 LundTel: +46 40 691 96 00Fax: +46 40 691 96 00 ^Information^Addresses";
sData[174] = "Addresses ^/en/Information/Addresses.html#Malmo^Information / Addresses  / Malmö^Malmö Cybercom Box 31201 20 MalmöVisitors: Dockplatsen 12, 211 19 MalmöTel: +46 40 691 96 00Fax: +46 40 691 96 96 ^Information^Addresses";
sData[175] = "Addresses ^/en/Information/Addresses.html#Stockholm^Information / Addresses  / Stockholm^Stockholm Cybercom Årstaängsvägen 19BBox 47612117 94 StockholmTel: +46 8 726 75 00  ^Information^Addresses";
sData[176] = "Addresses ^/en/Information/Addresses.html#Sundsvall^Information / Addresses  / Sundsvall^Sundsvall Cybercom Storgatan 29852 30 SundsvallTel: +46 60 17 40 50 Fax: +46 60 17 40 57 ^Information^Addresses";
sData[177] = "Addresses ^/en/Information/Addresses.html#Ornskoldsvik^Information / Addresses  / Örnsköldsvik ^Örnsköldsvik  Cybercom Strandgatan 21891 18 ÖrnsköldsvikTel: +46 660 860 80 ^Information^Addresses";
sData[178] = "Addresses ^/en/Information/Addresses.html#Ostersund^Information / Addresses  / Östersund^Östersund Cybercom Skiftesvägen 3Box 3093831 03 ÖstersundTel: +46 63 195 100 ^Information^Addresses";